Saturday, January 8, 2011
Wednesday, January 5, 2011
Tuesday, December 14, 2010
BOP OF INDIA
BOPCOM-04/03
________________________________________________________________________
Seventeenth Meeting of the
IMF Committee on Balance of Payments Statistics
Pretoria, October 26–29, 2004
Towards A Revisions Policy for India’s
Balance of Payments Statistics
Prepared by Michael Debabrata Patra and Bhupal Singh
Reserve Bank of India- 2 -
TOWARDS A REVISIONS POLICY FOR
INDIA’S BALANCE OF PAYMENTS STATISTICS
Executive Summary
· Revisions policies, practices and studies form a key element of the Fund’s Data
Quality Assessment Framework (DQAF).
· Country practices reveal a wide diversity surrounding the key elements: regular,
well-established and transparent schedule of revisions; clear identification of
preliminary data; and public availability of revisions studies.
· A key driver of the formulation of revisions policy is user needs.
· Revisions policies for BoP statistics face a dilemma – incorporating more
accurate/complete information versus preserving data stability
· Extraordinary revisions overriding the established revisions cycle are common,
driven by detection of errors, significant revisions and methodological change.
· Historical revisions are difficult to identify and are typically associated with
countries which have stabilised their revision cycles.
· In India, several elements of a stable and consistent revisions policy were already
in place: consultations with key users; strong similarity with the country
experience; timeliness in preliminary data releases; clear identification of
preliminary and revised data; systematic dissemination of revised data.
· The lag structure of data reported for BoP compilation in India shows that the
provisional data are received within a time period ranging from 7 to 80 days from
the reference date. The maximum period up to which revisions occur is 14
months. The maximum lag of 24 months is reported for reinvested earnings of
FDI enterprises.
· The Mean Absolute Percentage Error (MAPE) for India’s gross current receipts
and payments in low, attesting to co-movement between revised and preliminary
data. Both the MAPE and the MARE attest to the stability and reliability of the
revised CAB. For CAB, the RMSRE and MRE coincide.
· The two measures for errors and omissions i.e., average absolute error (AAE) and
root mean square error (RMSE), indicate a high level of internal consistency in
India’s BoP data.
· Quantitative indicators of data quality need to be back-tested more rigorously.
They can only reinforce qualitative assessment of the data, not substitute for it.
· A clear understanding of the lag structures, institution of an electronic reporting
system for banking data (FET-ERS) and benchmarking national requirements
against the cross-country experience were key factors leading to announcement of
a revisions policy for India’s balance of payments data. - 3 -
TOWARDS A REVISIONS POLICY FOR
INDIA’S BALANCE OF PAYMENTS STATISTICS
Michael Debabrata Patra and Bhupal Singh
·
I. Introduction
This paper is intended to be a tribute to the seminal work undertaken in the IMF
to coagulate good practices in revisions of macro economic statistics and encourage their
wider adoption among national statistical authorities. Revisions policies, practices and
studies form a key element of the cascading structure of the Fund’s Data Quality
Assessment Framework (DQAF). More crucially, they form aspects of good governance
(Carson, Khawaja and Morrison, 2003). This, and other surveys of country practices
(IMF, 2002) reveal a wide diversity surrounding the key elements of a good revisions
policy contained in the DQAF: (i) regular, well-established and transparent schedule of
revisions; (ii) clear identification of preliminary data; and (iii) public availability of
revisions studies.
With the foregoing as its leit motif, this paper elucidates how processes of
governance in balance of payments (BoP) statistics in India reached critical mass, leading
to the announcement of a revisions policy on September 30, 2004 for the first time in
India (www.rbi.org.in). The next section presents the main findings of a cross-country
survey on revisions policy undertaken to learn and adapt. Section III sets out the specific
features of the data reporting system in India – timeliness, accuracy, length of revision
cycles, public awareness. Section IV attempts some quantitative assessment of the results
of recent revisions as a prototype of a revisions study. In conclusion, the paper sets out
the revisions policy for India’s BoP statistics which essentially forms out of this
accumulated analysis.
·
Michael Debabrata Patra is Adviser and Bhupal Singh is Assistant Adviser in the Reserve Bank of India.
The views expressed in this paper are those of the authors and not of the institution to which they belong.
The usual disclaimers apply. - 4 -
II. A Summary of the Country Experience
As Carson et al underscore, a key driver of the formulation of revisions policy is
user needs. Users – policy authorities, investors and financial market
participants/analysts, international organisations, researchers and the media – ask the
following questions
- How accurate are first releases?
- What is the likelihood of further revision, which way and by how much?
- What are the causes of revision?
- Is there a well-defined policy?
For most national authorities, the undertaking of revisions has two hovering
spectres - additional work and the discovery of mistakes in a world rapidly shifting under
their feet and necessitating generation of new data as well as conceptual and
methodological revisions. These fears emerge from the country studies as the major
impediments to publicly announcing revisions policies. Formally announced updating of
weights/base year, bringing in authentic/new data that is well known, statistical
refinement (seasonality, detrending, etc.,) changes in concepts/definitions/presentations
recommended by supra-national standard setting bodies constitute the virtuous segment
of the revisions policy motivation cycle. Here, resource constraints are clearly an overall
constraining factor.
Countries which have announced revisions policies for BoP statistics have
typically grappled with the horns of a dilemma – the desire to incorporate more
accurate/complete information into official data series versus the practical necessity of
preserving the stability of the data series since users interchange stability with accuracy
(Australian Bureau of Statistics 2002; Central Bank of Chile, 2003, Statistics New
Zealand, 2002). Accordingly, partial revisions to data for the current year are carried out
during the year with every monthly/quarterly release (Australia, Chile, Estonia, Italy,
Norway, New Zealand).
Final revisions are generally undertaken with long intervals, the earliest being
semi-annually (Australia), at the last quarterly release for the financial year (New
Zealand, Ukraine) and twelve-monthly (Chile). A common experience emerging out of- 5 -
the country experience is that revisions are a process, not an event. The underlying
drivers are arrival of late returns (New Zealand, Estonia, South Africa) different
frequencies and lags for sources (Chile, Korea), integration with national accounts (Chile,
Australia, Norway), replacing estimates with actual data (Chile, USA), correction of
errors (New Zealand, Chile) and new data sources/improvement in reporting or
estimation procedures/concepts (Chile, Italy, South Africa, Ukraine). Accordingly, only
a third of SDDS countries are reported to complete revisions in one year largely with the
hope that as time passes, the significance of revisions diminishes. Twenty per cent of
SDDS countries revise up to two years and 15 per cent up to three to five years (IMF,
2002).
Extraordinary revisions overriding the established revisions cycle are fairly
common in the country experience. The underlying causes range from the candid
detection of errors (New Zealand) to ‘significant revisions’ (Australia) and
methodological change (Chile, Estonia, Italy, Norway, Ukraine). More often than not,
the reasons for extraordinary revision are not clearly discernible.
In most countries, studies of revisions are either not conducted or are not made
public (IMF, 2002). Evidently, the desire to abstain from confusing users in the face of
scanty public interest in such analyses is a major inhibiting factor. In a few countries,
revisions studies are made available when major methodological changes occur or when
there is a ‘structural break’ due to new data collection methods (Italy). Some revision
analyses include cross-country comparisons (New Zealand). In one instance, revision
studies seemed to follow a regular pattern (Australia). In the majority of countries
examined, revisions are notified in the public release; in some cases, causes of revision
are explained in footnotes or accompanying text.
Information on the occurrence of historical revisions is difficult to identify in
country reports. Such revision exercises are typically associated with countries which
have stabilised their revision cycles (South Africa, Australia, New Zealand).
A summary of these findings from a sample of 23 developed and emerging market
economies is set out below (Table 1). - 6 -
Table 1: Cross Country Comparison of BoP Revision Practices
Country Pre-determined
Revision Cycle
Lag in Release of
Final Data
Escape Clauses
(Extraordinary Revisions)
(Reasons)
Argentina Yes 6 months ..
Australia Yes 4 years Significant revisions that are
important enough to require
immediate publication
Brazil Yes 6 months ..
Canada Yes 4 years Historical revisions
Chile Yes 15 months ..
Germany Yes 4 years ..
Hong Kong SAR,
China
Yes 2 years ..
Indonesia Yes 6 months ..
Israel Yes Updated each year ..
Italy Yes 13 months Methodological changes/new
collection system
Japan Yes 4 months ..
Korea Yes 6-7 months Conceptual and
methodological
Malaysia Yes 12 months ..
Mexico Yes 5 months ..
New Zealand Yes 18 months Significant revisions balancing
the need for stability in the
series and integrity of the
statistics
Philippines Yes .. ..
South Africa Yes 4 years Changes in historical data in
the light of new information
Sweden Yes Updated each year ..
Thailand Yes Updated each year ..
Turkey Yes Final at the time of
dissemination of annual
provisional data
Measurement issues
UK Yes 12 months ..
US Yes 6 years Major conceptual and
methodological revisions
.Not available ..
Source: IMF (2002), Revision Policy and Practice: A First Overview of Country Practices.- 7 -
At the other end of the spectrum are countries with no established revision
policies, inspite of considerable sensitivity to the need for such policies. Until September
2004, India belonged in this category. In the Euro area, lack of harmonisation across
members and different reporting requirements to data authorities are the key impediments
to a unified and publicly announced revisions policy. In Japan, the overarching desire to
ensure continuity of data series and thereby their credibility has considerably dampened
the need for a revisions policy even as recognition that it is an international best practice
has grown.
III. A Revisions Policy for India’s BoP
In India, the laying down of stable policies and practices for revisions in BoP data
has been an abiding concern. This has found expression in a mammoth revision exercise
covering data for the period 1950-81, primarily to incorporate reinvested earnings of FDI
enterprises and non-cash inflows of FDI Reserve Bank of India, (RBI, 1993). Although
revisions were not systematically conducted for subsequent years, an indigenous manual
on balance of payments compilation procedures was developed to provide an anchor for
latter day compilers to good practices of the past (RBI, 1987). A paper presented by the
RBI at the fifteenth meeting of the IMF’s BoP Committee in 2002 showed that several
elements of a stable and consistent revisions policy were already in place:
- consultations on revision practices with key users
- strong similarity with the country experience on during the year revisions
- timeliness in preliminary data releases
- clear identification of preliminary and revised data with explanatory
footnotes to Tables
- dissemination of revised data (RBI, 2003)
The principal factor that needs to be reckoned in the setting of a revisions policy
for BoP in India is the varying lags in arrival of data from source entities. The lag
structure of data reported for BoP compilation shows that the provisional data are
received within a time period ranging from 7 to 80 days from the reference date (Table
2). Partial revisions for different items of BoP occur at discrete intervals of varying- 8 -
periods, depending on the source of information. The maximum period up to which
revisions occur is 14 months for data reported by banks for receipts and payments against
merchandise exports/ imports, invisible and financial transactions. The maximum lag of
24 months is reported for reinvested earnings of FDI enterprises which are obtained from
the IIP. In summary, the lag in arrival of final data from different sources varies from 2
months to 24 months.
Table 2: Lags in Receipt of Data for BoP Compilation in India
Items
Lag in Reporting of Data (measured from reference
date) (No. of days/months approximately)
Provisional Partial Revisions Final
(First Release) Revision
Merchandise Trade, Customs 30 days 3 revisions covering 10 months 10 months
Banks’ Reporting of Receipts and
Payments of Merchandise, Invisible and
Financial Transactions
30 days Monthly revisions covering 14
months
15 months
Tabulations for Preliminary data release 80 days Occasional
Baggage Bullion, Customs Imports and
Grants routed through
Embassies/Consulates 30 days 2 months
Official Grants 30 days 2 months
Aid Receipts 60-75 days 12 months
Software Exports 60-75 days 3 revisions in 12 months 12 months
Foreign Direct Investment
Equity 60 days 12 months
Reinvested Earnings Estimates 24 months
Other Capital 80 days 12 months
Portfolio Investment in Stock Exchanges 15 days Occasional
Bond/Equity Issues in International
Stock Exchanges 30 days Occasional
External Commercial Borrowings 60-75 days 3 revisions in 12 months 12 months
Short-term Trade Credits 30 days 3 months
Non-Resident Deposits 60 days 3 months
Foreign Assets and Liability of Banks 20 days 3 months
Other Components of Banking Capital 60 days No revisions
Other Financial Transactions 60-75 days Monthly revisions covering 14
months
15 months
Foreign Exchange Reserves 7 days No revisions- 9 -
IV. Quantitative Analysis of Revisions
Revisions and reliability go hand in hand. Practical considerations emerging out
of the country experience suggest that the former can be sacrificed at the altar of the latter
in the short-run. In the longer run, however, there is a co-integrating relationship. Clarity
about rules and processes of revisions can only complement reliability, which is a
qualitative concept since information on macro economic statistics is a public good.
Reliability is quantitatively defined in the IMF’s DQAF as the closeness of the
initial estimated value to the subsequent estimated value. This involves the assessment of
revisions in terms of size and stability vis-a-vis the earlier releases of data. In this regard,
key indicators have been developed for the Euro area (Eurostat and European Central
Bank, 2003). These indicators are assessed in the Indian context for the period Q2 2000
to Q1 2004 for which revised data on India’s BoP were made available along with the
announcement of a revisions policy.
The basic assessment of the reliability of revised data is the simple calculation of
the differences from the preliminary data. This is set out in Charts 1 and 2 for gross
current receipts and payments which, in the case of India’s BoP, are subject to the
maximum amount of revisions. The graphs reveal close co-movement between
preliminary and revised data. For recent quarters, the revisions suggest that the
preliminary data had a modest downward bias.
Chart 1:Current Receipts: Revised and Preliminary Data
17000
22000
27000
32000
2000:Q2
2000:Q3
2000:Q4
2001:Q1
2001:Q2
2001:Q3
2001:Q4
2002:Q1
2002:Q2
2002:Q3
2002:Q4
2003:Q1
2003:Q2
2003:Q3
2003:Q4
2004:Q1
US $ million
Revised Data Preliminary Data- 10 -
Chart 2:Current Payments: Revised and Preliminary Data
18000
20000
22000
24000
26000
28000
30000
2000:Q2
2000:Q3
2000:Q4
2001:Q1
2001:Q2
2001:Q3
2001:Q4
2002:Q1
2002:Q2
2002:Q3
2002:Q4
2003:Q1
2003:Q2
2003:Q3
2003:Q4
2004:Q1
US $ million
Revised Data Preliminary Data
As the Joint ECB/Eurostat Task Force on Quality has pointed out, the evaluation
of revisions in terms of magnitudes hampers comparability across time, across different
variables and across countries. It is, therefore, necessary to employ a relative measure.
The Task Force proposed the Mean Absolute Percentage Error (MAPE) for gross data
which is expressed as percentage changes between revised and preliminary data as a ratio
of the revised data and averaged over time. Table 3 shows that the MAPE for India’s
gross current receipts and payments is low, attesting to the co-movement showing up in
the graphical representation.
Table 3: Mean Absolute Percentage Error Statistics
For Current Receipts and Payments in India BoP
Variable MAPE= 1/N åç(Ri- Pi)/Rçi , R= revised
data, P= preliminary data
Gross Current Receipts 0.029
Gross Current Payments 0.036
The current account balance (CAB) reveals a generally close association between
revised and preliminary data, except in Q1 2004 when methodological changes in the
process of collecting merchandise trade statistics at the customs frontier brought about a
significant upward shift and necessitated revisions in the BoP (Chart 3).- 11 -
Chart 3: Quarterly Current Account Balance: Revised and
Preliminary Data
-3000
-2000
-1000
0
1000
2000
3000
4000
5000
6000
2000:Q2
2000:Q3
2000:Q4
2001:Q1
2001:Q2
2001:Q3
2001:Q4
2002:Q1
2002:Q2
2002:Q3
2002:Q4
2003:Q1
2003:Q2
2003:Q3
2003:Q4
2004:Q1
US $ million
Revised Data Preliminary Data
For the CAB, the MAPE may not yield meaningful results since the CAB is a net
concept and expressed as the difference between exports and imports or foreign exchange
relating to these opposing flows of underlying transactions. The quantitative indicator for
the CAB as for other net transactions would have to express the difference in magnitudes
in relation to the variability of the revised series. Accordingly, as recommended by the
Task Force, the Mean Absolute Relative Error (MARE), the Root Mean Square Relative
Error (RMSRE) and the Mean Relative Error (MRE) were computed to assess the impact
of revisions on India’s CAB.
Table 4: Quantitative Indicators for India’s CAB
Indicator Value
MAPE 0.0430
MARE= 1/N å ç(Ri- Pi)/Var(R)ç 0.0002
RMSRE = Ö
-
1/Nå(Ri-Pi)
2
¤ Ö
-
1/Nå(Ø-Ri)
2
where Ø is the average value of R
0.4747
MRE = [å (R-P)
2
/å (Ø-R)
2
[
1/2
0.4747
Both the MAPE and the MARE attest to the stability and reliability of the revised
CAB indicated by the MAPEs for gross current receipts and payments. The RMSRE and
the MRE yield somewhat higher values, possibly associated with the choice of reference- 12 -
value for the revised series (denominator), since revisions are normally expected to
minimize deviations from the series average. Moreover, the RMSRE and the MRE
coincide, suggesting that the latter is a recommendation of the general case rather than an
alternative to the RMSRE.
Given the ambiguity reflected in the values obtained for RMSRE and the MRE,
data quality assessment was also undertaken in terms of the analysis of variance which
highlights the reasonable degree of stability of revisions. The t-statistics and F-statistics
relating to current account balances reveal that the variance of the revised series is not
significantly different from the original series (Table 5).
