MADRAS SCHOOL OF SOCIAL WORK (AUTONOMOUS) CHENNAI - 8

MASTER DEGREE COURSE IN HUMAN RESOURCE AND ORGANISATION DEVELOPMENT. (M.A HR OD)
COURSES REGULATIONS AND SYLLABUS [CBCS PATTERN]
(To be introduced from 2011-12 onwards)
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I- ABOUT THE PROGRAMME

1. INTRODUCTION: Human Resource & Organization Development[HR&OD] is a practice profession. Today organizations face multiple challenges and threats- threats to effectiveness, efficiency and profitability; Challenges from turbulent environments, increased competition, and changing customer demands; and the constant challenge to maintain congruence among organizational dimensions as technology, strategy, culture and process. Keeping organizations healthy and viable in todays world is becoming an increasingly challenging and daunting task. Hence there emerges a need to design specialized courses in Organisation Development and produce professionals in Organisation

Development[OD]. 2. OBJECTIVES OF THE COURSE: The objectives of the course M.A. in HR OD are as follows: (1) Demonstrate a basic understanding of the theory, practice, principles, concepts, and language of organization development. (2) Demonstrate an understanding of techniques, strategies, models, methods, processes, complexities, paradoxes and conventions of practice used in introducing organization development activities and concepts into an organization. (3) Illustrate an awareness of how one observes, interprets, thinks and acts in organizations. (4) Demonstrate an understanding of the multiple theoretical approaches to interpreting organizational behavior. (5) Illustrate their individual competence in the creation, execution and management of organization development applications.

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3. SCOPE OF THE COURSE: This course focuses on the managerial responsibility for the development of the organization and the diverse technologies that a manager can employ to support organizational improvement. It provides a survey of the organizational literature, culture, values and skills that can be used by the manager, leader, or administrator to influence organizational change. A parallel emphasis will focus on the roles of consultants/facilitators in the organization's development. 3. PATTERN OF THE COURSE. Adopting the CBCS pattern, the course of study for the MA HR OD degree programme shall extend over 4 semesters (Two years) and shall consist of: 1. Theory courses / papers (Core (C ), Electives (E) ) 2. Field Practicum ( As core paper), 3. Research Project (As core paper). 4. 5. Internship - Summer placement, Block placement. Soft-skills courses (As supportive courses) which are compulsory.

Students will earn the credits only when they pass in papers and successfully complete the course completion components of the programme. The student has to gain 90 credits to complete the course, distributed at the rate of Semester- I: 20 credits; Semester II: 23 credits; Semester III: 23 credits; and Semester IV: 24 credits. In addition to the above for the enhancement of the students professional competency and employability skills the department also offers opportunity in the form of special Certificate / Diploma course. Enrolment in such courses will be voluntary. Students can earn additional credits (as specified) for these certificate / diploma courses.

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4. - ELIGIBLITY FOR ADMISSION. A Candidate who has passed bachelors degree in any discipline from University of Madras or from other university accepted by the syndicate as equivalent thereto is eligible for admission to this course. Admissions will be based on merit subject to the government and institutional regulations. 5 - ELIGIBILITY FOR THE AWARD OF THE DEGREE: As per the autonomous regulations a candidate in the Madras School of Social Work becomes eligible for the award of the degree of MA HR OD subject to the fulfillment of the following conditions: 1. Undergone the Post-graduate course of study in HR OD offered by the Madras School of Social Work over 4 semesters ( Two years full-time) and has earned the prescribed 90 credits. 2. Passed all the theory examinations, participated in the workshops, process labs and completed Study tour, Summer placement and Block field work practicum. 3. Meets all other requirements in vogue as prescribed by the Board of studies in Management at the time of admission and the amendments introduced to the regulations by the Board of Studies in Management from time to time. 6. CONDITIONS FOR PROMOTION: A candidate who does not pass the examination relating to any theory paper in each of the semester shall be permitted to appear in such failed paper in the ensuing supplementary examinations held by the institute. However, to qualify for the award of the degree by the University of Madras, one should have passed in all the examinations held by the college and completed all the courses.

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A- CREDIT MATRIX.
SEM. NO.
Core

NATURE OF THE COURSE AND CREDITS.

TOTAL CREDITS
CREDIT

CREDIT

Elective

CREDIT

- /Soft Skill /PAPERS

CREDIT

Internship

I II III IV Total

3 4 4 4 15

12 15 15 18 60

3 2 2 2 9

6 4 6 4 20

1 1 1 1 4

2 2 2 2 8

-1 -1 2

-2 --2

20 23 23 24 90

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B: SYLLABUS MATRIX
SEMESTER I
NATURE OF COURSE TITLE OF THE COURSE CREDIT LECTURE S HOURS EXAM HRS ICA ESE MAX MARKS

Core Elective Elective Elective Core Core SS

1. Human Resource Management 2.Organizational Behavior 3. Management Principles 4.Total Quality Management 5.Research Methodology & Statistics 6.Concurrent Field Work I 7.Soft skills I TOTAL CREDITS

3 2 2 2 3 6 2 20

45 30 30 30 45 30

3 3 3 3 3 3

25 25 25 25 25 40 40 ----

75 75 75 75 75 60 60

100 100 100 100 100 100 100

SEMESTER II
NATURE OF COURSE TITLE OF THE COURSE CREDITS LECTURE EXAM HOURS HRS ICA ESE MAX. MARKS

Core

8.Training & Development 9.Labour Legislations & Industrial Relations

3 3

45

3 3

25 25 25

75 75 75

100 100

Core

45 30

Elective Elective Core Core SS Internship

10.Fundamentals of Management Accounting and Financial Management

11A.Performance Management/ 11B.Compensation Management

3 25 25 40 40 75 75 60 60

100

2 3 6 2

30 45 30

3 3 3

100 100 100 100

12.Corporate Planning and Strategic Management

13.Concurrent Field Work II 14.Soft skills II 15.Summer Placement (After the Second Semester theory examination during the summer vacation). TOTAL CREDITS

No theory examination / Only course completion requirement. -------

23

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SEMESTER III
NATURE OF COURSE
TITLE OF THE COURSE CREDITS LECTURE HOURS EXAM HRS ICA ESE MAX. MARKS

Core Core

16.Organizational Development-I 17.Change Management 18. Team Building & Organizational Leadership 19 A.Conflict Management/

3 3

45 45

3 3

25 25

75 75

100 100

Core

45

25

75

100

Elective Elective Core SS

19 B.Work Place Counseling 20.Business Ethics and Environment

21.Concurrent Fieldwork 22.Soft skills TOTAL CREDITS

3 3 6 2 23

45 45 30

3 3 3

25 25 40 40 -----

75 75 60 60

100 100 100 100

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SEMESTER IV
NATURE OF COURSE

TITLE OF THE COURSE

CREDITS

LECTURE HOURS

EXAM HRS

ICA

ESE

MAX. MARKS

Core Core

23.Organizational Development-2 24.Cross-Cultural Business Management 25.Human Resource Accounting and Information System[HRAIS] 26.Strategic Human Resource Management[SHRM] 27.Research Project 28.Concurrent Field Work IV 29.Soft skills IV 30.Block Placement (After 4 Semester Theory Exams)
th

3 3

45 45

3 3

25 25

75 75

100 100

Elective

30

25

75

100

Elective Core Core SS Internship

2 6 6 2 24

30 30 -

3 3 -

25 50 40 40

75 50 60 60

100 100 100 100

No marks. Only a requirement for Course Completion. ----

TOTAL CREDITS

Note:
The Soft skill courses will not be taken into account for classification. But candidates should appear and pass all these subjects for course completion.

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C: FIELD PRACTICUM - CREDIT MATRIX.

SEMESTER

TYPE OF FIELD WORK

MINIMUM NUMBER OF DAYS 24

MINIMUM NUMBER OF HOURS 180

CREDITS.

Concurrent field work Concurrent field work II Summer placement* Concurrent field work. Concurrent field work IV Block placement**

II

24 30 days / one month 24

180

III

180

IV

24 30 days / one month

180

TOTAL

26

Note: * No marks. Requirement for course completion.

