Course Structure SY BBA Syllabus Book 2023-27

DR.
VISHWANATH KARAD
MIT - WORLD PEACE UNIVERSITY
Faculty of Business and Leadership
School of Business
Bachelor of Business Administration
(BBA)
(Batch 2023-2027)
AY – 2023-2024
SECOND YEAR COURSE BOOK
Dr. Pradip Padhye Dr. Rajashri Kadam Dr. Deependra Sharma Dr. Akshay Dr.Ganesh Pokale
Malhotra
HoS /Program Director Associate Dean Dean - SOB Dean Academics Registrar
Academics MITWPU MITWPU
Preamble -
Delivering Academic Excellence is the basic philosophy at MIT-WPU. All initiatives taken at SOB- are
inspired by the same philosophy and are the guiding factor behind the academic rigor and innovative
academic and non-academic delivery. Accordingly, the BBA Program has been designed. The main
features are as:
• BBA is a Three-years (6 Semesters) full-time Program designed to give rise to "future
professionals" rather than mere 'degree holders in the domains of marketing, finance, and human
resource management.
• With the BBA Program students will get opportunities to explore and enhance their leadership,
analytical, and managerial skills while developing a solid business background that they can apply
to real-world scenarios.
• The extensive specializations offered under the BBA program open a wide spectrum of career
prospects for the students in the areas of their interest giving them opportunities to pursue further
studies in India & abroad alike, follow their passion for entrepreneurship and prepare them to face
the challenges of the corporate world proficiently.
• However, BBA (Honors) or BBA(Research) degree is a Four-years (8 Semesters) Program.
Vision of WPU SOB

To be at the forefront of Management education in India, through value-based education. It endeavours for
creating globally competitive business leaders, entrepreneurs, and critical thinkers through research, and
sustainable progressive transformation, deeply rooted in Indian ethos.
Mission of WPU SOB
1. To nurture transformational leaders equipped with the knowledge, skills, and values to excel in the
dynamic world of Business Management.
2. To foster student entrepreneurship with guidance, resources, and mentorship to cultivate creativity,
innovation, and successful business leadership.
3. To prioritize research-based education and foster a dynamic intellectual environment where faculty and
students contribute to evolving business management knowledge.
4. To aim to equip our students with a global perspective, cross-cultural awareness, and adaptability for
success in diverse international business settings.
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Program Educational Objectives (PEOs):
• To impart knowledge related to all operational areas of management such as Finance,
Marketing, Operations, Research, and human resource management.
• To make the students proficient in the specialization that they have chosen. impart essential
skills required to obtain the desired work profiles.
• To make the students ready with the essential skills required to obtain the desired work
profiles.
Program Outcomes (POs):
• PO1: To remember and apply the conceptual knowledge of discipline-specific,

interdisciplinary, generic, and allied specializations for effective business administration.
• PO2: To nurture a positive attitude and life skills to become a multifaceted personality with a
sense of environmental consciousness and ethics.
• PO3: To cultivate leadership and communication skills to develop successful entrepreneurs
and management professionals.
• PO4: To encourage and improve critical thinking, decision-making skills, analytical
reasoning, and research-related skills.
• PO5: To foster problem-solving skills through technology, experiential learning, and
innovations to ensure the application of knowledge in professional careers.
• PO6: To associate and partner with various business entities at the Rural, National, and
international levels for the holistic development of the students.
• PO7: To integrate management education by focusing on values for life, character building,
humanity, and peace, thus contributing towards nation-building.
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Program Specific Outcomes (PSOs):
• PSO 1: To demonstrate analytical, decision making and problem-solving skills through the core
and discipline-specific electives of specialization in the fields of Finance, Human Recourse, and
Marketing to face the real challenges in business.
• PSO 2: The students will be able to develop good insights in the field of Corporate Social
Responsibility, Supply Chain & Logistics Management / Entrepreneurship / Sports Management
and perform effectively in these industries.
• PSO 3: To acquire new dimensions of knowledge through open electives, generics and vocational
courses to cater to the needs of the industry.
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a) Program Duration:
03 years for BBA (Full Time)
04 years for BBA -Honors (Full Time)
b) System Followed: Semester pattern
c) Credit System:
Sr.
Year Odd(I) Even (II) Credits
No.
1 First Year 21 23 44
Second 21 24 45
2
Year
3 Third Year 23 21 44
Fourth
4 15 14 29
Year
d) Internship: An internship is an opportunity for students to work with professionals in the real
corporate world. It is mandatory for all the students to undergo 6-8 weeks of internship.
e) Dissertation: Each eligible student will be working on a dissertation in the final year of his Program.
This will enable the students to work on Research Studies by applying the knowledge of their
respective areas of specialization.
f) Project-Based Learning: Students will learn new skills and will develop a model/project/business
plan based on the area of specialization. It provides an opportunity for the students to apply the
knowledge acquired from the earlier courses studied to a real-world scenario.
Assessment Criteria:
The evaluation scheme comprises:

a) University External Evaluation
b) Internal Continuous and Comprehensive Assessment (CCA) / Laboratory Continuous Assessment
(LCA).
For each credit course:
a) 60% shall be evaluated internally based on CCA / / Laboratory Continuous Assessment (LCA)
and
b) 40% shall be evaluated externally by the University.
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Passing Criteria:
As per the examination ordinance - 2022 of the MIT-WPU.
g) Branches or Specializations:
Major: Marketing, Accounting & Finance, Human Resource Management
h) Mandatory Attendance to Appear for the Examination:

1. It is obligatory on the part of the student to attend each Lecture, Tutorial, and Laboratory
practical session in a course for academic excellence. However, on account of late registration
or illness, or any other contingencies, the attendance requirement will be a minimum of 75 % of
the classes scheduled/ held.
2. In the case of extraordinarily genuine cases, the requirement of attendance can be further
condoned by the Executive President/Vice-Chancellor on the recommendations of the Head of
the Department concerned. An application on the prescribed format for condoning a limited
shortage of attendance should be made by the student at least one week prior to the examination.
3. Any candidate who fails to meet the attendance criteria indicated as above in any course shall
not be allowed to take the Midterm/ End term examination of that course unless he/she fulfils
the minimum attendance criteria.
4. The attendance records will be announced/ displayed periodically to sufficiently warn the
students who are falling short of attendance.
5. The final attendance records for the entire Semester /semester / one year will be displayed by
the respective faculty/course instructor handling a course, with the approval of the Dean before
the last day of classes in the current Semester /semester / one year, or on the date as mentioned
in the Academic Calendar.
i) Medium of Instruction and Examination:
a) Medium of Instruction: English

b) Examination:
a. Pattern of Examination: The evaluation scheme comprises of:
i. University Evaluation
ii. Continuous Evaluation
b. For each credit course –
i. 60% marks shall be evaluated internally based on CCA / LCA.
ii. 40% shall be evaluated externally by the University.
j. Eligibility Criteria for Admission to the Program:
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• To be eligible for admission to the Program, HSC (10+2) from any stream with English as a
passing subject with a minimum of 50% marks in aggregate.
• Two years/ three years Diploma of Board of Technical Education, conducted by Government
of Maharashtra or its equivalent.
• MCVC
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BBA Batch (2023-2027)
a) Definition of Credit:
For Theory courses
45 hours of instructions 3 Credits
30 hours of instructions 2 Credits
15 hours of instructions 1 Credit
• Labs, practical and similar activities: 1 Credit = 30 Hrs. of Engagement

• For internship in UG: 1 Credit implies min. engagement of 45 Hrs.
• For Projects: 1 credit = 45 Hrs. of Engagement
b) Credits:
The total number of credits for the Three-year and Four-year undergraduate BBA Program
would be 133 and 162 respectively.
c) Structure of Credits for Undergraduate BBA Program:
S. No. Year Credits

1 First Year BBA 44
2 Second Year BBA 45
3 Third Year BBA 44

4 Fourth Year BBA 29
TOTAL 162
For BBA –
Sr. No. Course Type Credits
1 Program Capstone Project/Problem Based Learning/Seminar 8
and Internships) - PBL
2 Program Electives - PE 16
3 Program Foundation - PF 32
4 Program Major - PM 43
5 University Core - UC 22
6 University Electives - UE 12
Total 133
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BBA (Honors)
Sr. No. Course Type Credits

Program Capstone Project/Problem Based Learning/Seminar and
1 32
Internships (PBL)
2 Program Electives (PE) 16
3 Program Foundation (PF) 32
4 Program Major (PM) 48
5 University Core (UC) 22
6 University Electives (UE) 12
Total 162
d) Course Code and Definition: -
Course Code Definitions
L Lecture
P Practical
T Tutorial
J Project
e) Grading Scheme: As per the examination ordinance 2022 of MIT-WPU.

For a UG course at MIT WPU the actual credit distribution will be as below:
Course Basket % Credit Allotment Credits Assigned
Program Major 30 48
Program Disciplinary Foundation 20 32
Program Electives 10 16
Program Capstone Project, Problem Based Learning,
20 32
Seminar, and Internships
University Core 13 22
University Electives 7 12
Total 100 162
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Assessment Scheme:
Abbreviation L-T-P-J-C: L-Lecture, T-Tutorial, P-Practical, J-Project, C-Total
Credits.
CCA1 - Class Continuous Assessment 1,
MT - Mid Term Test,
CCA2 - Class Continuous Assessment 2,
LCA1 - Laboratory Continuous Assessment 1,
TE - Term End Exam
Assessment
Description CCA M CCA LCA LCA LCA
Type of Course Scheme TE Total
L-T-P-J-C 1 T 2 1 2 3
Code
All Theory (L, T) Only
Theory Courses TT1 15 30 15 - - - 40 100
courses with TE exams
Theory Courses All Theory (L, T) only
with Continuous TT2 courses without TE 35 30 35 - - - - 100
Evaluation exams
Lab /Projects/ All courses having
Internship/ PJ P and J components - - - 33.33 33.33 33.33 - 100
Dissertation Only
Theory and Lab
TL1 2-0-2-0-4 7.5 15 7.5 10 10 10 40* 100
Course 1
Theory and Lab
TL2 1-0-3-0-4 2.5 10 2.5 15 15 15 40* 100
Course 2
Theory and Lab
TL3 3-0-1-0-4 10 25 10 5 5 5 40 100
Course 3
Theory and Lab
TL4 2-0-1-0-3 10 20 10 6.67 6.67 6.67 40 100
Course 4
Theory and Lab
TL5 1-0-2-0-3 5 10 5 13.33 13.33 13.33 40* 100
Course 5
Theory and Lab
TL6 2-1-1-0-4 10 25 10 5 5 5 40 100
Course 6
Theory and Lab
TL7 1-1-1-0-3 10 20 10 6.67 6.67 6.67 40 100
Course 7
* Term End Exams to be conducted anywhere within the MITWPU Campus subject to the
following conditions:
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1. All eligible students will be taking this exam in the same space and at the same time slot.
2. The time for Term End Exams will be a maximum of 3 hrs.
3. QP will be sent along with Invigilators by DoE.
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School of Business
Bachelor of Business Administration
PROGRAM STRUCTURE - BATCH 2023-27
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Bachelor of Business Administration (First Year) (2023-27) Semester – I
Weekly Workload, Assessm

