Savitribai Phule Pune University MBA Revised Syllabus 2022 Download
Pune University MBA Syllabus 2022: Savitribai Phule Pune University (SPPU) have revised the Pune University Syllabus for various UG/PG courses on the official website. Therefore, the students who are pursuing any degree course can download the University of Pune Exam Syllabus for MBA , Engineering, Arts, Science, etc., from the official website of SPPU. Candidates who are interested in management courses can see Pune University MBA Syllabus 2021. Candidates can Download the Syllabus of MBA Pune University for UG and other courses from the official website unipune.ac.in. Also, the candidates can download the PDF of the Syllabus from the direct links given in this article.
Savitribai Phule Pune University
Master of Business Administration (MBA) – Revised Syllabus 2019
2 year, 4 Semester Full time Programme
Choice Based Credit System (CBCS) and Grading System
Outcome Based Education Pattern
MBA I effective from AY 2019-20
MBA II effective from AY 2020-21
1.0 Preamble: The revised MBA Curriculum 2019 builds on the implementation of the Choice Based Credit System (CBCS) and Grading System initiated in the AY 2013. The curriculum takes the MBA programme to the next level in terms of implementing Outcome Based Education along with the Choice Based Credit System (CBCS) and Grading System.
2.1 Outcome Based Education:
2.1.1 Outcome Based Education (OBE) Approach: Outcomes are about performance, and this implies:
a) There must be a performer – the student (learner), not only the teacher
b) There must be something performable (thus demonstrable or assessable) to perform
c) The focus is on the performance, not the activity or task to be performed
2.1.2 Programme Educational Objectives (PEOs): Programme Educational Objectives are a set of broad futurefocused student performance outcomes that explicitly identify what students will be able to do with what they have learned, and what they will be like after they leave school and are living full and productive lives. Thus PEOs are what the programme is preparing graduates for in their career and professional life (to attain within a few years after graduation1).
2.1.3 Graduate Attributes (GAs): Graduate Attributes (GAs) are the qualities, knowledge and capabilities that students are encouraged to take responsibility for developing throughout their studies and are the defining characteristics of the students passing out of the MBA program. These attributes include, but go beyond, the disciplinary expertise or technical knowledge.
2.1.4 Programme Outcomes (POs): Programme Outcomes are a set of narrow statements that describes what students (learners) of the programme are expected to know and be able to perform or attain by the time of graduation.
2.1.5 Programme Specific Outcomes (PSOs): Programme Outcomes are a set of narrow statements that describes what students (learners) of a particular specialization of the programme are expected to know and be able to perform or attain by the time of graduation. PSOs are also a function of the various course combinations offered by the Institute.
2.1.6 Learning Outcomes: A learning outcome is what a student CAN DO as a result of a learning experience. It describes a specific task that he/she is able to perform at a given level of competence under a certain situation.
The three broad types of learning outcomes are:
a) Disciplinary knowledge and skills
b) Generic skills
c) Attitudes and values
2.1.7 Course Outcomes (COs): A set of specific statements that describes the complex performances a student shouldbe capable of as a result of learning experiences within a course.
2.1.8 Teaching and Learning Activities (TLAs): The set of pedagogical tools and techniques or the teaching and learning activities that aim to help students to attain the intended learning outcomes and engage them in these learning activities through the teaching process.
2.1.9 Outcome Based Assessment (OBA): An assessment system that asks course teachers to first identify what it is that we expect students to be able to do once they have completed a course or program. It then asks course teachers to provide evidence that they are able to do so. In other words, how will each learning outcome be assessed? What evidence of student learning is most relevant for each learning outcome and what standard or criteria will be used to evaluate that evidence? Assessment is therefore a key part of outcome-based education and used to determine whether or not a qualification has been achieved.
2.2 Credit: In terms of credits, for a period of one semester of 15 weeks:
2.3 Session: Each teaching-learning, evaluation session shall be of 60 minutes. However, institutes shall have the flexibility to define their time slots in a manner as to use their faculty and infrastructure resources in the best possible way and ensure effective learning.
2.4 Course Announcement: The institute shall announce the elective courses and specializations it proposes to offer the students out of the wider course basket. It is not mandatory to offer all the specializations and all the electives. The decision of the Director shall be final in this case. However, in the spirit of Choice Based Credit System, institutes should offer choices to the students for the elective courses and not offer only the minimum number of electives.
2.5 Course Registration: It is mandatory for every student, to register every semester, for the courses opted for that semester. Each student, on admission shall be assigned to a Faculty Advisor who shall advise her/him about the academic programs and counsel on the choice of courses considering the student’s profile, career goals and courses taken in the earlier semesters. With the advice and consent of the Faculty Advisor, the student shall register for a set of courses he/she plans to take up for the Semester. Students shall have to register for the courses for the semester within first week of Semester I and immediately after conclusion of the preceding term for subsequent Semesters II, III and IV.