** No marks and No credits. Requirement for course completion.

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III- SYLLABUS
SEMESTER- I PAPER 1: HUMAN RESOURCE MANAGEMENT (HRM) Credits:3 Core Paper Teaching Hours: 45

(Course Code) ----------------------------------------------------------------------------------------------------------------Objectives: 1. To introduce the students to the various concepts and principles of HR. 2. To give them an exposure to implementation of HR policies in Organisations. 3. To give them knowledge about best practices involved in HRM. 4. To motivate students to manage human resource by using best HR practices. UNIT I INTRODUCTION Definition of HRM, Objectives of HRM, Importance, Nature, Scope, Qualities of a good Personal Manager, Evolution and Growth of Personnel Manager, Evaluation and growth of personnel manager, evolution and growth of personnel management in India. UNIT II HUMAN RESOURCE PLANNING Meaning, Definition, Importance, Factors Affecting and Different process of Human Resource Planning - Long term and Short term planning - Job Analysis - Skill Inventory - Job Description and Job Specification - Succession Planning UNIT III RECRUITMENT AND SELECTION Purpose and Methods of Recruitment and Selection - Relative Merits of different Methods Personnel search, Selection, Induction, Orientation and Placement. UNIT IV COMPENSATION MANAGEMENT Job Evaluation - Assessing Job worth and developing wage structure - wage salary Administration : Meaning, Calculation of Wages - Salary - Perquisites, Incentives, Performance based pay and fringe Benefits - Personal taxation - Performance Appraisal. UNIT V COMPETENCY MAPPING Competency Mapping and Competency Building - Motivation and Retention strategies Mentoring - Knowledge Management - Performance Appraisal and Potential Appraisal - 360 Degree Appraisal - Quality of Work Life - Employee Separation : Retirement, Resignation, Dismissal and VRS - HR Audit - Human Resource in Mergers and Acquisitions. Teaching Methods: Lectures, Assignments, Discussions, Case study, Seminars, Role Play, Process lab. Text Books: 1. Gray Dessler: Human Resource Management, PHI Page 10 of 45

2. Luis R. Gomez-Mejia, David B.Balkin and Robert L.Cardy. Managing Human Resource, PHI, 2002. 3. Beard well and Len Holder, Human Resource Management Macmillian India Ltd. 4. Stratus and Sayles, Managing Human Resources - Prentice Hall Inc, (1977). 5. Graham H.T., R.Bennet, Human Resources Management - Pitman, London, (1955). 6. Edwin Flippo, Principles of Personnel Management - Mc.Graw Hill. 7. Douglas Mc.Gregor, the Human Side of Enterprise; 8. Performance Appraisal, Theory and practice - AIMA VIKAS Management series, New Delhi, 1986. 9. Dale S.Beach, Personnel - The Management of people at work. 10. C.B.Mammoria, Personnel Management - Himalayan Publishing co, New Delhi. 11. Deccenzo/ Robbins: Personnel/ Human Resource Management, PHI,2002. 12. Pattanayak: Human Resource Management, PHI,2002 13. Ashwatappa, Human Resource Management.

SEMESTER- I PAPER 2: ORGANISATIONAL BEHAVIOUR Elective Paper Teaching Hours: 30 (Course Code) ----------------------------------------------------------------------------------------------------------------Objectives: 1. To introduce the students to human needs and human behaviour. 2. To give them an exposure to living in groups, issues arising out of it and addressing such of those issues. 3. To give them knowledge about leading and motivating people. 4. To give them an exposure to the basics of organisation and organisational life. UNIT I Individual behaviour-personality, perception, learning, values and introduction of organizational Behaviour: Foundation of Individual attitudes. UNIT II Motivation - Early theories, Contemporary theories, Motivation at work- Designing Motivating Jobs. UNIT III Group dynamics - Group Behaviour, communication and group decision making, Inter group relations. UNIT IV Leadership-trait, Behavioral and contingency theories; power and politics; traits, Behavioral analysis (T.A); Work stress. Page 11 of 45

Credits:2

UNTI V Organizational culture and climate, Organisational conflict; causes, types of conflicts, Management conflicts, Basics of Counseling. Teaching Methods: Lectures, Assignments, Discussions, Case study, Seminars, Role Play, Process lab. Text Books: 1. Fred Luthans, Organization behaviour, McGraw Hill. 2. Hell Reigel, Slocum and Woodman, Organization behaviour, south western, Thomson learning, 9th Edition. 3. R.S.Dwivdi, Human Relations and Organizational Behaviour, 2nd edition, Englewood Cliffs, Prentice Hall 1995. 4. Staw, B.M.Psychological Dimensions of Organizational Behaviour, 2nd edition, Engle wood Cliffs, Prentice Hall 1995. 5. Stephen P.Robbins, Organizational Behaviour, 9th Edition Personal education, New Delhi, 2002. 6. Steven L.Mc.Shane, Mary Ann von Glinow, Organizational Behaviour, Tata Mc.Graw Hill. 7. Hersey & Blanchard: Management of Organizational Behaviour, 8th Edition, and PHI, 2002.

Credits:2

SEMESTER- I PAPER 3: MANAGEMENT PRINCIPLES Elective Paper Teaching Hours: 30 (Course Code)

----------------------------------------------------------------------------------------------------------------Objectives: 1. To introduce the students to concepts and theories of Management. 2. To give them an exposure to the different schools of management thoughts.. 3. To give them knowledge about leading and motivating people. 4. To give them an exposure to the basics of organization. UNIT I : Management definition - principles and process of management - the evolution of management thoughts - specific management, administrative management, human relation and system approach to management. Planning - principles and types of planning - steps in planning limitations of planning. Policymaking - general policies and specific policies in an organization basic areas of policy making and goal setting. UNIT II : Organizing - organizational structure and design - authority and hierarchy - span of management - pros and cons of narrow and wide spans of control- optimum span. Use of organizational charts and manuals - lines and staff relationship - delegation - centralization of authority and the pros and cons of each. Page 12 of 45

UNIT III: Communication - Traits of Good communication - Formal and Informal Channel Follow up - standard indoctrination explaining why consultative direction links in the chain of command. UNIT IV: Co-ordination and control - Concept of control - process of control - methods of control - application of the process of control at different levels of management - performance standards - Measurements of performance - Remedial action - Needs for co-ordination Techniques of securing co-ordinations. UNIT V: Decision making - models and techniques of decision making and implementation Management by objectives - Management by Exception - Management by walking around. Teaching Methods: Lectures, Assignments, Discussions, Case study, Seminars, Role Play, Process lab. Text Books: 1. Hellriegel / Jackson/ Solum, Management-A Competency based approach, Thomas, South Western. 2. Allen, L.A., Management and organization, Mcgraw Hill publishing co., ltd. 3. Chandrabose.D.Princples of Management and Adminstration PHI2002. 4. Hannagan, Management concepts and practices, Macmillan India Ltd., 5. Koontz ODonnell, Principles of Management Mcgraw Hill publishing co., ltd., 6. Prasad, L.M, Principles and practices of Management Sultan hand & Sons. 7. Peter Drucker, The Practices of Management - Hillied publications. 8. SathyaRaju, Management: Text & Cases, PHI, 2002. 9. Stoner : Mangement, 6th Edition, and PHI, 2002. 10. Robbins: Mangement, 7th Edition, and PHI, 2002. 11. Certo: Modern Management, 9th Edition, and PHI, 2002. SEMESTER- I PAPER 4: TOTAL QUALITY MANAGEMENT Elective Paper Teaching Hours: 30

Credits: 2

(Course Code) ----------------------------------------------------------------------------------------------------------------Objectives: 1. To introduce students to the various principles and applications of TQM in enriching quality in production. 2. To impart theoretical and practical aspects of Quality Management. UNIT I Principles of Quality Management Definition of Quality, Quality Philosophies of Deming, Crossby and Miller, Service vs product Quality Customer focus, Quality and Business performance leadership for quality management, Quality planning, Designing for Quality and Manufacturing for Quality, Vision, Mission Statements and quality policy. UNIT II Total Quality Management Evolution of TQM, TQM models, Human and System Components, Continuous Improvement Strategies, Deming wheel, Internal External Customer concept, Customer satisfaction Index, Page 13 of 45