S.
Hrs Credi ent
No Course Code Name of the Course Type
ts Scheme
. L T P J
Code
1 BBA1PF01A Business Mathematics PF 3 - - - 3 TT1
2 BBA1PF02A Financial Accounting PF 3 - - - 3 TT1
3 BBA1PF03A Foundations of HRM PF 3 - - - 3 TT1
4 BBA1PF04A Principles and Practices of PF 3 - - - 3 TT1
Management
5 BBA1PF05A Principles of Marketing PF 3 - - - 3 TT1
6 WPU1UC05A Critical Thinking UC 1 - - - 1 M
7 WPU1UC06A Digital Literacy UC 1 - - - 1 M
8 WPU1UC02A Effective Communication UC 1 - - - 1 M
9 WPU1UC04A Environment and UC 1 - - - 1 M
Sustainability
10 WPU1UC01A Learning to Learn UC 1 - - - 1 M
11 YOG1UC01A Yoga - I UC - - 2 - 1 PJ
Total: 20 2 21
Weekly Teaching Hours: 22 **Assessment Marks are valid only if Attendance criteria are met
Total Credits: 21 L-Lecture, T-Tutorial, P-Practical, J-Project.
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Bachelor of Business Administration (First Year) (2023-27) Semester – II
Weekly Workload, Assessme
S. Ty Hrs Credi nt
Course Code Name of the Course
No. pe ts Scheme
L T P J
Code
1 BBA1PF06A Business Statistics PF 3 - - - 3 TT1
BBA1PF07A Cost and Management PF 3 - - - 3 TT1
2
Accounting
3 BBA1PF08A Environmental Studies PF 3 - - - 3 TT1
4 BBA1PF09A Managerial Economics PF 3 - - - 3 TT1
5 BBA1PM01A Excel for Business PM - - 4 - 2 PJ
6 BBA1PM02A Digital Marketing PM 2 - - 2 TT1
7 WPU1UC20A Co-creation UC - 3 1 I
8 WPU1UC07A Financial Literacy UC 1 1 M
9 WPU1UC08A Indian Knowledge System UC 2 2 M
10 PCE1UC01A Foundation of Peace UC 2 2 TT1
11 YOG1UC02A Yoga – II UC - 2 1
Total: 19 6 3 23
Weekly Teaching Hours: 28 **Assessment Marks are valid only

if Attendance criteria are met
Total Credits: 23 L-Lecture, T-Tutorial, P-

Practical, J-Project.
Total Credits of BBA for First Year = 21+23=44
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Bachelor of Business Administration (Second Year) (2023-27) Semester – III
Weekly Assessme
S. Typ Workload, Hrs Credi nt
Course Code Name of the Course
No. e ts Scheme
L T P J
Code
Corporate Governance and Business
1 BBA2PF01A PF 2 - - - 2 TT1
Ethics
2 BBA2PF02A Strategic Management PF 3 - - - 3 TT1
3 BBA2PM01A Business Research PM 3 - - - 3 TT1
4 BBA2PM02A Legal Aspects of Business PM 2 - - - 2 TT1
BAG2PE11A/ Organizational Change & Development/
5 BAG2PE21A/ Security Analysis and Portfolio PE 4 - - - 4 TT1
BAG2PE31A Management/ Retail Management
6 BAG2PR01A Project-Based Learning - I PR - - - 3 1 PJ
WPU2UC22
7 Rural Immersion UC - - - 3 1 I
A
WPU2UC21 Research Innovation Design
8 UC - - - 3 1 I
A Entrepreneurship (RIDE)
9 University Electives - I UE 4 - - - 4
1
Total: - - 9 21
8
Weekly Teaching Hours: 27
**Assessment Marks are valid only if Attendance criteria are met.
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Bachelor of Business Administration (Second Year) (2023-27) Semester – IV
Weekly Assessment
S. Workload, Hrs Cred Scheme
Course Code Name of the Course Type
No. its Code
L T P J
1 BAG2PM03A Financial Management PM 3 - 2 - 3 TT1
BAG2PM04A/ Foreign Language German/ TT1

2 PM 3 - - - 3
BAG2PM05A Foreign Language French
3 BAG2PM06A Organizational Behaviour PM 3 - - - 3 TT1
Production and Operations TT1

4 BAG2PM07A PM 3 - - - 3
Management
BAG2PE12A/ Industrial Relations & Labour TT1
5 BAG2PE22A/ Laws/ Business Taxation/ PE 4 - - - 4
BAG2PE32A Branding & Advertising
Spiritual and Cultural Heritage:
6 PCE2UC02A UC 2 - - - 2
Indian Experience
7 BAG2PR02A Project-Based Learning - II PR - - - 3 1 PJ
8 WPU2UC01A Indian Constitution UC 1 - - - 1 M
9 University Electives - II UE 4 - - - 4
Total: 23 3 24

**Assessment Marks are valid only if Attendance criteria are met
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Total Credits: 24
L-Lecture, T-Tutorial, P-Practical, J-Project.
Total Credits of BBA for Second Year = 21+24 =45
Bachelor of Business Administration (Third Year) (2023-27) Semester –V

Weekly Assessme
S. Typ Workload, Credi nt
Course Code Name of the Course Hrs
No. e ts Scheme
L T P J Code
1 BAG3PM01A CSR Planning and Strategies PM 2 - - - 2 TT1
Financial System, Markets, and
2 BAG3PM02A PM 3 - - - 3 TT1
Services
Innovation and Entrepreneurship
3 BAG3PM03A PM 3 - - - 3 TT1
Management
BAG3PE13A/ Strategic HRM & HR Practices/ Foreign
4 BAG3PE23A/ Exchange Operations/ Services PE 4 - - - 4 TT1
BAG3PE33A Marketing
5 BBA3PR01A Project-Based Learning - III PR - - - 3 1 PJ
1
6 BBA3PR02A Internship PR - - - 4 PJ
2
Managing Conflicts Peacefully: Tools
7 PCE3UC03A UC 4 - - - 2
and Techniques
8 University Electives - III UE 4 - - - 4
2 1
Total: 23
0 5
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Bachelor of Business Administration (Third Year) (2023-27)

Semester –VI
Weekly Workload, Assessment
S. Ty Hrs Credi
Course Code Name of the Course Scheme
No. pe ts
L T P J Code
1 BAG3PM04A Business Analytics PM 1 - 2 - 2 PJ
2 BAG3PM05A Business Simulation PM - - 4 - 2 PJ
3 BAG3PM06A E-Commerce PM 2 - - - 2 TT1
4 BAG3PM07A Personal Financial Planning PM 2 - - - 2 TT1
5 BAG3PM08A Selling & Negotiation Skills PM 2 - - - 2 TT1
Supply Chain and Logistic
6 BAG3PM09A PM 4 - - - 4 TT1
Management
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BAG3PE14A/ International HRM/ Financial
7 BAG3PE24A/ Derivatives/ Consumer PE 4 - - 3 4 TT1
BAG3PE34A Behaviour
8 BBA3PR03A Project-Based Learning - IV PR - - - 3 1 PJ
9 WPU3UC23A National Academic Immersion UC 2 2 I
Total: 17 6 3 21
Total Credits: 21
Total Credits for BBA Third Year = 23+21 =44
Bachelor of Business Administration (Fourth Year) (2023-27)

Semester –VII
Weekly Assessm
S. Workload, Hrs Cred ent
Course Code Name of the Course Type
No. its Scheme
L T P J
Code
1 BBA4PM01A MOOC I PM 3 - - - 3 M
2 BBA4PM02A MOOC II PM 2 - - - 2 M
3 BBA4PR01A Field Project PR 1 - - 27 10 PJ
Total: 6 27 15
**Assessment Marks are valid only if Attendance criteria are met.
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Total Credits: 15
Bachelor of Business Administration (Fourth Year) (2023-27)

Semester –VIII
Weekly Assessme
S.
Ty Workload, Hrs Credi nt
No Course Code Name of the Course
pe L T P J ts Scheme
.
Code
1 BBA4PR02A Capstone Project PR 1 9 4 PJ
2 BBA4PR03A Industry Analysis Report PR 1 8 5 PJ
3 BBA4PR04A Research Paper PR 9 3 PJ
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4 BBA4PR05A Seminar on Research Methods PR 2 2 PJ
Total: 4 8 18 14
Bachelor of Business Administration (Fourth Year) (2023-27) Semester –VIII
Weekly Teaching Hours: 30 **Assessment Marks are valid only if Attendance

criteria are met
Total Credits: 14
Total Credits for BBA Fourth Year = 15+14=29
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Semester – III
COURSE STRUCTURE
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Course Code BBA2PF01A
Course Category Program Foundation
Semester II
Course Title Corporate Governance and Business Ethics
Teaching Scheme and L T Laboratory Credits

Credits
2 - - 2
Weekly load hours.
Assessment Code:
Pre-requisites: This course requires students to have basic prior knowledge of business environment
Course Description: This course provides an in-depth exploration of corporate governance and ethics,
focusing on both theoretical frameworks and empirical studies, and examines the impact of legal,
cultural, and economic environments on corporate practices. Students will develop the skills to
critically analyze governance models, address ethical dilemmas, and integrate governance practices
with broader state and global contexts, preparing them to navigate emerging opportunities and
challenges with integrity.
Course Objectives:
1. Knowledge:
Gain a comprehensive understanding of corporate governance and ethics theories, structures,
mechanisms, and their impact within different legal, cultural, and economic environments.
2. Skills:
Develop the ability to critically analyze governance models and ethical frameworks, solve complex
governance issues, and make strategic decisions that integrate corporate governance with state and
global trends.
3. Attitude:
Foster an ethical mindset and adaptability, preparing managers to apply governance knowledge
effectively in real-world scenarios and to navigate emerging opportunities and challenges in
corporate governance with integrity.
Course Outcomes:
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The student shall be able to:
CO1: Illustrate the nature and need for corporate governance activities in business and strategies for
implementation
CO2: Explain the structure, practices and the regulatory framework for corporate governance
CO3: Differentiate methods of corporate governance around the world
CO4: Compare companies on the basis of different types of compliance of corporate governance
CO5: At the end of the course students will have a broad perspective on governance and ethics related
aspects within a corporate atmosphere.
Course Contents:
1.0 Introduction (6 Lectures):

Corporate Governance: Introduction to Governance, Governance in General and Governance of an
enterprise; models of corporate governance-western vs. Indian History of Corporate Governance,
Emergence of Institutions: State, Legal frameworks-courts, law of conduct, and Regulation of
behavior; Linking Governance to performance of an enterprise; accountability, and transparency.
2.0 Theoretical Approaches:(6 lectures)
Institutional Economics and Economic Sociology approaches, Transactional economics, Agency

theory, Stewardship theory, Stakeholder theory, Shareholder theory, Resource Based Approach,
Dynamic Capability Approach.
3.0 Practices and Elements of Corporate Governance (4 lectures)

Selection, compensation, succession, and removal in the context of organizational life cycle, Board
of Directors and independent directors: Past and present, Chief Executive Officer, Executives, Gender
specific issues, Governance in differently controlled businesses (promoter
organization, public and private organizations).
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4.0 Overarching Institutions:(6 lectures)
International Acts (Sarbanes Oxley Act, 2002; OECD), Brief History of India and the development
of Institutional system in history and present: judiciary, and company law and company act. Securities
Act, SEBI regulation Mechanism, Company Bill and Company law
Amendments, Corporate governance and socio-cultural environment: an overview, Role and
responsibilities of financial institutions (Creditors and credit rating agencies), Institutional Investor:
scenario in India and world, corporate communication (Company reporting, statutory
disclosures); and Company Audit, Corporate governance ratings, Good and Bad Corporate
Governance: Whistle blower, policy, insider’s trade, corporate takeovers (mergers and
acquisitions).
5.0 Ethics
Theory and practice of ethics, Ethical and moral dilemmas, Emergence of Ethics within corporate
governance (utilitarianism vs. universalism), Institutional framework in ethics; role of
state, corporate associations and Media, Intellectual property rights, Consumer protections, and
Environmental protection, Social Justice and Corporate Governance, Welfare as a base for ethical
practices: Stakeholder perspective, Ethical practices at various functionaries; marketing, human
resources, operations, and finance.
Learning Resources:
Text Books:
Harvard Business Review on Corporate Governance. (2000), Harvard Business School Press.
Adrian Davies. 1999. A Strategic Approach to Corporate Governance. Gower PublishingLimited.
Anthony Williams. 2007. Corporate Governance: Who will Guard the Guardians?Jaico Publishing
House.
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Darryl Reed and Sanjoy Mukherjee. 2004. Corporate Governance, economic Reforms, and
Development: The Indian Experience. Oxford University Press
N Gopalsamy. 1998. Corporate Governance: The New paradigm. Wheeler Publication.
Ram Charan. 2005. Boards that Deliver: Advancing Corporate Governance from Compliance to
Competitive Advantage”. Jossey-Bass.
SM Dewan, 2006. Corporate Governance in Public Sector Enterprises. Pearson Longman.
Vasudha Joshi. 2004. Corporate Governance: The Indian Scenario. Foundation Books Pvt. Ltd.
Larcker, D. &Tayan, B. Corporate Governance Matters. Upper Saddle River, NJ: Pearson, 2011.
Baker, H.K. & Anderson, R., eds. Corporate Governance: A Synthesis of Theory, Research,
andPractice. Hoboken, NJ: Wiley & Sons, 2010.
Clarke, T. & Branson, D. The SAGE Handbook of Corporate Governance. Thousand Oaks, CA:Sage,
2012.
Leblanc, Richard &Gillies, James, Inside the Boardroom: How Boards Really Work and theComing
Revolution in Corporate Governance. Toronto: Wiley, 2005.
Monks, R.A.G. &Minow, N. Corporate Governance, 5th ed. Boston: Wiley & Sons, 2011.
Vinnicombe, A., et al., eds. Women on Corporate Boards of Directors: International Researchand
Practice. Cheltenham, UK: Edward Elgar, 2008.
Reference Books:
Oliver Williamson. 1985. The Economic Institutions of Capitalism. New York: Free Press.
Jan Sammeck. 2012. A New Institutional Economics Perspective on Industry Self-Regulation.