3.0 MBA Programme Focus:
3.1 Programme Educational Objectives (PEOs):
1. PEO1: Graduates of the MBA program will successfully integrate core, cross-functional and inter-disciplinary aspects of management theories, models and frameworks with the real world practices and the sector specific nuances to provide solutions to real world business, policy and social issues in a dynamic and complex world.
2. PEO2: Graduates of the MBA program will possess excellent communication skills, excel in cross-functional, multi-disciplinary, multi-cultural teams, and have an appreciation for local, domestic and global contexts so as to manage continuity, change, risk, ambiguity and complexity.
3. PEO3: Graduates of the MBA program will be appreciative of the significance of Indian ethos and values in managerial decision making and exhibit value centered leadership.
4. PEO4: Graduates of the MBA program will be ready to engage in successful career pursuits covering a broad spectrum of areas in corporate, non-profit organizations, public policy, entrepreneurial ventures and engage in life-long learning.
5. PEO5: Graduates of the MBA program will be recognized in their chosen fields for their managerial competence, creativity & innovation, integrity & sensitivity to local and global issues of social relevance and earn the trust & respect of others as inspiring, effective and ethical leaders, managers, entrepreneurs, intrapreneurs and change agents.
3.2 Programme Outcomes (POs): At the end of the MBA programme the learner will possess the
1. Generic and Domain Knowledge – Ability to articulate, illustrate, analyze, synthesize and apply the knowledge of principles and frameworks of management and allied domains to the solutions of real-world complex business issues
2. Problem Solving & Innovation – Ability to Identify, formulate and provide innovative solution frameworks to real world complex business and social problems by systematically applying modern quantitative and qualitative
problem solving tools and techniques.
3. Critical Thinking – Ability to conduct investigation of multidimensional business problems using research based knowledge and research methods to arrive at data driven decisions
4. Effective Communication – Ability to effectively communicate in cross-cultural settings, in technology mediated environments, especially in the business context and with society at large
5. Leadership and Team Work – Ability to collaborate in an organizational context and across organizational boundaries and lead themselves and others in the achievement of organizational goals and optimize outcomes for all stakeholders.
6. Global Orientation and Cross-Cultural Appreciation: Ability to approach any relevant business issues from a global perspective and exhibit an appreciation of Cross Cultural aspects of business and management.
7. Entrepreneurship – Ability to identify entrepreneurial opportunities and leverage managerial & leadership skills for founding, leading & managing startups as well as professionalizing and growing family businesses.
8. Environment and Sustainability – Ability to demonstrate knowledge of and need for sustainable development and assess the impact of managerial decisions and business priorities on the societal, economic and environmental aspects.
9. Social Responsiveness and Ethics – Ability to exhibit a broad appreciation of the ethical and value underpinnings of managerial choices in a political, cross-cultural, globalized, digitized, socio-economic environment and distinguish between ethical and unethical behaviors & act with integrity.
10. LifeLong Learning – Ability to operate independently in new environment, acquire new knowledge and skills and assimilate them into the internalized knowledge and skills.
3.3 Programme Specific Outcomes (PSOs): It is expected that Institutes define the PSOs for each specialization / major-minor combination. PSOs shall also vary based upon the customized combination of Generic Core, Generic Elective, Subject Core, Subject Elective, Foundation, Enrichment & Alternative Study Credit Courses that they offer.
3.4 Graduate Attributes (GAs): At the end of the MBA programme the learner shall exhibit:
GA1: Managerial competence
GA2: Proficiency in Communication, Collaboration, Teamwork and Leadership
GA3: Competence in Creativity & Innovation
GA4: Research Aptitude, Scholarship & Enquiry
GA5: Global Orientation
GA6: Proficiency in ICT & Digital Literacy
GA7: Entrepreneurship & Intrapreneurship Orientation
GA8: Cross-functional & Inter-disciplinary Orientation
GA9: Results Orientation
GA10: Professionalism, Ethical, Values Oriented & Socially Responsible behaviour
GA11: Life-Long Learning Orientation
4.1 Course Types
4.1.1 Foundation Course: These courses focus on developing the basic abilities that support the understanding of other courses.
4.1.2 Core courses are the compulsory courses for all the students. Core courses are of two types: Generic Core & Subject Core.
4.1.3 Generic Core: This is the course which should compulsorily be studied by a candidate as a core requirement to complete the requirement of a degree in a said discipline of study. Therefore, Generic Core courses are mandatory and fundamental in nature. These courses cannot be substituted by any other courses. Such courses are also known as Hard Core Courses.