Customer retention, Team work and Team Building, Empowerment, TQM culture, Quality circle, 5S principle, Top Management commitment and involvement. UNIT III Quality Management tools for business Applications Principles and applications of Quality Function Deployment, Failure Mode and Effect Analysis, Taguichi Techniques, seven New Management tools, Statistical Quality control techniques, Mistake proofing, Benchmarking, Six sigma, 8D methodology, JIT and Kanban. UNIT IV Quality Imperatives for Business Improvement Dimensions of Quality, Reliability prediction analysis, Total Productive maintenance, Cost of Quality, Business process reengineering, process Capability analysis, Quality assurance and ISO9000 and QS9000 certification. UNIT V TQM Implementation Strategies Organizational structure and mindset of Individuals, Motivational aspects of TQM, Change Management Strategies, Training for TQM, TQM Road map, Quality improvement Index. Teaching Methods: Lectures, Assignments, Discussions, Case study, Seminars, Role Play, Process lab. Text book: 1. Rose J.E, Total Quality Management, Kogan page India Pvt Ltd, 1993. Text Books: 1. William J.Kolarik, Creating Quality, McGraw Hill, Inc, NY, 1995. 2. Jill A.Swift, Joel E.Ross and Vincent K.Omachonu, Principles of Total Quality, St.Lucie. Press, US,1988. 3. Samuel K.Ho, TQM, An Integrated approach, Kogan page India Pvt, Ltd, 2002. 4. Dale H.Besterfield et al, Total Quality Management, Pearson Education Asia, 2001. 5. P.L.Jain, Quality Control and Total Quality Management, Tata Mc.Graw Hill, 2001. 6. John Bank J.E., Total Quality Management, Prentice Hall, India, 1993. SEMESTER- I PAPER 5: RESEARCH METHODOLOGY & STATISTICS Core Paper Teaching Hours: 45 (Course Code) ----------------------------------------------------------------------------------------------------------------Objectives: 1. To educate students on the applications of research in the field of HR-OD. 2. To teach the entire research process. UNIT I Research meaning, scope and objectives- types of research and research design - exploratory, descriptive, Experimental, case study research - problem definition, operationalising the research problem - Relevance of Research for decision making in various functional areas of Management. UNIT II Page 14 of 45

Credits: 3

Methods of data collection - Questionnaire design, interview, scheduling - scaling techniques normal, ordinal, ratio, interval-sampling techniques and sample size determination for survey research, Formulation of Hypothesis- Hypothesis testing. UNIT III Data analysis-Editing and coding of Data-univariate, Bivariate- chi-square test - correlation and Regression analysis - Single and Two factor analysis of variance - Application and statistical tests - Parametric and Non-Parametric and interpretation of test results. (No need of theory and computational techniques) UNIT IV Multivariate Analysis - Elementary concepts of factor analysis, Multiple Regression Analysis, Discriminant analysis, cluster analysis and co-joint analysis and their application in Management problem solving. UNIT V Presentation of Research results: Tabulation- Need, Nature and Guidelines- ungrouped and grouped frequency tables, charts and diagrams, organizing report: Use of Executive summary, appendix and Bibliography. Teaching Methods: Lectures, Assignments, Discussions, Case study, Seminars, Role Play, Process lab. Text Books: 1. Kothar-Research Methodology 2. Anderson, Quantitatie methods in Business, Thomson, 2002. 3. Richard I Levin and David S.Rubin Statistics for Management. Pearson Education Asia 2002. 4. David M.Levin, Simothy C Krehbiel and Mark L Berenson. Business Statistics - A first course. Pearson Education Asia 2002. 5. Levin and S.Rubin, Statistics for Management. 6. S.P.Gupta - Statistical Methods. 7. Cooper and Schindler - Business Research Methods. SEMESTER- I PAPER-6: FIELD WORK-I Credits: 6 Core Paper (Course Code) ----------------------------------------------------------------------------------------------------------------No.Of Days: 22-24 days

Objectives: 1. To give them an opportunity to make personal observations with respect to the organization and administration of Corporate Sector.

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2. To enable the students to interact with the corporate managers, executives and community/beneficiaries, governmental agencies so as to get a practical exposure to the working of organizations. 3. To enable the students to take part and have a practical experience in the Change Management initiatives undertaken by corporate. 4. To develop the skills essential for the effective management of Corporate and to practically expose them to the unique practices adopted by the Corporate. 5.To prepare them for the future practical learning. For this purpose the field work for the programme with respect to I Semester the field work will be organized in the following manner.

Nature of Field Work: Concurrent Field Work Methodology: 1. Orientation and observation visits to Corporate Organisations working in different sectors. 2. Individual Student report submission on the visits made and observation done. 3. Filed work conferences with the faculty supervisors. 4. Observation visit based presentation and seminars. Semester: I Paper.7: Soft Skills I Credits : 2 Lecture Hours:30 Hours (Course Code)

This paper will be offered as per the University Norms adopting the UOM prescribed syllabus.

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SEMESTER II PAPER 8: TRAINING AND DEVELOPMENT Credits: 3 Core Paper (Course Code) ----------------------------------------------------------------------------------------------------------------Objectives: 1. To provide an understanding of the nature and process of Training and Development. 2. To provide knowledge on the different Strategies used in training. 3. To induce leadership and mentoring skills among students. UNIT I Introduction to Training Concept, definition, meaning, need for training, importance of Training, Objectives of Training, Concepts of education, Training and Development, Overview of training functions, Types of Training UNIT II Process of Training: Steps in Training, Identification of Job Competencies, Criteria for identifying training needs, (Person Analysis, Task Analysis, Organization Analysis), Assessment of Training Needs, Methods and process of Needs Assessment. UNIT III Designing and implementing Training Programme: Trainer identification, Methods and Techniques of training, designing a training module, (Cross cultural leadership, training the trainer, Change), Management Development Programme, Budgeting of Training, UNIT IV Evaluation of Training Programme: Kirkpatrick Model of Evaluation, CIRO Model, Cost-Benefit Analysis, ROI of Training. UNIT V Learning and Technology: Principles of Learning, Theories of learning, Reinforcement Theory, Social Learning Theory, Andragogy, Multimedia training, E-learning/Online Learning, Distance Learning. Teaching Methods: Lectures, Assignments, Discussions, Case study, Seminars, Role Play, Process lab. Text Books: 1. Bewnet, Roger cd. Improving Training Effectiveness, Aldershot, Gower 1988 2. Buckley R & Caple, Jim, The theory and Practice of Training, London , Kogan & page 1995 3. Lynton R Pareek U. Training and development, 2nd ed. New Delhi, Vistaar, 1990 4. Rae L etc. Hon to measure Training Effectiveness, Aldershot, Gower, 1986. Page 17 of 45 Teaching Hours: 45

5. Reid M.A.etc. Training Interventions, Managing Employee Development, 3rd ed. London IPM 1992. 6. Serge P. The Fifth Discipline: The Art and Practice of Learning Organization, London Century, 1992.

SEMESTER II PAPER 9: LABOUR LEGISLATIONS & INDUSTRIAL RELATIONS Credits: 3 Core Paper (Course Code) ----------------------------------------------------------------------------------------------------------------Objectives: 1. To expertise students in the basics and fundamentals of Labour law. 2. To elucidate students about the various legal complications involved in managing HR. Unit 1: Labour Laws: Concept, Origin, Objectives and Classification Indian Constitution and Labour Legislations Labour Policy, Emerging Issues and Future Trends UNIT 2 : Industrial Relations - Concepts and systems Causes of poor IR, Factors influencing good IR, IR at National and International levels - Infrastructure that guide and direct Industrial relations Trends in India. Unit 3: The Mines Act, 1952 Shops and Estabishment Law Plantation Labour Act, 1951 Contract Labour (Regulation and Abolition Act, 1986) Child Labour (Prohibition and Regulation Act, 1986) ILO Unit-4 Employee's State Insurance Act, 1948 - The Employee's Provident Funds and Miscellaneous Provisions Act, 1952. The Payment of Wages Act,1936 - The Minimum wages Act, 1948 The Industrial Disputes Act 1947 - The Industrial Employment (Standing Orders) Act,1946 - The Trade Union Act, 1926 and latest legislations Unit 5: Trade Union Act, 1926 Industrial Disputes Act, 1947-I Page 18 of 45 Teaching Hours: 45