Table 5: Analysis of Variance of Preliminary and Final Data Series
on Current Account Balances
Sample period: 2000:Q2 to 2004Q1
t-Test: Two-Sample Assuming Equal Variances
t Statistics 0.7360
t Critical two-tail 2.0423
Null Hypothesis: Two series have the same variance
F-Test Two-Sample for Variances
F-Statistics 1.5069
F Critical one-tail 2.4034
Null Hypothesis: Two series have the same variance
Tests were also conducted for internal consistency, based on the errors and
omissions series. Revisions are expected to result in cancellation/reduction of estimation
errors and consistency in the direction of errors associated with individual items. The two
measures for errors and omissions (EO) recommended by the Task Force are computed
i.e., average absolute error (AAE) and root mean square error (RMSE), the latter being
amenable to further decomposition into bias and variance.
Table 6: Indicators for Errors and Omissions
AAE = å çEO ç/ (N+1), where EO refers to
errors and omissions as a proportion to
gross current receipts (figures in brackets
are EO expressed as proportions to gross
current receipts and payments
0.009
(0.00003)
RMSE = Ö
-
å(EO)
2
/(N+1) 0.011
(0.00550)- 13 -
Quantitative indicators of data quality need to be back-tested more rigorously and
widely before they can be adopted as standards in revisions studies. Above all, it needs to
be underscored that they can only reinforce ‘….. qualitative assessment of the data, not as
a substitute for it’ (Eurostat and the European Central Bank, 2003).
V. Conclusion
In India, a clear understanding of the lag structures associated with the key factor
– arrival of data – has been enabled by the institution of an electronic reporting system
for banking data (FET-ERS), primarily with a view to complying with SDDS
requirements for release of preliminary BoP data. Benchmarking national requirements
against the cross – country experience reveals reasonably close co-movement. The
Revisions Policy for India’s Balance of Payments Data pensively reflects the journey
along the learning curve:
“India’s balance of payments statistics are published as ‘preliminary’,
‘partially revised’ and ‘revised’ data. Preliminary data are quarterly and
are released with a lag of three months from the reference date (e.g., data
for the quarter ending March 2004 are available at the end of June 2004).
Preliminary data are subjected to some revisions during the year and
partially revised data are released with lags of six months, nine months
and twelve months from the reference date, alongside preliminary data
for the relevant quarter(s). Thereafter, the data are ‘frozen’ and final
revisions are incorporated in the revised annual data, which are released
within a lag of twenty-four months from the reference date.
Extraordinary revisions may be undertaken within this cycle in the event
of methodological changes in respect of data collection and compilation
procedures and/or significant changes indicated by data sources that
cause structural shifts in the data series. These extraordinary revisions
are documented at the time of release. Preliminary, partially revised and
revised data are clearly identified in the text and tables”(RBI, 2004). - 14 -
References
Australian Bureau of Statistics (2002), Revisions in Australia’s Balance of Payments
(BOP) Statistics, Fifteenth Meeting of the IMF Committee on Balance of Payments
Statistics, Canberra, Australia, October.
Carson, C.S., Khawaja, S and Morrison, T.K. (2003), Revisions Policy for Official
Statistics, 54
th
Session of the International Statistical Institute, Berlin, Germany, August.
Central Bank of Chile (2003), Revisions in Chile’s BOP Statistics, Sixteenth Meeting of
the IMF Committee on Balance of Payments Statistics, Canberra, Australia, December.
Eurostat and the European Central Bank (2003), Task Force on Quality: Report on the
Quality Assessment of Balance of Payments and International Investment Position
Statistics, Sixteenth Meeting of the IMF Committee on Balance of Payments Statistics,
Canberra, Australia, December.
International Monetary Fund (2002), Revision Policy and Practice: A First Overview of
Country Practices.
Reserve Bank of India (1987), Balance of Payments Compilation Manual.
Reserve Bank of India (1993), India’s Balance of Payments, 1948-49 to 1988-89.
Reserve Bank of India (2004), A Revisions Policy for India’s Balance of Payments Data,
September (www.rbi.org.in).
Shirley Nesbit (2002), Revisions in the New Zealand Balance of Payments, Fifteenth
Meeting of the IMF Committee on Balance of Payments Statistics, Canberra, Australia,
October.
________________________________________________________________________
Seventeenth Meeting of the
IMF Committee on Balance of Payments Statistics
Pretoria, October 26–29, 2004
Towards A Revisions Policy for India’s
Balance of Payments Statistics
Prepared by Michael Debabrata Patra and Bhupal Singh
Reserve Bank of India- 2 -
TOWARDS A REVISIONS POLICY FOR
INDIA’S BALANCE OF PAYMENTS STATISTICS
Executive Summary
· Revisions policies, practices and studies form a key element of the Fund’s Data
Quality Assessment Framework (DQAF).
· Country practices reveal a wide diversity surrounding the key elements: regular,
well-established and transparent schedule of revisions; clear identification of
preliminary data; and public availability of revisions studies.
· A key driver of the formulation of revisions policy is user needs.
· Revisions policies for BoP statistics face a dilemma – incorporating more
accurate/complete information versus preserving data stability
· Extraordinary revisions overriding the established revisions cycle are common,
driven by detection of errors, significant revisions and methodological change.
· Historical revisions are difficult to identify and are typically associated with
countries which have stabilised their revision cycles.
· In India, several elements of a stable and consistent revisions policy were already
in place: consultations with key users; strong similarity with the country
experience; timeliness in preliminary data releases; clear identification of
preliminary and revised data; systematic dissemination of revised data.
· The lag structure of data reported for BoP compilation in India shows that the
provisional data are received within a time period ranging from 7 to 80 days from
the reference date. The maximum period up to which revisions occur is 14
months. The maximum lag of 24 months is reported for reinvested earnings of
FDI enterprises.
· The Mean Absolute Percentage Error (MAPE) for India’s gross current receipts
and payments in low, attesting to co-movement between revised and preliminary
data. Both the MAPE and the MARE attest to the stability and reliability of the
revised CAB. For CAB, the RMSRE and MRE coincide.
· The two measures for errors and omissions i.e., average absolute error (AAE) and
root mean square error (RMSE), indicate a high level of internal consistency in
India’s BoP data.
· Quantitative indicators of data quality need to be back-tested more rigorously.
They can only reinforce qualitative assessment of the data, not substitute for it.
· A clear understanding of the lag structures, institution of an electronic reporting
system for banking data (FET-ERS) and benchmarking national requirements
against the cross-country experience were key factors leading to announcement of
a revisions policy for India’s balance of payments data. - 3 -
TOWARDS A REVISIONS POLICY FOR
INDIA’S BALANCE OF PAYMENTS STATISTICS
Michael Debabrata Patra and Bhupal Singh
·
I. Introduction
This paper is intended to be a tribute to the seminal work undertaken in the IMF
to coagulate good practices in revisions of macro economic statistics and encourage their
wider adoption among national statistical authorities. Revisions policies, practices and
studies form a key element of the cascading structure of the Fund’s Data Quality
Assessment Framework (DQAF). More crucially, they form aspects of good governance
(Carson, Khawaja and Morrison, 2003). This, and other surveys of country practices
(IMF, 2002) reveal a wide diversity surrounding the key elements of a good revisions
policy contained in the DQAF: (i) regular, well-established and transparent schedule of
revisions; (ii) clear identification of preliminary data; and (iii) public availability of
revisions studies.
With the foregoing as its leit motif, this paper elucidates how processes of
governance in balance of payments (BoP) statistics in India reached critical mass, leading
to the announcement of a revisions policy on September 30, 2004 for the first time in
India (www.rbi.org.in). The next section presents the main findings of a cross-country
survey on revisions policy undertaken to learn and adapt. Section III sets out the specific
features of the data reporting system in India – timeliness, accuracy, length of revision
cycles, public awareness. Section IV attempts some quantitative assessment of the results
of recent revisions as a prototype of a revisions study. In conclusion, the paper sets out
the revisions policy for India’s BoP statistics which essentially forms out of this
accumulated analysis.
·
Michael Debabrata Patra is Adviser and Bhupal Singh is Assistant Adviser in the Reserve Bank of India.
The views expressed in this paper are those of the authors and not of the institution to which they belong.
The usual disclaimers apply. - 4 -
II. A Summary of the Country Experience
As Carson et al underscore, a key driver of the formulation of revisions policy is
user needs. Users – policy authorities, investors and financial market
participants/analysts, international organisations, researchers and the media – ask the
following questions
- How accurate are first releases?
- What is the likelihood of further revision, which way and by how much?
- What are the causes of revision?
- Is there a well-defined policy?
For most national authorities, the undertaking of revisions has two hovering
spectres - additional work and the discovery of mistakes in a world rapidly shifting under
their feet and necessitating generation of new data as well as conceptual and
methodological revisions. These fears emerge from the country studies as the major
impediments to publicly announcing revisions policies. Formally announced updating of
weights/base year, bringing in authentic/new data that is well known, statistical
refinement (seasonality, detrending, etc.,) changes in concepts/definitions/presentations
recommended by supra-national standard setting bodies constitute the virtuous segment
of the revisions policy motivation cycle. Here, resource constraints are clearly an overall
constraining factor.
Countries which have announced revisions policies for BoP statistics have
typically grappled with the horns of a dilemma – the desire to incorporate more
accurate/complete information into official data series versus the practical necessity of
preserving the stability of the data series since users interchange stability with accuracy
(Australian Bureau of Statistics 2002; Central Bank of Chile, 2003, Statistics New
Zealand, 2002). Accordingly, partial revisions to data for the current year are carried out
during the year with every monthly/quarterly release (Australia, Chile, Estonia, Italy,
Norway, New Zealand).
Final revisions are generally undertaken with long intervals, the earliest being
semi-annually (Australia), at the last quarterly release for the financial year (New
Zealand, Ukraine) and twelve-monthly (Chile). A common experience emerging out of- 5 -
the country experience is that revisions are a process, not an event. The underlying
drivers are arrival of late returns (New Zealand, Estonia, South Africa) different
frequencies and lags for sources (Chile, Korea), integration with national accounts (Chile,
Australia, Norway), replacing estimates with actual data (Chile, USA), correction of
errors (New Zealand, Chile) and new data sources/improvement in reporting or
estimation procedures/concepts (Chile, Italy, South Africa, Ukraine). Accordingly, only
a third of SDDS countries are reported to complete revisions in one year largely with the
hope that as time passes, the significance of revisions diminishes. Twenty per cent of
SDDS countries revise up to two years and 15 per cent up to three to five years (IMF,
2002).
Extraordinary revisions overriding the established revisions cycle are fairly
common in the country experience. The underlying causes range from the candid
detection of errors (New Zealand) to ‘significant revisions’ (Australia) and
methodological change (Chile, Estonia, Italy, Norway, Ukraine). More often than not,
the reasons for extraordinary revision are not clearly discernible.
In most countries, studies of revisions are either not conducted or are not made
public (IMF, 2002). Evidently, the desire to abstain from confusing users in the face of
scanty public interest in such analyses is a major inhibiting factor. In a few countries,
revisions studies are made available when major methodological changes occur or when
there is a ‘structural break’ due to new data collection methods (Italy). Some revision
analyses include cross-country comparisons (New Zealand). In one instance, revision
studies seemed to follow a regular pattern (Australia). In the majority of countries
examined, revisions are notified in the public release; in some cases, causes of revision
are explained in footnotes or accompanying text.
Information on the occurrence of historical revisions is difficult to identify in
country reports. Such revision exercises are typically associated with countries which
have stabilised their revision cycles (South Africa, Australia, New Zealand).
A summary of these findings from a sample of 23 developed and emerging market
economies is set out below (Table 1). - 6 -
Table 1: Cross Country Comparison of BoP Revision Practices
Country Pre-determined
Revision Cycle
Lag in Release of
Final Data
Escape Clauses
(Extraordinary Revisions)
(Reasons)
Argentina Yes 6 months ..
Australia Yes 4 years Significant revisions that are
important enough to require
immediate publication
Brazil Yes 6 months ..
Canada Yes 4 years Historical revisions
Chile Yes 15 months ..
Germany Yes 4 years ..
Hong Kong SAR,
China
Yes 2 years ..
Indonesia Yes 6 months ..
Israel Yes Updated each year ..
Italy Yes 13 months Methodological changes/new
collection system
Japan Yes 4 months ..
Korea Yes 6-7 months Conceptual and
methodological
Malaysia Yes 12 months ..
Mexico Yes 5 months ..
New Zealand Yes 18 months Significant revisions balancing
the need for stability in the
series and integrity of the
statistics
Philippines Yes .. ..
South Africa Yes 4 years Changes in historical data in
the light of new information
Sweden Yes Updated each year ..
Thailand Yes Updated each year ..
Turkey Yes Final at the time of
dissemination of annual
provisional data
Measurement issues
UK Yes 12 months ..
US Yes 6 years Major conceptual and
methodological revisions
.Not available ..
Source: IMF (2002), Revision Policy and Practice: A First Overview of Country Practices.- 7 -
At the other end of the spectrum are countries with no established revision
policies, inspite of considerable sensitivity to the need for such policies. Until September
2004, India belonged in this category. In the Euro area, lack of harmonisation across
members and different reporting requirements to data authorities are the key impediments
to a unified and publicly announced revisions policy. In Japan, the overarching desire to
ensure continuity of data series and thereby their credibility has considerably dampened
the need for a revisions policy even as recognition that it is an international best practice
has grown.
III. A Revisions Policy for India’s BoP
In India, the laying down of stable policies and practices for revisions in BoP data
has been an abiding concern. This has found expression in a mammoth revision exercise
covering data for the period 1950-81, primarily to incorporate reinvested earnings of FDI
enterprises and non-cash inflows of FDI Reserve Bank of India, (RBI, 1993). Although
revisions were not systematically conducted for subsequent years, an indigenous manual
on balance of payments compilation procedures was developed to provide an anchor for
latter day compilers to good practices of the past (RBI, 1987). A paper presented by the
RBI at the fifteenth meeting of the IMF’s BoP Committee in 2002 showed that several
elements of a stable and consistent revisions policy were already in place:
- consultations on revision practices with key users
- strong similarity with the country experience on during the year revisions
- timeliness in preliminary data releases
- clear identification of preliminary and revised data with explanatory
footnotes to Tables
- dissemination of revised data (RBI, 2003)
The principal factor that needs to be reckoned in the setting of a revisions policy
for BoP in India is the varying lags in arrival of data from source entities. The lag
structure of data reported for BoP compilation shows that the provisional data are
received within a time period ranging from 7 to 80 days from the reference date (Table
2). Partial revisions for different items of BoP occur at discrete intervals of varying- 8 -
periods, depending on the source of information. The maximum period up to which
revisions occur is 14 months for data reported by banks for receipts and payments against
merchandise exports/ imports, invisible and financial transactions. The maximum lag of
24 months is reported for reinvested earnings of FDI enterprises which are obtained from
the IIP. In summary, the lag in arrival of final data from different sources varies from 2
months to 24 months.
Table 2: Lags in Receipt of Data for BoP Compilation in India
Items
Lag in Reporting of Data (measured from reference
date) (No. of days/months approximately)
Provisional Partial Revisions Final
(First Release) Revision
Merchandise Trade, Customs 30 days 3 revisions covering 10 months 10 months
Banks’ Reporting of Receipts and
Payments of Merchandise, Invisible and
Financial Transactions
30 days Monthly revisions covering 14
months
15 months
Tabulations for Preliminary data release 80 days Occasional
Baggage Bullion, Customs Imports and
Grants routed through
Embassies/Consulates 30 days 2 months
Official Grants 30 days 2 months
Aid Receipts 60-75 days 12 months
Software Exports 60-75 days 3 revisions in 12 months 12 months
Foreign Direct Investment
Equity 60 days 12 months
Reinvested Earnings Estimates 24 months
Other Capital 80 days 12 months
Portfolio Investment in Stock Exchanges 15 days Occasional
Bond/Equity Issues in International
Stock Exchanges 30 days Occasional
External Commercial Borrowings 60-75 days 3 revisions in 12 months 12 months
Short-term Trade Credits 30 days 3 months
Non-Resident Deposits 60 days 3 months
Foreign Assets and Liability of Banks 20 days 3 months
Other Components of Banking Capital 60 days No revisions
Other Financial Transactions 60-75 days Monthly revisions covering 14
months
15 months
Foreign Exchange Reserves 7 days No revisions- 9 -
IV. Quantitative Analysis of Revisions
Revisions and reliability go hand in hand. Practical considerations emerging out
of the country experience suggest that the former can be sacrificed at the altar of the latter
in the short-run. In the longer run, however, there is a co-integrating relationship. Clarity
about rules and processes of revisions can only complement reliability, which is a
qualitative concept since information on macro economic statistics is a public good.
Reliability is quantitatively defined in the IMF’s DQAF as the closeness of the
initial estimated value to the subsequent estimated value. This involves the assessment of
revisions in terms of size and stability vis-a-vis the earlier releases of data. In this regard,
key indicators have been developed for the Euro area (Eurostat and European Central
Bank, 2003). These indicators are assessed in the Indian context for the period Q2 2000
to Q1 2004 for which revised data on India’s BoP were made available along with the
announcement of a revisions policy.
The basic assessment of the reliability of revised data is the simple calculation of
the differences from the preliminary data. This is set out in Charts 1 and 2 for gross
current receipts and payments which, in the case of India’s BoP, are subject to the
maximum amount of revisions. The graphs reveal close co-movement between
preliminary and revised data. For recent quarters, the revisions suggest that the
preliminary data had a modest downward bias.
Chart 1:Current Receipts: Revised and Preliminary Data
17000
22000
27000
32000
2000:Q2
2000:Q3
2000:Q4
2001:Q1
2001:Q2
2001:Q3
2001:Q4
2002:Q1
2002:Q2
2002:Q3
2002:Q4
2003:Q1
2003:Q2
2003:Q3
2003:Q4
2004:Q1
US $ million
Revised Data Preliminary Data- 10 -
Chart 2:Current Payments: Revised and Preliminary Data
18000
20000
22000
24000
26000
28000
30000
2000:Q2
2000:Q3
2000:Q4
2001:Q1
2001:Q2
2001:Q3
2001:Q4
2002:Q1
2002:Q2
2002:Q3
2002:Q4
2003:Q1
2003:Q2
2003:Q3
2003:Q4
2004:Q1
US $ million
Revised Data Preliminary Data
As the Joint ECB/Eurostat Task Force on Quality has pointed out, the evaluation
of revisions in terms of magnitudes hampers comparability across time, across different
variables and across countries. It is, therefore, necessary to employ a relative measure.
