Outlines of Elective Courses

Post Graduate Programme in Public Policy and Management (PGPPM)

COURSE STRUCTURE for PGPPM Term I Policy Process and Analysis Micro and Institutional Economics States, Markets and Globalization Decision Analysis Financial Accounting Social Marketing Total credits for Term-I Term III1 at Maxwell School of Citizenship and Public Affairs, Syracuse University, USA Credits Term II 3 Strategic Management of Public Organizations 3 Macroeconomics 2 2 2 3 15 Managing People and Performance Corporate Finance Legal and Institutional Dynamics Research Methods Total credits for Term-II Credits 3 2 3 3 1 3 15

8 Credits

Public Policy in International Comparative Perspective

Field Study (1 week) Report to the PGPPM Office Finalise dissertation guides, topics & presentations (2 weeks) Term IV: Open Electives offered by PGPPM / PGSEM / E-PGP Credits 6 Public Finance Term V Credits 2 2 2 2 8

Designing and Managing Projects and Programmes Indian Social and Human Development Electives PGPPM 6 Total credits for Term-V

Total credits for Term-IV Term VI

Data collection, Preparation of 3 chapters of dissertation, Submission and Presentation Issue of relieving letters and return to respective work places

All Government sponsored candidates will be undertaking Term III at Maxwell School of Maxwell School of Citizenship and Public Affairs, Syracuse University, USA. Open and overseas candidates may decide to undertake this but at an additional cost. Alternatively, open and overseas candidates will take electives offered by the other long duration programmes at IIMB and undertake a project involving a government department as a case study, under guidance of an IIMB faculty member.

Course:

Application of Data Mining Techniques in Public Policy Faculty: Prof. V. Nagadevara, QMIS Area

Text: Readings and handouts to be provided. Other references are listed below. Term: IV Term; Credits: Two. Overview of Course Many government organizations routinely collect large amounts of data. Data driven decision making in different sectors of the economy has grown enormously in the last few years, and today it is a multi-billion dollar industry. This course covers the principles of data processing for decision making in and policy formulation.

The specific focus of the course shall be: 1. The course shall provide the students with a data based view of making decisions. 2. The students shall be equipped with the basic data processing tool kit; 3. The course covers concepts and fundamentals of Data Mining for better decision making and policy formulation. Student assignments are oriented toward hands on training in o o o o o Defining the problem Gather right data Prepare and process data Discovery of trends and extraction of useful information from data. Reporting results

Course Outline Objective: The course aims primarily at developing the student's conceptual understanding and technical data processing skills for decision making and policy formulation. The structure of the course is linked to the various stages of data processing. The conceptual aspects of this segment of the course involve the meaning and use of data and specifically, its use in decision making and modeling approaches relevant to very large databases. Practical applications will primarily be based on IBM's suite of Business Intelligence software available in the IBM-IIMB BI Lab, and Clementine from SPSS. These segments will involve specific exercises in data warehousing, OLAP, data mining and interpretation for decision making and analysis. Pedagogy: The pedagogy of the course is a mix of lectures, readings, hands-on training exercises for student teams, and a term paper.

Workload & Evaluation: The students are evaluated on individual and joint work throughout the course. The workload and breakdown of grading are as follows: 1. Assignments: There will be an assignment each to be done by student teams. This will involve data analysis in the BI lab. The team will be responsible for a written report and will make a presentation to the class for discussion. There will be peer evaluation of the content and style of the team presentation effort. 40 percent assignments & 10 percent presentation. 2. Term Paper: An individual term paper is due. The students will choose your topic in consultation with the faculty from topics dealt with in the course; and. the paper will be evaluated based on guidelines provided in advance. 40 percent. 3. Final Exam: At the end of the term there will be a final one-day take-home comprehensive individual exam on the topics and exercises. 20 percent. Suggested References: Books 1. Data Warehousing, Data Mining and OLAP, Alex Berson and Stephen J. Smith, 2. Customer Relationship Management; Seth, Parvathiyar & Shainesh (Eds.) 3. Berry, Michael J. A. and Gordon Linoff, Mastering Data Mining The Art and Science of Customer Relationship Management, John Wiley & Sons, 2000 4. Business Intelligence: The IBM Solution; Mark Whitehorn and Mary Whitehorn, Springer Publications Periodicals 1. 2. 3. 4. Sloan Management Review Harvard Business Review Decision Sciences Decision Support Systems

Reference Materials 1. IBM Documentation 2. SPSS White Papers on Data Mining 3. Project Reports. Session-wise topics

Session No.
1 2 3 4 5 6 7 8 9 10 11 12 13 14

Topic Introduction to Data Mining Clustering Classification Trees Discriminant Analysis Artificial Neural Networks Factor Analysis Associations/MBA Preprocessing of Data Hands-on with SPSS' Clementine/XLMiner? Hands-on with SPSS' Clementine/XLMiner? Help on Projects Data Preparation Text Mining Project Presentations

ELECTIVE COURSE FOR 4th term for PGPPM MANAGEMENT OF COMMERCIAL CONTRACTS & PUBLIC POLICY ISSUES OFFERED BY: PROF.S.KRISHNAMURTHY,B.COM.,FCA., VISITING FACULTY OBJECTIVES , METHODOLOGY & COVERAGE Effective management of Commercial Contracts is a daunting task requiring adequate and practical knowledge, more so in the current context of Globalisation & E-Commerce. The advancements in Information Technology has been creating border-free trade regimes furthering the global competition. To tackle the complications in trans-national trade & contracts, a host of International Institutions & Conventions such as FIDIC, WTO, ICC, UNCITRAL, UNCTAD, WCO, WB/IMF, UN/EDIFACT, etc., have introduced several rules, regulations and models for various types of Commercial Contracts. These are intended to bring about uniformity in understanding of commercial contracts and international trade issues. In the current context of Public-Private Partnership and Whole Government Contracts, it is important that Senior Public Executives are adequately equipped to manage these issues. This course aims at familiarizing the participants in all relevant aspects of applied law, rules, procedures in Management of Commercial Contracts, through topic by topic exposition, SelfInstruction Exercises, Case Studies / Role-play and Query Clarifications. COVERAGE OF TOPICS Overview of Commercial Contracts: Types & Kinds of Contracts.

Basic Concepts: Offer, Acceptance, Consideration, Lawful Object, Competence, Freewill, etc. Contractual Risk Perceptions & Drafting of Good Commercial Contracts. International Commercial Terms (INCOTERMS and COMBITERMS OF ICC). Warranty, Guarantee, Condition, Essence, Performance, etc. Force majeure, Variations/Escalations, Re-let, Risk-purchase. Practical Issues on Penalty and L.D. Arbitration & Dispute Settlement.

Contract Models: ICC, UNCITRAL,FIDIC MODELS FOR LARGE CONTRACTS etc.

Interface of Contract Issues with WCO, WTO, etc.

MANAGEMENT OF CONTRACTS SUCH AS BOT, BOOT, LSTK, COUNTERTRADE ETC. Payment Mechanism: Letters of Credit , Collection docs rules such as UCP600/URC 522

Incorporation of Tax Issues in Contracts: Customs, excise, sales tax, services tax & VAT. Commercial Terminologies.

Note: ICC: International Chamber of Commerce; UNCITRAL: United Nations Commission on International Trade Law; FIDIC: Federation Internationale des Ingenieurs Conseils; WCO: World Customs Organisation; EDIFACT :Electronic Data Interchange For Administration, Commerce & Transport

GRADING: 25 POINTS X 1 CASE STUDIES . 25 POINTS OBJECTIVE-OPEN BOOK FINAL EXAM 100 POINTS ---------------TOTAL 125 POINTS WORKED TO % ========================

COURSE MATERIALS: WILL BE GIVEN BY THE FACULTY.