Industrial Disputes Act, 1947-II Teaching Methods: Lectures, Assignments, Discussions, Case study, Seminars, Role Play, Process lab. Text Books : 1. Personnel Management & Industrial Relation -P.C.Tripathi 2. Dynamics of Personnel Management - C.B.Mamoria 3. Human Resource Management - N.G.Nair & Latha Nair Sultan Chand & Sons. 4. Essentials of Human Resource Management and Industrial Relations P.Subbarao, Himalaya. 5. N.D. Kapoor - Mercandile Law - Sultanchand & Sons 6. R.Venkatapathy & Assissi Menachery - Industrial Relations & Labour Legislation - Aditya Publishers. SEMESTER II PAPER 10: FUNDAMENTALS OF MANAGEMENT ACCOUNTING & FINANCIAL MANAGEMENT Elective Paper Teaching Hours: 30 (Course Code) OBJECTIVES: 1. To introduce the students to the fundamentals of accounting. 2. Introduce the students to various accounting concepts and conventions. 3. To provide an understanding and over all view about the different branches of accounting. UNIT I Management accounting - meaning and purposes - uses of accounting information in managerial decision making. Financial Accounting - Preparation of income statement and balance sheet - interpretation and use of these statements by management - Basic Problem solving UNIT II Capital Expenditure Evaluation-Capital budgetary concepts -Methods - limitations -Capital Expenditure control. Budgetary Control - Nature and Objective of budgetary control - Limitations. (No problems) UNIT III Fundamentals of Cost Accounting -Classification of costs-Cost sheet - Elements of cost Methods of Cost Accounting. UNIT IV Finance function - Nature and Scope - its relationship with other functionsforms of Business organization. Ratio Analysis Classification, Advantages and Limitations. UNIT V Break even analysis -Operating leverage - Profit cost (and volume) analysis. Page 19 of 45

Credits: 2

Current assets management - cash, receivables, inventory and dividend policy. Teaching Methods: Lectures, Assignments, Discussions, Case study, Seminars, Role Play, Process lab. Text Books: 1. Louder back, Managerial Accounting, Thomson, 2004. 2. J.R.Batliboi, Double entry book - keeping - The Standard Accounting Publication Pvt, Ltd, India. 3. Horngren. Sundem Sralton, Introduction to Management Accounting, New Delhi, Prentice Hall of India Pvt, Ltd, yr. 1999. 4. Man Mohan & S.N.Goyal, principal of Management Accounting - Sahityabhavan, Agra, India. 5. L.M.Panday, Management Accounting, 3rd edition New Delhi, Vikas Publication, yr 2000. 6. Robert N. Antony, Management Accounting Principles - D.B. Tareporevala sons & Co. ltd. 7. Ronald N. Hilton, Management Accounting, 5th edition New Delhi, Tata McGraw Hill yr.2002. 8. James.C.Van horne, Financial Marketing and Policy - prentice hall of India Pvt, Ltd. New Delhi - 2002 12th edition SEMESTER II PAPER 11A: PERFORMANCE MANAGEMENT Elective Paper Teaching Hours: 30 (Course Code) ----------------------------------------------------------------------------------------------------------------OBJECTIVES: 1. Introduce students to the basic concepts involved in Performance management system. 2. To familiarize students with the various techniques used to appraise performance. 3. To make them more performance oriented effective and efficient HR managers. UNIT I: The Foundation of Performance Management Definition, Principles, Concerns, Benefits and Scope of Performance Management. Processes for Managing Performance, Implications for Performance Management. UNIT II: The process of performance management Performance management as a process of management; The performance management cycle; The performance management sequence; How performance management works; Performance management activities; Performance management in action. UNIT III: Performance planning and agreements, Managing performance Performance and development planning; Role profiles; Objective setting; Performance measures and assessment; Performance planning; Development planning; The performance agreement. Managing performance throughout the year; The continuing process of performance management; Updating objectives and work plans; Managing continuous learning; Coaching and Mentoring UNIT IV : Assessing and reviewing performance Approach to assessment; Factors affecting assessments; Methods of assessment; Overall analysis of performance; Narrative assessment; Rating; Forced distribution; Forced ranking; Quota systems; 360 degree feedback. Reviewing performance : The performance review meeting; Page 20 of 45

Credits: 2

Performance review difficulties; Performance review issues; Organizational issues; Focus, criteria and impact of Performance review. Using reviews as a communications channel; Balancing past performance against future potential; Performance review problems; Self-assessment; Giving feedback UNIT V: The Reality of Performance Management Overall Findings of the Research, Best practice, Views about Performance ManagementProblem, Issues Identified by Field Visits- Key to Success. Teaching Methods: Lectures, Assignments, Discussions, Case study, Seminars, Role Play, Process lab. Text Books: 1. Herman Aguinis (2007) Performance Management, Pearson Education Publishers. 2. Michael Armstrong and Angela Baron (2007) Performance Management, Jaico Publishing House. 3. Robert Bacal (1999), Performance Management, McGraw-Hill SEMESTER II PAPER 11B: COMPENSATION MANAGEMENT Elective Paper Teaching Hours: 30 (Course Code) ----------------------------------------------------------------------------------------------------------------OBJECTIVES: 1. Introduce students to the basic concepts involved in Compensation Management. 2. To familiarize students with the various techniques used to fix salary, incentives, etc. 3. To understand the different techniques of motivating employees through compensation management. UNIT 1 Introduction: Compensation meaning, objectives, nature of compensation, types of compensations, compensation responsibilities, Compensation system design issues: Compensations Philosophies, compensation approaches, decision about compensation, compensation- base to pay, individual Vs team rewards, Perceptions of pay Fairness, legal constraints on pay systems. UNIT 2 Managing Compensation: Strategic Compensation planning, determining compensation-the wage mix, Development of a Base Pay System: Job evaluation systems, the compensation structureWage and salary surveys, the wage curve, pay grades and rate ranges, preparing salary matrix, government regulation on compensation, fixing pay, significant compensation issues, Compensation as a retention strategy UNIT 3 Variable Pay and Executive Compensation: Strategic reasons for Incentive plans, administering incentive plans, Individual incentive plans-Piecework, Standard hour plan, Bonuses, Merit Pay, Group incentive plans- Team compensation, Gain sharing incentive Plans, Enterprise incentive Page 21 of 45

Credits: 2

plans- Profit Sharing plans, Stock Options, ESOPs, executive compensationelements of executive compensation and its management, International compensation Management. UNIT 4 Managing Employee Benefits: Benefits- meaning, strategic perspectives on benefits-goals for benefits, benefits need analysis, funding benefits, benchmarking benefit schemes, nature and types of benefits, Employee benefits programs- security benefits, retirement security benefits, health care benefits, time-off benefits, benefits administration UNIT-5 Employee benefits required by law, discretionary major employee benefits, creating a work life setting, employee services- designing a benefits package

Teaching Methods: Lectures, Assignments, Discussions, Case study, Seminars, Role Play, Process lab. Text Books: 1. Compensation & Reward Management, BD Singh, Excel Books 2. Compensation, Milkovich & Newman, TMH 3. Strategic Compensation, Joseph J. Martocchio, 3rd Edition, Pearson Education 4. CompensationManagement in a Knowledge based world, Richard I. Anderson, 10th edition, Pearson Education 5. Compensation Management, Er Soni Shyam Singh, Excel Books. SEMESTER II PAPER 12: CORPORATE PLANNING AND STRATEGIC MANAGEMENT Credits: 3 Core Paper (Course Code) ----------------------------------------------------------------------------------------------------------------OBJECTIVES: 1. To induce managerial qualities of decision making in a competitive environment. 2. To encourage students to be good managers where Organizational change takes place. 3. To promote corporate values and instill leadership capabilities among students. UNIT NO. 1: Introduction-Definition & nature of Corporate Planning, Advantages and disadvantages. Unit No -2: Concept of strategy, levels at which strategy operates, strategic decision making, approaches to strategic decision making -Definition of strategic management, strategic management process, -Strategic intent: Vision, Mission, Goals and Objectives. -Environmental scanning and appraisal, Organisational appraisal, strategic advantage analysis Unit No. 3:- Strategy Formulation -Corporate level strategies- Stability, Expansion, retrenchment, and Combination strategies -Business level strategies- Cost leadership, Differentiation and focus business strategy -Strategic analysis and choice- Tools and techniques for strategic analysis, Page 22 of 45 Teaching Hours: 45