4.1.4 Subject Core: A Core course may be a Subject Core if there is a choice or an option for the candidate to choose from a broad category (grouping) of subjects (specializations / electives). These are also known as Soft Core Courses.
4.1.5 Elective Course: Elective course is a course which can be chosen from a pool of courses. It may be:
a) Very Specialized or advanced course focusing on a specific aspect
b) Supportive to the discipline of study
c) Providing an extended scope
d) Enabling an exposure to some other discipline/domain
e) Nurturing candidate’s proficiency/skills.
4.1.6 Generic Elective: An elective course which is common across disciplines / subjects is called a generic elective. Generic Elective’ courses develop generic proficiencies amongst the students.
4.1.7 Generic Elective – University Level: These elective courses are supportive to the discipline of study and focus on the knowledge aspect of competence building. The course outcomes for such courses can be better assessed through traditional End Semester Evaluation.
4.1.8 Generic Elective – Institute Level: These elective courses are aimed to develop inter-personal, technical and other skills aspect of competence building. The course outcomes for such courses can be better assessed through Comprehensive Concurrent Evaluation.
4.1.9 Subject Elective: A ‘Discipline (specialization) centric’ elective is called ‘Subject Elective.’ Subject Elective courses, in the Semester II, III and IV are focused on a specialization.
4.1.10 Open Elective: A subject elective course chosen generally from another Discipline / specialization / subject, with an intention to seek cross-functional exposure is called an Open Elective. A Subject Elective offered in one specialization area may be treated as an Open Elective by another specialization area and vice-a-versa.
4.1.11 Enrichment Course: This is a course generally offered to bright learners / fast learners for advanced inputs beyond the curriculum. Enrichment / Add-on Course shall be a 1 Credit Course. The course is of the nature of Course of Independent Study (CIS) and is designed for learners who have the ability and inclination to work independently with limited guidance, supervision and interaction with the faculty member(s).
4.1.12 Alternative Study Credit Courses: These courses prepare the learners for a VUCA (Volatile Uncertain, Complex and Ambiguous) world by going beyond the boundaries of their campus. Apart from core and elective courses, these courses engage students in discussion, debate and solution of real world challenges.
4.1.13 Massive Open Online Courses (MOOCs)2 : Massive Open Online Courses (MOOCs) are such online courses which are developed as per the pedagogy stated in the AICTE regulation (2016) or equiavelent; following the four quadrant approach and made available on the SWAYAM platform of Government of India.
5.0 Specializations offered: The following specializations shall be offered as MAJOR / MINOR:
1. Marketing Management (MKT)
2. Financial Management (FIN)
3. Human Resources Management (HRM)
4. Operations & Supply Chain Management (OSCM)
5. Business Analytics (BA)
The following specializations shall be offered ONLY as MINOR Specializations:
1. Rural & Agribusiness Management (RABM)
2. Pharma & Healthcare Management (PHM)
3. Tourism & Hospitality Management (THM)
1. Institutes may offer ONLY SELECT specializations based on industry needs, faculty strength & competencies, student demands, employability potential, etc.
2. Institutes MAY NOT offer a specialization if a minimum of 20% of students are not registered for that specialization.
3. The Institute MAY NOT offer an elective course if a minimum of 20% of students are not registered for that elective course.
5.1 Open Elective(s):
1. Learners who intend to learn specific courses from other specialization(s) can opt for Subject Elective (SE – IL) courses from other specializations in lieu of the Subject Elective (SE – IL) courses from their native specialization.
2. These open electives MAY BE from two different specializations.
3. Open Electives can be opted for only in Sem III and Sem IV.
4. Students can opt for maximum 1 Subject Elective (SE – IL) course in Sem III and Sem IV each. i.e. Students can
opt for maximum 2 Open Electives (total 4 credits).
5.2 Major Specialization + Minor Specialization Combination:
1. For a Major + Minor Specialization combination the learner shall complete
a) Major Specialization – Courses: Total 9 (4 Subject Core courses and 5 Subject Elective courses)
b) Minor Specialization – Courses: Total 4 (2 Subject Core courses and 2 Subject Elective courses)
2. For a Major + Minor Specialization combination the learner shall earn
a) Major Specialization – Credits: Total 22 (12 Credits from Subject Core + Minimum 10 Credits from
b) Minor Specialization – Credits: Total 10 (6 Credits from Subject Core + Minimum 4 Credits from Subject Electives)
3. The 10 credits of the MINOR specialization shall be from a single specialization, out of which 6 credits shall be
mandatorily earned through the Subject Core Courses.
4. The Major + Minor specialization combination is OPTIONAL.
5. Students shall be permitted to opt for ANY Major + ANY Minor specialization combination, subject to
institutional norms and guidelines, issued from time to time.