Management of Regulation Course Outline PGPPM Term 4 Instructor: G Ramesh Course Objective This course seeks to provide deep understanding of the theory and practice of Regulation. This will provide both conceptual as well as practical knowledge of Regulation. The Course will first cover the theory of Regulation from economic perspective, agency and institutional perspective, and sociological perspective. It will be followed by discussion at domain level wherein these perspectives will be applied. In the end it will also discuss special concepts like Independent Regulation, Regulatory Rent, Regulatory Space, etc. and it will discuss frameworks for studying regulatory impact. It will cover both Indian and International Perspective and experience. Context Regulation forms a critical component Public Policy Management (in fact it used to be a core course till last year). It is critical for administrators to know the aspects of regulation as they play the regulatory role in some form or other. Regulation is discussed in the context of state and market, and especially in the context of privatization. It has moved away from being a regulatory state to a formulation that accepts state and markets in some kind of partnership. It has also drifted from being a disappearing rump to that of a necessary catalyst in the new phase of regulatory capitalism. It has especially gained credence in the context of global recession and debate about regulatory failures. The belief in the market is shaken and so also the effectiveness of regulatory institutions. There is a global cry for relook at regulatory frameworks and institutions. At home we have corporate and market events like Satyam failure, and at domain level failure in power or water sectors. There is also globalization which is redefining the regulatory sphere. All these make an interesting contribution to the understanding and study of Regulation. Course Design The list of topics is provided below. The domains can be decided depending on participants interest. The sessions deal with the multiple roles of the Indian state, as an owner, as an equity upholder, as a service provider, as a whistle blower, as a fosterer of competition for citizen well-being to name a few. It is also a socially embedded institution where power and politics play an important role. Another area of interest will be Regulatory Reform.

Pre-meltdown, regulatory philosophy varied from country to country. Some adopted the economists wisdom that regulation is needed only when monopoly conditions exist to a more comprehensive social engineering. In practice, regulation went beyond the markets to address social risk, market failure or equity concerns through the rule based direction of social and individual action Non-market regulatory practice is a growing field state and non-state activity, much of it without the ideological hang up as in the case of markets. Methodology: This being a conceptual course sessions will be based on lecture method and class discussion. Participants will be expected to contribute based on readings. We will follow one basic book on Understand of Regulation by Robert Baldwin and martin Cave (OUP). This will be supplemented with specific readings for each session. The reading list will be supplied at the time of registration. It will have at least two guest speakers of eminence. Evaluation It will be based on class participation (20%), one short assignment (20%) and a term paper which will enable you draw both on the course learning and your service experience (60%). The topic may please be selected in consultation with the faculty. The paper is to be submitted one week after the course gets over. Course Instructor: Prof G Ramesh A Block, Ist floor, Telephone 080-26993303 Session Topics 01. Understanding regulation pre and post melt down 02. Economic and Institutional Theories 03. Changing perceptions of the State in India and post meltdown Global rethinking 04. Politics of Markets: New insights in the study of markets 05. State as a land-lord: From Joint forest management To community forest management

06. State as an owner of enterprises: The continuing story of Balco: From command and control to Divestiture, and after 07. State as a service provider: The Case of health policy and services 08. State mimicking the market: controlling the many players in the Capital market It can also seen as case for single regulator Satyam Episode, too many regulators and so no regulation? 09 Self Regulation : Medical Education 10. Regulating Risk: Banking 11. Regulation when the same commodity is sold in multiple markets: The case of Water, what is it that we are regulating? 12. Legislating level playing field: competition law and its controversies 13. Regulatory Governance: The new institution of independent Regulators 14. Regulatory Concepts 15. Evaluation of Indian regulation and lessons from international best Practice

Title: Current Trends in State-Market Relations Instructor: Chiranjib Sen Course outline: This course explains the evolving relationship between governments, business and markets in selected contemporary economies (India, Republic of Korea, China and the US). It deals with trends in economic reform and structural change, the impact of globalization, economic growth and crisis with special reference to developing and transitional countries. It will also discuss the recent financial crisis, and the policy responsewith respect to macro-economic policy and regulation. Number of Sessions: 14 I. States, Markets and Growth in Contemporary Asian Economies Economic IdeologiesLaissez Faire, Planning, and the Developmental State Indian Economic Reform and Growth DynamicsWhat Role for the State? The Evolution of the Developmental Statethe case of South Korea Chinas Economic Reforms, Unbalanced Growth and Emerging Strategies Independent Regulatory Institutions in India Competition Policy Institutional Aspects of Reform--Evolution of Indian Regulatory Institutions Case Study of Telecommunications Regulatory Reform in India The Global Financial Crisis Origin of the current financial crisis Market Fundamentalism and Financial Sector Deregulation in the USA The Asian Financial Crisis of 1997 Policy Responses to the Financial CrisisParadigm Shift? Implications for Indian recovery

II. III.

Evaluation: The evaluation for the course will be based on an in-class exam (60 %) , and a group paper (40%) There will be 3 to 5 members per group depending on size of class.

Readings: A comprehensive and finalized list of readings will be provided closer to the time given the current and topical nature of this course. A preliminary set of readings and source material is given below: William J. Baumol, Robert E. Litan and Carl J. Schramm, Good Capitalism, Bad Capitalism, Chapters 4 and 6 Peter A. Hall and David Soskice (Editors), Varieties of Capitalism, o Chapter 1(Introduction), o Chapter 8 (Culpepper, Public Policy and Politics of Decentralized Cooperation in France and Germany) o Chapter 10 (Vitols, Varieties of Corporate Governance: Comparing Germany and the U.K.) Arvind Panagariya, India: The Emerging Giant, Chapters 4 and 5 Eun Mee Kim, Big Business, Strong StateConflict and Collusion in South Korean Development 1960-1990, Chapters 2,3,5 and 6 Susanne Soederberg, Corporate Power and Ownership in Contemporary Capitalism, Chapter 3 Edward Balleisen and David A. Moss (editors), Governments and MarketsToward a New Theory of Regulation, o Chapter 9 (Benkler, Law, Policy and Cooperation) o Chapter 16 (Eisner, Markets in the Shadow of the State) John Cassidy, How Markets Failthe Logic of Economic Calamities, pp 205-334 Y.V. Reddy, Global Crisis, Recession and Uneven Recovery, Chapters 25,26 and 27

INDIAN INSTITUTE OF MANAGEMENT BANGALORE (IIMB)

EXECUTIVE POST-GRADUATE PROGRAMME

(E-PGP)

Academic Year 2010-11

INTERNATIONAL NEGOTIATING SKILLS

(INS)
A 15-hour Elective 10 Sessions of 90 each

____________________________________

SYLLABUS
Professor in Charge: Pr. Alexandra Y. BENZ-DENAXAS Professor and Consultant Visiting Faculty at IIMB since 2004

INTERNATIONAL NEGOTIATING SKILLS (INS)

Pr. Alexandra Y. BENZ-DENAXAS, Professor and Consultant

I - OBJECTIVES The course pursues several objectives: Invite Participants to practice the basics of the negotiating Art according to the Harvard Negotiating Project concepts and theories. Develop their own individual and team negotiating skills, adopting a large perspective of what "negotiating" is, beyond exclusively buying and selling activities. Develop Participants awareness of what is called the international dimension. Improve their understanding of the impact of cultural difference on Communication and Negotiation. Help them gain more insight and reactivity, as well as increased personal efficiency and ease, in their international interfaces, more generally. At the same time, explore and apply the concepts and theories taught in Business Schools under the name of "Intercultural" or "Cross-Cultural" Management (a fast-growing chapter of "Organizational Behavior"), and apply them to the grounds of communication and negotiation, in a large number of circumstances and in diversified cultural environments. Explore some typical negotiating patterns and stereotypes: the U.S., the Chinese, the French, the German, the Japanese negotiators, through practical cases.

