FT-302C MBA (FT) Semester III PROJECT MANAGEMENT

Course Objective To acquaint students with project management method and to develop skills on project planning, analysis implementation and control. Examination Scheme: The faculty member will award internal marks out of 40 based on three assessments of 20 marks each of which best two will be considered. The end semester examination will be worth 60 marks having theory and cases/practical problems. Course Contents: Project Planning and Phases: Need and Importance, Phases of Capital Budgeting, Project Analysis Facts, Resource Allocation Framework (Investment Strategies, Portfolio Planning Tools, and Interface between Strategic Planning and Capital Budgeting), Generation and Screening of Project Ideas. Project Analysis: Market and Demand Analysis, (Including Demand Forecasting), Location Analysis, Technical Analysis and Financial Analysis (Cost of Project, Working Capital Requirement & Its Financing),Social Cost Benefit Analysis. Project Selection: Project Cash Flows, Time Value of Money, Cost of Capital, Appraisal Criteria and Analysis of Risk. Preparing Project Report, Financial Projections, Estimating Costs. Project Financing, Project Appraisal by Financial Institutions. Project Management and Control: Project Organizations, Planning and Control of Project& Human Aspects of Project Management, Project Control Tools (Gantt Charts, Line Off Balance) Network Techniques for Project Management: Basic Concepts of Networks, Line Estimation and Determination of Critical Path (For Both PERT and CPM Models), Network Cost Systems and Activity Crashing. Project Review: Need for Reviews, Initial Review, Performance Evaluation, Abandonment Analysis, Evaluating the Capital Budgeting Systems. Public and Private Sector Projects, Other Issues: Tax Implications, Environmental, Health and Safety. Text Reading: 1. Prasanna Chandra. Project Planning, Analysis, Selection, Implementation and Review, New Delhi, Tata McGraw Hill Publications. Latest Edition. 2. P. Gopalkrishnan and E. Rama Moorthy.Text book of Project Management. NewDelhi,McGraw Hill Publications. Latest Edition. 3. Harold Kerzner, Project Management: A Systems Approach to Planning, Scheduling and Controlling, New Delhi, CBS Publications, Latest Edition.

4. Rajive Anand, Project Profiles with Model Franchise Agency and Joint Venture Agreement, New Delhi, Bharat Publications. Latest Edition.

FT-306H MBA (FT) Sem III PERFORMANCE MANAGEMENT

Course Objective The objective of this course is to equip students with comprehensive knowledge and practical skills to improve their ability for performance appraisal in their organisations. It is particularly intended for future managers and supervisors who will conduct the performance appraisal of their subordinates. Examination Scheme: The faculty member will award internal marks out of 40 based on three assessments of 20 marks each of which best two will be considered. The end semester examination will be worth 60 marks having theory and cases/practical problems. Course Contents Unit I: Performance Management Conceptual Frame Work Introduction to Performance Management, nature, scope, importance, process of Performance Management, link between Performance Management and Performance Appraisal, Benefits of Performance Management, Performance Planning, Role Analysis and Evaluating Performance Management. Unit II: Performance Appraisal SystemMeaning, Features and Objectives of Performance Appraisal Factors affecting Performance Appraisal Benefits of Performance Appraisal Problems with Performance Appraisal Essentials of a Good Appraisal System Evaluation of a Performance Appraisal System. Unit III: Appraisal Methods on the basis of approaches RankingForced DistributionPaired ComparisonCheck List Critical IncidentGraphic Rating Scale BARSMBOHuman Resource Accounting. - 360 degree Feedback Definition & Uses of 360 degree feedback Rationale for 360 degree feedbackScope of application in various industries Advantage and disadvantage of 360 degree feedback- Concept of Potential Appraisal Requirements for an Effective Potential Appraisal system-Performance Appraisal and Potential Appraisal. Unit IV: Model and Process of Performance ManagementPerformance Management Cycle Role Definition Personal Development PlanPerformance Agreement performance ReviewBalance Scorecard approach to PMS, Benchmarking process, industry best practice. Unit V : Performance Management Application & Improvement: Performance Management for Teams, Performance Management in practice, Analyzing Performance problems. Performance counselling Concept, Principles and Skills competency based Performance Management. Performance Management linked Reward Systems Types of pay for Performance Plans Individual based, Team Based, Plant Wide Plans and Corporate Wide Plans. SUGGESTED READINGS :