Springer Publication.
T. N. Satheesh Kumar, 2010. Corporate Governance. Oxford University Press.
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JayatiSarkar, SubrataSarkar. 2012. Corporate Governance In India. SAGE Publications India
Pvt Ltd
Claude Ménard, Mary M. Shirley. 2008. Handbook of New Institutional Economics. Springer
Publication.
David Levi-Faur. 2012. The Oxford Handbook of Governance. Oxford university press.
ArisSoloman Jill Soloman. 2010. Corporate Governance And Accountability. Wiley India Pvt. Ltd
Ghosh B.N. 2011. Business ethics & corporate governance. McGraw-Hill.
Kate A. Nelson, Linda K. Trevino. 2004. Corporate Social Responsibility and Managerial Ethics. John
Wiley & Sons.
Andrew Crane, Dirk Matten. 2010. Business Ethics: Managing Corporate Citizenship and
Sustainability in the Age of Globalization. Oxford University Press, USA
S. RaoVallabhaneni. 2008. Corporate Management, Governance, and Ethics Best Practices. John
Wiley & Son.
Robert A. G. Monks, Nell Minow. 2011. Corporate Governance. Wiley publishers.
Jill Solomon. 2010. Corporate Governance and Accountability. Wiley publishers.
WimDubbink, Luc van Liedekerke, Henk van Luijk. 2011. European Business Ethics Casebook: The
Morality of Corporate Decision Making. Springer Publisher.
Norman E. Bowie, Meg Schnieder. 2011. Business Ethics For Dummies. Wiley publisher.
Antonio Tencati, Francesco Perrini. 2011. Business Ethics and Corporate Sustainability. Edward Elgar
Publishing ltd.
Alexander Brink. 2011. Corporate Governance and Business Ethics. Springer Publisher.
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Marianne M. Jennings. 2012. Business Ethics: Case Studies and Selected Readings. CENGAGE
Learning publication.
SAGE Publications. 2012. SAGE Brief Guide to Business Ethics. Sage Publication. Supplementary
Reading:
Supplementary reading
Aguilera, R.V. “Corporate governance and director accountability: An institutional comparative

perspective.” British Journal of Management, 16(s1), 2005: S39-S53.
Basel Committee on Banking Supervision, “Principles for Enhancing Corporate Governance.”Bank

for International Settlements Communications, October 2010.
Bonn, I., & Pettigrew, A. “Towards a dynamic theory of boards: An organisational life cycle
approach.” Journal of Management and Organization, 15(1), 2009: 2.
Carter, D. A., D’Souza, F., Simkins, Betty J. and Simpson, W. Gary, “The Gender and Ethnic Diversity
of US Boards and Board Committees and Firm Financial Performance.” Corporate Governance: An
International Review, 18(5), 2010, 396-441.
Dalton, D.R., & Dalton, C.M. In press. “Board of directors: A collision of theories and collapsing
applications,” in R. Fredrick and J. R. Boatright, eds., A Companion to business ethics. Hoboken, NJ:
Wiley.
Erakovic, L. & Overall, J. “Opening the ‘black box’: Challenging traditional governance theorems.”
Journal of Management and Organization, 16(2), 2010: 250.
Web Resources:
– http://www.nfcgindia.org
– www.oecd.org/daf/corporateaffairs/principles/text
– http://www.iod.com
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– http://www.icgn.org/
– www.ecgi.org/
– http://www.conference-board.org/
– http://www.acga-asia.org/
– www.csiaorg.com
– http://www.ecgi.org/codes/code.php?code_id=24
Website Disclosures under SEBI (LODR) Regulations, 2015
MOOCs:
https://archive.nptel.ac.in/courses/110/105/110105138/
https://alison.com/course-creators/robert-klonoski
https://www.linkedin.com/learning/finance-foundations-corporate-governance
https://www.udemy.com/course/corporate-governance-a-comprehensive-overview/de=IND21PM
Pedagogy: Lecture, Case Study, Projects/field visits, Workshops.

Video:
1. Barbarian at the gate
2. The corporation
3. Corporate Governance Matters – Ira Millstein
4. Corporate Failures
Malhotra
Assessment Scheme: Suggested Evaluation Methods:
Internal Assessment: 60 % weights LCA: (with % weights)

External Assessment: with 40 % weights
Prepared By Reviewed By Approved By

Dr. Rakesh Yadav Dr. Pradip Padhye Prof. Dr. Deependra Sharma
Subject Expert
Program Director Dean – SOB
Chairman, Board of Studies
COURSE STRUCTURE
Course Code BBA2PF02A
Course Category Program Foundation
Term III
Course Title Strategic Management
Teaching Scheme and Credits L T Laboratory Credits
Weekly load hrs 3 --- -- 3
Pre-requisites: Understanding of businesses and general management.
Malhotra
Course Description: Strategic Management Course is designed keeping in mind the current global business
developments, which requires knowledge and information about the significant aspects of business, such as
understanding of environment and its effect on business, understanding discipline of strategy formulation and
management.
Course Objectives:
1. Knowledge: To study the opportunities and challenges Strategic Management

2. Skills : To help students acquaint skills to overcome the challenges in Strategic Management
3. Attitude: To understand the integration of General Management, Operations, Financial
Management, Marketing Management and the role of Strategic Management from global
perspective.
Course Outcomes: After completion of this course the student will be able to -
CO1: To demonstrate the understanding of facts and ideas of vision and mission of the strategy.
CO2: To solve problems in new situations by applying acquired knowledge , facts, techniques and rules in
different way of strategic management.
CO3: To identify motives or causes to make the best strategy and decision making.
CO4: To analyse ethical and unethical decisions.
CO5: To create and innovate 3D model projects of business, based on strategic management.
Course Contents:
Unit 1 - Introduction to Strategic Management (11 Sessions)
Meaning and Definition and importance of Business Policy, Formation of Business Policy, Things to be
considered while formulating Business Policy, Meaning of Strategic Management, Phases of Strategic
Management
Unit 2 – Model of Strategic Management (11 Sessions)
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Environmental Scanning, Strategy Formulation, Strategy Implementation, Evaluation and Control, Feedback /
Learning Process
Unit 3 – Strategic Decision-Making (10 Sessions)
Strategic Decision-Making Process, Mintzberg’s Modes of Strategic Decision Making, Strategic Audit, Impact
of Strategic Decision Making on the Sustainability of the business, Sustainability Strategies
Unit 4 - Ethical Decision Making (5 Sessions)
Social responsibility and Ethics in Strategic Management, Reasons for Unethical Behavior, Effects of Unethical
Behavior, Encouraging Ethical Behavior, Cases on Ethical Strategic Management
Unit 5 – Challenges to Strategic Management (8 Sessions)
Impact of Globalization, Impact of Liberalization, Impact of Privatization, Trade Barriers Imposed,

Sustainability Strategies
Learning Resources:
Textbook:
Strategic Management & Business Policy: Azhar Kazmi: Tata McGraw Hill
Reference Books:
Concepts in Strategic Management and Business Policy (Globalisation, Innovation and sustainability)
Publication-- Thomas L.Wheelen, J David. Hunger, Alan N. Hoffman, Charles E. Bamford
Supplementary Reading:
Business Policy and Strategic management by L M. Prasad
Pedagogy:
Case discussion, Group Discussion, Problem solving, assignment, conceptual and contextual learning.
Malhotra
Assessment Scheme:
The assessment scheme for core courses will be divided into the following components –
● Internal Evaluation – 60 Marks (with 60% weightage)
● External Evaluation – 40 Marks (with 40% weightage)
External Evaluation: It is an End-term Examination. This exam will consist of application based
situational/conceptual questions carrying a weight of 40 marks
Dr. Pradip Padhye Prof. Dr. Deependra Sharma
Dr. Prasad J. Pathak Program Director Dean – SOB
Dr. Nabila Khan
Chairman, BoS
Malhotra
COURSE STRUCTURE
Course Code BBA2PM01A
Course Category Program Major
Semester III
Course Title Business Research
Weekly load hours. 3 - - 3
Assessment Code: TT1
Pre-requisites: This course requires students to have basic prior knowledge of business enterprises and different
business domains.
Course Description:
This course provides a comprehensive introduction to the methodologies and techniques used in conducting
research within the field of business. It equips students with the necessary skills to design, execute, and analyze
various types of business research projects effectively. Through a combination of theoretical concepts and
practical applications, students will gain an understanding of the research process and its relevance in decision-
making and problem-solving within organizational contexts.
Course Objectives:
1. Knowledge: To develop a solid understanding of various business research methodologies, including