Experiments, through games and exercises, in order to get participants to know themselves and their negotiating partners better, and practice the techniques learned. Explore some success and failure stories through Case Studies. Help students find the most appropriate approaches, attitudes and behaviors - as individuals and team members in specific situations of international negotiating.

II - ORGANIZATIONAL ASPECTS The course is at the crossroads of Strategy, Contract Law and Organizational Behavior, combining technical as well as behavioral aspects of Communication and Negotiation. It is largely based on Instructors international experience, supported by the finest academic literature. It alternates exposs with practical work, including workshop-like sessions, spreading altogether over 15 sessions of 90' each. It is progressive and integrative. Team and individual work is expected from all Participants. Participation and continuous personal/team work: some reading, applying and much thinking; individual and team exercises in class; case work home assignments; negotiation simulations in class and outside class; simulations and/or formal presentations of results in the classroom. All Team case work pieces presented or remitted in written, are graded. Instructor will retain the highest mark among the (hopefully many) pieces remitted or presented by each of the Teams or Participants. Case Team work counts for 1/3 in the final grade, the individual Learning Journal (see below) for 1/3 and the Final Exam also for 1/3.

Textbook and Readings Participants are requested to read the following Textbook (paperback), distributed during the first session: "GETTING TO YES - NEGOTIATING AN AGREEMENT WITHOUT GIVING IN" Roger Fisher & William Ury, Random House, Business Books, latest edition Other compulsory readings appear in the "Reading Package", together with the Cases. Please note that the articles and Cases appear in the Reading Package in the order in which they have to be studied and are referred to in the Syllabus.

Class Participation and Assiduity Class participation is not graded per se. However, it is well known that class participation is highly related to Participants scores in the Cases and individual study. Please inform the Instructor and the Administration if you have to be absent during one class, and try to catch up with other Participants and the Instructor, upon your return. The Instructor is at Participants' disposal between sessions at all times. Please contact her at: - by e-mail: alexandrab@iimb.ernet.in or AYBenz@aol.com - for a visit, by appointment, office E-202, Tel. Ext. 3304

III - PROGRAM Session 1 Program of Session INTRODUCTION

Presentation of Participants and Instructor Mutual expectations Presentation of course content Course organization and teaching techniques: participative/active teaching; group work, and individual work; trying new attitudes; taking risks; exercises and simulations. Ongoing learning and performance evaluation through case work and Learning Journal. Case work (or Topic) assignments: grading all your cases, and choosing the best grade The promise of the Course: better preparation of all negotiations, better listening, more insight of other Parties objectives and strategies, accrued understanding of negotiating environment, as well as more presence of mind and reactivity during communication and bargaining processes with foreign partners.

PART I Concepts Session 2 Reading Assignments "Negotiating Globally, Nancy J. Adler, extract from International Dimensions of Organizational Behavior, South-Western, USA, 4th edition, 2002 Program of Session 1. DEFINITIONS Introduction to Negotiation What is "Negotiation"? The Negotiating Process: Preparing, Bargaining, Assessing Distributive/integrative negotiation 2. THE HARVARD NEGOTIATION PROJECT (HNP): BASIC PRINCIPLES - Issues vs. People - Interests vs. Positions (Game: The Orange Parable)

- Options for Mutual Gains - Objective Criteria - Reservation Points - ZOPA - BATNA - Concessions, Tradables and Value Creation Session 3 Reading Assignment "Getting to Yes" (Textbook), Chapters 1 to 5 Six Habits of Merely Effective Negotiators, James K. Sebenius, in HBR, April 2001 Program of Session

1. THE HARVARD NEGOTIATION PROJECT (HNP): BASIC PRINCIPLES (contd) Session 4 Reading Assignments "Getting to Yes" (Textbook), Chapters 6 to the end Price Negotiations, Claude Cellich & Subhash C. Jain, from Global Business Negotiations - A Practical Guide, Thomson South-Western, USA, 2004 Program of Session 1. 2. QUESTIONS AND ANSWERS ON THE HNP MOVIE "Its a Deal: Win-Win Negotiation Game: "EXCESS LUGGAGE AT THE AIRPORT", and debriefing in class

A DVD presenting an application of the HNP concepts in Show Business Session 5 Reading Assignment CASE STUDY (1): THE PHOTOCOPIER PROBLEM (source unknown) "Negotiating on the Internet, C. Cellich et al., from Global Business Negotiations A Practical Guide, Thomson South-Western, USA, 2004 "Ten Ways Culture Affects Negotiations", Jeswald W. Salacuse, excerpts from Making Global Deals, Houghton Miffin Co., 1991 "Thought Patterns", Robert G. Bander (Seminar on "Advanced Expository Written English", NYU, USA) "The Toolbox" of Intercultural Communication, Negotiation & Management (A.Y. Benz) Program of Session 1. PRESENTATION AND DEBRIEFING OF THE CASE Games: Silly Games to Teach Useful Lessons ULTIMATUM GAME

2.

NEW MEDIA AND NEW ENVIRONMENTS - Negotiating over the Telephone and on the Internet

3.

HOW CULTURE AFFECTS COMMUNICATION AND NEGOTIATION (Jeswald W. Salacuse Model and others): Impact on the Substance and Negotiating Process Expectations and negotiating territories Environment

4. The TOOL BOX OF INTERNATIONAL BUSINESS AND MANAGEMENT, AND OF INTERNATIONAL NEGOTIATION

PART II - Preparing and Planning Session 6 Reading Assignments Special Barrier No. 2: Culture, Jeswald W. Salacuse, from The Global Negotiator, Palgrave McMillan, New York, 2003 Prenegotiations Planning, C. Cellich & S.C. Jain, from Global Business Negotiations - A Practical Guide, Claude Cellich & Subhash C. Jain, Thomson South-Western, USA, 2004

The Global: Negotiator's Checklist", Appendix A, Jeswald W. Salacuse, from The Global Negotiator, Palgrave McMillan, New York, 2003 CASE STUDY (2): "RENAULT-NISSAN" CASE WORK ASSIGNMENT, "Renault & Nissan: A Marriage of Reason", INSEAD Case N 01/2001-4928, 2001, INSEAD-EAC, Singapore Program of Session 1. 2. PRESENTATION AND DEBRIEFING OF THE CASE ESTABLISHING INTERNATIONAL JOINT VENTURES

- Typically integrative negotiations - Respective goals: common interests and diverging ones - Long-term and short-term interests - Collecting enough information - Innovative options 3. CONTRAST OF SEVERAL NEGOTIATING MODELS (I) - The U.S. Negotiator - The French Negotiator Session 7 Reading Assignment CASE STUDY (3): "BATTERY COMPANY IN HUNGARY Cross-Border Negotiations, James K. Sebenius, in HBR, March 2002 Program of Session 1. 2. PRESENTATION AND DEBRIEFING OF THE CASE Simulation in class: 1 Hungarian Team, 1 North-American Team (USA, Canada) NEGOTIATING IS MORE THAN WHAT YOU THINK Dragging people to the negotiating table Influencing and convincing to get approval IS Negotiation

3.