6. A student opting for Major + Minor specialization combination shall opt for Foundation Courses / Enrichment
Courses / Alternative Study Credit Courses ONLY in lieu of Generic Elective (GE – IL) Courses.
7. Institutes may stipulate additional criteria of minimum SGPA / CGPA, number of backlogs, expectations about
specific graduation discipline for students who wish to take up a specific specialization / specific major minor
combination. Such criteria may also involve the potential employability criteria for a particular specialization /
Major + Minor specialization combination.
5.3 Options & Guidelines for Choice of Specialization:
1. Students can opt for a single specialization (i.e. Major Only – 5 choices)
2. Students can opt for a two specializations (i.e. Major + Minor Combination – 1(Major) + 7(Minor) choices)
3. Specializations which are offered ONLY as MINOR shall be offered in SECOND YEAR ONLY. (3 choices)
4. Courses for the Minor specialization shall be taken up in the second year ONLY (in either Sem III or Sem IV or in
a combination of Sem III and IV).
5. The Major specialization of a student shall be determined by the Subject Core (SC) courses and the Subject
Elective (SE – IL) courses chosen in Sem II.
6. All courses (Subject Core (SC) courses and the Subject Elective (SE – IL) courses) chosen in Sem II shall belong to
the same specialization.
7. The learners shall generally complete 6 Subject Core courses (2 each in semester II, III, IV) and 7 Subject
Elective courses (2, 3, 2 each in semester II, III, IV respectively). In this case he /she shall be awarded MBA
(Functional Area Specialization) degree, e.g. MBA (Marketing), MBA (Finance), etc.
8. The learners shall complete 4 Subject Core courses and 5 Subject Elective courses of Major specialization and 2
Subject Core courses and 2 Subject Elective courses of Minor specialization. In this case he /she shall be
awarded MBA (Functional Area Specialization Major + Functional Area Specialization Minor) degree, e.g. MBA
(Marketing + Finance), etc.
5.4 Foundation Courses:
1. All the Foundation Courses shall be of 1 credit each.
2. Maximum credits for Foundation Courses shall not exceed 10 (Ten) Credits.
3. Foundation Courses can be opted for ONLY IN LIEU of Generic Elective (GE – IL) and / or Subject Elective (SE – IL) courses.
4. This choice can be exercised in Semester I (minimum zero Credits – maximum six credits) or Semester II
(minimum zero Credits – maximum four credits) ONLY.
5. Foundation Courses CANNOT be opted for in Sem III and in Sem IV.
6. It is NOT MANDATORY for a learner to opt for Foundation Courses. However, Faculty members may advise a
student to enroll for Foundation Course(s) after a methodical assessment of the relevant competencies of the
7. Foundation Courses shall be offered ONLY to those students who lack the basic competencies in the specific
course. The institute shall conduct a methodical assessment of the relevant competencies of the student.
to identify the learners who need to take up foundation courses. Records of the evaluation shall be preserved.
8. Institutes may stipulate additional criteria for students desirous to take up Foundation Courses.
9. Foundation Courses shall be taught by the course teacher in workshop mode / project mode.
10. The course teacher shall oversee the progress of the learner as well as evaluate the learner for 25 marks / 1
11. Pre- and post-test: A test or other assessment activity shall be administered to the students both at the
beginning of the foundation course and at the end of the foundation course, with the intention of demonstrating improved skills upon completion. The tests shall be essentially SKILL based.
12. Best of the two assessments shall be treated as the final evaluation.
13. The list of Foundation Courses is mentioned in Annexure I.
5.5 Enrichment Courses:
1. All the Enrichment Courses shall be of 1 credit each.
2. Maximum credits for Enrichment Courses shall not exceed 14 (Fourteen) Credits.
3. Enrichment Courses can be opted for, ONLY IN LIEU of Generic Elective (GE – IL) and / or Subject Elective (SE –
4. This choice can be exercised in Semester I (minimum zero Credits – maximum six credits) or Semester II
(minimum zero Credits – maximum four credits) or Semester III (minimum zero Credits – maximum two credits)
or Semester IV (minimum zero Credits – maximum two credits).
5. It is NOT MANDATORY for a learner to opt for Enrichment Courses. However, Faculty members may advise a
student to enroll for Enrichment Course(s) after a methodical assessment of the relevant competencies of the
6. Institutes may stipulate additional criteria for students desirous to take up Enrichment Courses.
7. Enrichment Courses shall be executed as Course of Independent Study (CIS) in guided self study mode.
8. A faculty guide shall be assigned for such courses. The learner shall select the Enrichment Course that he/she
desires to opt for and submit an outline of the proposed study relevant to the course. The faculty guide shall
approve the proposal after considering the nature of the work, learning effort required, desired outcomes and
comprehensive coverage of the topic.