The Task Force proposed the Mean Absolute Percentage Error (MAPE) for gross data
which is expressed as percentage changes between revised and preliminary data as a ratio
of the revised data and averaged over time. Table 3 shows that the MAPE for India’s
gross current receipts and payments is low, attesting to the co-movement showing up in
the graphical representation.
Table 3: Mean Absolute Percentage Error Statistics
For Current Receipts and Payments in India BoP
Variable MAPE= 1/N åç(Ri- Pi)/Rçi , R= revised
data, P= preliminary data
Gross Current Receipts 0.029
Gross Current Payments 0.036
The current account balance (CAB) reveals a generally close association between
revised and preliminary data, except in Q1 2004 when methodological changes in the
process of collecting merchandise trade statistics at the customs frontier brought about a
significant upward shift and necessitated revisions in the BoP (Chart 3).- 11 -
Chart 3: Quarterly Current Account Balance: Revised and
Preliminary Data
-3000
-2000
-1000
0
1000
2000
3000
4000
5000
6000
2000:Q2
2000:Q3
2000:Q4
2001:Q1
2001:Q2
2001:Q3
2001:Q4
2002:Q1
2002:Q2
2002:Q3
2002:Q4
2003:Q1
2003:Q2
2003:Q3
2003:Q4
2004:Q1
US $ million
Revised Data Preliminary Data
For the CAB, the MAPE may not yield meaningful results since the CAB is a net
concept and expressed as the difference between exports and imports or foreign exchange
relating to these opposing flows of underlying transactions. The quantitative indicator for
the CAB as for other net transactions would have to express the difference in magnitudes
in relation to the variability of the revised series. Accordingly, as recommended by the
Task Force, the Mean Absolute Relative Error (MARE), the Root Mean Square Relative
Error (RMSRE) and the Mean Relative Error (MRE) were computed to assess the impact
of revisions on India’s CAB.
Table 4: Quantitative Indicators for India’s CAB
Indicator Value
MAPE 0.0430
MARE= 1/N å ç(Ri- Pi)/Var(R)ç 0.0002
RMSRE = Ö
-
1/Nå(Ri-Pi)
2
¤ Ö
-
1/Nå(Ø-Ri)
2
where Ø is the average value of R
0.4747
MRE = [å (R-P)
2
/å (Ø-R)
2
[
1/2
0.4747
Both the MAPE and the MARE attest to the stability and reliability of the revised
CAB indicated by the MAPEs for gross current receipts and payments. The RMSRE and
the MRE yield somewhat higher values, possibly associated with the choice of reference- 12 -
value for the revised series (denominator), since revisions are normally expected to
minimize deviations from the series average. Moreover, the RMSRE and the MRE
coincide, suggesting that the latter is a recommendation of the general case rather than an
alternative to the RMSRE.
Given the ambiguity reflected in the values obtained for RMSRE and the MRE,
data quality assessment was also undertaken in terms of the analysis of variance which
highlights the reasonable degree of stability of revisions. The t-statistics and F-statistics
relating to current account balances reveal that the variance of the revised series is not
significantly different from the original series (Table 5).
Table 5: Analysis of Variance of Preliminary and Final Data Series
on Current Account Balances
Sample period: 2000:Q2 to 2004Q1
t-Test: Two-Sample Assuming Equal Variances
t Statistics 0.7360
t Critical two-tail 2.0423
Null Hypothesis: Two series have the same variance
F-Test Two-Sample for Variances
F-Statistics 1.5069
F Critical one-tail 2.4034
Null Hypothesis: Two series have the same variance
Tests were also conducted for internal consistency, based on the errors and
omissions series. Revisions are expected to result in cancellation/reduction of estimation
errors and consistency in the direction of errors associated with individual items. The two
measures for errors and omissions (EO) recommended by the Task Force are computed
i.e., average absolute error (AAE) and root mean square error (RMSE), the latter being
amenable to further decomposition into bias and variance.
Table 6: Indicators for Errors and Omissions
AAE = å çEO ç/ (N+1), where EO refers to
errors and omissions as a proportion to
gross current receipts (figures in brackets
are EO expressed as proportions to gross
current receipts and payments
0.009
(0.00003)
RMSE = Ö
-
å(EO)
2
/(N+1) 0.011
(0.00550)- 13 -
Quantitative indicators of data quality need to be back-tested more rigorously and
widely before they can be adopted as standards in revisions studies. Above all, it needs to
be underscored that they can only reinforce ‘….. qualitative assessment of the data, not as
a substitute for it’ (Eurostat and the European Central Bank, 2003).
V. Conclusion
In India, a clear understanding of the lag structures associated with the key factor
– arrival of data – has been enabled by the institution of an electronic reporting system
for banking data (FET-ERS), primarily with a view to complying with SDDS
requirements for release of preliminary BoP data. Benchmarking national requirements
against the cross – country experience reveals reasonably close co-movement. The
Revisions Policy for India’s Balance of Payments Data pensively reflects the journey
along the learning curve:
“India’s balance of payments statistics are published as ‘preliminary’,
‘partially revised’ and ‘revised’ data. Preliminary data are quarterly and
are released with a lag of three months from the reference date (e.g., data
for the quarter ending March 2004 are available at the end of June 2004).
Preliminary data are subjected to some revisions during the year and
partially revised data are released with lags of six months, nine months
and twelve months from the reference date, alongside preliminary data
for the relevant quarter(s). Thereafter, the data are ‘frozen’ and final
revisions are incorporated in the revised annual data, which are released
within a lag of twenty-four months from the reference date.
Extraordinary revisions may be undertaken within this cycle in the event
of methodological changes in respect of data collection and compilation
procedures and/or significant changes indicated by data sources that
cause structural shifts in the data series. These extraordinary revisions
are documented at the time of release. Preliminary, partially revised and
revised data are clearly identified in the text and tables”(RBI, 2004). - 14 -
References
Australian Bureau of Statistics (2002), Revisions in Australia’s Balance of Payments
(BOP) Statistics, Fifteenth Meeting of the IMF Committee on Balance of Payments
Statistics, Canberra, Australia, October.
Carson, C.S., Khawaja, S and Morrison, T.K. (2003), Revisions Policy for Official
Statistics, 54
th
Session of the International Statistical Institute, Berlin, Germany, August.
Central Bank of Chile (2003), Revisions in Chile’s BOP Statistics, Sixteenth Meeting of
the IMF Committee on Balance of Payments Statistics, Canberra, Australia, December.
Eurostat and the European Central Bank (2003), Task Force on Quality: Report on the
Quality Assessment of Balance of Payments and International Investment Position
Statistics, Sixteenth Meeting of the IMF Committee on Balance of Payments Statistics,
Canberra, Australia, December.
International Monetary Fund (2002), Revision Policy and Practice: A First Overview of
Country Practices.
Reserve Bank of India (1987), Balance of Payments Compilation Manual.
Reserve Bank of India (1993), India’s Balance of Payments, 1948-49 to 1988-89.
Reserve Bank of India (2004), A Revisions Policy for India’s Balance of Payments Data,
September (www.rbi.org.in).
Shirley Nesbit (2002), Revisions in the New Zealand Balance of Payments, Fifteenth
Meeting of the IMF Committee on Balance of Payments Statistics, Canberra, Australia,
October.
Monday, October 11, 2010
syllabus
JAWAHARLAL NEHRU TENHNOLOGICAL UNIVERSITY KAKINADA: KAKINADA
School of Management Studies
M.B.A. Regular
(w.e.f academic year 2009-2010)
Syllabus
Semester - I
Management Theory and Practice
1. Management – definitions, scope and importance - types of managers; managerial roles and functions; Science or Art? Internal and External environment - Administration vs. Management, – Managing people and organizations in the context of New Era- Managing for competitive advantage - the Challenges of Management - Corporate Social responsibility- Managerial Ethics.
2. Perspectives on Management: Evolution of Management- Various approaches to management- Global perspectives of management- Role of communication in management.
3. Planning: Nature and principles of planning, Steps in planning, types of planning, Levels of planning – The Planning Process-MBO. Decision making-role-significance –decision making process-decision tree analysis. Co-ordination-principles.
4. Organizing: Nature of organizing-principles – organization levels and span of management- Organizational design and structure – departmentation, line and staff concept, staffing – delegation, centralization and decentralization of authority – responsive organization.
5. Leading: Dimensions of Leadership – Leading Vs Managing – approaches to leadership – leadership behavior and styles – leadership skills – leadership in cross-cultural environment – evaluation of leader – women and corporate leadership – Motivation theories – group dynamics - team, inter-group behavior, conflict and negation skills and conflicts management.
6. Controlling: Nature and importance – process – feedback system – Requirement for effective control – control techniques. Modern techniques of control..
7. Total Quality Management: Definition and importance – evolution of TQM – different dimensions – quality management philosophies and practices.
8. Case Study: Compulsory. Relevant cases have to be discussed in each unit.
References
Koonz, Weihrich and Aryasri: “Principles of Management”, Tata McGraw Hill,
2004.
Daft: “The New Era of Management”, Cengage Learning , New Delhi, 2009.
Rao, VSP: “Management Text and cases”, Excel books, New Delhi
Stoner, Free man and Gilbert: “Management”, Pearson Education, New Delhi, 2002
Prem Vrat, K.K.Ahuja, P K Jain: “Case Studies in Management”, Vikas Publishing House Limited, 2002.
Mrityanjay Kumar Srivastava: “Transformational Leadership”, Macmillan India Limited, 2003
Ramaswamy,T: “Principles of Management”, Himalaya Publishing House, Mumbai, 2008.
Meeenakshi Gupta: “Principles of Management”, PHI Private Limited, New Delhi, 2009.
J S Chandan: “Management Theory and Practice”, Vikas Publishing House Limited, 2009
Robert KReitner, Mamata Mohapatra: “Management” Biztantra, dreamtech Press, New Delhi, 2008
Anil Bhat, Arya Kumar: “Management”, Oxford University, New Delhi, 2008.
Schermerhorn Jr.: “Management “, Wiley-India, New Delhi, 2008.
Gupta R S, Sharma B D Bhalla N S: “Principles and Practice of Management”, Kalyani Publications, Hyderabad, 2008.
Managerial Economics
1. Introduction to Managerial Economics: Definition, Nature and Scope, Relationship with other areas in Economics, - The role of managerial economist.
2. Basic economic principles – the concept of opportunity cost, incremental concept, scarcity, marginalism, Equi-marginalism, Time perspective, discounting principle, risk and uncertainty.
3. Theory of Demand: Demand Analysis, Elasticity of demand, types and significance of Elasticity of Demand – Measurement of Price Elasticity of Demand - Demand determinants – Need for Demand forecasting, forecasting techniques. Supply Analysis – supply function, the Law of Supply, Elasticity of Supply.
4. Production Analysis: Production function, Marginal Rate of Technical Substitution, Production function with one/two variables, Cobb-Douglas Production Function, Returns to Scale and Returns to Factors, Economies of scale-
5. Cost theory and estimation: Cost concepts, determinants of cost, cost-output relationship in the short run and long run – Modern development in cost theory – Saucer shaped short-run Average cost curves – Average total cost curve.
6. Market Structure and Pricing practices: Features and Types of different Markets - Price-Output determination in Perfect competition, Monopoly, Monopolistic competition and Oligopoly both in the long run and short run. Pricing methods in practice – Bain’s limit-pricing theory.
7. Profit Management: Nature, scope, Theories of profit including modern theory - Measurement policies, Cost – Volume- Profit Analysis. Objectives of the firm: Theories of a firm.
8. Case Study: Compulsory. Relevant cases have to be discussed in each unit.
References
Hirschey: “Economics for Managers”, Cengage Learning, New Delhi, 2009
M.L Trivedi: “Managerial Economics”, Tata Mc-Graw Hill, New Delhi, 2004
Siddiqui S A, Siddiqui A S: “Managerial Economics and Financial Analysis”, New Age International Publishers, New Delhi, 2008.
Craig H. Petersen, Cris Lewis, Sudhir k Jain: “Managerial Economics”, Pearson Education, New Delhi, 2009
Dominick Salvatore: “Managerial Economics”, Oxford University Press, New Delhi, 2009.
Mithani D M: “Managerial Economics”, Himalaya Publishing House, Mumbai, 2008.
Dwivedi D N: “Managerial Economics”, Vikas Publishing House Private Limited, New Delhi, 2009.
William f, Samuelson, Stephen G,Marks: “Managerial Economics”, Wiley India Publishers, New Delhi, 2008.
Varshney, R.L and Maheswari, K L: “Managerial Economics”, Sultan Chand and Sons, New Delhi, 2002.
Narayanan Nadar E, Vijayan S: “Managerial Economics”, PHI Private Limited, New Delhi, 2009.
Financial Accounting and Analysis
1. Introduction to Accounting: Importance, Objectives and Principles, Accounting Concepts and conventions, and The Generally Accepted Accounting Principles (GAAP), Accounting Standards issued by Institute of Chartered Accountants of India.
2. The Accounting Process: Overview, Books of Original Record; Journal and Subsidiary books, ledger, Trial Balance, Classification of capital and revenue expenses, Final Accounts with adjustments.
3. Valuation of fixed assets: Tangible vs Intangible assets, depreciation of fixed assets and methods of depreciation.
4. Inventory Valuation: Methods of inventory valuation and valuation of goodwill, methods of valuation of goodwill.
5. Issue of Shares and Debentures: Entries for Issue of shares, forfeiture - Issue of shares at Discount and premium. Alteration of share capital and reduction of share capital, Issue and Redemption of Debentures:
6. Accounting for Amalgamation, Absorption and Reconstruction: Accounting treatment in the books of transferor and transferee. Simple problems.
7. Financial Analysis-I: Statement of Changes in Working Capital, Funds flow and cash flow statement – Analysis and interpretation of financial statement from investor and company point of view – analysis through different ratios – Du Pont Chart.
8.: Case Study: Compulsory. Relevant cases have to be discussed in each unit
References
Asish K. Bhattacharyya: “Essentials of Financial Accounting”, PHI Private Limited, New Delhi, 2009,
Maheshwari S N, Mahehwari S K: “Financial Accounting “, Vikas Publishing House Private Limited, New Delhi, 2009,
Paresh Shah: “Basic Financial Accounting for Management”, Oxford University Press, New Delhi, 2008.
Varma K K: “Financial Accounting and Analysis”, Excel Books, New Delhi,
Robert N Anthony, David F Hawkins, Kenneth A Merchant: “Accounting” Tata McGraw-Hill Publishing Limited, New Delhi, 2008.
Stice & Stice: “Financial Accounting Reporting and Analysis”, Cengage Learning, New Delhi, 2008.
Subhash Sharma, Vithal M P: “Financial Accounting for Management”, MacMillan India Limited, New Delhi, 2008.
Kaustubh Arvind Sontakke: “Financial Accounting”, Himalaya Publishing House, New Delhi, 2008.
Belverd E. Needles, Marian Powers: “Financial Accounting”, Biztantra, New Delhi, 2008.
Ashok Banerjee: “Financial Accounting”, Excel Books, New Delhi, 2006.
Gupta: “Financial Accounting for Management”, Pearson Education, New Delhi, 2003.
Organizational Communication
1 Role of Communication in Business – Objective of Communication – The Process of
Human Communication – Media of Communication, Written Communication - Oral
Communication - Visual Communication, Audio Visual Communication – Silence.
2. Developing Listening Skills – Improving Non-verbal communication skills – Cross Cultural Communication – problems and challenges.
3 Managing Organization Communication – formal and Informal Communication -
Intrapersonal Communication – Models for Inter Personal Communication -
Exchange Theory.
4 Managing Motivation to Influence Interpersonal Communication- - Inter-Personal
Perception – Role of Emotion in Inter Personal Communication – Communication
Styles – Barriers of Communication – Gateways to Effective Interpersonal
Communication.
5 Business Writing Skills- Significance of Business Correspondence, Essentials of
Effective Business Correspondence, Business Letter and Forms, Meeting, Telephone Communication – Use of Technology in Business Communication.
6. Report Writing – Meaning and Significance: Structure of Reports - Negative,
Persuasive and Special Reporting: Informal Report – Proposals. Formal Reports –
Preparation and organization of Press Report.
7 Presentation skills – techniques of presentation – types of presentation – video
Conferencing and formats – interview – formal and informal – interview techniques
– Communication etiquettes.
8 Case Study: Compulsory. Relevant cases have to be discussed in each unit
References:
Krizan: “Essentials of Business Communication”, Cengage Learning, New Delhi.
Herta A Murphy, Herber W Hildebrandt and Jane P Thomas: “Effective Business Communication”, Tata McGraw Hill Education Pvt Ltd, New Delhi.
Kuberudu B and Srinivasa Krishna K: “Business Communication and Soft Skills”, Excel Books, 2008.
Paul Turner: “Organisational Communication”, JAICO Publishing House, New Delhi.
Namita Gopal: “Business Communication”, New Age International Publishers,
New Delhi, 2009.
Sathya Swaroop Debasish, Bhagaban Das” “Business Communication”, PHI
Private Limited, New Delhi, 2009.
Sampat Mukherjee, Sanjib Kumar Basu: “Organization, Management, Business Communication”, New Age International Publishers, New Delhi, 2005.
Dalmar Fisher: “Communication in Organizations”, JAICO Publishing House, New Delhi, 2007.