PREPARING FOR THE NEGOTIATION - Predictability: substance, process and negotiating styles - Building an Effective Team on your side - Building a Preparation Check-List and Assigning the Work - Exploring and Collecting Information - Exploring the Business Environment - Becoming experts

- Organizing the Logistics - World-Class Tips: Gifts, Receptions, Entertainment 4. CONTRAST OF SEVERAL NEGOTIATING MODELS (II) - The German Negotiator - East-European Negotiators

PART III Bargaining Session 8 Reading Assignments

CASE STUDY (4): "COBALT SYSTEMS & SILVERLIGHT ELECTRONICS" "Initiating Global Business Negotiations: Making the First Move, from Global Business Negotiation, C. Cellich et al., in Global Business Negotiation, Thomson, South Western, latest edition The Use of Questions in Negotiating, Gerard Nierenberg, from Creative Business Negotiating Program of Session 1. PRESENTATION AND DEBRIEFING OF THE CASE Simulation in class: 1 South Korean Team, 1 U.S. Team

2.

MAPPING THE OTHER PARTYS VALUES - Values, norms, standards; images and symbols in cross-cultural negotiating - Asking questions

3.

NEGOTIATING ON THE INTERNET

Session 9 Reading Assignments The Art of War and the Art of Negotiation as Taught by Sun Tzu, Angel Tse and Gregory E. Kesten, The InterNeg Group "The Chinese Negotiation", John L. Graham & N. Mark Lam, in HBR on Doing Business in China, HBS, Boston, Mass., USA. 2004 CASE STUDY (5): CANADIAN-CHINESE NEGOTIATION" Program of Session 1. 2. PRESENTATION AND DEBRIEFING OF THE CASE CONTRAST OF SEVERAL NEGOTIATING MODELS (III) - A Chinese cultural model - A South-Korean cultural model - A Japanese model Session 10 Reading Assignments Negotiating from a Position of Weakness, Deepak Malhotra & Max H. Bazerman, in Negotiation Genius, HBS, Bantam Books, Random House, USA, 2007 On Strong Negative Emotions They Happen. Be Ready. Roger Fisher and Daniel Shapiro, from Building Agreement Using Emotions as You Negotiate, Random House, U.K., latest edition

Negotiating Power Getting and Using Influence, Roger Fisher, in American Behavioral Scientists, Vol. 27 No. 2, November/December 1983, Sage Publications, Inc. Turning Negotiation into a Corporate Capability, Danny Ertel, in HBR, May/June 1999 CASE STUDY (6): "NEGOATING IN VIETNAM A RISING ASIAN ECONOMIC TIGER"

Home Assignment 1. 2. PRESENTATION AND DEBRIEFING OF THE CASE ETHICS AND TRUST - Negotiating from a Weak Position - Negotiating with Difficult People - Ethics in Negotiating: What to Do to Combat Unfair Behaviors and Practices - Trust in International Negotiations 3. ASSESSING THE NEGOTIATION & MAINTAINING RELATIONSHIPS 4. TURNING NEGOTIATION INTO A CORPORATE CAPABILITY 5. CONCLUSION: NEGOTIATING POWER 6. Q & A Evaluation of Module Case work remitted or presented in class Learning Journal (to be remitted no later than one week after the last course session) Final Exam 1/3 1/3 1/3

IV - BIBLIOGRAPHY 1. Recommended Books in Negotiation Global Business Negotiations - A Practical Guide, Claude Cellich & Subhash C. Jain, Thomson South-Western, USA, 2004 The Speed of Trust - The One Thing That Changes Everything, Stephen Covey, Simon & Schuster, New York, 2006 Getting to Yes - Negotiating an Agreement Without Giving In, Roger Fisher & Scott Brown, The Harvard Negotiation Project, Penguin Books, latest edition Getting Together - Building Relationships as We Negotiate, Roger Fisher & Scott Brown, Penguin Books, latest edition Building Agreement Using Emotions as You Negotiate, Roger Fisher & Daniel Shapiro, Random House Business Books, London, 2005 Cross-Cultural Business, Behavior - Marketing, Negotiating and Managing Across Cultures, Richard R. Gesteland, Viva Books Private Ltd., New Delhi, Ed. 2004 Managing Cultural Differences - Global Leadership Strategies for the 21st Century, Philip R. Harris, Robert T. Moran & Sarah V. Moran, Butterworth-Heinemann, USA, 2004, 6th Edition Harvard Business Review on Negotiation and Conflict Resolution, Harvard Business School Press, Boston, Mass., USA, latest edition The Essentials of Negotiation, Business Literacy for HR Professionals, Harvard Business School Press, Boston, Mass., USA, 2005 Negotiating Worldwide - A Practical Approach, Donald W. Hendon & Rebecca Angeles Hendon, Infinity Books, Maya Publishers, New Delhi, 2002 Everyday Negotiation - Navigating the Hidden Agendas in Bargaining, Deborah M. Kolb & Judith Williams, Wiley, India, 2007

The Manager as Negotiator,, David A. Lax & James K. Sebenius, The Free Press, McMillan, Inc., NYC, USA, 1986 Negotiation - Readings, Exercises and Cases, Roy J. Lewicki et al., Irwin McGraw-Hill, Boston, USA, latest edition (on Mediation, in particular) Negotiation, Roy J. Lewicki, David M. Saunders & Bruce Barry, Tata McGraw-Hill Publishing Co. Ltd., New Delhi, India, 2006 Negotiation, Richard Luecke, Harvard Business Essentials Collection, Harvard Business School Press, Boston, 2003 Expand the Pie - How To Create More Value in Any Negotiation", Grande Lum, Irma TylerWood & Anthony Wanis-St. John, Castle Pacific Publishing, USA, 2003 Negotiation Genius - How to Overcome Obstacles and Achieve Brilliant Results at the Bargaining Tale and Beyond, Deepak Malhotra & Max H. Bazerman, HBS, Bantam Books, New York, USA, 2007 Mastering Business in Asia - Negotiation, Peter Nixon, John Wiley & Sons (Asia), Singapore, 2005 Negotiation Analysis - The Science and Art of Collaborative Decision-Making, Howard Raiffa et al., Prentice-Hall of India, New Delhi, 2005 International Negotiation - Perspectives and Challenges, Sumati Reddy, Editor, The ICFAI University Press, Hyderabad, 2005 Understanding and Negotiating Business Contracts, Jon Rush, UBSPD UBS Publishers Distributors Pvt. Ltd., New Delhi, 2004 The Global Negotiator - Making, Managing and Mending Deals Around the World in the 21st Century, Jeswald W. Salacuse, Palgrave MacMillan, New York, 2003 Doing Business Internationally - The Guide to Cross-Cultural Success, Danielle M. Walker et al., Tata McGraw-Hill Publishing Company Ltd., New Delhi, 2nd edition, 2003

Also explore two websites giving for free (or selling) material, cases, books, articles. on Negotiation: InterNeg interneg.org A site offered by Concordia University, Montreal and Carleton University Ottawa, Canada Harvard Negotiation Project www.pon,harvard/edu www.pon.org www.elearning.hbsp.org/businesstools

Similar websites, offered by Harvard University 2. For More In-Depth Study of Cultural Differences Affecting Negotiation and Communication, In General The International Dimensions of Organizational Behavior, Nancy J. Adler, 3rd edition, International Thomson Publishing, Southwestern College, USA Intercultural Communication in the Global Workplace, Linda Beamer & Iris Varner, McGrawHill Irwin, Boston, USA, 3rd edition, 2005 Understanding Cultural Differences - Germans, French and Americans, Edward T. Hall and Mildred Hall, Intercultural Press, USA, latest edition Cultures and Organizations Software of the Mind Intercultural Cooperation and its Importance for Survival, Profile Books Ltd., London, 2003 edition International Management Behavior, Henry W. Lane et al., Blackwell Business, Oxford, U.K., 2005 American Cultural Patterns - A Cross-Cultural Perspective, Edward C. Stewart & Milton J. Bennett, Revised Edition, Intercultural Press, Inc., P.O. Box 700, Yarmouth, Maine, latest edition