qualitative, quantitative, and mixed-methods approaches for conducting business research
2. Skills: To develop proficiency in using various techniques and methods effectively and interpret the
results or outcome of analysis to come to a logical conclusion.
3. Attitude: To develop an ability and attitude of the individual student for inquisitiveness and curiosity,
analytical thinking, critical evaluation, problem-solving, and ethical awareness.
Malhotra
Course Outcomes: (minimum FOUR)
CO1: Understand the basic principles, concepts, and terminologies of business research methods. Understand
and remember the ethical considerations and guidelines of business research.
CO2: Identify and describe different steps involved in the problem identification, reporting, and findings of the
research study.
CO3: To apply appropriate research methodologies and designs to address specific business research questions.
CO4: Analyze the data set and interpret the findings to give the recommended solutions based on the analysis
and data set.
CO5: Assess the ethical implications of research decisions and actions in business research projects.
Course Contents:
Unit 1: Introduction to Business Research (6 Lectures):
Purpose and characteristics of business research, quantitative and qualitative perspectives, Categories of
business research – Basic and Pure, applied and policy-oriented research, Criteria for Good Business Research
Study, Steps in Business Research Study / Business Research Function, The Role of Business Research in
Making Decisions
Unit 2 Research Method and Design, Research Problem and Hypothesis (10 lectures)
Definition of Business Research Design, Types of Business Research design, Objectives and characteristics of
different types of Business Research Designs, Tools and techniques used for different types of research design,
Applications of different types of designs, Internal Validity and External Validity, Conceptual mapping,
Hypothesis, the necessity for a Hypothesis, Types of Hypothesis, Hypothesis testing, and Importance of
Hypothesis in decision making.
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Unit 3 Methods and Techniques of Data Collection. (10 lectures)
Types of Data, Data Collection for primary data – planning the study, modes of primary data collection, and
different types of studies for collecting primary data, Secondary Data Collection – General sources of secondary
information, industry-specific sources of secondary information, and Advantages and Disadvantages of
secondary data, Different tools and methods for primary data collection – Questionnaire design, Features of
the questionnaire, Questionnaire development, Steps involved in designing the questionnaire. Measurement and
scaling – primary levels of measurement, scaling techniques – comparative and non- comparative.
Unit 4 – Sampling and Sampling Methodologies (9 lectures)
Sampling – Sample versus Census, Fundamental elements of Sampling, Sampling in the Business Environment,
Advantages of Sampling, The Sampling Process, Types of Sampling Methods, Probability Sampling Methods,
Non Probability Sampling Methods, Characteristics of a good sample design.
Unit 5- Data Processing and Report Writing (10 lectures)
• Data Editing and coding, Tabulation, Univariate, Bivariate, and Multivariate Analysis- Preliminary
analysis, An insight into the research report and proposal, Research Report and Writing, Guidelines for
Writing a Report, Approaches to Report Writing, Process of Writing Report.
Learning Resources:
Text Books:
• Cooper, D. R., & Schindler, P.S. (2020). Business research methods (13th Ed.) McGraw-Hill Education
• Gupta, S. L., & Gupta, H., (2012). Business research methods. McGraw-Hill Education
Malhotra
• Zikmund, W. G., Babin, B. J., Carr, J. C., & Griffin, M. (2020). Business research methods (10th ed.).
Cengage Learning
Reference Books:
• Saunders, M. N. K., Lewis, P., & Thornhill, A. (2019). Research methods for business students (8th ed.).
Pearson Education Limited
• Bryman, A., & Bell, E. (2019). Business research methods (5th ed.). Oxford University Press.
• Sekaran, U., & Bougie, R. (2021). Research methods for business: A skill-building approach (8th Ed.).
Wiley
Web Resources:
• https://www.researchgate.net/publication/271517807_Electronic_Journal_of_Business_Research_
Methods
• https://www.sciencedirect.com/science/article/pii/S0148296319304564
MOOCs:
LinkedIn Learning – Business Research Methods.
Coursera – Business Research Methods.
Future Learn – Business Research Methods.
EdX- Business Research Methods.
Pedagogy: Lectures, Case discussion, Peer teaching, Discussion, Field visit, Simulation, Flipped Classroom,
Experiential Teaching.
Malhotra
Assessment Scheme:
Prof Shweta Shirolkar Dr. Pradip Padhye Prof. Dr. Deependra

Sharma
Subject Expert Program Director
Dean – SOB
Malhotra
COURSE STRUCTURE
Course Code BBA2PM02A
Semester III
Course Title Legal Aspects of Business

Credits
2 - - 2
Weekly load hours.
Pre-requisites: This course requires students to have basic prior knowledge of accounting.
Course Description:
The dictum Ignorance of law is not an excuse (Ignorantia Juris non excusat) suggests that every
person is presumed to know the law. It is therefore imperative and essential for all business
executives to have the basic knowledge of at least the main provisions of the respective laws
concerning their area of operation. Business law comprises a set of laws concerning the business
world – trade, commerce and industry. It is important to make the students aware of the law, legal
system, legal environment and legal issues involving business and how to deal with them. This
course provides students with current and comprehensive information touching various aspects of
Business law
Course Objectives:
1. Knowledge: To have an ability to interpret and apply Legal Provisions to

Business Transactions.
2. Skills: To develop proficiency by interpreting legal Provisions & apply them to different
situations in Society.
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3. Attitude: To become fully aware of one’s Rights & Duties before entering into any Legal
Relationships.
1. CO1: To examine various aspects of entering into a Contract & implications of different types
of Contracts & to regulate the regulation governing the Contract of sale of Goods.
2. CO2: To discuss the laws governing Partnerships & examine contractual obligations &
provisions governing LLP’s.
3. CO3: To describe the significant provisions of the Competition Act & how to prevent practices
having adverse effect on consumers, by applying provisions of Consumer Protection Act, 2019.
4. CO4: To understand & recognize the rules governing the formation, management and
dissolution of the most common forms of business associations the Company, as well as
understanding the implications of choosing this form of Business Organization.
5. CO5: To interpret & apply law relating to Intellectual Property Rights (IPR)
Course Contents:
Unit 1: Indian Contract Act, 1872 & Sale of Goods Act, 1930 (9 Lectures):
Nature of Contract & its essentials, Void, Valid & Voidable Contract, Free Consent, Consideration,
fraud, Misrepresentation, Mistake & its impact on Contract, Agreements in restraint of trade,
Performance, Breach & Termination of Contract. Sale of Goods Act, 1930- Nature of Contract of Sale,
Performance of Contract of sale, Conditions & Warranties, Legal Position of Unpaid Seller, Doctrine
of Caveat Emptor.
Unit 2: Consumer Protection Act, 2019 & Competition Act, 2002 (9 Lectures):
Consumer Protection Act, 2019 – Important definitions, Restrictive Trade Practices Act, Measures
to prevent unfair Trade Practices, Consumer Redressal Agencies, Consumer Councils, Offences &
Penalties (Case Studies) Competition Act, 2002 –Definitions, Meaning & Concept, Prohibition of
Malhotra
Anti-Competitive Agreements, Cartels, Prohibition & Abuse of Dominant Position, Offences &
Penalties (Case Studies).
Unit 3: Indian Partnership Act, 1932 & Limited Liability Partnership Act, 2008 (7 Lectures):
Indian Partnership Act, 1932-General nature of Partnership, Rights & Duties of Partners,
Reconstitution, Registration & Dissolution of Firm, Limited Liability Partnership Act, 2008-
Formation & Incorporation of LLP, Foreign LLP, Dissolution & Winding-up of firm.
Unit 4: The Companies Act, 2013 (10 Lectures):
Definition, Meaning & Features of company, Registration & incorporation of a

Company, Memorandum of Association, Articles of Association, Statement in lieu of Prospectus,
Types of Companies, Shareholders & their position in the Company, Corporate Management, Legal
compliances of Event Industry.
Uint 5: Intellectual Property Rights (10 Lectures)
Meaning & Concept of IPR, IPR in India, Patents Act, 1970- Meaning & Definition of Patents,
Registration of Patents, Patent Specification, Offences & Penalties, Copyright Act, 1957-Meaning &
Concept of Copyright, Authorities under the Act, Term of Copyright, Piracy, International Copyright,
Offences & Penalties, Trademark Act 1999-Meaning & Definitions, Registration & Effect of
Registration, Collective Marks, Offences & Penalties
Learning Resources:
Text Books:
Reddy, G.B. & Baglekar, Akash Kumar (2022). Consumer protection Act- A Commentary,
Eastern
Book Co.
Malhotra
Bulchandani, K. R. (2017). Business law for Management, Himalaya Publishers
Tulsian, P. C. & Tulsian, Bharat (2017). Business Law, McGraw Hill Education
Shahi, Gautam (2021). Indian Competition Law. Taxmann
Verkey, Elizabeth & Isaac, Saji Jithin, (2021), Intellectual Property, Eastern
Book Co.
Reference Books:
Maheshwari, S. N. & Maheshwari, S.K. (2011). Manual of Business Law. Himalaya Publishers
Web Resources:
https://www.researchgate.net/publication/332415848_CONTRACTS_RESEARCH_PAPER
https://papers.ssrn.com/sol3/papers.cfm?abstract_id=2042652
MOOCs:
https://www.mooc-list.com/course/legal-foundations-entrepreneurs-coursera
https://www.mooc-list.com/course/three-pillar-model-business-decisions-strategy-law-ethics-coursera
Pedagogy: Lectures, Case discussion, Peer teaching, Discussion
Assessment Scheme:
Class Continuous Assessment (CCA) (with 60 % weights)
Malhotra
Assessment Scheme:
Prof. Pranjali Dr. Pradip Padhye Prof. Dr. Deependra Sharma

Deshpande
Program Director Dean – SOB
Subject Expert
COURSE STRUCTURE
Course Code BAG2PE11A
Course Category Program Elective HR
Term / Semester Semester- III
Course Title Organizational Change & Development
Teaching Scheme and Credits L T Laboratory Engagement Credits
Weekly load hrs
4 --- -- 4
Assessment code: TT1
Malhotra
Course Description: Organizational Change and Development course is designed for HR specialization
students to understand the concept and importance of Organizational Change, Development and various
Intervention strategies.
Pre-requisites: Understanding of basic concepts of Management , Organization and Human Resource
Management
Course Objectives:
1. Knowledge:
To systematically analyze the employee behavior and impact on increasing the organizations
effectiveness
2. Skills:
To enable students to draw parallels and compare each of the change frameworks and justify the
choice for a recommended course of action
3. Attitude:
To apply theoretical concepts and models for understanding the framework and processes.
Course Outcomes: It will provide an overview of the changes & development strategies to be implemented in
different situations for the benefit of the Organization.

1. Analyze organizations to identify areas requiring change or development.
2. Demonstrate understanding of the key processes, strategies, and frameworks used in organizational change
and the different OD interventions
3. Apply theoretical concepts and models to understand the framework and processes of organizational change
and transformation.
4. Develop analytical and creative thinking skills to identify and evaluate organizational problems.
5. Foster a positive attitude towards utilizing theory and practical understanding of OD to improve both the
organization and its employees.
Course Contents:
Unit 1 – Introduction to Organizational Change and Models of Change(10 Sessions):
Introduction to organizational change, Nature of Change, Types of Change, Models of change – Lewin’s
model, Kotter’s model, Action Research Model, Theories of Planned Change
Unit 2 – Organizational Change Frameworks (10 Sessions):
Frameworks for understanding organizational transformation, Structural Frame – organizing for
effectiveness, Human Resource Frame – putting the right people in the right positions, Political Frame
– understanding how the system works, Symbolic Frame – the impact of organizational culture
Unit 3 - Introduction to Organization Development and OD Process (10 Sessions):
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Meaning & Definition of OD, Key Elements of OD, Values & Ethics in OD, Importance of OD, Entering
& Contracting, Diagnosing Organization, Groups & Jobs, Collecting & Analyzing Diagnostic
Information, Feedback process
Unit 4 - OD Intervention and Human Resource Intervention(10 Sessions):
Overview of OD intervention, Designing Effective Intervention, Classification of Intervention
Strategies, Types of Intervention- Individual & Group Coaching, Counseling & Mentoring
Career Planning & Development Intervention, Management & Leadership Development Intervention
Unit 5 - OD Practitioners (5 Sessions):
OD Practitioners- Role & Competencies, Future Trends in OD
Learning Resources:
Text Book:
• Wendell L. French & Cecil H. Bell, Jr. and Veena Vohra, Organization Development, Pearson , Sixth
Edition
• Bolman, Lee G. and Deal, Terrence E. (2017). Reframing Organizations: Artistry, Choice, and
Leadership (6th Ed.). CA: Wiley & Sons, Inc.
Reference Books: E Book
• William J. Rothwell, Jacqueline M. Stavros, Roland L. Sullivan, Arielle Sullivan, Practicing
Organization Development, Pfeiffer, Third Edition
• Joan V Gallos (2006) Organization Development. A Jossey Bass Reader. Jossey-Bass Ed 1.
• https://epgp.inflibnet.ac.in/Home/ViewSubject?catid=1610
• https://epgp.inflibnet.ac.in/Home/ViewSubject?catid=23
Pedagogy:
Participative learning, Group Discussions, Assignment & Case Study
Assessment Scheme: TT1
Assessment scheme for core courses will be divided into following components –
• Internal Evaluation – 60 Marks
• External Evaluation – 40 Marks
Malhotra
Prepared By Approved By
Reviewed By
Dr. Deependra Sharma
Dr. Pradip Padhye
Dr. Nabila Khan
Program Director Dean SoB
Subject Expert
Chairman, BoS
COURSE STRUCTURE
Course Category Program Elective Finance
Semester III
Course Title Security Analysis and Portfolio Management
Credits
4 - - 4
Weekly load hours.
Pre-requisites: This course requires students to have basic prior knowledge of insurance and mutual
funds.
Course Description:
Security Analysis and Portfolio Management provides broad coverage of basic concepts of
investments, various investment avenues in the domestic and global market. It also provides with
specific attention to the returns and risk associated with investing in securities and in the portfolio in
terms of risk-return analysis. The course also offers conceptual and practical insights into the valuation
of securities and also fundamental and technical analysis. It also attempts to cover the portfolio
construction, evaluation and revision
Course Objectives:
Malhotra
Knowledge: Understanding the investment environment, various investment avenues,
Skills: Construct, evaluate and revise the optimum portfolio
Attitude: Demonstrate a basic understanding of the investment environment with the different
investment avenues available
Course Outcomes:
CO1: Understand the investment environment and the different investment avenues
CO2: Evaluate the securities in terms of their risk and return
CO3: Perform fundamental and technical analysis for security analysis
CO4: Construct, evaluate and revise the optimum portfolio
Course Contents:
UNIT 1: Investment concept (10 Lectures):