Meenakshi Rama: “Business Communication”, Oxford University Press, New
Delhi,
10. Rayudu, CS: “Communication”, Himalaya Publishing House, Mumbai.
Business Environment
Business Environment: Importance at national and international level – problems and challenges – factors both internal and external influencing business environment. Industrial policies since independence and their significance – regulatory and promotional framework. Five-year plans and their importance.
Structure of Indian economy – Nature and significance – Economic systems – structure of Indian industry – Economic reforms in various sectors – nature – challenges – social justice – Disinvestment mechanism – problems and procedures – Sickness in Indian industry, competition Act 2002.
Fiscal Policy: nature and significance – public revenues – expenditure- debt, development activities allocation of funds – critical analysis of the recent fiscal policy of Government of India.
Balance of Payments: Nature – structure – major components – causes for disequilibrium in balance of payments – correction measures – Economic policy and balance of payment – recent trends.
India’s Trade Policy: Nature – Magnitude and direction of Indian international trade – problems – bilateral and multilateral trade agreements - EXIM policy – role of EXIM bank. Nature and Role of stock exchanges in India – policies for the protection of stakeholders.
International business environment: Nature – significance – trends in international business – theories – challenges and mechanisms. WTO: Agreements in the Uruguay round including TRIPS, TRIMS and GATS – disputes settlement mechanism – dumping and antidumping measures.
Legal Frame : special features of the SICA (special provisions) 1985, BIFR, Consumer protection act 1986, Environmental laws (pertaining to the control and prevention of Air and Water pollution) and the Essential Commodities Act 1955.
8. Case Study: Compulsory. Relevant cases have to be discussed in each unit
References:
Dutt and Sundaram: “Indian Economy”, S. Chand, New Delhi, 2007.
Francis Cherunilam: “Business Environment-Text and Cases”, Himalaya Publishing House, Mumbai.
Justin Paul: “Business Environment”, Tata McGraw Hill, New Delhi, 2006.
Aswathappa K: “Essentials of Business Environment”, Himalaya Publishing House, Mumbai.
Raj Agrawal: “Business Environment”, Excel Publication, New Delhi.
Sundaram and Black: “International Business Environment Text and Cases”, PHI Private Limited, New Delhi.
Avid W Conklin: “Cases in Environment of Business”, Sage Publication India Private Ltd, New Delhi.
Palle Krishna Rao: “WTO-Text and Cases”, Excel Publication, New Delhi.
Shaikh Saleem: “Business Environment”, Pearson Education, New Delhi, 2008.
Veena Keshap Pailwar: “Economic Environment of Business”, PHI Private Limited, New Delhi, 2009.
Ravinder Kumar: “Legal Aspects of Business”, Cengage Learning, New Delhi, 2009.
Government of India, Latest Economic Survey Report.
Quantitative Analysis for Business Decisions
1 Introduction to Decision Theory, Steps involved in Decision Making, different environments in which decisions are made, Criteria for Decision Making. Decision Making under uncertainty. Decision Making Under conditions of Risk-Utility as a decision criterion, Decision Trees, Graphic Displays of the Decision Making Process, Decision Making with an active opponent.
2 Linear Programming: Introduction to Maximization and Using Graphic Methods, the Simplex Method; Justification, interpretation of Significance of All Elements In the Simplex Tableau, the Simplex Solution to A Minimizing Problem.
3 Transportation Models: Definition and Application of the Transportation Model, Solution of the Transportation Problem, the Assignment Model, Traveling Salesman Problem.
4 Game Theory: Introduction – Two Person Zero-Sum Games, Pure Strategies, Games with Saddle Point, Mixed strategies, Rules of Dominance, Solution Methods of Games without Saddle point – Algebraic, matrix and arithmetic methods.
5 Statistical Inference: Tests of Hypothesis, Introduction to Null hypothesis vs alternative hypothesis, parametric vs. non-parametric tests, procedure for testing of hypothesis, tests of significance for small samples, application, t-test, Chi Square test.
6 Linear correlation coefficient Linear regression ; Non Linear regression ;Multiple correlation and multiple regression: Regression Analysis : Least square fit ; polynomial and Curve fittings
7 Statistical Quality Control Upper quality charts p charts LCL UCL, BAR CHARTS. Attribute charts and industrial applications. , ANOVA – one way and two way classifications and Chi-square test, Association of attributes and inferences.
8 P.E.R.T. & C.P.M. and Replacement Model: Drawing networks – identifying critical path – probability of completing the project within given time- project crashing – optimum cost and optimum duration. Replacement models comprising single replacement and group replacement
References
Selvaraj R., Loganadhan, C “Quantitative Methods in Management”, Excel Publication, New Delhi.
Jaisankar S, “Quantitative Techniques for Management”, Excel Publication,
New Delhi.
Hamdy, A.Taha: “Operations Research: An Introduction”, Prentice-Hall of India, New Delhi 2003.
4. J. K. Sharma, “Operations Research: Theory and Applications”, Macmillan
India, 2001.
5. Bill E Gillett: “Introduction To Operations Research: A Computer-Oriented
Algorithmic Approach” Tata McGraw Hill, New Delhi, 2002.
Anderson Sweeny Williams: “Statistics for Business and Management”, 10/e,
Cengage Learning, New Delhi.
N.D.Vohra: “Quantitative Techniques in Management”, Tata-McGraw Hill Private Limited, New Delhi, 2003.
L.S. Srinath: “PERT/CPM”, East-West Publishers, Mumbai, 2003
Gupta S.P: “Statistical Methods”, Sultan Chand and Sons, New Delhi, 2005
U.K.Srivastava, G.V.Shenoy, S.C.Sharma: “Quantitative Techniques for managerial decisions”, New Age International, Mumbai, 2008,
Punmia and Khandelwal: “PERT/CPM, Laxmi Publications, Hyderabad, 2009.
Data Base Management System
1. Foundation of Information System in Business: Conceptual foundations, Perspectives on IS – Phases in building and maintaining IS - Business Processes - Viewing business as system – Evaluation of business process performance.
2. Types of Information Systems: Office Automation System, Communication systems, Transaction processing system, Management and Executive information system, Decision support systems, GDSS, Systems from a functional perspective-sales, production, finance, human resources system.
3. Information Systems Models: Nolan Stage Hypothesis, IS Strategic Grid, Wards Model, Earl’s Multiple Methodology, CSFs, Soft Systems Methodology, Socio-Technical
Systems Approach.
4. Building and Maintaining IS: Alternative approaches for building information systems – end user development – Outsourcing. Information Security, control and audit – Systems vulnerability and abuse, different threats in IS – methods of minimizing risks, creating control environment
5. Data base Management System: Objectives of Database Approach – Characters of Data Base Management Systems – Data processing Systems – Components of DBMS Packages – Data base administration.
6. Data Modeling Concept: Development of Data Models – File Management The Hierarchical Data base Models. Physical Vs Logical Models of Data – Network Database Structure
7 Organizational Memory Technologies: Data warehouse – Information presentation – website management - Data integrity- Transaction management - Management of database environment - Data administration.
8. Case Study: Compulsory. Relevant cases have to be discussed in each unit
References
Philip J, Pratt, Joseph J. Adamski: “Database Management Systems”, Cengage
Learning, New Delhi, 2009.
W S Jawadekar: “Management Information Systems”, Tata McGraw Hill Private
Limited, New Delhi, 2009.
Mahadeo Jaiswal, Monika Mital: “Management Information System”, Oxford
University Press, New Delhi, 2008.
Goyal DP: “ Management Information System”, MACMILLAN India Limited,
New Delhi, 2008.
C.S.V.Murthy: “Management Information System”, Himalaya Publications, New Delhi, 2008.
Richard T. Watson: “Data Management “, WILEY INDIA Limted, New Delhi, 2008.
Alex Leon and Mathew Leon: “Data Base Management Systems”, Vikas Publishing House, New Delhi.
R.Panneerselvam: “Database Management System”, PHI Private Limited, New Delhi, 2008.
Kennth C.Laudon and Jane P.Laudon: “Management Information Systems” 9/e,
Pearson Education, New Delhi.
Rob and Cornell: “Data Base Management Systems” Cengage Learning, New
Delhi,
Information Technology Lab-1 (100% Lab)
Course Objective
Introduce spreadsheet ( MS Excel ) as a financial modeling tool and understand its capabilities and limitations
Apply Visual Basic for Applications ( VBA) to automate spreadsheet applications and extend the functionality of the spread sheet
Improve the understanding of software systems in business, improve communication and presentation skills using MS Power Point
Course Details:
Introduction of various software used for business and their significance in the current business environments. Introduction of software MSOffice, VBA, MS PROJECT, SQL, PL/SQL
Financial modeling like present value of cash flows, valuations, financial ratio analysis, forecasting, trend analysis of data, random input generations, statistics for management course (correlation and regression analysis) data presentation techniques. Spread sheet showing the monthly payments with changing interest rate over a period of loan. For example home loan, personal loan.(Using excel)
Variable declaration, conditional statements, iteration and result presentation, retrieving of data from the VBA application.
Understanding of a database, design elements, creation of a database. Retrieving of data from VBA. Importance of storing data, managing and data mining. Introduction of SPSS package for predictive analytical software.
5 Prepare presentations for mini projects assigned for course work of first
semester
References
1. Courter, Mastering Microsoft Office for Business Professional, Techmedia, 2003.
2. Alexis Leon, Introduction to Computers with MS Office 2000, TMH, New Delhi, 2000.
3. Mansfield, MS Office, TMH, New Delhi 1999.
4. * Prowess- Corporate Database, Centre for Monitoring Indian Economy(CMIE), Ph.No.040-
55466091-6,email-cmie.hyd@cmie.com www.cmie.com/products/prowess
5. Groff, SQL 2/e, The Complete Reference, TMH, 2003.
6. Sanders, D.H. Computers In Business--An Introduction Mc-Graw-Hill, Tokyo, 1983
7. Efraim Turban, R. Kelly Rainer, Jr., Richard E. Potter, Introduction to Information Technology,
Second Edition, John Wiley & Sons, Inc., 2003.
8. Bayross, PL SQL the Programming Language of Oracle, BPB, 2002.
9. Bayross, Oracle Teach Yourself SQL / PL SQL using Oracle 8i and 9i with SQLj, BPB, 2002.
Semester - II
Financial Management
1 The Finance Function – Objective: Profit or Wealth Maximization and EPS
Maximization, An overview of Managerial Finance functions- Time value of money. present value, future value of money and the basic valuation models.
2. Investment decisions: Nature of Capital Budgeting decisions - techniques of capital budgeting: Pay back method, Average rate of return and Time-Adjusted methods: IRR and NPV, profitability index, and excess present value index. Advanced problems and cases in capital budgeting.
3. Cost of Capital: Concept and measurement of cost of capital, Debt vs.Equity, cost of equity, preference shares, equity capital and retained earnings, weighted average cost of capital and marginal cost of capital. Importance of cost of capital in capital budgeting decisions.
4. Capital structure Decisions: Capital structure vs financial structure - Capitalisation, financial leverage, operating leverage and composite leverage. EBIT-EPS Analysis, Indifference Point/Break even analysis of financial leverage, Capital structure theories –The Modigliani Miller Theory –A critical appraisal.
5. Dividend Decisions: Dividends and value of the firm - Relevance of dividends, the MM hypothesis, Factors determining Dividend Policy-dividends and valuation of the firm-the basic models. Declaration and payment of dividends. Bonus shares. Rights issue, share-splits, Walter Model and Gordon Model.
6. Working Capital Management, components of working capital, gross vs. net working capital, determinants of working capital needs, the operating cycle approach. Planning of working capital, .Financing of working capital through Bank finance and Trade Credit.
7. Management of current assets –I: Management of cash,– Basic strategies for cash management, cash budget, cash management techniques/processes. Marketable securities: characteristics, selection criterion, Marketable security alternatives. Management of receivables - Management of inventory – credit policies.
8. Case Study: Compulsory. Relevant cases have to be discussed in each unit
References
Brigham and Ehrdhart: “Financial Management Text and Cases”, Cengage Learning, New Delhi.
I.M Pandey: “Financial Management”, 9/e, Vikas Publishing, 2004
M.Y Khan, P K Jain: “Financial Management-Text and Problems”, Tata McGraw Hill, New Delhi. 2003
James C.VanHorne: “Financial Management and Policy”, Pearson Education, 2004
Srivatsav, RM: “Financial Management”, Himalaya Publishing House, Mumbai.
Chakraborty, Bhattacharya, Rao and Sen: “Financial Management and Control”, Macmillan India Limited, 2003
John J. Hampton: “Financial Decision Making-Concepts, Problems and Cases”, Prentice Hall .2003
Sudhindra Bhat: “Financial Management Principles and Practice”, Excel Books, New Delhi, 2007
Pradeep Kumar Sinha: “Financial Management Tools and Techniques”, Excel Books, New Delhi.
S.N. Maheswari: “Financial Management”, Vikas Publishers, New Delhi, 2003.
Bhabatosh Banerjee: “Fundamentals of Financial Management”, PHI Learning Private Limited, New Delhi, 2008.
CA.C. Rama Gopal: “Financial Management”, New Age International Publisher, New Delhi, 2008.
Marketing Management
1. Introduction to Marketing: Needs, Wants, Demands, Products, Exchange, Transactions, Market, Marketing, Production Concept, Product Concept, Sales Concept, Marketing Concept, Societal Marketing Concept, Indian Marketing Environment. Role and functions of marketing department.
2. Market Research: Concepts in Demand, Market research – Forecasting and Measurement – Market data analysis.
3. Functions of Marketing: Market Segmentation and Targeting – Positing functional strategies – Identification of Market segments - marketing strategies.
4. Product Management: Product Life Cycle, Product mix and line – Branding and classification. New Product Development - Market Testing, Commercialization.
5. Pricing Strategy: Objectives, Methods and processes of pricing, Factors influencing the pricing. Adopting price, initiating the price cuts, imitating price increases, Responding to Competitor’s price changes.
6. Distribution Management and Sales Promotion: Sales Techniques for Consumer/Industrial clientele-Channel Function and Flows, Channel Levels, Channel Management Decisions - The growth and trends in Wholesaling - Sales force Management – Promotional mix – communication strategies.
7. Retail Management: Nature and Significance - concepts – types – retail store management and merchandising – challenges and strategies.
8. Case Study: Compulsory. Relevant cases have to be discussed in each unit.
References:
Phillip Kotler: “Marketing Management”, 11/e, Pearson Publishers, New Delhi, 2003
Boone and Kurtz: “Principles of Marketing “, Cengage Learning, New Delhi.
Rajan Saxena: “Marketing Management, 2/e, Tata McGraw Hill, New Delhi, 2008.
Tapan K Panda: “Marketing Management Text and Cases”, Excel Books, New Delhi.
VS Ramaswamy, S.Namakumari:, “Marketing Management”, 3/e, Macmillan, New Delhi, 2003
Karunakaran: “Marketing Management”, Himalaya Publishing House, Mumbai.
M.Govindarajan: “Marketing Management, Concepts, Cases, Challenges and Trends”, PHI Private Limited, New Delhi, 2007.
T.N.Chhabra, SK.Grover: “Marketing Management”, Dhanpat Rai and Co., New Delhi,2009.
paul Baines, Chris Fill, Kelly Page: “Marketing”, Oxford University Press, New Delhi, 2009.
Arun Kumar, Meenakshi N: “Marketing Management”, Vikas Publishing House Private Ltd., 2008.
Human Resource Management
1. HRM: Significance - Definition and Functions – evolution of HRM- Principles - Ethical Aspects of HRM- Role of HRM - HR policies, Strategies to increase firm performance - Role and position of HR department - HRM at global perspective.
2. Investment perspectives of HRM: HR Planning - Recruitment and Selection, Tests and Interview Techniques - Training and Development – retention - Job Analysis. HRD concepts – mechanisms – MDPs.
3. Performance Evaluation: importance – methods – traditional and modern methods – Latest trends in performance appraisal - Career Development and Counseling- Compensation, Concepts and Principles- Influencing Factors- Current Trends in Compensation- Methods of Payments
4. Salary and Wage Administration: Concept- Wage Structure- Wage and Salary Policies- Legal Frame Work- Determinants of Payment of Wages- Wage Differentials - Job design and Evaluation- - Incentive Payment Systems.
5. Managing Industrial Relations- Trade Unions-Employee Participation Schemes-Collective Bargaining-Managing Knowledge Work force –Grievances and disputes resolution mechanisms.
6. Safety and welfare management: Nature and concepts – statutory and non-statutory welfare measures – incentive mechanisms – types of incentives. Safety at work – nature and importance – work hazards – safety mechanisms - Managing work place stress.
7. HR accounting and auditing: Nature and significance – Human resource accounting practices and standards – problems – HR audit - process – HRIS - methods.
8. Case Study: Compulsory. Relevant cases have to be discussed in each unit.
References
1. Gary Dessler: “Human Resources Management”, PHI Private Limited, New
Delhi, 2007.
2. K Aswathappa: “Human Resource and Personnel Management”, Tata McGraw
Hill, New Delhi, 2007.
3. Subba Rao P: “Personnel and Human Resource Management-Text and Cases”,
Himalaya Publications, Mumbai.
Muller_Camen. Croucher and Leigh: “Human Resource Management- A Case
Study Approach”, JAICO Publishing, Delhi.
Scott Snell and George Bohlander: “Human Resource Management”, Cengage
Learning, 2007.
Deepak Kumar Bhattacharya: “Human Resource Management”, Excel Books,
New Delhi.
S.Seetharaman, B.Venkateswara Prased: “Human Resource Management”,
SCITECH Publication (India) Limited, Hyderabad, 2007.
Gary Dessler, Biju Vrkkey: “Human Resource Management”, Pearson Education,
New Delhi, 2009
Uday Kumar Haldar: “Human Resource Development”, Oxford University
Press,New Delhi, 2009.
Iain Henderson: “Human Resource Management”, Universities Press (India) Private Limited, Hyderabad, 2008.