Also explore recent publications by INTERCULTURAL PRESS, Inc., P.O. Box 700, Yarmouth, Maine 04096 USA - Website: www.interculturalpress.com

MANAGING FOR VALUE CREATION Programme : EPGP Batch : 2010 11 Credits : 1.50 Instructor : Dr. Prasanna Chandra Course Description The primary objective of management should be to create long-term value in a legal, ethical, and socially responsible manner. This course discusses the rationale for value creation, explains the drivers of value, and explores the levers employed by companies to create value. The course draws on disciplines such as finance, accounting, strategy, behavioral economics, and organizational behaviour. Apart from discussing the basic techniques, principles, and frameworks of value creation, the course will illustrate the strategies, initiatives, and practices of leading edge companies from India and other countries. In particular, the course will highlight what corporate India has done in the post-liberalisation era. The course will also throw light on the unresolved issues and puzzles of value creation. Perhaps the class will raise a lot more questions than it will answer. Study Material Basic Text : Prasanna Chandra, Financial Management : Theory and Practice, 7th edition, Tata McGraw Hill (FM, hereafter) Additional Material A set of articles and cases. Pedagogy Lectures + In-class exercises + Student motivated discussion Evaluation Class Participation : 20% Weightage End-term Examination : 80% Weightage

Course Content and Schedule Sessions 1 & 2 : Why, What, and How of Value Rationale for Value Creation Value Creation in India Alternative Valuation Paradigms: the Accounting Model and the DCF Model Corporate Valuation in Practice Value Hexagon Readings : 1. Michael C. Jensen Value Maximization, Stakeholder Theory, and the Corporate Objective Function, Journal of Applied Corporate Finance, Volume 14, Number 3. 2. Corporate Valuation, Chapter 32 of FM 3. Prasanna Chandra, Corporate Valuation in Practice. 4. Prasanna Chandra, Berkshire Hathaway: Value Creation Par Excellence. 5. Prasanna Chandra, Infosys Technologies: An Exemplar Intangible-Intensive Company. Chapter 39, Sec 5, from FM. Session 3 & 4 : Strategic Investment and Financing Decisions Portfolio and Business Strategies Investment in Capabilities Capital Structure Decision Dividend Decision Readings : 1. Alan C. Shapiro, Corporate Strategy and the capital Budgeting Decision, Journal of Applied Corporate Finance 2. Prasanna Chandra Strategy and Resource Allocation. 3. Prasanna Chandra, Strategic Innovation and Wealth Creation. 4. Gary Hamel, Killer Strategies That Make Shareholders Rich, Fortune; June 23, 1997. 5. Prasanna Chandra, Financing Octagon.

Sessions 5 & 6 :

Value Metrics and Value Based Management Value Metrics

Approaches to Value Based Management Organisational Architecture Effective Value Based Management Readings :

1. Chapter 33 Value Based Management, from FM 2. Prasanna Chandra, Value Metrics 3. James A. Brickley et.al Corporate Governance, Ethics, and Organizational Architecture, Journal of Applied Corporate Finance, Volume 15 Number 3, Spring 2003. Sessions 7 & 8 : Mergers, Acquisitions, and Restructuring Track Record of Mergers and Acquisitions Financial Aspects of Mergers and Acquisitions How to Be a Successful Acquirer Creating Value through Restructuring Readings : 1. Chapter 34 Mergers, Acquisitions, and Restructuring from FM 2. Nirmalya Kumar, How Emerging Giants are Rewriting the Rules of M&A, HBR South Asia, May 2009. 3. Prasanna Chandra, Valuation in the Merger of TOMCO and HLL 4. Prasanna Chandra, Valuation in the Merger of ICICI with ICICI Bank Sessions 9 & 10 : Corporate Risk Management Why Risk Matters Management of Financial Risks Management of Business Risks Guidelines for Risk Management Lessons from the Global Financial crisis Readings : 1. Chapter 40, Corporate Risk Management, from FM 2. Thomas L. Barton et.al Lessons Learned from Case Studies 3. Patrick Cusatis et.al. Some New Evidence That Spinoffs Create Value, Journal of Applied Corporate Finance 4. Prasanna Chandra, Global Financial Crisis.

Supplementary Readings The following books have helped me in appreciating various dimensions of value creation. You may consult them to deepen your understanding of issues that interest you. 1. T. L. Barton et.al, Making Enterprise Risk Management Pay off: How Leading Companies Implement Risk Management, FT : Prentice Hall, 2002. 2. R.E.S. Boulton, B.D. Libert, and S.M. Samek, Cracking the Value Code, Harper Business, 2000. 3. J. Brickley, C. Smith, and J. Zimmerman, Managerial Economics and Organisational Architecture, McGraw-Hill, 1997. 4. P. Cappelli et.al The India Way, Harvard Business Press, 2010. 5. B. Cornell, Corporate Valuation: Tools for Effective Appraisal and Decision Making, Business One Irwin, 1993. 6. L.A. Cunningham The Essays of Warren Buffett: Lessons for Corporate America, Carolina Academic Press, 2001. 7. D. Depamphilis, Mergers, Acquisitions, and other Restructuring Activities, Academic Press, 2000. 8. G. Donaldson, Corporate Restructuring: Managing the Change Process from Within, Harvard Business School Press, 1994. 9. A. Ehrbar, EVA-The Real Key to Creating Wealth, John Wiley & Sons, 1998. 10. E.I.U., Strategic Financial Risk Management, University Press, 2000. 11. W.E. Fruhan, Financial Strategy: Studies in the Creation, Transfer and Destruction of Shareholder Value, Irwin, 1979. 12. T. Khanna et.al Winning in Emerging Markets, Harvard Business Press, 2010. 13. T. Koller, and J. Murrin, Valuation: Measuring and Managing the Value of Companies, John Wiley & Sons, 2005. 14. B.L. Madden, CFROI Cash Flow Return on Investment Valuation: A Total System Approach to Valuing a Firm, Butterworth-Hienemann, 1998. 15. J.D. Martina and J.W. Petty, Value Based Management, Harvard Business School Press, 2000. 16. J.M. McTaggart, P.W. Kontes, and M.C. Mankins, The Value Imperative, The Free Press, 1994. 17. R.A. Morin and Sherry L. Jarrell Driving Shareholder Value, Tata McGraw Hill, 2004. 18. A. Rappaport, Creating Shareholder Value: The New Standard for Business Performance, Free Press, New York, 1986. 19. C. Read et.al eCFO : Sustaining Value in the New Corporation, John Wiley & Sons, 2001. 20. M.L. Sirower, The Synergy Trap, Free Press, 1997.