SWOT analysis, GAP analysis, Porters five forces model, Value-chain analysis, Benchmarking, BCG Matrix, GE-9 Cell Matrix, TOWS Matrix, Grand Strategy Matrix, Mckinseys 7S framework. Unit No. 4:- Strategy Implementation -Interrelationship of formulation and implementation, Resource allocation, Structures for strategies, strategic leadership, corporate culture, politics and power, Ethics and Social responsibility -Functional Strategies- Financial, marketing, personnel and operations plans and policies. Unit No. 5:- Strategic Evaluation and Control Overview, Strategic Control, Techniques of strategic evaluation and control, Strategies for the Bottom of the Pyramid, Digitalisation strategies, Tailoring strategy to fit specific industry and company situation. Teaching Methods: Lectures, Assignments, Discussions, Case study, Seminars, Role Play, Process lab. Text Books:1. Strategic Management & Business Policy, Azar Kazmi, Tata McGraw Hill, 3rd Ed. 2009. 2. Strategic Management, Concepts & Cases, Fred R. David, Pearson Education, 9th Ed. 2005. 3. Competitive Advantage, Michael E. Porter, Free Press. 4. Globalisation, liberalisation and strategic Management, V. P. Michael, Himalaya Publishing House. 5. Crafting and Executing Strategy- The quest for competitive advantage, Concept & Cases- A.A. Thompson, A.J. Strickland, John E. Gamble, Arun K. Jain, Tata McGraw Hill-2010 6. Business Policy And Strategic Management, P. Subba Rao, Himalaya Publishing House.

SEMESTER II PAPER: 13: FIELD WORK-II Credits: 6 Core Paper (Paper Code..) ----------------------------------------------------------------------------------------------------------------No Of Days: 22-25

SEMESTER II PAPER: 14: SOFTSKILLS-II Credits: 2 Core Paper (Paper Code..) ----------------------------------------------------------------------------------------------------------------SEMESTER II PAPER: 15: SUMMER PLACEMENT Credits: 2 Internship Period of Placement: 30 Days Page 23 of 45 Teaching Hours: 30

(Paper Code..) ----------------------------------------------------------------------------------------------------------------Objectives: 1. To give the student trainees to make use of the summer vacation by getting placed in a Corporate Organisation and to benefit. 2. To Prepare them for the next academic year field training. 3. To give them an opportunity of additional learning about the field. For this purpose the field work for the programme with respect to fourth semester the field work will be organized in the following manner. Nature of Field Work: Summer Placement Methodology: 1. It will be unsupervised placement training. 2. A compulsory requirement for course completion. 3. The student trainees will be given broad guideline for their interaction with the Organisation and learning 4. Depending on the students interest and possibilities individual placement in an organisation will be permitted. 5. After Completion of the summer placement training students are expected to submit summer placement completion certificate and a consolidated report of their activities and learning during the period of placement. 6. On reopening of the college (In the beginning of the next academic year) Students will have to make a presentation of their experiences and learning to the class and thereby information/ experience sharing will be facilitated.

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Semester III PAPER 16: ORGANIZATION DEVELOPMENT-I Credits: 3 Core Paper (Course Code) ----------------------------------------------------------------------------------------------------------------OBJECTIVES: 1. To orient students with the various tools & techniques for Organization Development 2. To acquire the knowledge/skills and dynamics of OD. Unit-1 Foundations of Organizational Development: Conceptual frame work of OD, History of OD, First order and second order Change, Values, assumptions and believes in OD. Unit-2 Characteristics of OD, Participation and Empowerment, Teams and teamwork, Parallel learning structures, A normative-re-educative strategy of changing, Applied behavioral science, Action research. Unit-3 Managing the OD Process: Components of OD Process, Diagnosis, Action & Program Management; Diagnosis: Diagnosing the System, its subunits and Processes, Diagnosis using the Six-box Organizational Model Unit-4 Third Wave Consulting: The Action Component: nature of OD intervention, analyzing discrepancies: The Program Management Component: Phases of OD Programs, model for managing change, creating parallel learning structures. Unit-5 Dynamics of organizational Development: Organizational climate factors affecting organizational climate importance. Job satisfaction determinants measurements influence on behavior. Organizational change importance stability Vs change proactive Vs reaction change the change process resistance to change managing change. Organizational effectiveness perspective effectiveness Vs efficiency approaches the time dimension achieving organizational effectiveness. Teaching Hours: 45

Teaching Methods: Lectures, Assignments, Discussions, Case study, Seminars, Role Play, Process lab. Text Books: 1. Organization Development, behavioral science interventions for Organization Improvement, Wendell L.French, Cecil H.Bell, Veena, Jr, Pearson, PHI. 2. Organizational Design and Development-Concepts and Applications-Dr. Bhupen Srivastava, Biztantra Page 25 of 45

Text Books: 1. Organizational designs for excellence, Pradip N. Khadwalla, TMH, 2005 2. Organization Theory & Design, Richard L Daft, Cengage Learning, 8th Edition. 3. Organization Development, & Transformation, Managing Effective Change, Wendell L.French, Cecil H.Bell, Jr, TMH 4. Organizational, Design, and Change-Gareth R. Jones, 5th Edition, Pearson Education Semester III PAPER 17: CHANGE MANAGEMENT Credits: 3 Core Paper Teaching Hours: 45

(Course Code) ----------------------------------------------------------------------------------------------------------------OBJECTIVES: 1. To help gain knowledge about the concepts of change management. 2. To acquire skills required to manage change effectively. 3. To understand the various components and constraints involved in Change management.

UNIT 1 Change: Introduction, meaning, need, implications. Personal Change: Meaning, understanding personal change, and personal change process, components of personal change: Self awareness, self analysis, self efficacy, self esteem, organizational roles - making organizational roles effective and role efficacy, Importance. UNIT 2 Organizational Change: Definition, nature, types, forces, models of organizational change Force Field, Kurt Lewis, Systems, 7 Stage and Contemporary Activities Research, Managerial approaches for implementing change, perspectives on change, understanding the change process, Change management: leading the change process, facilitating change, dealing with individual and group resistances, intervention strategies, develop learning Organization. UNIT 3 Organizational Culture & Change: Corporate Culture, types of culture, importance, nature, formal & informal components of organizational culture, functions, creating & sustaining culture, designing strategy for cultural change transglobal & cross cultural contents, researches on cultural differences in Organizations, Organizational Culture & leadership, emerging trends in Organizational culture. UNIT 4 Creativity & Innovation: meaning, need, components of creativity & innovation, Organizational Constraints, Organizational environment for Creativity & Innovation.

UNIT 5 Knowledge management & life cycle: Meaning & Knowledge creation process, managing knowledge workers, knowledge audit, and knowledge management practices in organizations, few case studies. Page 26 of 45

Teaching Methods: Lectures, Assignments, Discussions, Case study, Seminars, Role Play, Process lab. Text Books: 1. Change & Knowledge Mangement-R.L. Nandeshwar, Bala Krishna Jayasimha, Excel Books, 1st Ed. 2. Management of Organizational Change K Harigopal Response Books, 2001 Text Books: 1. Change Management, concepts and applications, Radha R. Sharma, TMH 2. Managing Organizational Change - V Nilkant, S Ramnarayan Response Books 2004. 3. Managing organizational change, Palmer, Dunford, Akin, Tata Mc-Graw Hill edition 4. Organization Change and Development, Kavith Singh, Excel Books Semester III PAPER 18: TEAM BUILDING & ORGANIZATIONAL LEADERSHIP

Credits: 3

Core Paper

Teaching Hours: 45

(Course Code) ----------------------------------------------------------------------------------------------------------------OBJECTIVES: 1. To persuade students to understand the team-building aspects in organisations. 2. To promote corporate values and instill leadership capabilities among students. UNIT I Leadership Meaning, Concepts and Myths about Leadership, Components of LeadershipLeader, Followers and situation. Assessing Leadership & Measuring Its effects. UNIT II Focus on the Leader Power and Influence; Leadership and Values. Leadership Traits; Leadership Behaviour; Contingency Theories of Leadership; Leadership and Change. UNIT III Role of Teams in OD. Groups Nature, Group Size, Stages of Group Development, Group Roles, Group Norms, Group Cohesion. Teams Effective Team Characteristics and Team Building, Ginnetts Team Effectiveness Leadership Model. UNIT IV Leadership Skills in OD Basic Leadership Skills, Building Technical Competency, Advanced Leadership Skills, Team Building for Work Teams, Building High Performance Teams.