Shashi K Gupta, Rosy Joshi: “Human Resource Management and Organizational Behavior”, Kalyani Publications, Hyderabad, 2007.
Biswanath Ghosh: “Human Resources Development and Management”, Vikas Publishing House Private Limited, New Delhi, 2008.
Production and Operations Management
1. Introduction: Overview of Production and Operations Management (POM) Function,
Historical Development of POM, POM scenario Today.
2. Product and Process Design: Product and Process Development, Manufacturing
Process Technology, CAD/CAM, Value Analysis.
3. Facilities Management: Location of Facilities, Layout of Facilities, Optimization of
Product/Process Layout, Flexible Manufacturing and Group Technology.
4. Aggregate Planning: Preparation of aggregate demand Forecast, Specification of
Organizational Policies for Smoothing Capacity Utilization, Determination of feasible
Production Alternatives and Determination of Optimal Production Strategy.
5. Scheduling: Scheduling In Job, Shop Type Production, Shop- Loading, Assignment and Sequencing, Scheduling In Mass, Continuous and Project Type Production, Line
balancing Lob, Methods of Production Control.
6. Work Study : Method Study, Work measurement, Work Design, Job Design, Work Sampling, Industrial Engineering Techniques-Productivity: Basic Concepts, Productivity Cycle, Productivity Engineering and Management, Total Productivity Model.
7. Quality management: Economics of Quality Assurance Inspection and Quality Control,
Acceptance Sampling, Theory of control charts, control charts for variables and control
charts for attributes -Total Quality Management - ISO 9000 series standards, Six Sigma
8. Case Study: Compulsory. Relevant cases have to be discussed in each unit.
References:
Chase, Aquilano, Jacobs: “Operations Management for Competitive Advantage”, Tata McGraw Hill, New Delhi, 2007
Elwood S.Buffa and Rakesh K.Sarin: “Modern Production/Operations Management”, Wiley India, New Delhi, 2008.
Aswathappa K: “Production and Operation Management”, Himalaya Publishing House, Mumbai.
James R.Evans and David A. Collier: “Operations Management “, Cengage Learning India Private Limited, New Delhi,2009.
R. Panneeselvam: “Production and Operations Management “, PHI Learning Private Limited, New Delhi, 2009.
SN Chary: “Production and Operations Management”, Tata McGraw Hill, New Delhi, 2008.
Mahadevan: “Operations Management”, Pearson Education, New Delhi.
Upendra Kachru: “Production and Operations Management-Text and Cases”, Excel Books, New Delhi.
Nair NG: “Production and Operations Management “,Tata McGraw Hill, New Delhi, 2009.
William J Stevenson: “Operations Management”, Tata McGraw Hill, New Delhi, 2009.
Organizational Behavior
1. Introduction - Nature and scope – linkages with other social sciences - Individual Roles and Organizational Goals - Perspectives of Human Behavior, Approach to Organizational behavior - models of organizational behavior.
2. Perceptual Management: nature - Process – selection, organization and interpretation – Influencing factors -Motivation – Concepts - Needs and Motives and theories. Leadership and Motivating people - Leadership Theories. Attitudes and Values: formation - types – changes and behavior modification techniques.
3. Personality Development: Nature - Stages, Determinants of Personality, - Johari Window - Transactional Analysis, Learning Processes - theories, Creativity and Creative Thinking. Leadership – nature – skills.
4. Decision Making Process: Behavioral Dimensions, Groups and their formation - Group Dynamics, Informal Organizations, Group versus Individual Interaction.
5. Inter-Personal Communication: Listening, Feedback, Collaborative Processes in Work Groups, Team Building, Team Decision Making, Conflict Resolution in Groups and Problem Solving Techniques.
6. Organizations: Taxonomy, Elements of Structure, Determinants of Structure, Functional Aspects of Structure, Role Impingement, Stress in Organization. Principles Underlying the Design of Organizations, Organizational Culture, Power and Authority.
7. Organizational Development: Goals, processes, change – resistance to change – Nature of OD - interventions, OD techniques and OD applications.
8. Case Study: Compulsory. Relevant cases have to be discussed in each unit.
References
K.Aswathappa: “Organizational Behavior-Text, Cases and Games”, Himalaya Publishing House, New Delhi, 2008,
Steven L McShane, Mary Ann Von Glinow, Radha R Sharma: “Organizational Behavior”, Tata McGraw Hill Education, New Delhi, 2008.
Jerald Greenberg and Robert A Baron: “Behavior in Organizations”, PHI Learning Private Limited, New Delhi, 2009.
Pareek Udai: “Understanding Organizational Behavior”, Oxford University Press, New Delhi, 2007.
Jai B.P.Sinha: “Culture and Organizational Behavior”, Sage Publication India Private Limted, New Delhi, 2008.
Sharma VS, Veluri: “Organizational Behavior”, JAICO Publishing House, New Delhi, 2009.
Slocum,n Helireigel: “Fundamentals of Organizational Behavior”, Cengage Learning India, New Delhi, 2009.
Jennifer M.George and Gareth R. Jones: “Understanding and Managing Organizational Behavior”, Pearson Education, New Delhi, 2009.
Schermerhorn, Hunt and Osborn: “Organizational Behavior”, Wiley India Limted, New Delhi, 2007.
10. GregoryMoor head, Ricky W.Grif fin: “Organizational Behavior”, Biztantra, New Delhi, 2009.
Research Methodology
1. Introduction : Nature and Importance of research, The role of business research, aims of social research, research process, pure research vs. applied research, qualitative research vs quantitative research, exploratory research, descriptive research and experimental research, ethical issues in business research.
2. Data Base: Discussion on primary data and secondary data, tools and techniques of collecting data. Methods of collecting data. Sampling design and sampling procedures. Random Vs. Non-random sampling techniques, determination of sample size and an appropriate sampling design.
3. Measurement concepts: Measurement and Scaling concepts, attitude measurement, questionnaire design, Psychometric, psychological and social instruments used in management research. Levels of measurement and types of scales. Criteria for good measurement.
4. Research Design: Meaning of Research Design. Functions and goals of Research Design, characteristics, phases, design for different types of research, outlining a research proposal, pilot study and developing a case study
5. Data Analysis : Editing and coding, transform raw data into information, basic data analysis, descriptive statistics.Univariate Statistics – stating a hypothesis, hypothesis testing, discriminate analysis, factor analysis, cluster analysis, conjoint analysis and content analysis.
6. Survey research and field work: media used to communicate with respondents, personal interviews, telephone interviews, self-administered questionnaires, selection of an appropriate survey research design, the nature of field work, principles of good interviews and field work management.
7. Multivariate Analysis: Nature of multivariate analysis, classifying multivariate techniques, analysis of dependence, analysis of interdependence. Bivariate analysis-tests of differences-t test for comparing two means and z-test for comparing two proportions and ANOVA for complex experimental designs.
8. Case Study: Compulsory. Relevant cases have to be discussed in each unit
References
C.R. Kothari: “Research Methodology”, Wishwa Prakashan, 2009.
Panneerselvam R: “Research Methodology”, PHI Learning Private Limited, New Delhi, 2009.
Willam G.Zikmund: “Business Research Methods”, Cengage Learning, New Delhi, 2006.
S.Shajahan: “Research Methods for management”, JAICO Publishing House, New Delhi, 2009.
Battacharya, DK: “Research Methodology”, Excel Books, New Delhi.
Alan Bryman, Emma Bell: “Business Research Methods”, Oxford University Press, New Delhi, 2008.
Cooper R.Donald and Schindler S. Pamela: “Business Research Methods”, 9/e, Tata MCGraw Hill, New Delhi.
CR Kothari: “Research Methodology Methods and Techniques”, New Age International Publishers, New Delhi, 2009.
Ajai S.Gaur and Sanjaya S.Gaur: “Statistical Methods for Practice and Research”, Sage Publications, New Delhi, 2007.
10. Sachdeva: “Business Research Methods”, Himalaya Publishing House, Mumbai
Introduction to Technology Management
1. Introduction to Technology Management –Definition – Concept of creativity – Components – Features – Classification of Technology – Concept and Nature of Technology Management- Drivers of MOT- Significance and Scope of MOT- Role of Chief Technology Officer – Responding to Technology challenges.
2. Technology Policy – Determinants of Nation’s Capability – Role of Government – Science and Technology policy – Status of Technology in India – Future of India – Technology Strategy – Formulation of Technology Strategy – Technology innovation Strategy.
3 Technology Planning and Strategy Tools – Technology Planning – Tools for Company Technology Analysis – Tools for industry Technology Analysis – Trajectories of Technology
4. Technology Acquisition - Methods Acquisition - Internal Development - External acquisition Sources - Acquisition decisions - Technology Acquisition trends – Technology exploitation decisions - Technology appropriation.
5 Process Innovations – Concept and types of process - Process Management Concerns - Types of Process innovations- Process improvement techniques – Organizing for improvements
6. Technology Transfer – Definition – Classification and Significance - Elements of transfer process - Types of Technology transfer - package – Modes of transfer - Channels of Technology flow - Routes of technology transfer- Effective transfer and Pricing of technology transfer – Price negotiation- Technology transfer agreements.
7. Technology Diffusion – Concept of Diffusion - Integrated Diffusion Strategy - Influencing factors - Innovation adoption - Diffusion strategies - Community effects and network externalities – Distribution of Adopters- Crossing the Chasm – Market dynamics.
8. Technology Absorption and Deployment – Technology Absorption – Influencing factors - Deployment strategies - Corporate Venturing - Benefits and Drawbacks of Corporate Venturing – Spin-off Companies
References:
Rastogi P.N: “Management of Technology and Innovation”, Sage Publications, New Delhi, 2009.
Scott Shane: “Technology Strategy for Managers and Entrepreneurs”, Pearson Education, New Delhi, 2009.
CSG Krishnamacharyulu, Lalitha Ramakrishnan: “Management of Technology”, Himalaya Publishing House Private Limited, New Delhi, 2008.
White and Bruton: “The Management of Technology and Innovation”, Cengage Learning India, New Delhi, 2009.
5 Tarek Khalil, “Management of Technology—The Key to Competitiveness and
Wealth Creation”,McGraw Hill, Boston, 2000.
6. P.N.Rastogi, “Managing Creativity”, Macmillan India Ltd, 2003.
7. William L Miller and Longdon, Morris, “Fourth Generation R & D”, John Wiley
& Sons Inc.
8. Pradip N Khandwalla: “Lifelong Creativity—An Unending Fest”, TMH, 2004.
9. Pradip N Khandwalla: “Corporate Creativity”, TMH, 2003.
10. George Reynolds: “Ethics in Information Technology”, Cengage Learning, New
Delhi, 2009
Information Technology Lab-II (100% Lab)
Course Objective
1 Improve the understanding and usage of information technology in business environments.
Course Details:
Illustrate numerical mathematical simulations from Statistics for Management course.
Project Management and resource planning using MS Project
Data Collection and analyzing techniques for quality management ( Charts, flow diagrams for methodologies like six sigma/lean mfg etc)
Basic structure of PLSQL procedural language, achieving functionality using PLSQL. Importance of Database systems in business environments and knowledge management.
Prepare presentations for mini projects assigned for course work of second semester.
Introduction of online financial services example online trading systems, Reuters, Bloomberg, websites of regulatory institutions like SEBI. Understand how a major industrial system (Reuters) works in trading, searching and downloading financial data
References
1. Scott Urman, “Oracle 8i-PL SQL Programming”, TMH, 2000.
2. Loney, “Oracle 8i—The Complete Reference”, TMH, 2000.
3. Loney, “Oracle 9i—The Complete Reference”, TMH, 2002.
4. Bayross, “Oracle Teach Yourself SQL / PL SQL using Oracle 8i and 9i with SQLj”, BPB, 2002.
5. Abbey, “Oracle 8i—A beginner’s Guide”, TMH, 2000.
6. Courter, “Mastering Microsoft Project”, BPB, 2002.
7. Pyron, “Using MS Projec”t, Techmedia, 2002.
8. Bayross, “PL SQL the Programming Language of Oracle”, BPB, 2002.
School of Management Studies
M.B.A. Regular
(w.e.f academic year 2009-2010)
Syllabus
Semester - I
Management Theory and Practice
1. Management – definitions, scope and importance - types of managers; managerial roles and functions; Science or Art? Internal and External environment - Administration vs. Management, – Managing people and organizations in the context of New Era- Managing for competitive advantage - the Challenges of Management - Corporate Social responsibility- Managerial Ethics.
2. Perspectives on Management: Evolution of Management- Various approaches to management- Global perspectives of management- Role of communication in management.
3. Planning: Nature and principles of planning, Steps in planning, types of planning, Levels of planning – The Planning Process-MBO. Decision making-role-significance –decision making process-decision tree analysis. Co-ordination-principles.
4. Organizing: Nature of organizing-principles – organization levels and span of management- Organizational design and structure – departmentation, line and staff concept, staffing – delegation, centralization and decentralization of authority – responsive organization.
5. Leading: Dimensions of Leadership – Leading Vs Managing – approaches to leadership – leadership behavior and styles – leadership skills – leadership in cross-cultural environment – evaluation of leader – women and corporate leadership – Motivation theories – group dynamics - team, inter-group behavior, conflict and negation skills and conflicts management.
6. Controlling: Nature and importance – process – feedback system – Requirement for effective control – control techniques. Modern techniques of control..
7. Total Quality Management: Definition and importance – evolution of TQM – different dimensions – quality management philosophies and practices.
8. Case Study: Compulsory. Relevant cases have to be discussed in each unit.
References
Koonz, Weihrich and Aryasri: “Principles of Management”, Tata McGraw Hill,
2004.
Daft: “The New Era of Management”, Cengage Learning , New Delhi, 2009.
Rao, VSP: “Management Text and cases”, Excel books, New Delhi
Stoner, Free man and Gilbert: “Management”, Pearson Education, New Delhi, 2002
Prem Vrat, K.K.Ahuja, P K Jain: “Case Studies in Management”, Vikas Publishing House Limited, 2002.
Mrityanjay Kumar Srivastava: “Transformational Leadership”, Macmillan India Limited, 2003
Ramaswamy,T: “Principles of Management”, Himalaya Publishing House, Mumbai, 2008.
Meeenakshi Gupta: “Principles of Management”, PHI Private Limited, New Delhi, 2009.
J S Chandan: “Management Theory and Practice”, Vikas Publishing House Limited, 2009
Robert KReitner, Mamata Mohapatra: “Management” Biztantra, dreamtech Press, New Delhi, 2008
Anil Bhat, Arya Kumar: “Management”, Oxford University, New Delhi, 2008.
Schermerhorn Jr.: “Management “, Wiley-India, New Delhi, 2008.
Gupta R S, Sharma B D Bhalla N S: “Principles and Practice of Management”, Kalyani Publications, Hyderabad, 2008.
Managerial Economics
1. Introduction to Managerial Economics: Definition, Nature and Scope, Relationship with other areas in Economics, - The role of managerial economist.
2. Basic economic principles – the concept of opportunity cost, incremental concept, scarcity, marginalism, Equi-marginalism, Time perspective, discounting principle, risk and uncertainty.
3. Theory of Demand: Demand Analysis, Elasticity of demand, types and significance of Elasticity of Demand – Measurement of Price Elasticity of Demand - Demand determinants – Need for Demand forecasting, forecasting techniques. Supply Analysis – supply function, the Law of Supply, Elasticity of Supply.
4. Production Analysis: Production function, Marginal Rate of Technical Substitution, Production function with one/two variables, Cobb-Douglas Production Function, Returns to Scale and Returns to Factors, Economies of scale-
5. Cost theory and estimation: Cost concepts, determinants of cost, cost-output relationship in the short run and long run – Modern development in cost theory – Saucer shaped short-run Average cost curves – Average total cost curve.
6. Market Structure and Pricing practices: Features and Types of different Markets - Price-Output determination in Perfect competition, Monopoly, Monopolistic competition and Oligopoly both in the long run and short run. Pricing methods in practice – Bain’s limit-pricing theory.
7. Profit Management: Nature, scope, Theories of profit including modern theory - Measurement policies, Cost – Volume- Profit Analysis. Objectives of the firm: Theories of a firm.
8. Case Study: Compulsory. Relevant cases have to be discussed in each unit.
References
Hirschey: “Economics for Managers”, Cengage Learning, New Delhi, 2009
M.L Trivedi: “Managerial Economics”, Tata Mc-Graw Hill, New Delhi, 2004
Siddiqui S A, Siddiqui A S: “Managerial Economics and Financial Analysis”, New Age International Publishers, New Delhi, 2008.
Craig H. Petersen, Cris Lewis, Sudhir k Jain: “Managerial Economics”, Pearson Education, New Delhi, 2009
Dominick Salvatore: “Managerial Economics”, Oxford University Press, New Delhi, 2009.
Mithani D M: “Managerial Economics”, Himalaya Publishing House, Mumbai, 2008.
Dwivedi D N: “Managerial Economics”, Vikas Publishing House Private Limited, New Delhi, 2009.
William f, Samuelson, Stephen G,Marks: “Managerial Economics”, Wiley India Publishers, New Delhi, 2008.
Varshney, R.L and Maheswari, K L: “Managerial Economics”, Sultan Chand and Sons, New Delhi, 2002.
Narayanan Nadar E, Vijayan S: “Managerial Economics”, PHI Private Limited, New Delhi, 2009.
Financial Accounting and Analysis
1. Introduction to Accounting: Importance, Objectives and Principles, Accounting Concepts and conventions, and The Generally Accepted Accounting Principles (GAAP), Accounting Standards issued by Institute of Chartered Accountants of India.
2. The Accounting Process: Overview, Books of Original Record; Journal and Subsidiary books, ledger, Trial Balance, Classification of capital and revenue expenses, Final Accounts with adjustments.