Significance of savings and investment, difference between investment, speculation and gambling,
factors influencing investment decisions, Investment options in India and foreign markets
characteristics features of financial instruments - company shares, debentures, bonds, convertible
securities, hybrid securities, fixed deposits, Gilt- edged securities, post office schemes, company and
public provident funds, Gold, ETFs, Mutual Funds, Real estate, and Insurance schemes. Investment
attributes - risk, return, security, marketability, liquidity and convenience.
Unit 2: Risk and Return (10 Lectures)
Analysis of risk & return, concept of total risk, factors contributing to total risk, systematic and
unsystematic risk, Risk measurement – Variance, Standard deviation & Beta, Meaning, Computation
and interpretation of beta
UNIT 3: Security Analysis- Fundamental and Technical (10 Lectures)

Fundamental analysis – company, industry and economy analysis - Technical Analysis of stock -points
and figures chart, bar chart, Indicators and Oscillators - ROC, RSI, Volume of Trade, Support and
Resistance Level, Exponential Moving Average Analysis, MACD, Japanese Candlesticks
UNIT 4: Portfolio Management & Portfolio Theories (10 Lectures):

Meaning, return on portfolio, risk on portfolio, Portfolio Construction- Approaches, , Portfolio theory -
contribution of William Sharpe, Jensen and Harry Markowitz, Single index model, Capital Asset Pricing
model, Arbitrage Pricing Theory, Capital Market Line and Security Market Line.
UNIT 5: Portfolio Performance Evaluation (5 Lectures)

Concept of Net Asset Value, IRR, XIRR and MIRR w.r.t. Mutual fund performance, Portfolio
Evaluation: Sharpe’s Measure, Treynor’s Measure, Jensen Measure and Sortino ratio,
Learning Resources:
Text Books:
1. Kevin S., Security Analysis and Portfolio Management, PHI Learning 2015 (2/e).
Malhotra
2. Chandra, P., Investment Analysis and Portfolio Management, Tata McGraw Hill, 2017
Benjamin Graham, D. D. (2008). Security Analysis. McGraw Hill India.
MOOCs:
https://www.udemy.com/share/10a6n2/
Pedagogy:
Lectures, Case discussion, Peer teaching, Discussion, Field visit, Simulation, Flipped Classroom,
Assessment Scheme:
Internal Assessment: 60 % weights
Prepared By
Dr. Varsha Shriram Approved By
Reviewed By
Nerlekar
Subject Expert Dr. Deependra Sharma
Dr. Pradip Padhye
COURSE STRUCTURE

Course Category Program Elective Marketing
Term / Semester Semester III
Course Title Retail Management
Teaching Scheme and Credits L T Laboratory Engagement Credits
Weekly load hrs. 4 - -- 4
Pre-requisites: This course will not require you to have previous experience in any area.
Studying basics of Marketing may be helpful students.
Course Description: Retail Management course helps students to study emerging field for variety of
opportunities. This syllabus is designed keeping in mind the current global development of Retail
businesses, which require knowledge and information about the core foundation concepts of the
subject such as retailing and its global existence, retail planning, E retailing etc.
Malhotra
Course Objectives:
1) Knowledge
i.To provide insights into all functional areas of retailing.
ii.To give a perspective of the Indian retail scenario.
iii.To identify the paradigm shifts in retailing business with increasing scope of technology and E-
business.
2) Skills
i.To help students for understanding the concept of retailing and its application in Marketing.
3) Attitude
i.To create an awareness about opportunities of Indian and Global Retail Scenario.
ii.To understand Current Trends and Role of IT in Retail Industry.
Course Outcomes:
1. REMEMBERING: - Students will be able to relate various functions and concepts of retailing
2. UNDERSTANDING: - Students will be able to summarize Retail location and Merchandising
3. APPLYING: - Students will be able to prepare store layout and strategic positions of goods in retail
outlets.
4. ANALYSING: - Students will be able to categorize Retail Strategies.
Course Contents:
Unit 1: Introduction to Retailing

1.1 Meaning, Definition of Retailing
1.2 Functions of Retailing
1.3 Importance of Retailing
1.4 Retail Formats and Types: Traditional and Modern
1.5 Retail Industry in India: Organized and Unorganized Retail
Unit 2: Retail Location Selection

2.1 Concept of Location and Site
2.2 Importance of Retail Locations
2.3 Types of Retail Locations
2.4 Factors determining the location decision
Unit 3: Merchandise Management and Retail Space Management
3.1 Meaning of Merchandising
3.2 Factors Influencing Merchandising
3.3 Types of Merchandise
3.4 Concept of Space Management
3.5 Store Layout and Design
a) Store Design – Concept and elements (interior and exterior)
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b) Store Layout – Types of Layouts, Factors affecting store layout
Unit 4 Retail Marketing and Retail Strategies

4.1 Retail Marketing mix
4.2 POP Display
4.3 Retail Strategies – Differentiation, Growth, Expansion, Pricing
Unit 5 Emerging Trends in Retailing

5.1 Role of IT in Retailing – EDI, RFID and Bar Coding
5.2 Mall Management - Concept, Growth of malls Globally and in India
Learning Resources:
Text Books :
Retail Management- Meenal Dhotre- Himalaya Publication,2015
Reference Books:
1. Retailing Management - Michael Levy and Barton Weitz- TMGH,2017
2. Retail Management- Swapna Pradhan- TTMGH ,2015
3. Retail Management - Gibson Vedamani,- Jaico Books,2003
4. Fundamentals of Retailing - K V S Madaan -McGraw Hill,2009
5. Retail Marketing Management- David Gilbert- Pearson Publication,2006
6. Retail Management- Arif Sheikh- Himalaya Publishing,2019
Supplementary Readings :
1] https://www.msde.gov.in/assets/images/industry%20reports/Retail.pdf
2] https://maitri.mahaonline.gov.in/PDF/Retail_Policy_2016.pdf
3] https://www.ibef.org/download/Retail_220708.pdf
4] https://www.indiaretailing.com/
5] https://www.imageretail.com/
Pedagogy:
Case discussion, Group Discussion, assignment, conceptual and contextual
Assessment Scheme:
● External Evaluation: It is End-term Examination. This exam will consist of application based
situational / conceptual questions carrying weight of 40 marks.
Malhotra
Prepared By
Reviewed
By Approved By
Prof. Sumita Joshi
Dr. Pradip Dr. Deependra Sharma
Padhye
Program Dean SoB
Director
Chairman, BoS
Malhotra
COURSE STRUCTURE
Course Code BAG2PR01A
Course Category BBA
Semester III
Course Title Project-Based Learning
Assessment Code: PJ
Pre-requisites: This course requires students to have basic prior knowledge of Domain Subject
Knowledge and basic-statistics.
Course Description: This course focuses on applying principles of general management through
project-based learning. Students will engage in hands-on projects to address real-world management
challenges, integrating theoretical knowledge with practical skills. Through these Course, students will
develop critical thinking, decision-making, leadership, and communication skills essential for effective
management.
Course Objectives:
• Knowledge: To apply theoretical knowledge of general management to practical situations.
• Skills: To help students to Develop critical thinking, problem-solving skills, and Enhance leadership
and decision-making abilities.
•Attitude: To help students to foster effective communication, teamwork and gain practical
experience in project management.
Course Outcomes:
CO1: To gain a structured framework for integrating project-based learning into a General
Management course.
CO2: To apply management theories and concepts in practical contexts.
CO3: Students can engage in practical applications of business concepts and develop essential skills for their
future careers in real world scenario.
CO4: To develop themselves in critical thinking and problem-solving skills in collaboration and teamwork
in domain basis.
Course Contents:
UNIT 1
Introduction to Project-Based Learning in Management (10 Lecture)
Overview of PBL in management, Benefits, Importance of practical application in general management,
Introduction to projects, Active and Passive Project-Based Learning, Types of Projects, Environment
of classroom projects, Project Teams, Common terms across project skill sets-Life, learning and Career
skill, Research Process in Projects, Communicating Project Results. Format of Project Reports.
Malhotra
UNIT 2
Project Strategic Analysis of a Company (8 Lectures)
Introduction to company analysis, Conducting industry and competitor analysis, Analyzing the
company's internal strengths and weaknesses, Formulating strategic recommendations. Concept of
Leadership Development: Assessing personal leadership styles and skills, Designing a leadership
development plan, Implementing leadership strategies in team settings.
UNIT 3
Market and Business Plan in Projects(8 Lectures)
Market research, Analyzing market trends and competition, Developing marketing strategies,
Introduction to Business Plan, Developing innovative business ideas, Identifying business
opportunities, Creating business models, Writing a comprehensive business plan.
UNIT 4
Financial Analysis in a Project (8 Lectures)
Understanding financial statements, Analyzing financial ratios, Making financial projection,
Fundamentals of Business Simulation, Participating in a business simulation exercise, Planning,
executing, and monitoring project activities, Making strategic decisions in a simulated business
environment, Analyzing outcomes and learning from experiences.
UNIT 5
Capstone Project (6 Lectures)
Students have to prepare a professional capstone project on specific management domain by Clearly
communicate the problem statement, Strategy and implementation plan and submit a comprehensive
written report documenting all analyses, findings, and recommendations of the entire capstone project.
(Making a Case Study on real world scenario, Group Research project on specific domain)
Learning Resources:
Text / Reference Books:
1. Project-Based Learning: How to Approach, Report, Present, and Learn from Course-Long
Projects, Kindle Edition by Harm-Jan Steenhuis & Lawrence Roland.
2. Developing Managers Through Project-Based Learning 1st Edition, Kindle Edition by Bryan
Smith and Bob Dodds.
3. Learning by Doing: A Handbook for Professional Learning Communities at Work", Solution
Tree, by Richard DuFour, Rebecca DuFour, Robert Eaker, and Thomas W. Many.
4. Managing Projects: A Team-based Approach, Irwin Professional Pub, 1st Edition, by Karen
Brown & Nancy Hyer.
5. Managing Projects Large and Small: The Fundamental Skills to Deliver on budget and on Time
Paperback – February 1, 2003, by Harvard Business School Press (Author)
Reference Books:
1. Albert, T.C. (2019, May 22). Successful project-based learning. Harvard Business Publishing
Education.
Malhotra
2. Albert, T.C. & Rennella M. (2021, November 11). Readying students for their careers through
project-based learning. Harvard Business Publishing Education.
1. Boss, S. & Larmer, J. (2018). Project based teaching: How to create rigorous and engaging
learning experiences. ASCD.
2. Center for Project-Based Learning. (2016). Center for project-based learning
homepage. Worcester Polytechnic Institute.
Web Resources:
MOOCs:
Pedagogy:
Assessment Scheme:
Prepared By
Dr. Palash Bairagi
Reviewed By Approved By