INDIAN INSTITUTE OF MANAGEMENT, BANGALORE EXECUTIVE POST GRADUATE PROGRAM (EPGP) 2010-2011 Elective course offering Reinventing through Entrepreneurial and Intrapreneurial Leadership (REIL)

Course Outline & Session Plan Faculty: D. V. R. Seshadri (IIMB) Ten sessions of 90 minutes each Version 1.0 (This may be subject to minor changes) Dated: 25th October 2010

Introduction Organisations today are increasingly being buffeted by the relentless pressures of change, stemming from globalization, technological changes, etc. One of the pathways of companies to weather these storms is through unleashing the entrepreneurial spirit latent in its employees. This results in such employees carving out new paths and initiating new ventures. They end up defying the status quo in their organizations, and in general break fresh ground. The unleashing of entrepreneurial energies in large organizations has been well-studied by scholars, resulting in an increasing body of knowledge. This exciting field of study is referred to as corporate entrepreneurship or alternately intrapreneurship. This is a major driver for organizational renewal or reinvention. This course seeks to enable participants to understand the entrepreneurial / intrapreneurial mindset as opposed to the employee mindset. Entrepreneurism is inextricably connected with leadership, since entrepreneurship and more specifically intrapreneurship involves mobilizing teams of people towards a cause much greater than the individuals involved, often in the face of significant resistance from forces within and outside the organization that seek to preserve the status quo. Intrapreneurship is also closely linked with reinventing oneself and concurrently the organization that one is associated with. A more elaborate note on Reinvention is attached (Appendix). In this course, we treat entrepreneurism, intrapreneurism, corporate venturing and reinvention as essentially synonymous. Enabling the participants to discover this fiber within themselves is a key deliverable of this course.

Course Objectives The course seeks to help participants to: 1. Understand that reinvention of the corporate starts with each individual. There are three levels of reinvention in the context of managers in organizations: Reinventing the organization, Reinventing the job/role and Reinventing oneself. These are inextricably interlinked. We will touch upon each of these levels in the course. 2. Help each participant to understand his/her individual personal frameworks (understanding entrepreneuring/intrapreneuring in general and also what is my kind of entrepreneuring.) 3. Understand reinvention efforts underway in a variety of situations and companies and use this learning to appreciate the relevance of reinvention. 4. Develop a basic understanding of the concepts and frameworks of reinventing the corporation. 5. Develop the motivation, knowledge, skills and attitudes, which will enable participants to become reinventors / intrapreneurs. Implications of this perspective on Reinvention There are several basic issues that emanate from this perspective on reinvention: At a very fundamental level, it is important to understand who we are and what our role is in the larger scheme of things. Unless there is clarity on this basic issue, the relevance of reinvention will not be very clear. This issue relates to the Who of reinvention. A logical question a reinventor may pose is: Yes, I am convinced that I have it in me to reinvent the organization and embark on an intrapreneurial journey. I understand that reinvention is an exciting and worthwhile journey, much better than looking at my job as a helpless employee and a victim of the corporate system. But I do not know what reinvention means! This relates to the What of reinvention. Having understood who we are and our role on the larger canvas, and also what reinvention is all about, a very important issue that needs to be addressed is: Why would I want to undertake this journey? One of the important questions this course seeks to address relates to this aspect. Here we seek to understand the Why of reinvention. Accordingly the course is structured into three distinct modules, more fully described in the following. Each of them seeks to answer a set of core questions, which are important to understand the process of reinvention.

The How of reinvention is discussed in a follow-up course titled Market-Oriented Innovation Management (MOIM). Course Content The three modules comprising the course are: Module-I: Understanding our identity and our relationships to the larger scheme of things: Whom do we reinvent? Where do we begin this reinvention journey? Whom do we reinvent? Understanding Defining Moments.

Module-II: What does reinventing myself mean? How is reinventing different from other career paths? Here we take a close look at reinventing in our existing job/role/slot rather than the elusive search for an ideal job. What does it take to reinvent myself? What is the mindset of reinventors in large organizations?

Module-III: Why should I reinvent myself and my role? What is the need for reinventing myself? What are the benefits I get by reinventing? Should I or should I not embark on this journey? What does this journey entail? Here we understand that the job is only a trigger for reinventing ourselves. The benefits of reinventing ourselves are many more. Each of us is larger than our job or career. This course provides an opportunity to undertake this examination. At a deeper level, the course will help participants to begin an inward journey to address the following issues: Rediscover my context, rediscover my deeper self and thereby embark on the journey of Who am I? and What is the purpose of my life? Tapping into my untapped treasures and resources Understanding my mind and emotions Living in a state of perpetual happiness Reducing stress Evolving each participants life vision and life mission Discovering a steady anchor within myself in a world of change Being and becoming calmness amidst change

Pedagogy It is recognized that the participants come from diverse backgrounds and with considerable work experience. The course seeks to be truly transformational at a very personal level, in that it seeks to affect a permanent mind-shift of the participants, to think, act and lead entrepreneurially. The pedagogy will be based on: Lectures by the course faculty Use of cases with a view to understand the underlying concepts. The set of case studies will cover: o Organisations reinventing themselves o Individuals in organizations reinventing their jobs o Individuals in organizations reinventing themselves Sharing of experiences on reinvention by participants

The course will be offered in a ten-session format. EVALUATION The evaluation will be primarily in the form of class participation and one reflection paper. The first component will be based on regularity of attending the classes, and contributing to the learning process. Each participant must be prepared thoroughly for each class. This can be achieved by studying the assigned readings for each class and being regular to the class. The second component will be individual reflection paper that will cover the following: 1. Drama of my life: This would include one or more defining moments encountered by each participant at the level of I, we and/or organization, and how such defining moments have transformed the participants at a fundamental level. 2. Each participants purpose of existence, long term vision, road map on how to get there, and address any fears and anxieties that may be holding back the participant. 3. Key learnings and take-aways from the course for the participant. 4. Clear agenda for the future for the participant.

This reflection paper will be 5 to 10 pages long. Participants are expected to bring the conceptual learning of the course into their reflection papers through application to their individual situations. The participants are required to submit a reflection paper, in which they are expected to reflect deeply on the issues discussed during the course and tie them up with their own realities. For these reflection papers to be rated highly, any general note or a rehash of the

material in the books and papers prescribed for the course will not do. The reflection papers should integrate the key ideas discussed in the course and should demonstrate the application of these concepts to each participants specific life situation. These reflection papers will be treated in strict confidence and returned back to the participants. The respective reflection papers will also be an 'agenda for the future' for each participant. Any participant seeking to have some counseling from course faculty as a consequence of the class discussions, reflection papers, etc., can do so based on mutual convenience. Deadline for submission of the Reflection paper: Within one week of the last session of the course. No extension of the deadlines for submissions will be entertained. Please plan your time suitably to adhere to this deadline. All submissions will be held in strict confidence and returned securely to the respective participants after evaluation. The weights for each of the evaluation components are as follows: 1. Regularity and participation in class discussions Based on attendance, participation, preparedness, etc. (Individual): 200 points The evaluation for this component will be based on meaningful and constructive individual class-participation that facilitates the learning of the class, as well as regular attendance. Half of these points will be awarded for being regular to the course. The remaining half of the class participation marks will be assigned for making useful contributions to the learning process of the class. 2. Reflection Paper Maximum 15 pages Weightage (Individual): Total: 300 points 500 points

The reflection paper must be characterized by lucidity and brevity. Quality and not quantity will be the criterion for assessment. Adhering to the page limits shown above will help in more positive evaluation of the reflection papers. The reflection papers should be error-free, and neatly typed using single line spacing, Times New Roman format and 12-point font size.

Session Plan Session # 1 Day, Date Week-1 Topic Readings / Remarks Spirit of Entrepreneurship Cases: 1. From the limits of self to the unlimited Self: A Case Study of Aravind Eye Hospital 2. Aravind Eye Care System Vision 2020: Stepping Out of the Shadows of a Giant and the Journey Ahead Articles:
1.

Chapter 1 of IM* (Innovation Management)

Week-1

Spirit of Entrepreneurship

The Heart of Entrepreneurship Cases: 1. Narayana Hrudayalaya Heart Hospital: Cardiac Care for the Poor Articles:

Chapter 2 of IM

1. 2.