Michael Armstrong: Performance Management- Key Strategies and Practical Guide, Kogan Page. Murphy and Cleaveland: Performance Appraisal, Sage Publication Chadha: Performance management, Excel Books Hartle: Transforming Performance Management Process, Kogan page. Srinivas R. Khandula: Performance Management: Strategies, Interventions and Drivers, Prentice Hall of India Herman Aguinis: Performance Management, Pearson Education A.S. Kohli and Tapomoy Deb, Performance Management OXFORD University Press

MBA (HR) Sem IV HUMAN RESOURCE INFORMATION SYSTEM

Course Objective : The objective of this course is to familiarize students with the dynamics of Human resource information system in current Technology driven organisations . Examination Scheme: The faculty member will award internal marks out of 40 based on three assessments of 20 marks each of which best two will be considered. The end semester examination will be worth 60 marks having theory and cases/practical problems. Introduction Data and Information needs for HR Manager; Sources of Data; Role of ITES in HRM; IT for HR Managers; Concept, Structure, and Mechanics of HRIS; Programming Dimensions and HR Manager with no technology background; Survey of Software Packages for Human Resource Information System including ERP Software such as SAP. Data Management for HRIS - Data Formats, Entry Procedure and Process; Data Storage and Retrieval; Transaction Processing, Office Automation and information Processing and Control Functions; Design of HRIS: Relevance of Decision Making Concepts for Information System. Design; HRM Needs Analysis - Concept and Mechanics; Standard Software and Customized Software; HRIS An Investment. HR Management Process and HRIS-Modules on MPP, Recruitment, Selection, Placement, Module on PA System; T and D Module; Module on Pay A and Related Dimensions; Planning and Control; Information Systems support for Planning and Control. HR Management Process II and HRIS - Organization Structure & Related Management Processes including authority and Responsibility Flows, and Communication Process; Organization Culture and Power - Data Capturing for Monitoring and Review; Behavioral Patterns of HR and Other Managers and Their Place in Information Processing for Decision Making. Security, Size and Style of Organizations and HRIS-Security of Data and Operations of HRIS Modules; Common Problems during IT adoption efforts and Processes to overcome; Orientation and Training Modules for HR & Other Functionaries; Place and Substance of HRIS and SMEs - Detailed Analytical Framework; Opportunities for combination of HRM & ITES Personnel; HRIS and Employee Legislation; An Integrated View of HRIS; Why and How of Winners and Losers of HRIS Orientation. References:

1. The Agenda: What Every Business Must Do to Dominate the Decade, Dr.Michael Hammer, Hammer and Company, One Cambridge Center, Cambridge, MA, 02142. 2. A Handbook of Human Resource Management Practice, Michael Armstrong, Kogan page. 3. Managing and Measuring Employee Performance - Understanding Practice Elizabeth HOULDSWORTH, Dilum JIRASINGHE, Kogan Page. 4. Accountability in Human Resource Management, Jack J Phillips, Gulf Professional Publishing. 5. Hcas M. Awad, W.f. Casico, Human Resource Management, An Information Systems Publishing Company. 6. Tony Ivey, Personnel Computer System, Mc Graw Hill International. Approach, Reston

MBA(HR) Sem IV DECISION MAKING

Cource Objectives: Real life problems often present situations which are multi-dimensional, often nonquantifiable and inter-related. These situations are further accentuated by presence of multiple stakeholders (and their coalitions) which either add to the dimensions or create constraints for a decision maker. Targeted towards participants who have an orientation towards being consultants or those who want to develop their problem-solving skills which may later be applied in any unstructured situation, this course involves identifying different aspects of real life problems and developing solutions that take care of the different aspects in an integrated manner. The course is oriented towards developing participants decision making in a holistic way, stressing significantly on improving participants skills in gathering, processing and presenting relevant data in support of their decisions. Examination Scheme: The faculty member will award internal marks out of 40 based on three assessments of 20 marks each of which best two will be considered. The end semester examination will be worth 60 marks having theory and cases/practical problems. Topics 1. Critical Incident Method Introduction to Critical Incident Method in Management a post-facto investigative method Data requirements Recording and presentation of data Concerns about reliability of data Data triangulation Methods of analysis Drawing conclusions testing for validity of conclusions Identifying gaps in explanation and need for further data Presenting the findings of the study 2. Situational Analysis Understanding and appreciating the situational nature of management The contingency model of management Situational Management and political implications of stakeholders coalitions 3. Soft System Analysis Introduction to Soft System Analysis in Management differences and similarities with Critical Incident Method Data requirements Recording and presentation of data Concerns about reliability of data Data triangulation Methods of analysis Drawing conclusions testing for validity of conclusions Triangulation of explanations 4. Industry/ Policy Analysis