UNIT V Organizational Leadership: Contemporary leadership roles; Charismatic and transformational leadership, Stewardship and servant leadership, Leadership of culture and diversity, Creating high performance culture, Strategic leadership, Leadership Development through self awareness and self discipline, Leadership Development through education, experience, and mentoring, Page 27 of 45

succession Suggested Readings : 1. Hughes, Ginnett, Curphy - Leadership, Enhancing The Lessons of Experience (Tata Mc Graw Hill, 5th Ed.) 2. Yukl G - Leadership in Organisations (Pearson, 6th Ed.) 3. West Michael - Effective Team Work (Excel Books, 1st Ed.) 4. Sadler Philip - Leadership (Crest Publishing House) 5. Leadership in Organizations, Gary Yukl, Pearson Education, 6th Edition 6. The Leadership Eperience, Richard L Daft, Cengage Learning, 2nd Edition, 2002 7. Dynamics of leadership, Craig Watson, Jaico Publicatiob 8. The art of leadership, George Manning and Kent, 2nd edition, Mc- Graw Hill Education.

Credits: 3

Semester III PAPER 19A: CONFLICT MANAGEMENT Elective Paper Teaching Hours: 45 (Course Code)

OBJECTIVES 1. To familiarize the students about the various concepts involved in conflict management. 2. To make the students understand the consequences of conflicts. 3. To enhance an understanding about the stress and management of stress.

Unit-1 Organisational Power and Politics: Concept, Sources of Power, Distinction Between Power, Authority and Influence, Approaches to Power, Political Implications of Power: Dysfunctional Uses of Power. Knowledge Management & Emotional Intelligence in Contemporary Business Organisation Unit 2 Conflict: Concept, Sources, Types, Functionality and Dysfunctionality of Conflict, Classification of Conflict Intra, Individual, Interpersonal, Intergroup and Organisational, Resolution of Conflict, Meaning and Types of Grievance and Process of Grievance Handling. Unit-3 Stress: Understanding Stress and Its Consequences, Causes of Stress, Managing Stress. Organisational Culture : Concept, Charactersitics, Elements of Culture, Implications of Organisation culture, Process of Organisational Culture. Unit-4 Management of Change - Importance - Forces responsible for change - Resistance to change Overcoming resistance to change - Introduction of change in the organization - Organizational Development as a toll for introduction of change

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Unit-5 Traditional vis-a-vis Modern view of conflict - Constructive and Destructive conflict - Conflict Process - Strategies for encouraging constructive conflict - Strategies for resolving destructive conflict Teaching Methods: Lectures, Assignments, Discussions, Case study, Seminars, Role Play, Process lab. Text Books: 1. Newstrom John W. - Organizational Behaviour: Human Behavour at Work (Tata Mc Graw Hill, 12th Edition) 2. Luthans Fred - Organizational Behaviour (Tata Mc Graw Hill) 3. Mc Shane L. Steven, Glinow Mary Ann Von & Sharma Radha R. - Organizational Behaviour (Tata Mc Graw Hill, 3rd Edition) 4. Robbins Stephen P. - Organizational Behaviour (Pearson Education, 12th Edition) 5. Hersey Paul, Blanchard, Kenneth H and Johnson Dewey E. - Management of Organsational Behavior: Leading Human Resources (Pearson Education, 8th Edition) 6. Greenberg Jerald and Baron Robert A. - Behavior In Organisations: Understanding and Managing the Human Side of Work (Prentice Hall of India) 7. Davis, Keith - Human Behaviour at Works Tata Mc Graw Hill, New Delhi. 8. Pareek, Udai - Behavioural Process in Organization (Oxford 4 IBH, New Delhi).

Credits: 3

Semester III PAPER 19B: WORKPLACE COUNSELLING Elective Paper Teaching Hours: 45 (Course Code)

OBJECTIVES 1. Introduce the students to fundamentals of counselling and application of workplace counselling. 2. To make the students understand models of workplace counselling. 3. To enhance an understanding about dealing with different kinds of people. UNIT I INTRODUCTION Meaning and Definition of Counseling, Counseling process- Stages - Building the counseling relationship and facilitating initial disclosure, In depth exploration, commitment to action and termination, Development of counseling skills, Introduction to important schools of counselingPsychoanalytic counseling, Gestalt counseling, Rational emotive therapy, Person centered counseling, behavioural counseling. UNIT II UNDERSTANDING WORKPLACE COUNSELING Concept- History- Models of Workplace counseling-Training of workplace counseling

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UNIT III SETTING UP COUNSELING IN THE WORKPLACE An Integrative model of individual employee counseling. Preparation- Assessment- Contractual referring- Counseling - termination. Group counseling; Conflict Resolution- IntrapersonalInterpersonal ; Familial, Team building. UNIT IV DEALING WITH SPECIFIC WORKPROBLEM Dealing with different people- Sexual Harassment- Work life balance. Unethical behavior in workplace, Travel stress. UNIT V INDUSTRIAL COUNSELLING Employee problem counseling - Problems of Absenteeism, Turnover, Burnout, Depression, Substance Abuse

Teaching Methods: Lectures, Assignments, Discussions, Case study, Seminars, Role Play, Process lab. Text Books: 1. Workplace Counseling, Michael Carroll, Sage Publications, 1999 2. Introduction to Counseling skills Texts and Activities, Richard Welson Jones, Sage Publications, 2000 Semester III PAPER 20: BUSINESS ETHICS AND ENVIRONMENT Elective Paper Teaching Hours: 45 (Course Code) OBJECTIVES 1. To increase the understanding about the fundamentals of business ethics. 2. To students about the causes of unethical behaviour and its consequences and means of overcoming it. UNIT -1: Business ethics; Definition & nature, Characteristics of ethical problems in management Ethical theories; Causes of unethical behaviour; Ethical abuses; Work ethic Management of Ethics - Ethics analysis [ Hosmer model ]; Steps/ considerations in resolving ethical dilemma; Ethics in practice - professional ethics for functional managers; Comparative ethical behaviour of managers; Code of ethics; Competitiveness, organizational size, profitability and ethics; Cost of ethics in Corporate ethics evaluation. Social Responsibility of Business; Big Business and society Business and ecological / environmental issues in the Indian context Page 30 of 45

Credits: 3

UNIT - II:

UNIT III:

UNIT - IV:

Political legal environment; Provisions of the Indian constitution pertaining to Business; Political setup major characteristics and their implications for business; Prominent features of MRTP & FERA. Social cultural environment and their impact on business operations, Salient features of Indian culture and values. Economic Environment; Philosophy of economic grow and its implications for business, Main features of Economic Planning with respect to business; Industrial policy and framework of government contract over Business; Role of chamber of commerce and confederation of Indian Industries.

UNIT V:

Teaching Methods: Lectures, Assignments, Discussions, Case study, Seminars, Role Play, Process lab. Text Books: 1) The Ethics of Management by Larue Tone Hosmer, Richard D. Irwin Inc. 2) Management Ethics - integrity at work by Joseph A. Petrick and John F. Quinn, Response Books: New Delhi. 3) Ethics in Management by S.A. Sherlekar, Himalaya Publishing House. 4) Business Ethics by W.H. Shaw. 5) sturdevant, F.D. - Business and Society A Managerial Approach. 6) Doasgupta & Sangupta Government and Business in India 7) Kuthials, S.K. - from tradition to Modernity. 8) Panchanedikar & Panchanedikar Determinants of Social structure and Social change in India and other papers. 9) Tandon, B.C - Environment and Entrepreneur. 10) Adhikari, M. Economics Environment of Business. 11) Davis, Kaith and Blostorm, Robert- Business and its Environment. 12) Beeslory, Michel and Evens Corporate Social Responsibility.

Semester III PAPER-21: FIELD WORK-III Credits: 6 Core Paper (Course Code) ----------------------------------------------------------------------------------------------------------------No.Of Days: 22-24 days

Objectives: 1. To give them an opportunity to make personal observations with respect to the organization and administration of Corporate Sector.

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2. To enable the students to interact with the corporate managers, executives and community/beneficiaries, governmental agencies so as to get a practical exposure to the working of organizations. 3. To enable the students to take part and have a practical experience in the Change Management initiatives undertaken by corporate. 4. To develop the skills essential for the effective management of Corporate and to practically expose them to the unique practices adopted by the Corporate. 5.To prepare them for the future practical learning. For this purpose the field work for the programme with respect to I Semester the field work will be organized in the following manner.