Padhye
Program Dean SoB
Director
Malhotra
Semester – IV
Malhotra
COURSE STRUCTURE
Course Code BAG2PM03A
Semester III
Course Title Financial Management
Assessment Code:TT1
Pre-requisites: This course requires students to have basic prior knowledge of accounting.
Course Description:
The course covers techniques to be applied while taking any long-term or short-term Financial
Decisions to examine the viability, cost associated with and profitability of the existing structure or
potential investment.
Course Objectives:
1. Knowledge: The course provides a foundation of financial management concepts. This will
enable the student to understand how corporations make important investment and financing
decisions, and how they establish working capital policies. The course also lays a foundation
for more complex financial topics.
2. Skills: The course will develop proficiency to use various techniques and methods effectively
in the Financial Decisions
3. Attitude: The course will help to be attuned to evaluate any important financial decision
before making capital investment.
Course Outcomes:
CO1: Understanding fundamental concepts related to financial management with respect to capital
budgeting, capital structure and short-term fund requirements.
CO2: Illustrate role and importance of the finance function.
CO3: Apply financial management tools to business context.
CO4: Formulate effective solutions to the managerial problems in Finance Domain.
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Course Contents:
Unit 1: Introduction to Financial Management (5 Lectures):

Finance - Definition - Nature and scope of Finance Function. Financial Management - Meaning –
Approaches: - Traditional, Modern. Role of Finance Manager.
Unit 2: Investment Decision (10 Sessions)

Types of projects, Factors impacting investment decisions. Capital Budgeting Techniques- ARR,
Payback Period, Net Present Value, Profitability Index, IRR (Simple Problems)
Unit 3: Working Capital Management (10 Sessions):

Introduction to Working Capital Management, Factors affecting Working Capital management, Sources
of Working Capital, Computation of Working Capital (Simple Problems)
Unit 4: Capital Structure Decisions and Cost of Capital (10 Sessions):

Capital Structure, Cost of Capital, Optimal Cost of Capital, Components of Cost of Capital, WACC,
Leverage – Operating and Financial leverages. (Simple Problems)
Unit 5: Dividend Theory

Dividend Relevance: Walters Model, Gordon’s Model, The Miller -Modigliani (MM) Model. (Simple
Problems)
Learning Resources:
Textbooks:
Rustogi R.P(2018). Financial Management Theory. Taxman, Prasanna Chandra (2020). Fundamentals
of Financial Management. Tata McGraw Hill
Reference Books:
Khan, M.Y & Jain, P.K (2018). Financial Management. Tata McGraw Hill.
Financial Analysts Journal https://www.cfainstitute.org/en/research/financial-analysts-journal
Regular Newspaper- Business Standard, Economic Times
Web Resources:
https://www.tandfonline.com/toc/ufaj20/current
https://www.icai.org/new_all_events.html?type=2
MOOCs:
Financial Management https://swayam.gov.in/nd2_cec20_mg05/preview
Introduction to Finance https://www.mooc-list.com/course/introduction-finance-basics-coursera
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Pedagogy:
Assessment Scheme:
Internal Assessment: 60 % weights
Prepared By
Dr. Vinita Kale
Reviewed By Approved By

Padhye
Program Dean SoB
Director
Malhotra
COURSE STRUCTURE

Term / Semester IV
Course Title German
Weekly load hrs 3 45 -- 3
Assessment Code TT1
Pre-requisites: For this course one does not require previous experience in any particular area
but one should have interest in learning new languages.
Course Objectives:
1.Knowledge: To understand the basic concepts in a foreign language including deeper
understanding of the grammar patterns, vocabulary and sentence patterns.
2.Skills: To help students develop written and oral communication skills in German.
3.Attitude: To help students to acquaint with communication skills in German and the culture
of Germany as a foreign country.
Course Outcomes:
Students shall be capable of
1. CO1 REMEMBERING and UNDERSTANDING: Gain knowledge about and
remember the basic concepts of German as a foreign language.
2. CO2 UNDERSTANDING: Explore Germany as a foreign country, it’s geographical
location, it’s history, it’s culture, behavioural aspects etc.
3. CO3 APPLYING: Develop verbal communication skills in German at a basic level and
use them to connect with the native speakers.
4. CO4 CREATING: Facilitate the interactions of other non-German speaking teammates
with German persons and thus make the environment more comfortable for smooth
communication.
Malhotra
Course Contents:
Introduction to the language
1. Alphabets
2. Numbers 1-1000
3. Weekdays, months
4. Greetings and common German expressions
5. Hobbies
6. Self-introduction
7. Getting to know each other by asking and answering questions (e.g Dialogue in the
Cafeteria)
8. Places and Directions
9. Cities , countries and languages
10. Time in German
11. Housing and People
12. Vocabulary (Family, Hobbies and Free time activities)
13. Email Writing
Grammar topics:
1. Articles (definite, indefinite, Nominative case),
2. Verb Conjugation (regular, irregular verbs, sein, haben)
3. Personal Pronouns (Nominative case)
4. Negation (kein, nicht)
5. Possessive Pronouns (only Nominative Case)
6. Accusative Case (indefinite and definite)
7. Präteritum of haben and sein
Group Discussion and Presentation Skills

The students can be given different subjects for essay writing such as Meine Familie, Mein
Freund/Freundin, Mein Alltag, Ein Sonntag, Meine Hobbys, Freizeit etc. They should write an
essay, accompany it with relevant pictures from their real life and submit it to the teacher. The
teacher should evaluate the essay according to the language and presentation of the topic.
Pillars of Personality Development Introspection
Have Conversations in German Language
Laboratory Exercises / Practical:Not Applicable

Learning Resources:
Text Book: Studio D (A1) by HueberVerlag
Weblinks::
1. https://www.youtube.com/watch?v=9Sam1knL3xE
2. https://www.youtube.com/watch?v=-kc3_Cdsmlc
3. https://www.youtube.com/watch?v=tJ0dCNMMUHs
4. https://www.youtube.com/watch?v=6wNgZq9vBTc
5. https://www.youtube.com/watch?v=hd4F4pd2w-
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Pedagogy:
Class discussion, Group Discussion, Games, German Songs, assignment, conceptual and
contextual learning. The topics will be explained with the help of texts, pictures and PPTs.
Assessment Scheme:
The assessment scheme will be divided into components –
External Evaluation: It is an End-term Examination. This exam will consist of application

based situational/conceptual questions carrying a weight of 40 marks
Checked By
Approved By
Reviewed By
Prof. Minal Mahajani
Visiting Faculty Dr. Pradip Padhye
Malhotra
Course Structure
Term / Semester IV
Course Title FRENCH
Weekly load hours 3 -- -- 3
Pre-requisites:
This course will not need any previous learning, but the student should have an aptitude to learn a new
language. Along the course, a book will be recommended and worksheets will be provided.
Course Objectives:
Aims and Objectives:

1. To impart basic communication skills using the four competencies: listening, speaking,
reading and writing
2. To impart basic survival skills pertinent to personal and professional life
3. To introduce students to the French culture
Course Outcomes:
After completion of this course, the student will be able to –
1. CO1: REMEMBERING and UNDERSTANDING gain knowledge about and remember the
basic concepts of French as a foreign language.
2. CO2: UNDERSTANDING explore France as a foreign country, its geographical location, its
history, its culture , behavioral aspects etc.
3. CO3: APPLYING Develop verbal communication skills in French at a basic level and use them
to connect with the native speakers.
4. CO4: CREATING Facilitate the interactions of other non-French speaking teammates with
French People and thus make the environment more comfortable for smooth communication.
Course Contents:
Unit 1: Introduction to french –The country, culture ,Alphabets, Accents, Basic greetings , subject
pronouns , articles definite & indefinite , colours, numbers 1-50, date, month , day
Unit 2: Introduction to verbs – être, avoir, aller, s’appeler,

Introducing yourself-speaking skills
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Introduction to nationalities & professions
Unit 3: Introduction to verbs – ER ending verbs (Parler , Habiter , donner ,regarder, travailler , aimer,
adorer chanter, danser, trouver, chercher, écouter, jouer)
Negation of the verbs
Question Making : qui est ce , qu’est que c’est, est-ce que .
Unit 4: Introduction to adjectives : using adjectives to describe a person, describe oneself

Introduction to family vocabulary
Adjective possessives
Describing your family in 10 lines using: adjectives and adjective possessives, professions, nationalities
etc…
Unit 5 : IR ending verbs conjugasion in present tense , negation, question formation, choisr, punir,
obéir, grandir, Vouloir, pouvoir, voir, savoir
RE ending verbs conjugasion in present tense , negation, question formation entendre, attendre,
répondre, prendre apprendre, comprendre, écrire, lire, dire, boire, faire, mettre, permettre
UNIT 6 Reflexive verbs conjugasion in present tense , negation, question formation (S'appeler, se
réveiller, se laver, se doucher, s'habiller , se préparer , se coucher , se brosser , se lever, se raser, se
maquillerWriting about your daily routine : Pronominaux verb usage
Learning Resources:
Text Book: ALF1 & 2
Reference Books:
1.Apprenons 1 & 2
2.Echo 1
Pedagogy:
Grammar structure and construction, Videos on related topics for speaking skills , Reading
comprehension passages, Translating passages from French to English and English to French
.Exercise related to all the above.
Assessment Scheme:–
• Internal Evaluation – 60 Marks (with 60% weightage)
• External Evaluation – 40 Marks (with 40% weightage)
Checked By
Approved By
Reviewed By
Radha Sampat
French Subject Expert Dr. Deependra Sharma
Dr. Pradip Padhye
Malhotra
Chairman, BoS
COURSE STRUCTURE
Course Code: BAG2PM06A
Term/Trimester III
Course Title Organizational Behaviour
Malhotra
Teaching Scheme and Credits L T Laboratory Credit
Weekly load hours 3 - - 3
Assessment code: TT1
Pre-requisites: Understanding of basic concepts of Management, Organization and Human Resource
Management.
Course Description: Organizational Behaviour course is designed for HR specialization students to
understand the concept and importance of Organizational Behavior in today’s VUCA world
Course Objectives:
A. Knowledge:
1. To understand the impact of individual and group behavior on the organization’s
effectiveness
2. To enhance and apply the knowledge they have received for the betterment of the
organization
B. Skills:
3. To analyze the management issues related to Organizational Behavior.
4. To give exposure to students related to approaches and processes that can help in
effectively managing the Organization.
C. Attitude:
5. To create effective leaders and team members by imbibing the importance
of behavioral skills
Course Outcomes:
CO1:Students will be able to understand the implications of Organizational Behavior.
CO2:Students will be able to analyze individual behavior in the organizational settings
CO3: Students will develop skills in understanding and managing group dynamics, fostering
effective communication, leadership, to optimize team performance.
CO4: Students will be able to analyze stress sources, explore motivational theories, and implement
interventions to mitigate stressors, foster well-being, and optimize engagement in organizations.
Unit I: Organizational Behaviour (OB) :Meaning, Features, Nature, and Scope of OB, The Basic
Assumptions of OB, Major Disciplines and their Contributions to OB.
Unit II: Individual Behaviour : Factors Affecting Individual Behaviour, Basic Psychological
Processes, Personality: Determinants, Traits, Perception: Perceptual Process, Factors Affecting
Perception, Learning: Theories of Learning, Social Learning, Learning Curve
Unit III: Group Dynamics : Concept of Group Dynamics, Features of Group Behaviour, Types of
Group Behaviour, Formal and Informal Group Behaviour, Group Norms and Cohesiveness, Teamwork:
Types of Teams, Team Building, Team Roles, Team Norms, Team Cohesiveness
Unit IV: Motivation and Leadership: Motivation: Concept, Theories (Maslow, Herzberg, McGregor,
X and Y theories),Financial and Non-Financial Motivation
Leadership: Types, Theories (Trait theory, Michigan Studies, Fideler's Contingency Model), Modern
Approaches to Leadership Theories, Leadership Styles
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Unit V: Stress Management and Organizational Development : Stress Management: Meaning,
Types of Stress, Causes, and Consequences of Work Stress, Organisational Development (OD):
Meaning, Need, Benefits, and Limitations, Steps in OD, Organizational Changes
Learning Resources:
Text Book: Stephen P.Robbins, Timothy A Judge, Neharika Vohra, Organizational Behaviour - Pearson
Publication, 16th Edition
Organisational Behaviour, Kavita singh, Vikas Publication
Organisational Behaviour, Dr. S S Khanka, S Chand Publications
Never Split the Difference, Chrisvoss
Reference Books:
1. K Aswathappa, Organizational Behavior Text, Cases, Himalaya Publishing House, Mumbai, Sixth
Edition (2005)
2. https://www.pdfdrive.com/organizational-behavior-stephen-robbins-e18717987.html
3. https://www.pdfdrive.com/organizational-behavior-managing-people-and-organizations-
e175822459.html
4. https://www.pdfdrive.com/organizational-behavior-and-management-e180686773.html
1. https://www.youtube.com/watch?time_continue=112&v=OOOYA50C5Ow&feature=emb_logo
2. https://www.mindtools.com/pages/article/newLDR_66.htm
3. https://www.investopedia.com/terms/o/organizational-behavior.asp
4. https://www.upgrad.com/blog/introduction-to-organizational-behavior-model/
Pedagogy:
Participative learning, Group Discussions, Assignment & Case Study
Assessment Scheme:TT1
• Internal Evaluation – 60 Marks (with 60% weightage)
• External Evaluation – 40 Marks (with 40% weightage)
Internal Evaluation: CCA
External Evaluation: It is an End-term Examination. This exam will consist of application based
situational / conceptual questions carrying a weight of 40 marks.
Prepared By
Approved By
Reviewed By
Sachitaa Srivastava
Dr. Pradip Padhye
Malhotra
Chairman, BoS
COURSE STRUCTURE
Course Code
Course Ca POM-Production and Operations Management