 Industry Analysis and deriving implications for an organization Policy analysis and deriving implications for an industry/ organization

MBA(HR) IV Sem CONFLICT AND NEGOTIATION PROCESS

Coerce Objectives: To promote understanding of the concept and theories of conflict , To build awareness of certain important and critical issues in conflict and negotiation. To provide exposure to the required skills in negotiating a contract. Examination Scheme: The faculty member will award internal marks out of 40 based on three assessments of 20 marks each of which best two will be considered. The end semester examination will be worth 60 marks having theory and cases/practical problems. Topics: Negotiation: Negotiating a Contract . Pre-negotiation. Preparing the Charter of Demand(s). Creating the Bargaining Team Submission of COD .Costing of Labour Contracts The Negotiation Process: What is Negotiation? Effective Negotiation. Preparing for Negotiation. Communication Style. Breaking Deadlocks. Strategy and Tactics/Games Negotiators Play. Closing Successfully. Negotiating Integrative Agreements. Reviewing. Negotiation and Conflict Approaches and Phases in negotiation and conflict. Post Negotiation. Administration of the Agreement Grievance Management Binding up the Wounds.

Institute of Management Studies Devi Ahilya Vishwavidyalaya, Indore MBA EC (2 years programme) Semester IV KNOWLEDGE MANAGEMENT OBJECTIVE: The objective of the course is to make participants aware of using information that creates value and knowledge. EXAMINATION SCHEME: The semester examination is worth 60 marks and 40 marks for internal assessment. Students will have to answer five questions out of 7/8 questions.Marking scheme if internal assessment will include class tests and regular class participation.

IV.28 ROLE OF HR IN KNOWLEDGE MANAGEMENT

[1.5 Credits] Objectives The objective of the course is to prepare HR managers to participate in the organizational knowledge management efforts and facilitate management of knowledge. The course using case studies of many organizations shows the various aspects of KM and how the three aspects, Strategy, technology and HRM need to be aligned together to manage knowledge management. Topics 1. Introduction to knowledge management Understanding the significance of KM through a discussion on theories of the firm Understanding the history, and the close relationship of KM with other concepts Understanding the three major inputs viz. strategy, people and IT for a successful KM system 2. Understanding knowledge Understanding the difference between data, information and knowledge Understanding the various types of knowledge viz. tacit and explicit The consequences of knowledge types on managing knowledge 3. Knowledge management and organization design Emphasis on people vs. emphasis on technology in managing knowledge and its impact on organization design Understanding how organization structure can affect knowledge management 4. Knowledge management and culture Why and how culture affects knowledge? Why should an individual share knowledge and how organizational culture can help mitigate individuals fears 5. Knowledge management, strategy and HRM Understanding the need to align individual needs with organization How HRM can design reward systems to facilitate KM Using organizational routines for managing knowledge 6. Communities of Practice and KM Why CoP is important (and more significantly, what is it?)? Designing CoP with people in mind and not technology Making CoP work Need for customizing KM within organization Pitfalls of a global KM system and problems of cross-border issues in Knowledge management 7. KM: the Indian experience Discussion of the case of Infosys, Tata Steel and other organizations that are