Nature of Field Work: Concurrent Field Work Methodology: 1. Orientation and observation visits to Corporate Organisations working in different sectors. 2. Individual Student report submission on the visits made and observation done. 3. Filed work conferences with the faculty supervisors. 4. Observation visit based presentation and seminars.

Semester: III Paper.22: Soft Skills III Credits : 2 (Course Code) Lecture Hours:30 Hours

This paper will be offered as per the University Norms adopting the UOM prescribed syllabus.

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Credits: 3

Semester IV PAPER 23: ORGANIZATION DEVELOPMENT-II Core Paper Teaching Hours: 45 (Course Code)

OBJECTIVES: 1. Understand different OD interventions 2. To help students explore the different approaches and techniques involved in OD. UNIT 1 OD interventions: Definition, factors to be considered, choosing and sequencing intervention activities, classification of OD interventions, results of OD, typology of interventions based on target groups. Unit-2 Human process interventions (individual, group and inter-group human relations): Individual based: coaching, counseling, training, behavioral modeling, delegating, leading, morale boosting, mentoring, motivation, etc., Group based: conflict management, dialoging, group facilitation, group learning, self-directed work teams, large scale interventions, team building, and virtual teams. Unit-3 Inter-group based: Organization mirroring, third party peace making interventions, partnering Techno structural (Structures, technologies, positions etc.,) & Strategic interventions: Techno structural: Balanced scorecard; business process reengineering; downsizing and outsourcing; UNIT 4 The Future and OD: The changing environment, Fundamental strengths of OD, Implications of OD for the client, ethical standards in OD, ODs future. Unit-5 OD Consultants role, issues in consultant-client relationship, Power, Politics & OD, Research on OD Teaching Methods: Lectures, Assignments, Discussions, Case study, Seminars, Role Play, Process lab. Text Books: 1. Organization Development, behavioral science interventions for Organization Improvement, Wendell L.French, Cecil H.Bell, Veena, Jr, Pearson, PHI. 2. Organizational Design and Development-Concepts and Applications-Dr. Bhupen Srivastava, Biztantra Text Books: 1. Organizational designs for excellence, Pradip N. Khadwalla, TMH, 2005 2. Organization Theory & Design, Richard L Daft, Cengage Learning, 8th Edition. 3. Organization Development, & Transformation, Managing Effective Change, Wendell L.French, Cecil H.Bell, Jr, TMH 4. Organizational, Design, and Change-Gareth R. Jones, 5th Edition, Pearson Education

Semester IV Page 33 of 45

Credits: 3

PAPER 24: CROSS CULTURAL BUSINESS MANAGEMENT Core Paper Teaching Hours: 45 (Course Code) OBJECTIVES: 1. To introduce the students about the fundamentals of organizational culture& its dimension. 2. To impart the skills required for cross cultural business management and make the students competent. 3. To make the students understand about the corporate culture.

UNIT -I Introduction: Concept of Culture for a Business Context; Brief wrap up of organizational culture & its dimensions; Cultural Background of business stake-holders [managers, employees, share holders, suppliers, customers and others] An Analytical frame work UNIT -II Culture and Global Management: Global Business Scenario and Role of Culture- A Frame work for Analysis; Elements & Processes of Communication across Cultures; Communication Strategy for/ of an Indian MNC and Foreign MNC [with 3 illustrations on each drawing from different geo economic and social contexts] & High Performance Winning Teams and Cultures; Culture Implications for Team Building UNIT -III Cross Culture Negotiation & Decision Making: Process of Negotiation and Needed Skills & Knowledge Base Over view with two illustrations from multi cultural contexts [India Europe/ India US settings, for instance]; International and Global Business Operations- Strategy Formulation & Implementation; Aligning Strategy, Structure & Culture in an organizational Context UNIT -IV Global Human Resources Management-. Staffing and Training for Global Operations.. Developing a Global Management Cadre.. Motivating and Leading; Developing the values and behaviors necessary to build high-performance organization personnel [individuals and teams included] UNIT -V Corporate Culture: The Nature of Organizational Cultures Diagnosing the As-Is Condition; Designing the Strategy for a Culture Change Building; Successful Implementation of Culture Change Phase; Measurement of ongoing Improvement Teaching Methods: Lectures, Assignments, Discussions, Case study, Seminars, Role Play, Process lab. Text Books: 1. International Management: Managing Across Borders And Cultures, 4th Ed, Deresky Helen, Prentice Hall India, ISBN : 81-203-2227-4 , Rs. 295.00 2. The Secret Of A Winning Culture: Building High-Performance Teams, Esenn Drlarry, Rchildress John, Prentice Hall India, ISBN: 81-203-1713-0, Rs. 195.00 3. Revitalize Your Corporate Culture: Powerful Ways To Transform Your Company Into A HighPerformance Organization, Cashby Franklin, Prentice Hall India, ISBN: 81-203-1693-2, Rs. 295 Page 34 of 45

Journals International Journal Of Cross Cultural Management, ISBN: 1470-5958, SAGE Publications Semester IV PAPER 25: HUMAN RESOURCE ACCOUNTING AND INFORMATION SYSTEM [HRAIS] Credits: 2 Elective Paper Teaching Hours: 30 (Course Code) OBJECTIVES: 1. To introduce the students to the Human resource accounting. 2. To acquaint the students about the HR management process and HRIS. UNIT I Introduction and concepts of Human Resource Accounting, Objectives of HRA- Advantages and limitations of HRA- Different Approaches and application of HRA in India. UNIT II Introduction to HRIS; Data Management for HRIS: Data Formats, Entry Procedure & Process; Data Storage & Retrieval; Transaction Processing, Office Automation and Information Processing & Control Functions; Design of HRIS: Relevance of Decision Making Concepts for Information System Design. UNIT -III HR Management Process & HRIS: Modules on MPP, Recruitment, Selection, Placement; Module on PA System; T & D Module; Module on Pay & related dimensions; Planning & Control. UNIT -IV HR Management Process II & HRIS: Organization Structure & Related Management Processes including authority & Responsibility Flows, and Communication Process; Organization Culture and Power Data Capturing for Monitoring & Review; Behavioral Patterns of HR & other Managers and their place in information processing for decision making; UNIT -V Security, Size & Style of Organizations & HRIS: Security of Data and operations of HRIS Modules; Software packages for Human Resource Information System including ERP Software such as SAP, Oracles Financials and Ramcos Marshal [only data input, output & screens] Teaching Methods: Lectures, Assignments, Discussions, Case study, Seminars, Role Play, Process lab. Text Books: 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. Page 35 of 45

4. Accountability in Human Resource Management, Jack J Phillips, Gulf Professional Publishing. Semester IV Credits: 2 PAPER 26: STRATEGIC HUMAN RESOURCE MANAGEMENT Elective Paper Teaching Hours: 30 (Course Code) OBJECTIVES: 1. To introduce the students to the fundamentals of strategic human resource management. 2. To induce skills required for establishing strategic management at workplace 3. To provide understanding about the techniques involved in strategic human resource management. UNIT-1: Strategic role of HRM, Planning and Implementing Strategic HR policies, HR Strategies to increase firm performance. UNIT-2: Investment perspectives of HR- investment Consideration, investments in Training and Development, investment Practices for improved Retention, investments job secure work courses, Nontraditional investment Approaches. UNIT-3: Managing Strategic Organizational renewal- Managing change and OD, instituting TQM Programmes, Creating Team based Organisations, HR and BPR, Flexible work arrangement. UNIT-4: Establishing Strategic pay plans, Determining periods, Establishing periods, Pricing Managerial and professional jobs, Compensation trends, Managing Global Human ResourcesHR and the internationalization of business, Improving international Assignments through selections, Training and maintaining international Employees, Developing international Staff and Multinational Teams. UNIT-5: Multinational, Global, and Transnational Strategies, Strategic Alliances, Sustainable Global Competitive Advantage, Globally Competent Managers, Location of Production Facilities. Teaching Methods: Lectures, Assignments, Discussions, Case study, Seminars, Role Play, Process lab. Text Books: 1. Gary Dessler, Human Resource Management, PHI, New Delhi, 2003. 2. Charles R. Greer, Strategic Human Resource Management, Pearson Education, 2003. 3. Luis R. Gomez-Mejia, David B. Balkin, Robert L. Cardy, Managing Human Resources, PHI, 2001. 4. Peter J. Dowling, Denice E. Welch, Randall S. Schuler, International Human Resource Management, Thomson South-Western, 2002.