Week-2

Intrapreneurship in Action

The Five Minds of a Manager Building Your Companys Vision Cases: 1. Reinventing Project Management at Tata Steel (A): Implementation of Cold Rolling Mill (CRM) 2. Reinventing Project Management at Tata Steel (B): Revamp of Blast Furnace F 3. Merchant Mill Heroes of Tata Steel Articles: 1. Innovation Through Intrapreneuring 2. How to know your lifes purpose

Chapter 3 of IM

Week-2

Intrapreneurship in Action

Case: 1. Goodrich Aerospace

Chapter 4 of IM Other cases on Intrapreneurship:

1. 2. 3. 4.

Art Fry of 3M David Grossman of IBM Chuck House of Hewlett Packard Michael Philips of Bank of California 5. Ken Kutaragi of SONY Article: 1. The Myth Manager of the Generic

Week-3

Understanding Moments

Defining Three Caselets on Defining Moments

Article: 1. The Discipline Character of Building

Week-3

Recognising my lifes drama

Read: Yuganta: The end of an epoch, by Iravati Karve

Embarking on a Discovery of Who am I? 7. Week-4 Confronting anxieties my fears

and Three Caselets on Jataka Tales

Watch movies on: Dissolving the baggage I carry Happiness, Hardship, What do we all seek in our lives? What is holding us back? Self-esteem, Anger Love Self-confidence (Before class) 8. Week-4 Preparation for Embarking on Workshop by Dr. Thimmappa the Hegde Entrepreneurial/Intrapreneurial Journey

Inspired Leadership

Full Week-4 day Workshop 9. Week-5

Inspired Leadership

Workshop by Dr. Thimmappa Hegde

Entrepreneurial/Intrapreneurial Perseverance

Cases:

1. Dyson 2. Air Deccan Articles: 1. How Entrepreneurs Craft Strategies that Work 2. The Questions Every Entrepreneur Must Answer

10.

Week-5

Entrepreneurial/Intrapreneurial Resilience

Case: 1. Global Optical Disc. Company Ltd.

* IM = Innovation Management: Strategies, Concepts and Tools for Growth and Profit by Profs. Shlomo Maital, DVR Seshadri, Sage Publications Pvt. Ltd., January 2007.

References

1. 2. 3. 4. 5. 6. 7.

Corporate Venturing, Zenas Block and McMillan Leading the Revolution, Gary Hamel Scientists Search for Truth, Swami Virajeshwara The New Earth, by Eckhart Tolle Mans Search for Meaning, by Viktor Frankl The High Performance Entrepreneur, by Subroto Bagchi HBR on Entrepreneurship

Appendix Note on Reinvention Reinvention at any level (individual, group, or organization) fundamentally involves taking ownership, which implies operating with an entrepreneurial mindset. However, with regard to reinventing in the corporate context, since the person leading the reinvention is not an autonomous entrepreneur, he / she is more appropriately referred to as intrapreneur, i.e., a person who has chosen to take on psychological ownership in his / her work situation, thereby manifesting entrepreneurial traits. It is very unlikely that reinvention at any level can occur without this basic transformation of perspective, from employee to psychological owner, i.e., intrapreneur. In this sense, reinvention and entrepreneurial mindset are inextricably linked. This path of reinvention, intrapreneuring and taking on entrepreneurial (ownership) roles, which are largely synonymous, are not the paths that are chosen by the vast majority of people in any profession, since this path involves a lot more of the person than would typically be described in the formal job description of the person. However the reason it is important is that it is challenging, fulfilling, personally and professionally rewarding, and is urgently required by corporations both big and small, the world over, to thrive meaningfully in todays uncertain times.

While the context in which this manifestation of reinvention through entrepreneurial / intrapreneurial behaviour is enacted may vary (private sector, NGO, public sector, government, etc.), the fundamental fiber of the person who chooses this path is essentially similar. This course seeks to enable the participants to discover this fiber within themselves and strengthen it, so that irrespective of the context, the person can seek fulfillment through taking on psychological ownership of the organization s/he is associated with. This is the heart and soul of intrapreneurship and of reinvention of the individual and consequently the reinvention of the organization one is associated with.

Indian Institute of Management Bangalore EPGP 20010 - 2011 Strategic Management in the Entertainment Industry Faculty : S. Raghunath

Objective of the module: The entertainment industry is changing fundamentally and fast. This represents a very real challenge to general managers responsible for planning a strategy and implementing it successfully. The objective of this course is to provide an overview of the entertainment industry, business models, value drivers and current strategic issues in the various sectors that together constitute the industry. Second, it identifies the common themes surfacing in the strategic environment and the challenges these pose, as well as particular aspects of entertainment organizations that influence the activities of strategic choice and implementation. It explores the strategic models, concepts and approaches that are particularly relevant to this strategic context and these types of organizations, seeking to demonstrate their relevance through application to entertainment industry cases. By joining this class, I assume that you plan to become a key contributor to the entertainment industry either as an executive or as a general manager. The course will consist of two parts: Analysis of the entertainment industrys external environment with the breakdown of various sectors that together make up the industry, discussion of the common themes in the strategic environment that are influencing strategic activity and an overview of the concept and status of convergence. The second part explores a number of strategic levers an organization can employ in the entertainment industry to achieve mastery of its environment. These are drawn from adaptive and interpretative areas of strategic theory, these include types of responses to technological change, options for organization structure, increasing levels of creativity and innovation, interpretative elements such as cognition and culture, and leadership.

Course Content The course has the following themes: What is unique about the context of the entertainment industry Trends in the environment that are shaping the strategic agenda in the field Firm strategy and performance in the entertainment industry The impact of technological change The role of creativity and innovation Cognitive structures and cultural beliefs and their role in strategy processes How the structures of organizations in the entertainment industry are adapting in response to the changed strategic environment Specific requirements and challenges surrounding strategic leadership in the entertainment industry. Pedagogical method: Your educational experience in this class will consist of three primary areas: Daily case preparation and class discussion: Cases will be due for discussion on most days. You may prepare for the case analyses individually. With prior intimation a study group will be present their "Position Outline" (PO) in the class. This may be presented by the group during the session. Forming a Study Group: It is required that you form a group of two members to serve as a study group for this course. It is to your advantage to form your team with people you can work with and who have complementary skills. For example, if you are strong in finance, you might look for a team mate who is good with marketing, OB issues, etc. I strongly urge you to seek diversity on your team. You will learn more and probably produce better work. Project Work: The primary objective of this project is to give you an in depth opportunity to see how the concepts in this course are applied in practice. You can conduct some interviews with relevant managers for this project.

Write a consultants brief on how to create and manage successful firms in the entertainment industry. It would develop a model of successful firms which is graphically presented and elaborated upon. Readings: The readings that I have identified for the course enable you to develop an understanding of entertainment industry advocated by strategy literature. You will have an opportunity to examine a representative portion of the literature to gain insights relevant to the cases. In each session, study groups will be identified to present readings summary to the class. The reading summary should contain the following.