tegory
Semester III
Malhotra
Course Title
Teaching Scheme and Credits Weekly Production and Operations Management
load hours. L T Laboratory Credits
3 - - 3
Assessment Code:
Pre-requisites: This course requires students to have basic understanding of business principles and
organizational management concepts.
Course Description:
This course provides a comprehensive overview of production and operations management, focusing
on the principles, techniques, and strategies essential for optimizing organizational efficiency and
effectiveness. Students will explore topics such as forecasting demand, inventory control, layout
planning, and quality management. Through case studies and practical applications, learners will
develop analytical skills to address real-world production challenges and enhance decision-making
processes. Emphasis is placed on fostering a proactive and collaborative mindset, integrating ethical
and sustainable practices, and adapting to evolving technological advancements and global market
dynamics. By the end of the course, students will be equipped with the knowledge and skills
necessary to drive operational excellence and innovation within diverse organizational contexts.
Course Objectives:
1 Knowledge: Understand principles of operations management and its impact on business.
2 Skill: Apply techniques for optimizing production processes and decision-making.
3 Attitude: Cultivate a proactive, collaborative mindset towards operational excellence and

adaptability.

CO1: Understand the fundamental concepts, principles, and role of production and operations
management in modern business environments.
CO2: Analyze, apply, and optimize various techniques and methods for production processes,
including scheduling, inventory control, and layout planning to enhance operational efficiency.
CO3: Evaluate the impact of strategic decisions on production efficiency, quality management, and
overall operational performance, considering the dynamic business environment.
CO4: Demonstrate proficiency in using quantitative tools and models, such as forecasting, inventory
control, and project management, for effective decision-making in production and operations
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management.
CO5: Develop the ability to critically assess and improve production systems through the application
of quality management principles, including process improvement, performance measurement, and
analysis, while considering ethical, sustainable, and interdisciplinary perspectives.
These course outcomes are designed to equip students with the necessary knowledge and skills to
effectively manage production and operations in various organizational settings.
Malhotra
Course Contents:
Unit 1: Foundations of Operations Management (7 Lectures)
Introduction to Operations Management, Overview of operations management and its importance,

Interrelation with other business functions, Managerial roles in operation, Strategic Operations
Management, Strategy formulation and its connection to operations, Operational strategy as a vital
element, Integration of product development and design in strategy, Forecasting Demand, Introduction
to forecasting methods, Subjective and quantitative forecasting approaches, Measures of forecast
accuracy and their significance
Unit 2: Product and Process Management (9 Lectures)
Product Management, Essential skills in product management, Managing products throughout their
life cycle, Quality management and branding decision, Materials Management, Overview of materials
flow objectives, Purchasing and inventory management, Just-in-Time (JIT) production principles,
Facility Planning and Location, Understanding facility location planning, Procedures for effective
facility location decisions, Behavioral considerations in facility location
Unit 3: Design and Layout Planning (9 Lectures)
Layout Planning, Concepts and principles of layout planning, Process and product layout development,
Comparative approaches to layout design, Job Design and Work Measurement, Effective job design
strategies, Engineering and behavioral approaches, Production standards and work measurement
techniques, Project Management, Planning, scheduling models, and management of projects
Unit 4: Scheduling and Inventory Control (10 Lectures)
Scheduling Systems and Aggregate Planning, Overview of operations planning and scheduling
systems, Aggregate planning concepts and strategies, Master scheduling and rough-cut capacity
planning, Operations Scheduling, Intermittent scheduling concepts and processes, Loading, priority
sequencing, and detailed scheduling, Finite loading and expediting techniques, Inventory Control
Fundamentals, Understanding demand and inventory characteristics, Inventory costs and deterministic
inventory models
Malhotra
Unit 5: Quality Management and Analysis (10 Lectures)
Inventory Control Applications, Stochastic inventory models and their applications, Behavioral pitfalls
in inventory control, Materials Requirements Planning (MRP), Utilizing MRP for scheduling and
ordering, Limitations, advantages, and integration with manufacturing resource planning, Managing
for Quality, Managerial responsibility in quality management, Product quality standards and
improvement strategies, Analysis for improvement, assurance, and control.
Learning Resources:
Text Books:
1. Adam, E. E., Jr., & Ebert, R. J. (1989). Production and operations management: Concepts,
models, and behavior (4th ed.). Englewood Cliffs, NJ: Prentice Hall1
2. Panneerselvam, R. (2006). Production and operations management. New Delhi: Prentice-
Hall of India Pvt. Ltd
3. Shafer, S. M. (2003). Operations management. New York, NY: John Wiley & Sons
4. Knutson, J. (2001). Succeeding in project-driven organizations: People, processes, and
politics. New York, NY: John Wiley & Sons
Reference Books:
1. Hygum, E., & Pedersen, P. M. (Eds.). (2010). Early childhood education: Values and practices
in Denmark. Hans Reitzels Forlag
2. Kesharwani, P. (Ed.). (2020). Nanotechnology based approaches for tuberculosis treatment.
Academic Press
3. PRODUCTION AND OPERATIONS MANAGEMENT (ADAM, et.al)
4. PRODUCTION AND OPERATIONS MANAGEMENT (JAMES B. DILWORTH, et. al)
Web
1. Resources:
https://onlinecourses.nptel.ac.in/noc20_mg06/preview
2. https://openstax.org/books/introduction-business/pages/10-1-production-and-operations-
management-an-overview
MOOCs:
1. https://www.coursera.org/learn/wharton-operations
2. https://www.coursera.org/professional-certificates/google-project-management
3. https://onlinecourses.nptel.ac.in/noc20_mg06/preview
Malhotra
Pedagogy:
Assessment Scheme:
Malhotra
Prepared By Dr.
Sumanta Das Subject Approved By
Reviewed By
Expert
Dr. Pradip Padhye
COURSE STRUCTURE
Course Category Program Elective HR
Semester IV
Malhotra
Course Title Industrial Relations and labour law
Credits
Pre-requisites: This course requires students to have basic prior knowledge of accounting
employee & employer relations.
Course Description:
IR and LL course is designed for HR specialization students to understand the

scope and importance of Industrial Legislation of India .
Course Objectives:
1. Knowledge: To introduce students to the terminology, history, and models of the industrial
relations system, get an overview of Trade Union and the role of trade unions
To know about industrial disputes & various methods to handle the dispute & promote
industrial peace.
2. Skills : Implementing the new methods / ideas to build relationship between management
and workers in order to strengthen the organization. Evaluate complex situations and identify
various new ways to resolve the conflict. Develop critical thinking and analysis of complex
situations related to labor management and to be pro-active in managing the work force.
3. Attitude: To analyze complex situations, resolving the same through ethical decision. To
improve and strengthen the labor-management relationship for the growth of the organization
in holistic approach
CO1: To understand the history of the field of Industrial Relations.
CO2: To understand the role & contribution of employees & employer in ensuring industrial peace.
CO3: To apply legal provisions of Industrial Legislation & Trade Union.
CO4: To analyze the role of Industrial Relations in establishing industrial peace & harmony.
CO5: To critically evaluate the administrative policies & to safeguard the interest of employees.
Course Contents:
Introduction (3 Lectures):
Objectives of learning, Historical Evolution, Modern Era of IR, Approaches & importance of IR
Trade Union: (3 Lectures)

Concept of Trade Union, evolution of Trade Union, Types of Trade Union, Problems of
Trade Union
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Industrial Dispute & Grievance Handling: (8 Lectures)
Introduction to industrial Dispute, The Industrial Disputes Act, 1947, Industrial Discipline,
Grievance Handling procedures , Concept of Industrial Disputes. Causes of Industrial Disputes.
Model Grievance Procedure. Types of Conflict Resolution: Negotiation, Investigation, Mediation,
Conciliation, arbitration & Adjudication. Works Committee, Conciliation Officer, Board of
Conciliation, Court of Enquiry, Labour Court, Industrial Tribunal & National Tribunal.
Trade Union Act: (5 Lectures)

Trade Union Act 1926, Registered Trade Union, Rights & Liabilities of Trade Union, Penalties &
Procedure of Trade Union under the Act
Collective Bargaining & Worker’s Participation in Management: (4 Lectures)
Collective Bargaining Concept Prerequisites, Characteristics, Process and Types of Collective
Bargaining
Workers Participation in Management: (4 Lectures)

Objectives & Need of Workers Participation in Management, Level of Workers Participation in
Management, Process of Workers Participation in Management
Industrial Health & Safety: (4 Lectures)

Need of Industrial Safety, Accidents, Occupational Hazard & Diseases, Statutory & Non-statutory
safety measures
Basic Labor Laws: (10 Lectures)