3. Valuation of fixed assets: Tangible vs Intangible assets, depreciation of fixed assets and methods of depreciation.
4. Inventory Valuation: Methods of inventory valuation and valuation of goodwill, methods of valuation of goodwill.
5. Issue of Shares and Debentures: Entries for Issue of shares, forfeiture - Issue of shares at Discount and premium. Alteration of share capital and reduction of share capital, Issue and Redemption of Debentures:
6. Accounting for Amalgamation, Absorption and Reconstruction: Accounting treatment in the books of transferor and transferee. Simple problems.
7. Financial Analysis-I: Statement of Changes in Working Capital, Funds flow and cash flow statement – Analysis and interpretation of financial statement from investor and company point of view – analysis through different ratios – Du Pont Chart.
8.: Case Study: Compulsory. Relevant cases have to be discussed in each unit
References
Asish K. Bhattacharyya: “Essentials of Financial Accounting”, PHI Private Limited, New Delhi, 2009,
Maheshwari S N, Mahehwari S K: “Financial Accounting “, Vikas Publishing House Private Limited, New Delhi, 2009,
Paresh Shah: “Basic Financial Accounting for Management”, Oxford University Press, New Delhi, 2008.
Varma K K: “Financial Accounting and Analysis”, Excel Books, New Delhi,
Robert N Anthony, David F Hawkins, Kenneth A Merchant: “Accounting” Tata McGraw-Hill Publishing Limited, New Delhi, 2008.
Stice & Stice: “Financial Accounting Reporting and Analysis”, Cengage Learning, New Delhi, 2008.
Subhash Sharma, Vithal M P: “Financial Accounting for Management”, MacMillan India Limited, New Delhi, 2008.
Kaustubh Arvind Sontakke: “Financial Accounting”, Himalaya Publishing House, New Delhi, 2008.
Belverd E. Needles, Marian Powers: “Financial Accounting”, Biztantra, New Delhi, 2008.
Ashok Banerjee: “Financial Accounting”, Excel Books, New Delhi, 2006.
Gupta: “Financial Accounting for Management”, Pearson Education, New Delhi, 2003.
Organizational Communication
1 Role of Communication in Business – Objective of Communication – The Process of
Human Communication – Media of Communication, Written Communication - Oral
Communication - Visual Communication, Audio Visual Communication – Silence.
2. Developing Listening Skills – Improving Non-verbal communication skills – Cross Cultural Communication – problems and challenges.
3 Managing Organization Communication – formal and Informal Communication -
Intrapersonal Communication – Models for Inter Personal Communication -
Exchange Theory.
4 Managing Motivation to Influence Interpersonal Communication- - Inter-Personal
Perception – Role of Emotion in Inter Personal Communication – Communication
Styles – Barriers of Communication – Gateways to Effective Interpersonal
Communication.
5 Business Writing Skills- Significance of Business Correspondence, Essentials of
Effective Business Correspondence, Business Letter and Forms, Meeting, Telephone Communication – Use of Technology in Business Communication.
6. Report Writing – Meaning and Significance: Structure of Reports - Negative,
Persuasive and Special Reporting: Informal Report – Proposals. Formal Reports –
Preparation and organization of Press Report.
7 Presentation skills – techniques of presentation – types of presentation – video
Conferencing and formats – interview – formal and informal – interview techniques
– Communication etiquettes.
8 Case Study: Compulsory. Relevant cases have to be discussed in each unit
References:
Krizan: “Essentials of Business Communication”, Cengage Learning, New Delhi.
Herta A Murphy, Herber W Hildebrandt and Jane P Thomas: “Effective Business Communication”, Tata McGraw Hill Education Pvt Ltd, New Delhi.
Kuberudu B and Srinivasa Krishna K: “Business Communication and Soft Skills”, Excel Books, 2008.
Paul Turner: “Organisational Communication”, JAICO Publishing House, New Delhi.
Namita Gopal: “Business Communication”, New Age International Publishers,
New Delhi, 2009.
Sathya Swaroop Debasish, Bhagaban Das” “Business Communication”, PHI
Private Limited, New Delhi, 2009.
Sampat Mukherjee, Sanjib Kumar Basu: “Organization, Management, Business Communication”, New Age International Publishers, New Delhi, 2005.
Dalmar Fisher: “Communication in Organizations”, JAICO Publishing House, New Delhi, 2007.
Meenakshi Rama: “Business Communication”, Oxford University Press, New
Delhi,
10. Rayudu, CS: “Communication”, Himalaya Publishing House, Mumbai.
Business Environment
Business Environment: Importance at national and international level – problems and challenges – factors both internal and external influencing business environment. Industrial policies since independence and their significance – regulatory and promotional framework. Five-year plans and their importance.
Structure of Indian economy – Nature and significance – Economic systems – structure of Indian industry – Economic reforms in various sectors – nature – challenges – social justice – Disinvestment mechanism – problems and procedures – Sickness in Indian industry, competition Act 2002.
Fiscal Policy: nature and significance – public revenues – expenditure- debt, development activities allocation of funds – critical analysis of the recent fiscal policy of Government of India.
Balance of Payments: Nature – structure – major components – causes for disequilibrium in balance of payments – correction measures – Economic policy and balance of payment – recent trends.
India’s Trade Policy: Nature – Magnitude and direction of Indian international trade – problems – bilateral and multilateral trade agreements - EXIM policy – role of EXIM bank. Nature and Role of stock exchanges in India – policies for the protection of stakeholders.
International business environment: Nature – significance – trends in international business – theories – challenges and mechanisms. WTO: Agreements in the Uruguay round including TRIPS, TRIMS and GATS – disputes settlement mechanism – dumping and antidumping measures.
Legal Frame : special features of the SICA (special provisions) 1985, BIFR, Consumer protection act 1986, Environmental laws (pertaining to the control and prevention of Air and Water pollution) and the Essential Commodities Act 1955.
8. Case Study: Compulsory. Relevant cases have to be discussed in each unit
References:
Dutt and Sundaram: “Indian Economy”, S. Chand, New Delhi, 2007.
Francis Cherunilam: “Business Environment-Text and Cases”, Himalaya Publishing House, Mumbai.
Justin Paul: “Business Environment”, Tata McGraw Hill, New Delhi, 2006.
Aswathappa K: “Essentials of Business Environment”, Himalaya Publishing House, Mumbai.
Raj Agrawal: “Business Environment”, Excel Publication, New Delhi.
Sundaram and Black: “International Business Environment Text and Cases”, PHI Private Limited, New Delhi.
Avid W Conklin: “Cases in Environment of Business”, Sage Publication India Private Ltd, New Delhi.
Palle Krishna Rao: “WTO-Text and Cases”, Excel Publication, New Delhi.
Shaikh Saleem: “Business Environment”, Pearson Education, New Delhi, 2008.
Veena Keshap Pailwar: “Economic Environment of Business”, PHI Private Limited, New Delhi, 2009.
Ravinder Kumar: “Legal Aspects of Business”, Cengage Learning, New Delhi, 2009.
Government of India, Latest Economic Survey Report.
Quantitative Analysis for Business Decisions
1 Introduction to Decision Theory, Steps involved in Decision Making, different environments in which decisions are made, Criteria for Decision Making. Decision Making under uncertainty. Decision Making Under conditions of Risk-Utility as a decision criterion, Decision Trees, Graphic Displays of the Decision Making Process, Decision Making with an active opponent.
2 Linear Programming: Introduction to Maximization and Using Graphic Methods, the Simplex Method; Justification, interpretation of Significance of All Elements In the Simplex Tableau, the Simplex Solution to A Minimizing Problem.
3 Transportation Models: Definition and Application of the Transportation Model, Solution of the Transportation Problem, the Assignment Model, Traveling Salesman Problem.
4 Game Theory: Introduction – Two Person Zero-Sum Games, Pure Strategies, Games with Saddle Point, Mixed strategies, Rules of Dominance, Solution Methods of Games without Saddle point – Algebraic, matrix and arithmetic methods.
5 Statistical Inference: Tests of Hypothesis, Introduction to Null hypothesis vs alternative hypothesis, parametric vs. non-parametric tests, procedure for testing of hypothesis, tests of significance for small samples, application, t-test, Chi Square test.
6 Linear correlation coefficient Linear regression ; Non Linear regression ;Multiple correlation and multiple regression: Regression Analysis : Least square fit ; polynomial and Curve fittings
7 Statistical Quality Control Upper quality charts p charts LCL UCL, BAR CHARTS. Attribute charts and industrial applications. , ANOVA – one way and two way classifications and Chi-square test, Association of attributes and inferences.
8 P.E.R.T. & C.P.M. and Replacement Model: Drawing networks – identifying critical path – probability of completing the project within given time- project crashing – optimum cost and optimum duration. Replacement models comprising single replacement and group replacement
References
Selvaraj R., Loganadhan, C “Quantitative Methods in Management”, Excel Publication, New Delhi.
Jaisankar S, “Quantitative Techniques for Management”, Excel Publication,
New Delhi.
Hamdy, A.Taha: “Operations Research: An Introduction”, Prentice-Hall of India, New Delhi 2003.
4. J. K. Sharma, “Operations Research: Theory and Applications”, Macmillan
India, 2001.
5. Bill E Gillett: “Introduction To Operations Research: A Computer-Oriented
Algorithmic Approach” Tata McGraw Hill, New Delhi, 2002.
Anderson Sweeny Williams: “Statistics for Business and Management”, 10/e,
Cengage Learning, New Delhi.
N.D.Vohra: “Quantitative Techniques in Management”, Tata-McGraw Hill Private Limited, New Delhi, 2003.
L.S. Srinath: “PERT/CPM”, East-West Publishers, Mumbai, 2003
Gupta S.P: “Statistical Methods”, Sultan Chand and Sons, New Delhi, 2005
U.K.Srivastava, G.V.Shenoy, S.C.Sharma: “Quantitative Techniques for managerial decisions”, New Age International, Mumbai, 2008,
Punmia and Khandelwal: “PERT/CPM, Laxmi Publications, Hyderabad, 2009.
Data Base Management System
1. Foundation of Information System in Business: Conceptual foundations, Perspectives on IS – Phases in building and maintaining IS - Business Processes - Viewing business as system – Evaluation of business process performance.
2. Types of Information Systems: Office Automation System, Communication systems, Transaction processing system, Management and Executive information system, Decision support systems, GDSS, Systems from a functional perspective-sales, production, finance, human resources system.
3. Information Systems Models: Nolan Stage Hypothesis, IS Strategic Grid, Wards Model, Earl’s Multiple Methodology, CSFs, Soft Systems Methodology, Socio-Technical
Systems Approach.
4. Building and Maintaining IS: Alternative approaches for building information systems – end user development – Outsourcing. Information Security, control and audit – Systems vulnerability and abuse, different threats in IS – methods of minimizing risks, creating control environment
5. Data base Management System: Objectives of Database Approach – Characters of Data Base Management Systems – Data processing Systems – Components of DBMS Packages – Data base administration.
6. Data Modeling Concept: Development of Data Models – File Management The Hierarchical Data base Models. Physical Vs Logical Models of Data – Network Database Structure
7 Organizational Memory Technologies: Data warehouse – Information presentation – website management - Data integrity- Transaction management - Management of database environment - Data administration.
8. Case Study: Compulsory. Relevant cases have to be discussed in each unit
References
Philip J, Pratt, Joseph J. Adamski: “Database Management Systems”, Cengage
Learning, New Delhi, 2009.
W S Jawadekar: “Management Information Systems”, Tata McGraw Hill Private
Limited, New Delhi, 2009.
Mahadeo Jaiswal, Monika Mital: “Management Information System”, Oxford
University Press, New Delhi, 2008.
Goyal DP: “ Management Information System”, MACMILLAN India Limited,
New Delhi, 2008.
C.S.V.Murthy: “Management Information System”, Himalaya Publications, New Delhi, 2008.
Richard T. Watson: “Data Management “, WILEY INDIA Limted, New Delhi, 2008.
Alex Leon and Mathew Leon: “Data Base Management Systems”, Vikas Publishing House, New Delhi.
R.Panneerselvam: “Database Management System”, PHI Private Limited, New Delhi, 2008.
Kennth C.Laudon and Jane P.Laudon: “Management Information Systems” 9/e,
Pearson Education, New Delhi.
Rob and Cornell: “Data Base Management Systems” Cengage Learning, New
Delhi,
Information Technology Lab-1 (100% Lab)
Course Objective
Introduce spreadsheet ( MS Excel ) as a financial modeling tool and understand its capabilities and limitations
Apply Visual Basic for Applications ( VBA) to automate spreadsheet applications and extend the functionality of the spread sheet
Improve the understanding of software systems in business, improve communication and presentation skills using MS Power Point
Course Details:
Introduction of various software used for business and their significance in the current business environments. Introduction of software MSOffice, VBA, MS PROJECT, SQL, PL/SQL
Financial modeling like present value of cash flows, valuations, financial ratio analysis, forecasting, trend analysis of data, random input generations, statistics for management course (correlation and regression analysis) data presentation techniques. Spread sheet showing the monthly payments with changing interest rate over a period of loan. For example home loan, personal loan.(Using excel)
Variable declaration, conditional statements, iteration and result presentation, retrieving of data from the VBA application.
Understanding of a database, design elements, creation of a database. Retrieving of data from VBA. Importance of storing data, managing and data mining. Introduction of SPSS package for predictive analytical software.
5 Prepare presentations for mini projects assigned for course work of first
semester
References
1. Courter, Mastering Microsoft Office for Business Professional, Techmedia, 2003.
2. Alexis Leon, Introduction to Computers with MS Office 2000, TMH, New Delhi, 2000.
3. Mansfield, MS Office, TMH, New Delhi 1999.
4. * Prowess- Corporate Database, Centre for Monitoring Indian Economy(CMIE), Ph.No.040-
55466091-6,email-cmie.hyd@cmie.com www.cmie.com/products/prowess
5. Groff, SQL 2/e, The Complete Reference, TMH, 2003.
6. Sanders, D.H. Computers In Business--An Introduction Mc-Graw-Hill, Tokyo, 1983
7. Efraim Turban, R. Kelly Rainer, Jr., Richard E. Potter, Introduction to Information Technology,
Second Edition, John Wiley & Sons, Inc., 2003.
8. Bayross, PL SQL the Programming Language of Oracle, BPB, 2002.
9. Bayross, Oracle Teach Yourself SQL / PL SQL using Oracle 8i and 9i with SQLj, BPB, 2002.
Semester - II
Financial Management
1 The Finance Function – Objective: Profit or Wealth Maximization and EPS
Maximization, An overview of Managerial Finance functions- Time value of money. present value, future value of money and the basic valuation models.
2. Investment decisions: Nature of Capital Budgeting decisions - techniques of capital budgeting: Pay back method, Average rate of return and Time-Adjusted methods: IRR and NPV, profitability index, and excess present value index. Advanced problems and cases in capital budgeting.
3. Cost of Capital: Concept and measurement of cost of capital, Debt vs.Equity, cost of equity, preference shares, equity capital and retained earnings, weighted average cost of capital and marginal cost of capital. Importance of cost of capital in capital budgeting decisions.
4. Capital structure Decisions: Capital structure vs financial structure - Capitalisation, financial leverage, operating leverage and composite leverage. EBIT-EPS Analysis, Indifference Point/Break even analysis of financial leverage, Capital structure theories –The Modigliani Miller Theory –A critical appraisal.
5. Dividend Decisions: Dividends and value of the firm - Relevance of dividends, the MM hypothesis, Factors determining Dividend Policy-dividends and valuation of the firm-the basic models. Declaration and payment of dividends. Bonus shares. Rights issue, share-splits, Walter Model and Gordon Model.
6. Working Capital Management, components of working capital, gross vs. net working capital, determinants of working capital needs, the operating cycle approach. Planning of working capital, .Financing of working capital through Bank finance and Trade Credit.
7. Management of current assets –I: Management of cash,– Basic strategies for cash management, cash budget, cash management techniques/processes. Marketable securities: characteristics, selection criterion, Marketable security alternatives. Management of receivables - Management of inventory – credit policies.
8. Case Study: Compulsory. Relevant cases have to be discussed in each unit
References
Brigham and Ehrdhart: “Financial Management Text and Cases”, Cengage Learning, New Delhi.
I.M Pandey: “Financial Management”, 9/e, Vikas Publishing, 2004
M.Y Khan, P K Jain: “Financial Management-Text and Problems”, Tata McGraw Hill, New Delhi. 2003
James C.VanHorne: “Financial Management and Policy”, Pearson Education, 2004
Srivatsav, RM: “Financial Management”, Himalaya Publishing House, Mumbai.
Chakraborty, Bhattacharya, Rao and Sen: “Financial Management and Control”, Macmillan India Limited, 2003
John J. Hampton: “Financial Decision Making-Concepts, Problems and Cases”, Prentice Hall .2003
Sudhindra Bhat: “Financial Management Principles and Practice”, Excel Books, New Delhi, 2007
Pradeep Kumar Sinha: “Financial Management Tools and Techniques”, Excel Books, New Delhi.
S.N. Maheswari: “Financial Management”, Vikas Publishers, New Delhi, 2003.
Bhabatosh Banerjee: “Fundamentals of Financial Management”, PHI Learning Private Limited, New Delhi, 2008.
CA.C. Rama Gopal: “Financial Management”, New Age International Publisher, New Delhi, 2008.
Marketing Management
1. Introduction to Marketing: Needs, Wants, Demands, Products, Exchange, Transactions, Market, Marketing, Production Concept, Product Concept, Sales Concept, Marketing Concept, Societal Marketing Concept, Indian Marketing Environment. Role and functions of marketing department.
2. Market Research: Concepts in Demand, Market research – Forecasting and Measurement – Market data analysis.
3. Functions of Marketing: Market Segmentation and Targeting – Positing functional strategies – Identification of Market segments - marketing strategies.