9. Since enrichment course is a guided self study course, 40 – 45 hours of work shall be equivalent to one credit.
The faculty shall oversee the progress of the learner as well as evaluate the learner for 25 marks / 1 credit.
10. The learners shall document and submit details such as questionnaires, interview schedules, interview
transcripts, observation sheets, photographs, testimonials from the organizations / persons interacted with,
permission letters, acceptance letters, field work sampling plans, etc.
11. Enrichment Courses can be carried out in the campus library / in the campus IT lab / in a local community
setting / in a start-up / in a government undertaking / in a NGO / in a cooperative / in a corporate entity.
12. The Enrichment Courses are organized in different Proficiency Tracks. Learners shall normally opt for
enrichment courses from NOT MORE THAN 3 Proficiency Tracks.
13. Enrichment Courses are of the following types:
a) Seminar – Involves Desk Research of distributed learning material and information resources and submission
and presentation of an analytical report. Maximum credits for Enrichment Courses of Seminar type shall not
exceed 10 (Ten) Credits.
b) Review – Involves Desk Research of a small set of specific published reports/ databases and submission and
presentation of an analytical report. Maximum credits for Enrichment Courses of Seminar type shall not
exceed 10 (Ten) Credits.
c) Case Study Development and Presentation – Involves desk research and field work leading to the
development, presenting and publishing of a case study. Maximum credits for Enrichment Courses of Case
Study Development and Presentation type shall not exceed 10 (Ten) Credits.
d) Project – Involves field work leading to presentation of a comprehensive report based on the experiential
learning. Maximum credits for Enrichment Courses of Project type shall not exceed 10 (Ten) Credits.
e) Lab / Workshop – Involves experiential learning through focused skill building activity. Maximum credits for
Enrichment Courses of Lab / Workshop type shall not exceed 10 (Ten) Credits.
f) Clinic / Fest – Involves experiential learning through organizing an event / campaign. Maximum credits for
Enrichment Courses of Clinic / Fest type shall not exceed 4 (Four) Credits.
g) Personal Interest Course – Involves experiential learning through club activities at the Institute Level. Maximum
credits for Enrichment Courses of Personal Interest Course type shall not exceed 4 (Four) Credits.
14. A well documented and comprehensive spiral bound report / publication, with appropriate referencing, is
essential for all the enrichment courses. Relevant Audio, Video Material, should be included as a part of the
15. The Evaluation for the Enrichment Courses shall be as follows –
a) Proposal and Scope of Work – 5 Marks
b) Report – 10 Marks
COURSE WISE DETAILED SYLLABUS
Generic Core Courses (Compulsory) – Semester I & II
Semester I – Managerial Accounting
Compulsory Generic Core Course
1. Basic Concepts: Forms of Business Organization. Meaning and Importance of Accounting in Business
Organization, Basic concepts and terms used in accounting, Capital & Revenue Expenditure, Capital & Revenue Receipts, Users of Accounting Information. Accounting Concepts and Conventions, Fundamental Accounting Equation, Journal, Ledger and Trial Balance. (4+2)
2. Financial Statements: Meaning of Financial Statements, Importance and Objectives of Financial Statements.
Preparation of Final Accounts of sole proprietary firm. (7 + 2)
3. Cost Accounting: Basic Concepts of Cost Accounting, Objectives,Importance and Advantages of Cost
Accounting, Cost Centre, Cost Unit, Elements of Cost, Classification and Analysis of Costs, Relevant and Irrelevant Costs, Differential Costs, Sunk Cost, Opportunity Cost, Preparation of Cost Sheet. (8 + 2)
4. Short Term Business Decision Techniques – Marginal Costing: Meaning, Principles, Advantages and
Limitations, Contribution, P/V Ratio, Break-Even Point (BEP), Cost Volume Profit (CVP) Analysis, Short Term Business Decisions–Product Mix Decisions, Make or Buy (Outsourcing) Decisions, Accept or Reject Special Order Decisions, Shutting Down Decisions. (8 + 2)
5. Exercising Control – Budgetary Control & Standard Costing: Budgetary Control: Meaning of Budget and