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Semester- IV
PAPER-27: RESEARCH PROJECT Credits: 6 Core Paper (Course Code) ----------------------------------------------------------------------------------------------------------------On a selected topic related Human Resource and Organisation Development the student under the supervision of faculty supervisor has to undertake an empirical research and submit a report on that. Semester: IV PAPER-28: FIELD WORK-IV Credits: 6 Core Paper (Course Code) ----------------------------------------------------------------------------------------------------------------No.Of Days: 22-24 days Teaching Hours: ----

Objectives: 1. To give them an opportunity to make personal observations with respect to the organization and administration of Corporate Sector. 2. To enable the students to interact with the corporate managers, executives and community/beneficiaries, governmental agencies so as to get a practical exposure to the working of organizations. 3. To enable the students to take part and have a practical experience in the Change Management initiatives undertaken by corporate. 4. To develop the skills essential for the effective management of Corporate and to practically expose them to the unique practices adopted by the Corporate. 5.To prepare them for the future practical learning. For this purpose the field work for the programme with respect to I Semester the field work will be organized in the following manner.

Nature of Field Work: Concurrent Field Work Methodology: Page 37 of 45

1. Orientation and observation visits to Corporate Organisations working in different sectors. 2. Individual Student report submission on the visits made and observation done. 3. Filed work conferences with the faculty supervisors. 4. Observation visit based presentation and seminars. Semester: IV Paper.29: Soft Skills I Credits : 2 (Course Code) Lecture Hours:30 Hours

This paper will be offered as per the University Norms adopting the UOM prescribed syllabus. Semester: IV Paper.30: Block Placement Internship Duration:1 Month (After IV Semester Examinations) (Course Code)

This opportunity is provided at the end of the two years of the programme. It is designed for the learner to integrate theory and practice to enhance competencies in the area of specialty selected by the student and experience self in that role. Objectives: 1. Develop enhanced practice skills and integrate learning. 2. Develop greater understanding of reality situations through involvement in day to day work. 3. Develop appreciatio0n of others efforts and develop sensitivity to gaps in the programme. 4. Enhance awareness of self in the role of HR Professional/ OD Professional. Process: 1. It is an unsupervised but an compulsory component for course completion. 2. The student will be placed in a setting (local/outstation)continuously for a period of one month. 3. The agency for the placement has to be finalized appropriately (Jointly by the student and the department) before the end of the fourth Semester. 4. The agency may be the one where the student has already been selected for a Job placement through campus recruitment or where the student finds chances for absorption after completion of the block placement. 5. The settings are also to be communicated well in advance and written permission obtained. Page 38 of 45

6. After the completion of the block placement the student has to submit a consolidated report of the activities undertaken and experiences gained during the training period. 7. Students will be allotted faculty members for their contact and submission of reports. 8. The members of faculty to glace through the report submitted and issue block field work completion certificates.

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IV- REGULATIONS
I- ASSESSMENT PATTERN (ALL SEMESTERS) i. Theory: 100 marks ( Internal 25 marks, External 75 marks) Internal 25 marks (Test 15, Seminar / assignment 5, Attendance 5) ii. Field Work- I to IV Semester Total 100 (Internal.40 & External: 60) Internal 40 marks: I semester: Observation visit 5 marks; Out Bound Training: 5 marks; Project Field work- 15 Concurrent Field Work: 15 marks. II to IV semesters: Faculty supervisor 40 marks. External 60 marks: Field work viva (Report 20, Viva 20) Agency Supervisor. 20 iii. Research Project work: 100 marks (Research guide 40, External examiner for quality of report 40, Viva 20).

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Note: The other course requirements such as Study tour, Summer placement and Block placement will not be carrying any marks. They are a requirement for course completion. II- FIELD WORK: General: Dress code: Only formal dress will be allowed. 100% attendance in field work is compulsory for successful completion and getting pass. The field work reports to be submitted for viva for the respective semesters and has to be submitted to the external examiners well in advance to enable to conduct the viva. Concurrent field work will be for two days in a week as decided by the department.

I- Year. (I & II Semester) a) Observation visit: All the observation visits are compulsory. Absentees for a particular visit should complete the visit the same agency on their own arrangement before the completion of the observation visit period. b) Outbound Training: Students participation in Outbound Training is compulsory to complete the course. Absentees will have to attend the same along with subsequent batch of students. c) Project work: Topic selection:

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Every year students will work on different HR and OD issues as suggested by the department. d) Concurrent field work: Viva-voce examination panel: One practioner from the relevant field + Faculty supervisor. e) Summer placement: After completing the summer placement training (on reopening of the college for the III semester) every student has to submit a report about the placement and also should make a presentation about the placement learning. Format to be adopted by the students for the summer placement report: i) ii) iii) About the agency. Activities, programmes & projects of the agency (Corporate). Learning strategy adopted by the student and learning.

Summer placement component compulsory, carry no assessment. Study tour: Attendance to study tour is compulsory. No marks will be allotted for study tour. It will be considered as a part of the field work. To be undertaken in the months of November - December. The defaulters will have to repeat the tour along with the subsequent batch. Until such time the final year results will be withheld.

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c) Research Project: Total 100 Marks [40 Internal + 60 External (External examiner for quality of report 40, Viva 20)] GENERAL. Assessment criteria for skill lab: The skill lab is treated as a 2 credit paper with 100 marks (ESE 60 marks; ICA 40 marks) ESE 60 marks will be assessed on the basis of a 3 hour written test (Question paper pattern: 4 x 15 = 60 Marks). ICA 40 marks will be assessed on the basis of: i) ii) iii) iv) Written test Objective type (10 marks) Group seminar / Case presentation ( 10 marks) Individual seminar / Case presentation ( 10 marks0 Viva-voce ( 10 marks)

Resource person form outside and internal faculty member in charge of skill lab will conduct examinations relating to both ICA and ESE. ICA in the cases of paper sharing: The faculty members will divide the portions among themselves appropriately. On the basis of this the first faculty member will complete the portion and thereafter for the remaining classes the second faculty member will complete his or her portion. When it comes to conducting internal tests one member will conduct the First internal test for his / her portion and the Second faculty member will conduct the II internal test. The III internal assignment / paper presentation component will also be done separately and average of the two will be taken as the internal assessment mark.

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Passing minimum marks: Securing 50% is the minimum requirement for pass in the respective papers in the internal (ICA) and External Examination (ESE) separately and an aggregate of 50% both ICA and ESE put together. Arrear papers: Students will be permitted to write the arrears in theory papers (ESE) in the subsequent semesters. However, ICA examinations for arrears can be taken up only in the respective odd or even semester the paper is offered. Attendance requirements for ICA & ESE: 75% of class attendance (paper wise) is essential for appearing for the internal tests. For end semester examination 75% paper wise class attendance is must. 100% attendance to skill lab is compulsory. Absentees to skill lab will have to attend / repeat skill lab along with subsequent batches of students. Till then the publication of the final results will be withheld. f) Pattern of question papers: INTERNAL CONTINUOUS ASSESMENT (ICA) Time: 1 Hour PART-A (5 x 1 = 5 Marks) Answer ALL questions. Answer should not exceed 50 words (5 out of 5 questions) PART-B (2 x 5 =10 Marks) Answer any TWO questions. Answer should not exceed 200 words. ( 2 out of 3 questions)
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Max: 15 Marks

END SEMESTER EXAMINATION (ESE) Time: 3 Hours PART- A (10 x 2 = 20 Marks) 10 questions. Compulsory. Each question carries 2 marks. Answer should not exceed 50 words. One question minimum to be asked from every one unit in the syllabus. PART-B (5 x 5 = 25 Marks) 5 out of 8 questions. Each question carries 7 marks. Answers not to exceed more than 250 words. One question minimum to be asked from every unit in the syllabus. Max: 75 Marks

PART-C (2 x 15 = 30 Marks) 2 out of 3 questions. Each question carries 15 marks. Answer should not exceed 1200 words. One question for one unit of syllabus. One of the questions should be field work application based. ---------------

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