4. Product Management: Product Life Cycle, Product mix and line – Branding and classification. New Product Development - Market Testing, Commercialization.
5. Pricing Strategy: Objectives, Methods and processes of pricing, Factors influencing the pricing. Adopting price, initiating the price cuts, imitating price increases, Responding to Competitor’s price changes.
6. Distribution Management and Sales Promotion: Sales Techniques for Consumer/Industrial clientele-Channel Function and Flows, Channel Levels, Channel Management Decisions - The growth and trends in Wholesaling - Sales force Management – Promotional mix – communication strategies.
7. Retail Management: Nature and Significance - concepts – types – retail store management and merchandising – challenges and strategies.
8. Case Study: Compulsory. Relevant cases have to be discussed in each unit.
References:
Phillip Kotler: “Marketing Management”, 11/e, Pearson Publishers, New Delhi, 2003
Boone and Kurtz: “Principles of Marketing “, Cengage Learning, New Delhi.
Rajan Saxena: “Marketing Management, 2/e, Tata McGraw Hill, New Delhi, 2008.
Tapan K Panda: “Marketing Management Text and Cases”, Excel Books, New Delhi.
VS Ramaswamy, S.Namakumari:, “Marketing Management”, 3/e, Macmillan, New Delhi, 2003
Karunakaran: “Marketing Management”, Himalaya Publishing House, Mumbai.
M.Govindarajan: “Marketing Management, Concepts, Cases, Challenges and Trends”, PHI Private Limited, New Delhi, 2007.
T.N.Chhabra, SK.Grover: “Marketing Management”, Dhanpat Rai and Co., New Delhi,2009.
paul Baines, Chris Fill, Kelly Page: “Marketing”, Oxford University Press, New Delhi, 2009.
Arun Kumar, Meenakshi N: “Marketing Management”, Vikas Publishing House Private Ltd., 2008.
Human Resource Management
1. HRM: Significance - Definition and Functions – evolution of HRM- Principles - Ethical Aspects of HRM- Role of HRM - HR policies, Strategies to increase firm performance - Role and position of HR department - HRM at global perspective.
2. Investment perspectives of HRM: HR Planning - Recruitment and Selection, Tests and Interview Techniques - Training and Development – retention - Job Analysis. HRD concepts – mechanisms – MDPs.
3. Performance Evaluation: importance – methods – traditional and modern methods – Latest trends in performance appraisal - Career Development and Counseling- Compensation, Concepts and Principles- Influencing Factors- Current Trends in Compensation- Methods of Payments
4. Salary and Wage Administration: Concept- Wage Structure- Wage and Salary Policies- Legal Frame Work- Determinants of Payment of Wages- Wage Differentials - Job design and Evaluation- - Incentive Payment Systems.
5. Managing Industrial Relations- Trade Unions-Employee Participation Schemes-Collective Bargaining-Managing Knowledge Work force –Grievances and disputes resolution mechanisms.
6. Safety and welfare management: Nature and concepts – statutory and non-statutory welfare measures – incentive mechanisms – types of incentives. Safety at work – nature and importance – work hazards – safety mechanisms - Managing work place stress.
7. HR accounting and auditing: Nature and significance – Human resource accounting practices and standards – problems – HR audit - process – HRIS - methods.
8. Case Study: Compulsory. Relevant cases have to be discussed in each unit.
References
1. Gary Dessler: “Human Resources Management”, PHI Private Limited, New
Delhi, 2007.
2. K Aswathappa: “Human Resource and Personnel Management”, Tata McGraw
Hill, New Delhi, 2007.
3. Subba Rao P: “Personnel and Human Resource Management-Text and Cases”,
Himalaya Publications, Mumbai.
Muller_Camen. Croucher and Leigh: “Human Resource Management- A Case
Study Approach”, JAICO Publishing, Delhi.
Scott Snell and George Bohlander: “Human Resource Management”, Cengage
Learning, 2007.
Deepak Kumar Bhattacharya: “Human Resource Management”, Excel Books,
New Delhi.
S.Seetharaman, B.Venkateswara Prased: “Human Resource Management”,
SCITECH Publication (India) Limited, Hyderabad, 2007.
Gary Dessler, Biju Vrkkey: “Human Resource Management”, Pearson Education,
New Delhi, 2009
Uday Kumar Haldar: “Human Resource Development”, Oxford University
Press,New Delhi, 2009.
Iain Henderson: “Human Resource Management”, Universities Press (India) Private Limited, Hyderabad, 2008.
Shashi K Gupta, Rosy Joshi: “Human Resource Management and Organizational Behavior”, Kalyani Publications, Hyderabad, 2007.
Biswanath Ghosh: “Human Resources Development and Management”, Vikas Publishing House Private Limited, New Delhi, 2008.
Production and Operations Management
1. Introduction: Overview of Production and Operations Management (POM) Function,
Historical Development of POM, POM scenario Today.
2. Product and Process Design: Product and Process Development, Manufacturing
Process Technology, CAD/CAM, Value Analysis.
3. Facilities Management: Location of Facilities, Layout of Facilities, Optimization of
Product/Process Layout, Flexible Manufacturing and Group Technology.
4. Aggregate Planning: Preparation of aggregate demand Forecast, Specification of
Organizational Policies for Smoothing Capacity Utilization, Determination of feasible
Production Alternatives and Determination of Optimal Production Strategy.
5. Scheduling: Scheduling In Job, Shop Type Production, Shop- Loading, Assignment and Sequencing, Scheduling In Mass, Continuous and Project Type Production, Line
balancing Lob, Methods of Production Control.
6. Work Study : Method Study, Work measurement, Work Design, Job Design, Work Sampling, Industrial Engineering Techniques-Productivity: Basic Concepts, Productivity Cycle, Productivity Engineering and Management, Total Productivity Model.
7. Quality management: Economics of Quality Assurance Inspection and Quality Control,
Acceptance Sampling, Theory of control charts, control charts for variables and control
charts for attributes -Total Quality Management - ISO 9000 series standards, Six Sigma
8. Case Study: Compulsory. Relevant cases have to be discussed in each unit.
References:
Chase, Aquilano, Jacobs: “Operations Management for Competitive Advantage”, Tata McGraw Hill, New Delhi, 2007
Elwood S.Buffa and Rakesh K.Sarin: “Modern Production/Operations Management”, Wiley India, New Delhi, 2008.
Aswathappa K: “Production and Operation Management”, Himalaya Publishing House, Mumbai.
James R.Evans and David A. Collier: “Operations Management “, Cengage Learning India Private Limited, New Delhi,2009.
R. Panneeselvam: “Production and Operations Management “, PHI Learning Private Limited, New Delhi, 2009.
SN Chary: “Production and Operations Management”, Tata McGraw Hill, New Delhi, 2008.
Mahadevan: “Operations Management”, Pearson Education, New Delhi.
Upendra Kachru: “Production and Operations Management-Text and Cases”, Excel Books, New Delhi.
Nair NG: “Production and Operations Management “,Tata McGraw Hill, New Delhi, 2009.
William J Stevenson: “Operations Management”, Tata McGraw Hill, New Delhi, 2009.
Organizational Behavior
1. Introduction - Nature and scope – linkages with other social sciences - Individual Roles and Organizational Goals - Perspectives of Human Behavior, Approach to Organizational behavior - models of organizational behavior.
2. Perceptual Management: nature - Process – selection, organization and interpretation – Influencing factors -Motivation – Concepts - Needs and Motives and theories. Leadership and Motivating people - Leadership Theories. Attitudes and Values: formation - types – changes and behavior modification techniques.
3. Personality Development: Nature - Stages, Determinants of Personality, - Johari Window - Transactional Analysis, Learning Processes - theories, Creativity and Creative Thinking. Leadership – nature – skills.
4. Decision Making Process: Behavioral Dimensions, Groups and their formation - Group Dynamics, Informal Organizations, Group versus Individual Interaction.
5. Inter-Personal Communication: Listening, Feedback, Collaborative Processes in Work Groups, Team Building, Team Decision Making, Conflict Resolution in Groups and Problem Solving Techniques.
6. Organizations: Taxonomy, Elements of Structure, Determinants of Structure, Functional Aspects of Structure, Role Impingement, Stress in Organization. Principles Underlying the Design of Organizations, Organizational Culture, Power and Authority.
7. Organizational Development: Goals, processes, change – resistance to change – Nature of OD - interventions, OD techniques and OD applications.
8. Case Study: Compulsory. Relevant cases have to be discussed in each unit.
References
K.Aswathappa: “Organizational Behavior-Text, Cases and Games”, Himalaya Publishing House, New Delhi, 2008,
Steven L McShane, Mary Ann Von Glinow, Radha R Sharma: “Organizational Behavior”, Tata McGraw Hill Education, New Delhi, 2008.
Jerald Greenberg and Robert A Baron: “Behavior in Organizations”, PHI Learning Private Limited, New Delhi, 2009.
Pareek Udai: “Understanding Organizational Behavior”, Oxford University Press, New Delhi, 2007.
Jai B.P.Sinha: “Culture and Organizational Behavior”, Sage Publication India Private Limted, New Delhi, 2008.
Sharma VS, Veluri: “Organizational Behavior”, JAICO Publishing House, New Delhi, 2009.
Slocum,n Helireigel: “Fundamentals of Organizational Behavior”, Cengage Learning India, New Delhi, 2009.
Jennifer M.George and Gareth R. Jones: “Understanding and Managing Organizational Behavior”, Pearson Education, New Delhi, 2009.
Schermerhorn, Hunt and Osborn: “Organizational Behavior”, Wiley India Limted, New Delhi, 2007.
10. GregoryMoor head, Ricky W.Grif fin: “Organizational Behavior”, Biztantra, New Delhi, 2009.
Research Methodology
1. Introduction : Nature and Importance of research, The role of business research, aims of social research, research process, pure research vs. applied research, qualitative research vs quantitative research, exploratory research, descriptive research and experimental research, ethical issues in business research.
2. Data Base: Discussion on primary data and secondary data, tools and techniques of collecting data. Methods of collecting data. Sampling design and sampling procedures. Random Vs. Non-random sampling techniques, determination of sample size and an appropriate sampling design.
3. Measurement concepts: Measurement and Scaling concepts, attitude measurement, questionnaire design, Psychometric, psychological and social instruments used in management research. Levels of measurement and types of scales. Criteria for good measurement.
4. Research Design: Meaning of Research Design. Functions and goals of Research Design, characteristics, phases, design for different types of research, outlining a research proposal, pilot study and developing a case study
5. Data Analysis : Editing and coding, transform raw data into information, basic data analysis, descriptive statistics.Univariate Statistics – stating a hypothesis, hypothesis testing, discriminate analysis, factor analysis, cluster analysis, conjoint analysis and content analysis.
6. Survey research and field work: media used to communicate with respondents, personal interviews, telephone interviews, self-administered questionnaires, selection of an appropriate survey research design, the nature of field work, principles of good interviews and field work management.
7. Multivariate Analysis: Nature of multivariate analysis, classifying multivariate techniques, analysis of dependence, analysis of interdependence. Bivariate analysis-tests of differences-t test for comparing two means and z-test for comparing two proportions and ANOVA for complex experimental designs.
8. Case Study: Compulsory. Relevant cases have to be discussed in each unit
References
C.R. Kothari: “Research Methodology”, Wishwa Prakashan, 2009.
Panneerselvam R: “Research Methodology”, PHI Learning Private Limited, New Delhi, 2009.
Willam G.Zikmund: “Business Research Methods”, Cengage Learning, New Delhi, 2006.
S.Shajahan: “Research Methods for management”, JAICO Publishing House, New Delhi, 2009.
Battacharya, DK: “Research Methodology”, Excel Books, New Delhi.
Alan Bryman, Emma Bell: “Business Research Methods”, Oxford University Press, New Delhi, 2008.
Cooper R.Donald and Schindler S. Pamela: “Business Research Methods”, 9/e, Tata MCGraw Hill, New Delhi.
CR Kothari: “Research Methodology Methods and Techniques”, New Age International Publishers, New Delhi, 2009.
Ajai S.Gaur and Sanjaya S.Gaur: “Statistical Methods for Practice and Research”, Sage Publications, New Delhi, 2007.
10. Sachdeva: “Business Research Methods”, Himalaya Publishing House, Mumbai
Introduction to Technology Management
1. Introduction to Technology Management –Definition – Concept of creativity – Components – Features – Classification of Technology – Concept and Nature of Technology Management- Drivers of MOT- Significance and Scope of MOT- Role of Chief Technology Officer – Responding to Technology challenges.
2. Technology Policy – Determinants of Nation’s Capability – Role of Government – Science and Technology policy – Status of Technology in India – Future of India – Technology Strategy – Formulation of Technology Strategy – Technology innovation Strategy.
3 Technology Planning and Strategy Tools – Technology Planning – Tools for Company Technology Analysis – Tools for industry Technology Analysis – Trajectories of Technology
4. Technology Acquisition - Methods Acquisition - Internal Development - External acquisition Sources - Acquisition decisions - Technology Acquisition trends – Technology exploitation decisions - Technology appropriation.
5 Process Innovations – Concept and types of process - Process Management Concerns - Types of Process innovations- Process improvement techniques – Organizing for improvements
6. Technology Transfer – Definition – Classification and Significance - Elements of transfer process - Types of Technology transfer - package – Modes of transfer - Channels of Technology flow - Routes of technology transfer- Effective transfer and Pricing of technology transfer – Price negotiation- Technology transfer agreements.
7. Technology Diffusion – Concept of Diffusion - Integrated Diffusion Strategy - Influencing factors - Innovation adoption - Diffusion strategies - Community effects and network externalities – Distribution of Adopters- Crossing the Chasm – Market dynamics.
8. Technology Absorption and Deployment – Technology Absorption – Influencing factors - Deployment strategies - Corporate Venturing - Benefits and Drawbacks of Corporate Venturing – Spin-off Companies
References:
Rastogi P.N: “Management of Technology and Innovation”, Sage Publications, New Delhi, 2009.
Scott Shane: “Technology Strategy for Managers and Entrepreneurs”, Pearson Education, New Delhi, 2009.
CSG Krishnamacharyulu, Lalitha Ramakrishnan: “Management of Technology”, Himalaya Publishing House Private Limited, New Delhi, 2008.
White and Bruton: “The Management of Technology and Innovation”, Cengage Learning India, New Delhi, 2009.
5 Tarek Khalil, “Management of Technology—The Key to Competitiveness and
Wealth Creation”,McGraw Hill, Boston, 2000.
6. P.N.Rastogi, “Managing Creativity”, Macmillan India Ltd, 2003.
7. William L Miller and Longdon, Morris, “Fourth Generation R & D”, John Wiley
& Sons Inc.
8. Pradip N Khandwalla: “Lifelong Creativity—An Unending Fest”, TMH, 2004.
9. Pradip N Khandwalla: “Corporate Creativity”, TMH, 2003.
10. George Reynolds: “Ethics in Information Technology”, Cengage Learning, New
Delhi, 2009
Information Technology Lab-II (100% Lab)
Course Objective
1 Improve the understanding and usage of information technology in business environments.
Course Details:
Illustrate numerical mathematical simulations from Statistics for Management course.
Project Management and resource planning using MS Project
Data Collection and analyzing techniques for quality management ( Charts, flow diagrams for methodologies like six sigma/lean mfg etc)
Basic structure of PLSQL procedural language, achieving functionality using PLSQL. Importance of Database systems in business environments and knowledge management.
Prepare presentations for mini projects assigned for course work of second semester.
Introduction of online financial services example online trading systems, Reuters, Bloomberg, websites of regulatory institutions like SEBI. Understand how a major industrial system (Reuters) works in trading, searching and downloading financial data
References
1. Scott Urman, “Oracle 8i-PL SQL Programming”, TMH, 2000.
2. Loney, “Oracle 8i—The Complete Reference”, TMH, 2000.
3. Loney, “Oracle 9i—The Complete Reference”, TMH, 2002.
4. Bayross, “Oracle Teach Yourself SQL / PL SQL using Oracle 8i and 9i with SQLj”, BPB, 2002.
5. Abbey, “Oracle 8i—A beginner’s Guide”, TMH, 2000.
6. Courter, “Mastering Microsoft Project”, BPB, 2002.
7. Pyron, “Using MS Projec”t, Techmedia, 2002.
8. Bayross, “PL SQL the Programming Language of Oracle”, BPB, 2002.
regulations
hi
JAWAHARLAL NEHRU TENHNOLOGICAL UNIVERSITY KAKINADA:
KAKINADA
School of Management Studies
ACADEMIC REGULATIONS MBA (Regular) 2009-2010
(Effective for the students admitted into first year from the academic year 2009-2010)
The MBA Degree of the Jawaharlal Nehru Technological University Kakinada shall be
conferred on candidates who are admitted to the program and fulfill all the requirements
for the award of the Degree:
1.0 ELIGIBILITY FOR ADMISSIONS
Admission to the above programme shall be made subject to the eligibility,
qualifications and specialization prescribed by the University from time to time.
Admissions shall be made on the basis of merit rank obtained by the qualifying
candidate at ICET examination or at an Entrance Test conducted by the university
subject to reservations prescribed by the university from time to time.
2.0 AWARD OF MBA DEGREE
2.1 A Student shall be declared eligible for the award of MBA degree, if he
pursues a course of study and completes it successfully for not less than
two academic years and not more than four academic years.
2.2 A Student, who fails to fulfill all the academic requirements for the award
of the degree within FOUR academic years from the year of their
admission, shall forfeit his/her seat in MBA course.
3.0 ATTENDANCE
3.1 A candidate shall be deemed to have eligibility to write end semester
examinations if he has put in a minimum of 75% of attendance in
aggregate of all the subjects.
3.2 Condonation of shortage of attendance up to 10% i.e. 65% and above and
below 75% may be given by the College Academic Committee consisting
of Principal , Head of the Department and two senior faculty member.