Definitions, Provisions – Introduction, Authorities, Strike and Lockout, lay off, Retrenchment
and Penalties, The Factories Act 1948 Definitions, Provisions - Regarding Health, Safety and
Welfare of the workers, Leave with Wages and Penalties. Minimum Wages Act 1936
(introduction), Payment of Wages Act (introduction)
Learning Resources:
Text Books:
P R N Sinha, Indu Bala Sinha & Seema Shekhar, Industrial Relations, Trade Union &
Labor Legislation, Pearson India, 2018
Industrial Relations; Piyali Ghosh Shefali Nanda, Mc Graw Hill Education, Second
Edition S.P.Jain , Industrial &Labor Laws, Dhanpat Ra i& Co. (P) LTD., 14 Edition th
(2012)
P.L.Malik, Industrial Law, EBC Publishers 18 Edition (2020)
th
S C Shrivastava, Industrial Relations & Labour Law, Vikas Publishing, 7 Edition

th
Reference Books:
Arun Monappa , Industrial Relations, Tata McGraw-Hill Education,
Malhotra
P Subbarao , Personnel and HRM, Himalaya Publishing House, 5 Edition (2015)
th
Industrial Relations, By Ratna Sen, Mac Millan Publishers of India, Second Edition
Web Resources:
Bare Acts http://www.advocatekhoj.com/library/bareacts/index.php
MOOCs:
https://onlinecourses.nptel.ac.in/noc22_lw05/preview
https://www.mooc-list.com/course/industrial-relations-fostering-workplace-climate-coursera
Pedagogy:
Lectures, Case discussion, Peer teaching, Discussion, Flipped Classroom,.
Assessment Scheme:
Prepared By
Dr. Supriya Paigude Approved By
Reviewed By
Subject Expert
Dr. Pradip Padhye
Course Structure
Course Category Program Elective- Finance
Term/Semester IV
Course Title Taxation Laws & Practices
Malhotra
Teaching Scheme and Credits L T Laboratory Credit
Weekly load hours 4 - - 4
Assessment Code TT1
Pre-requisites: No explicit prerequisite required
Course Description:
The taxation course is designed to prepare students for a professional qualification
in taxation, and finance, thus making it easier to acquire a leadership, or managerial role in
the financial sector.
Course Objectives:
1. Knowledge: The course will help students understand the application of key types of
income taxes as well as the goods and services tax. and understanding of the provisions of
income-tax law and goods and services tax.
2. Skills:
a. Students will apply analytical skills to resolve complex problems.
b. Students will understand the legal, regulatory, and professional environment of taxation.
3. Attitude:
The students should be able to evaluate any financial decision and its impact from the
“taxation” angle as well along with the other parameters.
Course Outcomes: After completing the course students will be able to
1. To Understand various basic concepts/ terminologies related to direct taxation
2. To Explain how tax planning can be done
3. To illustrate how the online filling of various forms and returns can be done.
4. To Calculate gross total income and income tax liability of an individual assesse.
5. To Design/ develop / create tax saving plan.
Course Contents:
Unit 1: Basic Concepts: Theory (8 lectures)
1.1 Income-tax law: An Introduction. Difference between Direct Tax and Indirect Tax
1.2 Important definitions in the Income-tax Act, 1961: Assessee, Assessment,
Person, Agricultural Income,
1.3 Concept of Previous Year and Assessment Year
1.4 Basis of Charge and Rates of Tax
1.5 Residential Status – Conditions, (Theory)
1.6 Relationship between Residential Status & Tax Incidence
Unit 2: Computation of Income Under Various Heads (15

lectures)
2.1 Income under the Head “Salaries” - (Sections 15 to 17)
2.2 Income under the Head “Income from House Property” (Sections 22 to 27).
2.3 Income under the head “Profit and Gains of Business or Profession” (Section 28 to 44D).
Unit 3: Computation of Income Under Various Heads (12

Llectures)
3.1 Income under the Head “Capital Gain” (Section 45 to 55A).
3.2 Income under the Head “Income from other Sources” (Sections 56 to 59).
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Unit 4: Introduction & Basic Concepts Indirect Tax: (5
Lectures)
4.1 Features of Indirect Tax
4.2 Needs of Goods & Service Tax
Unit 5:Goods & Service Tax Registration (5

Lectures)
5.1 Levy and collection of CGST and IGST

5.2 Registration under Goods & Service Tax
Learning Resources:
Reference Books (The updated copy of the book to be referred as the Taxation Policy gets
updated in every year at the Central Govt. Level)
1. Students Guide to Income Tax and GST - Dr. Vinod & Kapil Singhania Taxmann’s
Publication Edition
2. Problem and Solution to Income Tax –Dr. H.C Mehrotra and Dr. S.P Goyal
Web Resources:
1. https://www.incometaxindia.gov.in/Pages/useful-links.aspx
2. https://www.incometaxindia.gov.in/pages/acts/income-tax-act.aspxhttps://cbic.gov.in/
3. https://www.icai.org/post.html?post_id=16003
Web link
1. http://www.taxationnews.com/weblinks/
2. https://webtel.in/gstelearning.html
Pedagogy: Case Discussion, Group Discussion, Quizzes, Class Test
Assessment Scheme:
The assessment scheme for core courses will be divided into the following components –
External Evaluation: It is an End-term Examination. This exam will consist of application

based situational/conceptual questions carrying a weight of 40 marks
Prepared By
Dr Pradip Padhye Reviewed By Approved By
Dr. Pradip Padhye Dr. Deependra Sharma

Program Director
Malhotra
Dean SoB
Chairman, BoS
COURSE STRUCTURE
Course Category Program Elective- Marketing
Semester IV
Malhotra
Course Title Branding and Advertising
Credits
4 - - 4
Weekly load hours.
Assessment Code:TT1
Pre-requisites: Pre-requisites:
Basic understanding of concepts, theories and practices useful to creating effective and efficient branding
and advertising strategies. The course aims to obtain basic knowledge about advertising and brand
management in line with the concurrent business environment.
Course Description:
Branding and advertising have become important aspects of business strategy. A strong
understanding of the theoretical and practical aspects of branding and advertising is essential for the
success of a business. This course provides an opportunity to internalize the concepts, principles and
tools important in successful branding and advertising. The course covers the building blocks and
principles of branding and advertising strategy, the importance of brand image and equity and how
to string build awareness, recall and salience.
Course Objectives:
1. Knowledge: To understand the concept of theoretical and practical aspects of branding and
advertising
2. Skills: Developing skills to understand, analyse and evaluate branding and advertising
strategies
3. Attitude: Growth, scalability and synergy rely on advertising and brand management
On successful completion of this course, the learner will be able to -
CO 1 To learn and understand the concepts, theory and practices of branding and advertising
CO 2 Apply the branding and advertising strategies for achieving the desired goals
CO 3 Analyze the business environment for devising branding and advertising plans
CO 4 Apply the segmentation, targeting and positioning strategies in the context of branding and
advertising
Fundamentals of Brand Management:
The Concept of Brand Management, Product concept, Different types of products and their reflection on
branding, Product mix decisions, Introduction to Brand Strategy, Co-branding and co-marketing
Elements of brand and branding

Basic elements of brand – Brand awareness, brand promise, brand equity, brand knowledge, brand
positioning, brand recognition, brand recall, brand value and so on, Positive and negative brand equity,
Advantages of a strong brand, Brand Equity and Brand Value, Current trends in brand management,
Brand Extension – opportunities and challenges
Practical aspects of Brand Management and building Brand Equity:

Keller’s Customer-Based Brand Equity (CBBE) model – The six building blocks – Brand salience, brand
performance, brand Imagery, brand Judgement, brand emotions, and brand resonance , Aaker’s Brand
Equity model – Brand awareness, brand loyalty, perceived quality, brand associations, and other
proprietary assets, Brand endorsement, Advantages and disadvantages of celebrity endorsements
Malhotra
Building Brand Positioning:
Concept of brand positioning, Value Proposition and Positioning Statement, Creation of Positioning
Statement – The Core Elements of Strategic Positioning Statement, Points-of-Difference (PODs), Points–
of–Parity (POPs), POP Vs POD
Advertising and Integrated Marketing Communication (IMC)

Concept of Integrated Marketing Communications (IMC), IMC planning process, advertisement design,
message strategies, advertising appeals and execution frameworks, media mix strategy, latest trends and
tools used for a marketing communications mix.
Learning Resources:
• Aaker, D.A. (2011). Brand Relevance: Making Competitors Irrelevant, Jossey-Bass.
• Advertising and Promotion: An Integrated Marketing Communications Perspective| 12th
Edition by by George E Blech (Author), Michael A Belch (Author), Keyoor Purani
(Author)
• Deming, S. (2007). The Brand who Cried Wolf. Wiley Publishers
• Strategic Brand Management by Kevin Lane Keller, Pearson, 3rd Edition
Reference Books:
• Strategic Brand management by Kevin Lane Keller, M.G. Parameswaran, Pearson
publication
• Integrated Marketing Communication: Advertising and Promotion in a Digital World by
Jerome M. Juska (Author)
• Product and Brand Management by Tapan K Panda, Oxford Publication
• Building Brand Equity by Aaker
• Branding Concepts & Process by Debashish Pati
• Brand Positioning Strategies for Competitive Advantage by Subrato Sen Gupta
• Managing Indian Brands by S. Ramesh Kumar
• Case study – Royal Enfield – Preserving and Leveraging Legacy Emotional Retro Appeal
While Revamping Brand Imagery – Journal of Brand Strategy – Henry Stewart
Publications, London
• Air India-Vistara merger – maneuvering “Vihaan.AI” through the turbulence – Emerald
Emerging Markets Case Studies
• Weakly Supplement of Economic Times: Brand Equity
• The Financial Express - Weekly Brand Wagon Supplement
• The Business Standard – Weekly Strategist Supplement
Web Resources:
http://www. ibef.org.com
http://www.brandequity.com/
MOOCs:
https://www.edx.org/course/strategic-brand-management-curtinx-mkt4x-0
https://www.coursera.org/learn/integrated-marketing-communications
Malhotra
Pedagogy:
Assessment Scheme:
Prepared By
Dr. Prashant Approved By
Chaudhary Reviewed By
Dr. Pradip Padhye
Malhotra

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DR.

Faculty of Business and Leadership

Bachelor of Business Administration

SECOND YEAR COURSE BOOK

Vision of WPU SOB

Program Outcomes (POs):

• PO1: To remember and apply the conceptual knowledge of discipline-specific,

b) System Followed: Semester pattern

The evaluation scheme comprises:

Major: Marketing, Accounting & Finance, Human Resource Management

h) Mandatory Attendance to Appear for the Examination:

i) Medium of Instruction and Examination:

a) Medium of Instruction: English

j. Eligibility Criteria for Admission to the Program:

• Labs, practical and similar activities: 1 Credit = 30 Hrs. of Engagement

c) Structure of Credits for Undergraduate BBA Program:

S. No. Year Credits

2 Second Year BBA 45

3 Third Year BBA 44

Sr. No. Course Type Credits

Course Code Definitions

e) Grading Scheme: As per the examination ordinance 2022 of MIT-WPU.

Total 100 162

Bachelor of Business Administration

PROGRAM STRUCTURE - BATCH 2023-27

Weekly Workload, Assessm

Weekly Teaching Hours: 28 **Assessment Marks are valid only

Total Credits: 23 L-Lecture, T-Tutorial, P-

1 BAG2PM03A Financial Management PM 3 - 2 - 3 TT1

BAG2PM04A/ Foreign Language German/ TT1

Production and Operations TT1

8 WPU2UC01A Indian Constitution UC 1 - - - 1 M

Weekly Teaching Hours: 26

Total Credits of BBA for Second Year = 21+24 =45

Bachelor of Business Administration (Third Year) (2023-27) Semester –V

Total Credits: 23 L-Lecture, T-Tutorial, P-Practical, J-Project.

Bachelor of Business Administration (Third Year) (2023-27)

Bachelor of Business Administration (Fourth Year) (2023-27)

3 BBA4PR01A Field Project PR 1 - - 27 10 PJ

Bachelor of Business Administration (Fourth Year) (2023-27)

Weekly Teaching Hours: 30 **Assessment Marks are valid only if Attendance

Total Credits for BBA Fourth Year = 15+14=29

Course Category Program Foundation

Course Title Corporate Governance and Business Ethics

Teaching Scheme and L T Laboratory Credits

1.0 Introduction (6 Lectures):

2.0 Theoretical Approaches:(6 lectures)

Institutional Economics and Economic Sociology approaches, Transactional economics, Agency

3.0 Practices and Elements of Corporate Governance (4 lectures)

Adrian Davies. 1999. A Strategic Approach to Corporate Governance. Gower PublishingLimited.

N Gopalsamy. 1998. Corporate Governance: The New paradigm. Wheeler Publication.

SM Dewan, 2006. Corporate Governance in Public Sector Enterprises. Pearson Longman.

Jan Sammeck. 2012. A New Institutional Economics Perspective on Industry Self-Regulation.

T. N. Satheesh Kumar, 2010. Corporate Governance. Oxford University Press.

Ghosh B.N. 2011. Business ethics & corporate governance. McGraw-Hill.

Robert A. G. Monks, Nell Minow. 2011. Corporate Governance. Wiley publishers.

Jill Solomon. 2010. Corporate Governance and Accountability. Wiley publishers.

Aguilera, R.V. “Corporate governance and director accountability: An institutional comparative

Basel Committee on Banking Supervision, “Principles for Enhancing Corporate Governance.”Bank

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