experimenting with KM The problems Indian organization face with respect to KM

VII.9 INDIAN PHILOSOPHY AND LEADERSHIP EXCELLENCE

[3 Credits] Objectives Understanding how the Indian worldview will affect your effectiveness as a manager. Enhancing self-awareness by delving deeper into what constitutes your true self, and hence making your life richer and less stressful. Developing greater insights regarding your life goals and the means to achieve those goals. Being able to transform others by taking them closer to their real roots and thereby enhance effectiveness. Topics 1. The Vedas: General aspects; Life Goals Dharma, Artha, Kama and Moksha. 2. Samhitas, Brahmanas, Aranyakas. 3. Upanisads: Brahman; Atman; Gross, Subtle, and Causal bodies; Panca Kosa (five sheaths); Waking, Dream, Deep Sleep, and Turiya (fourth) States; Identity of Brahman and Atman; Realisation of Brahman; The Path to Realisation; Sravana (hearing), Manana (thinking), Nidhidhyasana (meditating); Karma and Reincarnation; Immortality, Samskara (impression), and Law of Reincarnation. 4. The Auxiliary Scriptures: The Ramayana; The Mahabharata. 5. The Bhagavad-Gita: Jnana (knowledge) and Karma Samnyasa (renunciation); Work and its Secret. 6. The Smrtis, the Puranas, the Tantras. 7. Jainism and Buddhism. 8. The Six Systems of Thought: Nyaya; Vaisesika; The Samkhya System Three Gunas (constituents); The Yoga System of Patanjali The Powers of the Mind, Dhyana (meditation); The Purva Mimamsa; The Uttara Mimamsa or the Vedanta Sutras Maya and Illusion, Maya and Freedom; Practical Vedanta. 9. Saints and Thinkers: Gaudapada; Samkara; Bhaskara; Yamuna; Ramanuja; Nimbarka; Madhwa; Vallabha; Chaitanya; Ramakrishna.

VII.10 LEADERSHIP, INFLUENCE AND POWER

[3 Credits] Objectives This course provides an in-depth look at transformational leadership the mutually stimulating relationship between leader and follower that raises both of them to higher levels of human conduct and ethical aspiration. It will help, as a leader, to enhance and effectively use power not only in achieving goals, but also in enabling followers to lift themselves into their better selves. The course Will give an understanding of how leadership, influence and power are related various facets of organisational life at the individual, group and macro levels. Be able to enhance power in organisations, tap different sources of power, and effectively use power to achieve objectives and to help elevate followers to high levels of motivation and morality. Will develop the capacity to perceive clearly the various tactics that others use to influence in order to achieve their objectives. Topics 1. Decisions and Implementation 2. The Structure of Moral Leadership 3. Diagonising Power and Dependence 4. Where does Power come from? 5. Resources, Allies, and the New Golden Rule 6. Location in the Communication Network 7. Formal Authority, Reputation, and Performance 8. The Importance of being in the Right Unit 9. Individual Attributes as Sources of Power

10. Framing: How we look at things affects how they look 11. Interpersonal Influence 12. Timing is (almost) Everything 13. The Politics of Information and Analysis 14. Changing the Structure to Consolidate Power 15. Symbolic Action: Language, Ceremonies, and Settings 16. Even the Mighty Fall: how Power is Lost? 17. Managing Political Dynamics Productively 18. Toward a General Theory 19. Managing with Power.
FT-306HMAJ / PT-405HMAJ ORGANISATION DEVELOPMENT COURSE OBJECTIVE:

The objective of this course is to acquaint the students with the importance of Organization Development, and to offer insights into de development and delivery of OD Programmes. EXAMINATION SCHEME:

The faculty member will award marks out of a maximum of 40 marks for the internal performance of the student. The semester examin

will be worth 60 marks. It will have two sections A and B. Section A, worth 45 marks will consist of five theory questions, out of which stu will be required to attempt any three questions, and Section B will comprise of one case, worth 15 marks. COURSE CONTENTS: 1. 2. 3. 4. 5.

Introduction: Definition, History, Assumptions, Values and Beliefs in Organization Development (OD) and Transform Role of change agent.

Theory and Management of OD: Foundations of OD, OD Process, Action Research and OD. OD interventions: Overview, Types, Team interventions, inter- Group interventions, Comprehensive and Stru interventions. Choosing the Depth of Organizational Intervention. Issues and Considerations in OD: Consultant-Client Relationships, System Ramifications, and Power- Politics. Emerging Trends in OD with special emphasis on Future Organizations.

TEXT READINGS: 1. Wendell L. French and Cecil N. Bell Jr., Organization Development, New Delhi, Prentice Hall, 5th Edition, 1999.

SUGGESTED READINGS: 1. 2.