Budgeting, Importance, Advantages and Disadvantages, Functional Budgets–Raw Material Purchase & Procurement
Budget, Cash Budget and Flexible Budget. Standard Costing: Meaning, Importance, Advantages and Disadvantages, Cost Variance Analysis. Material Variances– Material Cost Variance, Material Rate Variance, Material Usage Variance, Material Mix Variance and Material Yield Variance. Labour Variances –Labour Cost Variance, Labour Rate Variance, Labour Efficiency Variance, Labour Mix Variance, Labour Idle Time Variance and Labour Yield Variance. (8 + 2)
Note: Numerical Problems will be asked on the following –
1. Final Accounts of Sole Proprietary Firm
2. Preparation of Cost Sheet
3. Marginal Costing and Short-Term Business Decisions
4. Raw Material Purchase & Procurement Budget, Cash Budget, Flexible Budget
5. Material Variances and Labour Variances
Suggested Text Books:
1. Management Accounting, Khan and Jain, Tata McGraw Hill
2. Fundamentals of Management Accounting, H. V.Jhamb
3. Managerial Accounting, Dr. Mahesh Abale and Dr. Shriprakash Soni
4. Management Accounting, Dr. Mahesh Kulkarni
Suggested Reference Books:
1. Financial Cost and Management Accounting, P.Periasamy
2. Financial Accounting for Management, Shankarnarayanan Ramanath, CENGAGE Learning
3. Accounting For Management, S. N. Maheshwari
4. Management Accounting, Madhuvij
5. Fundamentals of Management Accounting, H. V.Jhamb
6. Cost and Management Accounting, M. N. Arora
7. Financial Accounting for Managers, Sanjay Dhmija, Pearson Publications
8. Management Accounting, Mr. Anthony Atkinson, Robert Kaplan, Pearson
9. Accounting For Management, Jawarhar Lal
10. Accounting, Shukla Grewal
11. Management Accounting, Ravi Kishore
12. Accounting for Managers, Dearden and Bhattacharya
Semester I – Organizational Behaviour
Compulsory Generic Core Course
1. Fundamentals of OB: Evolution of management thought , five functions of management, Definition, scope and
importance of OB, Relationship between OB and the individual, Evolution of OB, Models of OB (Autocratic, Custodial, Supportive, Collegial & SOBC), Limitations of OB. Values, Attitudes and Emotions: Introduction, Values, Attitudes, Definition and Concept of Emotions, Emotional Intelligence – Fundamentals of Emotional Intelligence, The Emotional Competence Framework, Benefits of Emotional Intelligence , difference between EQ and IQ. Personality & Attitude: Definition Personality, importance of personality in Performance, The Myers-Briggs Type Indicator and The Big Five personality model, Johari Window , Transaction Analysis , Definition Attitude Importance of attitude in an organization, Right Attitude, Components of attitude, Relationship between behavior and attitude. (7+2)
2. Perception: Meaning and concept of perception, Factors influencing perception, Selective perception,
Attribution theory, Perceptual process, Social perception (stereotyping and halo effect). Motivation: Definition &
Concept of Motive & Motivation, The Content Theories of Motivation (Maslow’s Need Hierarchy & Herzberg’s Two
Factor model Theory), The Process Theories (Vroom’s expectancy Theory & Porter Lawler model), Contemporary
Theories- Equity Theory of Work Motivation. (8+2)
3. Group and Team Dynamics : The Meaning of Group & Group behavior & Group Dynamics, Types of Groups,
The Five -Stage Model of Group Development Team Effectiveness & Team Building. Leadership: Introduction,
Managers V/s Leaders. Overview of Leadership- Traits and Types, Theories of Leadership.- Trait and
Behavioral Theories. (8+2)
4. Conflict Management – Definition and Meaning, Sources of Conflict, Types of Conflict, Conflict
Management Approaches. Organizational Culture: Meaning and Nature of Organization Culture – Origin of
Organization Culture, Functions of Organization Culture, Types of Culture, Creating and Maintaining
Organization Culture, Managing Cultural Diversity. (7+2)
5. Stress at workplace: Work Stressors – Prevention and Management of stress – Balancing work and Life,
workplace spirituality. Organizational Change: Meaning, definition & Nature of Organizational Change, Types of
Organizational change, Forces that acts as stimulants to change. Kurt Lewin’s- Three step model, How to overcome the Resistance to Change, Methods of Implementing Organizational Change, Developing a Learning Organization. (5+2)