3.3 Condonation of shortage attendance shall be granted only on genuine and
valid reasons on representation by the candidate with supporting evidence.
3.4 Shortage of attendance below 65% shall in no case be condoned.
3.5 A candidate shall not be promoted to the next semester unless he fulfills
the attendance requirements of the precious semester.
4.0 EVALUATION
The performance of the candidate in each semester shall be evaluated subjectwise,
with a maximum of 100 marks for practicals, on the basis of the Internal
Evaluation and End Examination
4.1 For the theory subjects 60 marks shall be awarded based on the
performance in the End Examination. Remaining 40 Internal marks are
divided in Two Mid Examinations of 20 marks each and taking average
for awarding the Internal Marks for Mid Examination.to two components:
i) Duration for the examination is 120 minutes consisting of six questions
out of which four questions to be answered.
ii) Remaining 20 marks is allotted for Mini Project (10marks for Report
and 10 marks for presentation in the class room ) in the respective
subject.
4.2 For practical subjects, 60 marks shall be awarded based on the
performance in the End Semester Examinations, 40 marks shall be
awarded based on the day-to-day performance as Internal Marks.
4.3 A candidate shall be deemed to have secured the minimum academic
requirements in a subject if he secures a minimum of 40% of marks in the
End Examination and a minimum aggregate of 50% of the total marks in
the End Semester Examination and Internal Evaluation taken together.
4.4 A Candidate shall be given one chance to re-register for each subject
provided the internal marks secured by a candidate are less than 50% and
he has failed in the end examination. In such case candidate must reregister
for the subject(s) and secure required minimum attendance.
Attendance in the re-registered subject(s) has to be calculated separately to
become eligible to write the end examination in the re-registered
subject(s).
The attendance of re-registered subject(s) shall be calculated separately to
decided upon the eligibility for writing the end examination in those
subject(s).In the event of taking another chance, the internal marks and
end examination marks obtained in the previous attempt are nullified. At a
given time a candidate is permitted to re-register for a maximum of two
subject(s) in addition to the subjects of a regular semester.
4.5 A Candidate shall be allowed to submit the project report only after
fulfilling the attendance requirements of all the semesters.
4.6 The viva-voce examination shall be conducted after completion of the
fourth semester end examinations.
4.7 Laboratory examination for MBA course must be conducted with two
Examiners, one of them being Laboratory Class Teacher and second
examiner shall be other than Class Teacher.
5.0 EVALUATION OF PROJECT WORKS
5.1 A Project Review Committee (PRC) of the college is to be constituted
with Principal/Director as chairperson, heads of the departments, which
are offering PG courses, and two other senior faculty members of the
department offering MBA.
5.2 Registration of Project work: A Candidate is permitted to register for the
project work after satisfying the attendance requirement of all the courses
(theory and practical courses) up to II semester.
5.3 Every candidate shall work on projects approved by the PRC of the
College.
5.4 A student has to undergo practical training for a period of 6 weeks in a
Corporate Enterprise after the Second Semester/Summer vacations
In training period, the candidates should work on a specific problem
related to the elective subject. At the end of practical training, the student
should submit a certificate obtained from the organization.
The student should prepare a Project Report under the supervision of a
guide from the faculty of management of the concerned college.
However, the students who prepare Project Report in the area of systems
can also work under the guidance of Faculty member from Computer
Science Department.
5.5 Three copies of Project dissertation certified by the Project supervisor
shall be submitted to the College/School
5.6 The Chairman BOS School of Management JNTU Kakinada will prepare
the list of qualified teachers to be examiners, project guides and other
similar evaluators, will place before board and pass on the approved list to
the concern authority to execute such works.
5.8 The project report shall be adjudicated by one examiner selected by the
University.
The College will submit a 5-member panel who are eminent in that field
of study.
5.9 The viva-voce examination of the project report shall be conducted by a
board consisting of the External examiner (See section 5.8), the Head of
the Department and Supervisor. The Candidate should have to secure
minimum 40% marks in Project and viva-voce.
Head of the Department shall coordinate and make arrangements for the
conduct of viva-voce examination.
5.8 If the candidate fails to secure minimum 40% of marks in project and
viva-voce, the candidate will retake the viva-voce examination after three
months. If he fails to get minimum marks at the second viva-voce
examination, he will not be eligible for the award of the degree, unless the
candidate is asked to revise and resubmit. If the candidate fails to secure
minimum marks again, the project shall be summarily rejected.
6.0 AWARD OF DEGREE AND CLASS
A candidate shall be eligible for the award of MBA degree if he satisfies
the minimum academic requirements in every subject and in his project
thesis/dissertation and viva-voce.
First class with Distinction: 70% or more
First class below 70% but not less than 60%
Second class below 60% but not less than 50%
7.0 WITHHOLDING OF RESULTS
If the candidate has not paid any dues to the university or if any case of
indiscipline is pending against him, the result of the candidate will be
withheld and he will not be allowed into the next semester. The issue of
degree is liable to be withheld in such cases.
8.0 TRANSITORY REGULATIONS
Candidates who have discontinued or have been detained for want of
attendance or who have failed after having undergone the course are
eligible for admission to the same or equivalent subjects as and when
subjects are offered, subject to2.
9.0 GENERAL
9.1 The academic regulations should be read as a whole for purpose of
any interpretation.
9.2 In case of any doubt of ambiguity in the interpretation of the above
rules, the decision of the Vice-Chancellor is final.
9.3 The University may change or amend the academic regulations and
syllabus at any time and the changes and amendments made shall
be applicable to all the students with effect from the date notified
by the University.
9.4 Wherever the word he, him or his occur, it will also include she,
her and hers.
9.5 There shall be no transfers within the constituent colleges of
Jawaharlal Nehru Technological University Kakinada.
Course Structure
Semester I
Subject
Code
Title Total
Marks
No. of
Hours
Credit
C-101 Management Theory and Practice 100 4 4
C-102 Managerial Economics 100 4 4
C-103 Financial Accounting and analysis 100 4 4
C-104 Organization Communication 100 4 4
C-105 Business Environment 100 4 4
C-106 Quantitative Analysis for Business Decision 100 4 4
C-107 Data Base Management System 100 4 4
C-108 Information Technology I –Lab 100 6 4
Semester II
Subject
Code
Title Total
Marks
No. of
Hours
Credit
C-201 Financial Management 100 4 4
C-202 Marketing Management 100 4 4
C-203 Human Resource Management 100 4 4
C-204 Production and Operations Management 100 4 4
C-205 Organizational Behavior 100 4 4
C-206 Introduction to Technology Management 100 4 4
C-207 Research Methodology 100 4 4
C-208 Information Technology II-Lab 100 6 4
Semester III
Subject
Title Total
Marks
No. of
Hours
Credi
t
C-301 Cost and Management Accounting 100 4 4
C-302 Business Laws 100 4 4
C-303 Strategic Management 100 4 4
C-304 Knowledge Management 100 4 4
E-301 Elective –I 100 4 4
E-302 Elective –II 100 4 4
E-303 Elective –I 100 4 4
E-304 Elective –II 100 4 4
Semester IV
Subject
Code
Title Total
Marks
No. of
Hours
Credit
C-401 Logistic and Supply Chain Management 100 4 4
C-402 Entrepreneurship and Project Management 100 4 4
C-403 Business Ethics and Governance 100 4 4
E-401 Elective –III 100 4 4
E-402 Elective –IV 100 4 4
E-403 Elective –III 100 4 4
E-404 Elective – IV 100 4 4
Project Report 100 6 3
Viva-voce 100 - 3
Duel Electives
The elective papers will be offered in the areas of Marketing, Finance, Human Resources
(HR), and Systems. The students should choose any Two of the following elective areas
in the beginning of the third semester of MBA. Specialization will be offered with
minimum of 20 students.
Marketing (Elective)
I. Services Marketing
II. Advertising and Brand Management
III. International Marketing
IV Sales and Distribution Management
Finance (Elective)
I. Security Analysis and Portfolio Management
II. Financial Institutions and Services
III. International Financial Management
IV. Strategic Investment and Financing Decisions
HRM (Elective)
I. Global HRM
II. Management of Industrial Relations
III. Performance Management
IV. Management of Change and Development
Systems (Elective)
I. Data Warehousing and Data Mining
II. E-Commerce.
III. Systems Audit
IV. Decision Support Systems
JAWAHARLAL NEHRU TENHNOLOGICAL UNIVERSITY KAKINADA:
KAKINADA
School of Management Studies
ACADEMIC REGULATIONS MBA (Regular) 2009-2010
(Effective for the students admitted into first year from the academic year 2009-2010)
The MBA Degree of the Jawaharlal Nehru Technological University Kakinada shall be
conferred on candidates who are admitted to the program and fulfill all the requirements
for the award of the Degree:
1.0 ELIGIBILITY FOR ADMISSIONS
Admission to the above programme shall be made subject to the eligibility,
qualifications and specialization prescribed by the University from time to time.
Admissions shall be made on the basis of merit rank obtained by the qualifying
candidate at ICET examination or at an Entrance Test conducted by the university
subject to reservations prescribed by the university from time to time.
2.0 AWARD OF MBA DEGREE
2.1 A Student shall be declared eligible for the award of MBA degree, if he
pursues a course of study and completes it successfully for not less than
two academic years and not more than four academic years.
2.2 A Student, who fails to fulfill all the academic requirements for the award
of the degree within FOUR academic years from the year of their
admission, shall forfeit his/her seat in MBA course.
3.0 ATTENDANCE
3.1 A candidate shall be deemed to have eligibility to write end semester
examinations if he has put in a minimum of 75% of attendance in
aggregate of all the subjects.
3.2 Condonation of shortage of attendance up to 10% i.e. 65% and above and
below 75% may be given by the College Academic Committee consisting
of Principal , Head of the Department and two senior faculty member.
3.3 Condonation of shortage attendance shall be granted only on genuine and
valid reasons on representation by the candidate with supporting evidence.
3.4 Shortage of attendance below 65% shall in no case be condoned.
3.5 A candidate shall not be promoted to the next semester unless he fulfills
the attendance requirements of the precious semester.
4.0 EVALUATION
The performance of the candidate in each semester shall be evaluated subjectwise,
with a maximum of 100 marks for practicals, on the basis of the Internal
Evaluation and End Examination
4.1 For the theory subjects 60 marks shall be awarded based on the
performance in the End Examination. Remaining 40 Internal marks are
divided in Two Mid Examinations of 20 marks each and taking average
for awarding the Internal Marks for Mid Examination.to two components:
i) Duration for the examination is 120 minutes consisting of six questions
out of which four questions to be answered.
ii) Remaining 20 marks is allotted for Mini Project (10marks for Report
and 10 marks for presentation in the class room ) in the respective
subject.
4.2 For practical subjects, 60 marks shall be awarded based on the
performance in the End Semester Examinations, 40 marks shall be
awarded based on the day-to-day performance as Internal Marks.
4.3 A candidate shall be deemed to have secured the minimum academic
requirements in a subject if he secures a minimum of 40% of marks in the
End Examination and a minimum aggregate of 50% of the total marks in
the End Semester Examination and Internal Evaluation taken together.
4.4 A Candidate shall be given one chance to re-register for each subject
provided the internal marks secured by a candidate are less than 50% and
he has failed in the end examination. In such case candidate must reregister
for the subject(s) and secure required minimum attendance.
Attendance in the re-registered subject(s) has to be calculated separately to
become eligible to write the end examination in the re-registered
subject(s).
The attendance of re-registered subject(s) shall be calculated separately to
decided upon the eligibility for writing the end examination in those
subject(s).In the event of taking another chance, the internal marks and
end examination marks obtained in the previous attempt are nullified. At a
given time a candidate is permitted to re-register for a maximum of two
subject(s) in addition to the subjects of a regular semester.
4.5 A Candidate shall be allowed to submit the project report only after
fulfilling the attendance requirements of all the semesters.
4.6 The viva-voce examination shall be conducted after completion of the
fourth semester end examinations.
4.7 Laboratory examination for MBA course must be conducted with two
Examiners, one of them being Laboratory Class Teacher and second
examiner shall be other than Class Teacher.
5.0 EVALUATION OF PROJECT WORKS
5.1 A Project Review Committee (PRC) of the college is to be constituted
with Principal/Director as chairperson, heads of the departments, which
are offering PG courses, and two other senior faculty members of the
department offering MBA.
5.2 Registration of Project work: A Candidate is permitted to register for the
project work after satisfying the attendance requirement of all the courses
(theory and practical courses) up to II semester.
5.3 Every candidate shall work on projects approved by the PRC of the
College.
5.4 A student has to undergo practical training for a period of 6 weeks in a
Corporate Enterprise after the Second Semester/Summer vacations
In training period, the candidates should work on a specific problem
related to the elective subject. At the end of practical training, the student
should submit a certificate obtained from the organization.
The student should prepare a Project Report under the supervision of a
guide from the faculty of management of the concerned college.
However, the students who prepare Project Report in the area of systems
can also work under the guidance of Faculty member from Computer
Science Department.
5.5 Three copies of Project dissertation certified by the Project supervisor
shall be submitted to the College/School
5.6 The Chairman BOS School of Management JNTU Kakinada will prepare
the list of qualified teachers to be examiners, project guides and other
similar evaluators, will place before board and pass on the approved list to
the concern authority to execute such works.
5.8 The project report shall be adjudicated by one examiner selected by the
University.
The College will submit a 5-member panel who are eminent in that field
of study.
5.9 The viva-voce examination of the project report shall be conducted by a
board consisting of the External examiner (See section 5.8), the Head of
the Department and Supervisor. The Candidate should have to secure
minimum 40% marks in Project and viva-voce.
Head of the Department shall coordinate and make arrangements for the
conduct of viva-voce examination.
5.8 If the candidate fails to secure minimum 40% of marks in project and
viva-voce, the candidate will retake the viva-voce examination after three
months. If he fails to get minimum marks at the second viva-voce
examination, he will not be eligible for the award of the degree, unless the
candidate is asked to revise and resubmit. If the candidate fails to secure
minimum marks again, the project shall be summarily rejected.
6.0 AWARD OF DEGREE AND CLASS
A candidate shall be eligible for the award of MBA degree if he satisfies
the minimum academic requirements in every subject and in his project
thesis/dissertation and viva-voce.
First class with Distinction: 70% or more
First class below 70% but not less than 60%
Second class below 60% but not less than 50%
7.0 WITHHOLDING OF RESULTS
If the candidate has not paid any dues to the university or if any case of
indiscipline is pending against him, the result of the candidate will be
withheld and he will not be allowed into the next semester. The issue of
degree is liable to be withheld in such cases.
8.0 TRANSITORY REGULATIONS
Candidates who have discontinued or have been detained for want of
attendance or who have failed after having undergone the course are
eligible for admission to the same or equivalent subjects as and when
subjects are offered, subject to2.
9.0 GENERAL
9.1 The academic regulations should be read as a whole for purpose of
any interpretation.
9.2 In case of any doubt of ambiguity in the interpretation of the above
rules, the decision of the Vice-Chancellor is final.
9.3 The University may change or amend the academic regulations and
syllabus at any time and the changes and amendments made shall
be applicable to all the students with effect from the date notified
by the University.
9.4 Wherever the word he, him or his occur, it will also include she,
her and hers.
9.5 There shall be no transfers within the constituent colleges of
Jawaharlal Nehru Technological University Kakinada.
Course Structure
Semester I
Subject
Code
Title Total
Marks
No. of
Hours
Credit
C-101 Management Theory and Practice 100 4 4
C-102 Managerial Economics 100 4 4
C-103 Financial Accounting and analysis 100 4 4
C-104 Organization Communication 100 4 4
C-105 Business Environment 100 4 4
C-106 Quantitative Analysis for Business Decision 100 4 4
C-107 Data Base Management System 100 4 4
C-108 Information Technology I –Lab 100 6 4
Semester II
Subject
Code
Title Total
Marks
No. of
Hours
Credit
C-201 Financial Management 100 4 4
C-202 Marketing Management 100 4 4
C-203 Human Resource Management 100 4 4
C-204 Production and Operations Management 100 4 4
C-205 Organizational Behavior 100 4 4
C-206 Introduction to Technology Management 100 4 4
C-207 Research Methodology 100 4 4
C-208 Information Technology II-Lab 100 6 4
Semester III
Subject
Title Total
Marks
No. of
Hours
Credi
t
C-301 Cost and Management Accounting 100 4 4
C-302 Business Laws 100 4 4
C-303 Strategic Management 100 4 4
C-304 Knowledge Management 100 4 4
E-301 Elective –I 100 4 4
E-302 Elective –II 100 4 4
E-303 Elective –I 100 4 4
E-304 Elective –II 100 4 4
Semester IV
Subject
Code
Title Total
Marks
No. of
Hours
Credit
C-401 Logistic and Supply Chain Management 100 4 4
C-402 Entrepreneurship and Project Management 100 4 4
C-403 Business Ethics and Governance 100 4 4
E-401 Elective –III 100 4 4
E-402 Elective –IV 100 4 4
E-403 Elective –III 100 4 4
E-404 Elective – IV 100 4 4
Project Report 100 6 3
Viva-voce 100 - 3
Duel Electives
The elective papers will be offered in the areas of Marketing, Finance, Human Resources
(HR), and Systems. The students should choose any Two of the following elective areas
in the beginning of the third semester of MBA. Specialization will be offered with
minimum of 20 students.
Marketing (Elective)
I. Services Marketing
II. Advertising and Brand Management
III. International Marketing
IV Sales and Distribution Management
Finance (Elective)
I. Security Analysis and Portfolio Management
II. Financial Institutions and Services
III. International Financial Management
IV. Strategic Investment and Financing Decisions
HRM (Elective)
I. Global HRM
II. Management of Industrial Relations
III. Performance Management
IV. Management of Change and Development
Systems (Elective)
I. Data Warehousing and Data Mining
II. E-Commerce.
III. Systems Audit
IV. Decision Support Systems
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