Don Harvey and Donald R. Brown, An Experiential Approach to Organizational Development, New Jersey, Prentice Inc., 1996.

Wendell L. French, Cecil H Bell, Jr., and Robert A. Zawaski. (Edts.), Organizational Development and Transform Managing Effective Change, Illinois, Irwin Inc., 1994.

FT-307HMAJ / PT-406HMAJ MANAGING KNOWLEDGE WORKERS COURSE OBJECTIVE:

Helps the students to understand the concept of knowledge workers and their relevance with respect to organization. It gives in-depth knowledge how to develop knowledge workers. It helps in understanding management functions and focuses on the future of knowledge organizations. EXAMINATION SCHEME:

The faculty member will award marks out of a maximum of 40 marks for the internal performance of the students. The semeste examination, carrying 60 marks will have two sections, A and B. Section A, worth 45 will consist of five theory questions, out of which students will be required to attempt three questions. Section B will comprise one of more case(s) worth 15 marks.

COURSE CONTENTS: 1. 2.

Introduction of Knowledge Management, concept of knowledge worker, Indian knowledge worker, knowledge worke

culture, knowledge organization. Learning strategies for knowledge workers- Training, learning and behaviour modification in knowledge management

making knowledge work a pleasure, Becoming an effective knowledge worker. Professional development models: Knowledge mapping, reducing the knowledge gap, knowledge management assessment, knowledge based problem solving. 3.

Knowledge work and organizations- Teaming and grouping strategies, knowledge corridor, establishing knowledge corridor, promoting the knowledge corridor. Roles of knowledge worker: Value proposition for knowledge management, enabling

4.

knowledge management transition, modes of transformational leadership. Knowledge worker productivity and organizational knowledge: The short falls of knowledge management to improve

knowledge workers productivity, uniqueness of invisibility of knowledge work, knowledge work processes, inter relatedness o knowledge work processes and social context, types of knowledge transfer . 5. Future of knowledge organization : Knowledge organization in 21st century, future projections.

TEXT READINGS: 1. 2. 3. The Essential guide to Knowledge Management by Amrit Tiwana, Pearson Education Asia. Managing Knowledge Workers by Conor Hanaway et.al., Blackhall Publishing Managing Knowledge Workers by Sue Newell, Palgrave Macmillan.

SUGGESTED READINGS: 1. 2.

New Challenges for Managers by Ichijo, Kazuo, Nonaka, Ikujiro Published by Oxford University Press, 2006. Human Resources in 21st Century Edited by Marc Effron, Robert Gandossy, Hewitt Associates and Marshal Goldsmith Published by John Wiley & Sons Inc.

FT-404HMAJ / PT- 505HMAJ STRATEGIC HRM COURSE OBJECTIVE: associated with HRM in a changing environment. EXAMINATION SCHEME:

The course is designed to explain basic theory of Strategic Human Resource Management to examine the issues and problems

The faculty member will award marks out of a maximum of 40 marks for the internal performance of the student. The semeste examination will be worth 60 marks. It will have two sections A and B. Section A, worth 30 marks will consist of five theory questions, ou of which students will be required to attempt any two questions, and Section B will comprise of one case, worth 30 marks. COURSE CONTENTS: 1. 2. 3.

Strategic Approach to HRM, Integrating HR Strategies with Corporate and Functional Strategies, Integrating Human

Resources in Strategic Decisions. Strategies for Maximizing HR Productivity: Organizational Restructuring, Turnaround Management, Mergers Acquisitions and Joint Ventures. SHRM in Global Context, International Human Resource Strategies.

Note: 50 percent of classes will be devoted to theory and 50 percent to discussion of cases. TEXT READINGS: 1. 2. 1998. W.D. Anthony, P.L. Perrewe, K.M. Kacmar, Strategic Human Resource Management, Forthworth, Dryden, 1993.

C. Mabey, G. Salman, and J. Storey, Human Resource Management: A Strategic Approach, Cambridge, Blackwell

3.

Linda Gratton, Strategic Human Resource Management, New York, Oxford University Press, 1999.

SUGGESTED READINGS: 1. London, Financial Times Pitman Publishers, 1999.

John Leopold, Lynette Harris and Tony Waton, Strategic Human Resourcing: Principles, Perspectives and Practices