Note: Evolution of Management thought to OB and functions of management to be covered in brief as a background
interface to the subject only
Suggested Text Books:
1. Organizational Behaviour, Robins
2. Organizational Behaviour, Nelson & Quick
3. Organizational Behaviour, Fred Luthans
4. Organizational Behaviour, Stephen Robins, Timothy Judge, Neharika Vohra
5. Organizational Behaviour, M N Mishra
6. Organizational Behaviour, K Ashwathappa
Suggested Reference Books
1. Understanding OB, Uday Pareek
2. Change & Knowledge Management, Janakiram, Ravindra and Shubha Murlidhar
3. Human Resource Management, Nkomo, CENGAGE Learning
Semester I– Economic Analysis for Business Decisions
Compulsory Generic Core Course
1. Managerial Economics: Concept of Economy, Economics, Microeconomics, Macroeconomics. Nature and Scope of Managerial Economics, Managerial Economics and decision-making. Concept of Firm, Market, Objectives of Firm: Profit Maximization Model, Economist Theory of the Firm, Cyert and March’s Behavior Theory, Marris’ Growth Maximisation Model, Baumol’s Static and Dynamic Models, Williamson’s Managerial Discretionary Theory. (6+1)
2. Utility & Demand Analysis: Utility – Meaning, Utility analysis, Measurement of utility, Law of diminishing
marginal utility, Indifference curve, Consumer’s equilibrium – Budget line and Consumer surplus. Demand – Concept of Demand, Types of Demand, Determinants of Demand, Law of Demand, Elasticity of Demand, Exceptions to Law of Demand. Uses of the concept of elasticity. Forecasting: Introduction, Meaning and Forecasting, Level of Demand
Forecasting, Criteria for Good Demand Forecasting, Methods of Demand Forecasting, Survey Methods, Statistical
Methods, Qualitative Methods, Demand Forecasting for a New Products. (Demand Forecasting methods – Conceptual treatment only numericals not expected) (8+1)
3. Supply & Market Equilibrium: Introduction, Meaning of Supply and Law of Supply, Exceptions to the Law of
Supply, Changes or Shifts in Supply. Elasticity of supply, Factors Determining Elasticity of Supply, Practical Importance, Market Equilibrium and Changes in Market Equilibrium. Production Analysis: Introduction, Meaning of Production and Production Function, Cost of Production. Cost Analysis: Private costs and Social Costs, Accounting Costs and Economic costs, Short run and Long Run costs, Economies of scale, Cost-Output Relationship – Cost Function, Cost-Output Relationships in the Short Run, and Cost-Output Relationships in the Long Run. (8+1)
4. Revenue Analysis and Pricing Policies: Introduction, Revenue: Meaning and Types, Relationship between
Revenues and Price Elasticity of Demand, Pricing Policies, Objectives of Pricing Policies, Cost plus pricing. Marginal cost pricing. Cyclical pricing. Penetration Pricing. Price Leadership, Price Skimming. Transfer pricing. Price Determination under Perfect Competition- Introduction, Market and Market Structure, Perfect Competition, Price-Output Determination under Perfect Competition, Short-run Industry Equilibrium under Perfect Competition, Short-run Firm Equilibrium under Perfect Competition, Long-run Industry Equilibrium under Perfect Competition, Long-run Firm Equilibrium under Perfect Competition. Pricing Under Imperfect Competition- Introduction, Monopoly, Price Discrimination under Monopoly, Bilateral Monopoly, Monopolistic Competition, Oligopoly, Collusive Oligopoly and Price Leadership, Pricing Power, Duopoly, Industry Analysis. Profit Policy: Break Even analysis. Profit Forecasting. Need for Government Intervention in Markets. Price Controls. Support Price. Preventions and Control of Monopolies. System of Dual Price. (11+1)
5. Consumption Function and Investment Function: Introduction, Consumption Function, Investment Function, Marginal efficiency of capital and business expectations, Multiplier, Accelerator. Business Cycle: Introduction, Meaning and Features, Theories of Business Cycles, Measures to Control Business Cycles, Business Cycles and Business Decisions.(7+1)
Suggested Text Books:
1. Managerial Economics, Peterson, Lewis, Sudhir Jain, Pearson, Prentice Hall
2. Managerial Economics, D. Salvatore, McGraw Hill, New Delhi.
3. Managerial Economics, Pearson and Lewis, Prentice Hall, New Delhi
4. Managerial Economics, G.S. Gupta, T M H, New Delhi.
5. Managerial Economics, Mote, Paul and Gupta, T M H, New Delhi.
Suggested Reference Books:
1. Managerial Economics, Homas and Maurice, Tata McGraw Hill
2. Managerial Economics – Analysis, Problems and Cases, P.L. Mehta, Sultan Chand Sons, New Delhi.
3. Managerial Economics, Varshney and Maheshwari, Sultan Chand and Sons, New Delhi.
4. Managerial Economics, D.M.Mithani
5. Managerial Economics, Joel Dean, Prentice Hall, USA.
6. Managerial Economics by H L Ahuja, S Chand & Co. New Delhi.
Semester I – Business Research Methods
Compulsory Generic Core Course
1. Foundations of Research: Definition of Research, Need of business research, Characteristics of scientific research method, Typical Research applications in business and management. Questions in Research: Formulation of Research Problem – Management Question – Research Question – Investigation Question. The process of business research: Literature review – Concepts and theories – Research questions – Sampling – Data collection – Data analysis – Writing up – The iterative nature of business research process, Elements of a Research Proposal. Practical considerations: Values – researcher & organization. Ethical principles – Harm to participants, Lack of informed consent, Invasion of privacy, SPPU – MBA Revised Curriculum 2019 CBCGS & OBE Pattern Deception, Reciprocity and trust, Affiliation and conflicts of interest. Legal considerations – Data management,
2. Research Design: Concept, Features of a robust research design. Exploratory, Descriptive, Quasi Experimental,
Experimental research designs, Concept of Cause and Effect, Difference between Correlation and causation. Types of
Variables – Independent, Dependent, concomitant, mediating, moderating, extraneous variables, Basic knowledge of
Treatment & Control group, Case study design. Cross-sectional and Longitudinal designs, Qualitative and Quantitative research approaches, Pros and Cons of various designs, choice of a research design. Hypothesis: Definition, research Hypothesis, Statistical hypothesis, Null hypothesis, Alternative Hypothesis, Directional Hypothesis, Non-directional hypothesis. Qualities of a good Hypothesis, Framing Null Hypothesis & Alternative Hypothesis. Concept of Hypothesis Testing – Logic & Importance. (7+1)
3. Data & Measurement: Meaning of data, Need for data. Secondary Data: Definition, Sources, Characteristics,
Advantages and disadvantages over primary data, Quality of secondary data – Sufficiency, adequacy, reliability and
consistency. Primary Data: Definition, Advantages and disadvantages over secondary data. Measurement: Concept of measurement, What is measured? Problems in measurement in management research – Validity and Reliability, Levels of measurement – Nominal, Ordinal, Interval, Ratio. Attitude Scaling Techniques: Concept of Scale – Rating Scales viz. Likert Scales, Semantic Differential Scales, Constant Sum Scales, Graphic Rating Scales – Ranking Scales – Paired Comparison & Forced Ranking – Concept and Application. Questionnaire: Questionnaire Construction – Personal Interviews, Telephonic survey Interviewing, Online questionnaire tools. (8+1)
4. Sampling: Basic Concepts: Defining the Universe, Concepts of Statistical Population, Sample, Characteristics of a good sample. Sampling Frame, determining the sample frame, Sampling errors, Non Sampling errors, Methods to reduce the errors, Sample Size constraints, Non Response. Probability Sample: Simple Random Sample, Systematic Sample, Stratified Random Sample, Area Sampling & Cluster Sampling. Non Probability Sample: Judgment Sampling, Convenience Sampling, Purposive Sampling, Quota Sampling & Snowballing Sampling methods. Determining size of the sample: Practical considerations in sampling and sample size, (sample size determination formulae and numericals not expected) (9+1)
5. Data Analysis & Report Writing: Data Analysis: Cleaning of Data, Editing, Coding, Tabular representation of data, frequency tables, Univariate analysis – Interpretation of Mean, Median Mode; Standard deviation, Coefficient of Variation. Graphical Representation of Data: Appropriate Usage of Bar charts, Pie charts, Line charts, Histograms.
Bivariate Analysis: Cross tabulations, Bivariate Correlation Analysis – meaning & types of correlation, Karl Person’s
coefficient of correlation and spearman’s rank correlation. Chi-square test including testing hypothesis of association, association of attributes. Linear Regression Analysis: Meaning of regression, Purpose and use, Linear regression; Interpretation of regression co-efficient, Applications in business scenarios. Test of Significance: Small sample tests: t (Mean, proportion) and F tests, Z test. Non-parametric tests: Binomial test of proportion, Randomness test. Analysis of Variance: One way and two-way Classifications. Research Reports: Structure of Research report, Report writing and Presentation. (10+1)
1. It is desirable to use MS Excel / SPSS / Systat for delivery of unit 5.
2. For unit 5, Formulae and calculations are not expected. Interpretation of the given data/test outcomes is expected
for appropriate managerial decisions / inferences.
Suggested Text Books:
1. Business Research Methods, Donald Cooper & Pamela Schindler, TMGH.
2. Business Research Methods, Alan Bryman & Emma Bell, Oxford University Press
3. Research Methods for Social Work, Allen, Earl R. Babbie, Cengage
4. Research Methods in Business Studies: A Practical Guide, Pervez Ghauri, Dr Kjell Gronhaug, FT Prentice Hall
Suggested Reference Books:
1. Business Research Methods, William G. Zikmund, Barry J. Babin, Jon C. Carr, Mitch Griffin, Cengage Learning
2. Approaches to social research, Royce Singleton, Bruce C. Straits, Margaret Miller Straits, Oxford University Press
3. Research Methods: The Basics, Nicholas S. R. Walliman, Nicholas Walliman, Routledge,
4. Research Methodology In Management, Dr.V.P.Michael
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