Highlights from the readings Summary of conclusions/results

The identified study group will make a summary presentation in each class. In sessions with multiple readings, multiple groups will be intimated for the presentations. The course will be determined by three components: Class Participation Readings Summary and Position Outline Group Project Faculty Profile S Raghunath is a Professor of Corporate Strategy and Policy. He specializes in Strategic Alliances and Strategic Leadership. He offers the general management programme for Film and Television Industry Professionals based on his field research and case studies. He is also the Programme Director for International Masters Programme for Practising Management. Dr. Raghunath is on the board of directors of several hi-tech companies and is a member of the India board of Academy of International Business (AIB) and on the board of governors of the Society of Certified Investment Bankers and the Strategic Management Forum of India. He is a Registered Consultant with the Office of Project Services, UNDP, and New York. He has published several papers, case studies and book chapter and has been quoted in publications such as Economic Times, Business Line and the Computer Today. He was a Visiting Scholar at the Graduate School of Business, Stanford University (1990-1991) where he engaged in research in strategy making in IT companies. He was also a Visiting Professor at the University of Buckingham, UK; RMIT School of Business, Melbourne, Australia, HEC, Paris and INSEAD, France. 30% 30% 40%

Strategic Finance Programme EPGP Batch 2010-11 Term 7 [Dec 2010-Jan 2011] Credits 1.50 Objectives The course will build on the corporate finance conceptual foundation covered in the core course and apply this conceptual knowledge to real-life. The course will cover capital investments (both standard DCF and real options), cost of capital, and capital structure, financing & payout policy.

The course will not cover real options in depth, and not cover governance and M&A (these topics are covered by other elective offerings). Pedagogy The course will use a mix of cases and lectures. Three sessions (intermissions) focus on theory; the remaining will use cases with an occasional lecture thrown in. By and large numerical illustrations (often implemented on Excel) will be used rather than equations . I will use equations only in self-defense. Evaluation Case analysis [Group]: 40% [2 * 20%] End-term examination: 60% Course Schedule 1 Introduction Finance theory has little resemblance to the real world, but still has some utility Case: The Story of Burmah Oil 2 Capital investments-1: Standard Discounted Cash Flow Murdoch and free markets might be an oxymoron Case: British Satellite Broadcasting versus Sky Television 3 Capital Investments-2: Standard Discounted Cash Flow and Regulation Two important

equations: Bhutto + poor contracts = No power AND Enron + favourable contracts =No Enron Case: Using Incentive Regulation: The Costs of Poor Contracts and of Delay 4 Intermission-1: Valuing options When you see a financial option-run Brealey and Myers: Chapter 21 and 22 5 Capital investments-3: Real options Why it was optimal for Col. Gaddafi to insult George Bush Sr Case: Valuing offshore oil properties with option pricing models 6 Cost of capital-1: Do not be fooled by the abridged Marriott Corporation: The Cost of Capital (Abridged) 7 Intermission-2: Agency theory Why markets may be happy when the CEO dies suddenly Grinblatt & Titman: Ch 15 8 Intermission-3: Valuing corporate securities A good day to be ill Whaley :Ch 12 9 Capital structure, financing & payout-1: Carnegie the dauntless has uttered his call To battle: "The brokers are parasites all!" [Ambrose Bierce-The Devils dictionary] Case: MCI Communications, 1983 10 Capital structure, financing & payout-2 management & HR Debt as a substitute for operations

Sealed Air Corporations Leveraged Recapitalization (A)

INDIAN INSTITUTE OF MANAGEMENT BANGALORE

Understanding Corporate Failures

EPGPPM 2010-2011: 1.5 credits

Faculty P. D. Jose. Course Overview, Content & Pedagogy Please note: This is a tentative outline and the final outline may differ somewhat from the structure indicated in the following sections. While case studies of successful businesses and organizations are covered extensively in strategy courses, there is limited exposure to how and why organizational decline and eventually failure occurs. Further the study of how non-market strategies influence organizational survival and performance has been influenced multiple disciplinary approaches and spawned several competing and complimentary theories. This course explores the many causes behind business and organizational failure. It attempts to do this by drawing on several perspectives, ranging from Industrial organizational theory, organizational ecology, and organization studies to emerging relationships between the non-market environment, strategy and organizational failure. This course attempts to review and synthesis the varied approaches. Using a mix of cases, readings, lectures, videos and exercises we will attempt to enhance our understanding of the alternative models of strategy and organization in the context of success and failure. Our perspective in this course would be that of an organisational leader (not necessarily a business organisation). We will study the nature of organisational decline and the challenges confronted by managers when dealing with organisational decline, crisis, and renewal. Text, Readings and Cases A course pack containing reading material and cases will be circulated. While there is no one prescribed text for this course there are several excellent books which examine managerial corporate and other organisational failures. A good text that will be referred to extensively in the course is Why Smart Executives Fail: And what you Can learn from Their Mistakes by Sydney Finkelstein.

Course Evaluation End-term examination (open Book) Group project report and presentation Case Analysis 40% 40% 20%

Session-wise Schedule
Module Readings Why Smart Executives Fail: And what you can learn from Their Mistakes Sydney Finkelstein Penguin Group 2003 Organisational Failure: A Critique of Recent Research and a Proposed Integrative Framework. IJMR, 2004 Mellahi, Kamel and Wilkinson, Adrian.

Session 1 & 2

Topic
Case
Review

The Context and the Causes of Firm Failure

People Express Airlines: Rise and Decline
http://www.whysmartexecutivesfail.com/

P. Baumard and W.H. Starbuck, Learning from failures: Why it may not happen, Long Range Planning 38 (2005) (3), pp. 281298 Sustaining Advantage, Ghemawat

Session 3&4 Topic Reading Corporate Failure Prediction Models (Faculty: MS Narasimhan) Ratio analysis and the prediction of firm failure, Altman, Journal of Finance, 25 (1970).

Session 5 Topic
Case

Systems Failures & Organisational Disaster I

Union Carbides Bhopal Plant (A)

Reading

Understanding and Managing Complexity Risk, Eric Bonabeau , SMR 2007 Prosaic Organisational Failure, Clarke and Perrow

Review

www.bhopal.net, www.bhopal.org, www.bhopal. com

Session 6
Topic Systems Failures & Organisational Disaster II

Case
Reading

Columbia's Final Mission

Lessons from Everest: The Interaction of Cognitive Bias, Psychological Safety, and System Complexity Michael A. Roberto, CMR, 2002

Session 7&8

Topic

Governance Failures

Case
Video Reading

Innovation Corrupted: The Rise and Fall of Enron

Enron: The Smartest Guys in the Room Lessons from Everest: The Interaction of Cognitive Bias, Psychological Safety, and System Complexity Michael A. Roberto, CMR, 2002 Failing to learn and learning to fail (intelligently): How great organizations put failure to work to improve and innovate, M. Cannon and A.C. Edmondson, Long Range Planning 38 (2005) (3)

Session 9

Topic
Video Case Reading

Technology Driven Failures

Iridium Global Satellite Phone System: Lost in Space Making fast strategic decision in high-velocity environments, AMJ, Eisenhardt 1989 Learning from Corporate Mistakes: The Rise and Fall of Iridium." Organizational Dynamics, 29 (2) Finkelstein, S. and Sanford, S. H, 2000.

Session 10

Synthesis and Summation and Feedback

COURSE STRUCTURE for PGPPM Term I Policy Process and Analysis Micro and Institutional Economics States, Markets and Globalization Decision Analysis Financial Accounting Social Marketing Total credits for Term-I Term III2 at Maxwell School of Citizenship and Public Affairs, Syracuse University, USA Credits Term II 3 Strategic Management of Public Organizations 3 Macroeconomics 2 2 2 3 15 Managing People and Performance Corporate Finance Legal and Institutional Dynamics Research Methods Total credits for Term-II Credits 3 2 3 3 1 3 15

8 Credits

Public Policy in International Comparative Perspective

Field Study (1 week) Report to the PGPPM Office Finalise dissertation guides, topics & presentations (2 weeks) Term IV: Open Electives offered by PGPPM / PGSEM / E-PGP Credits 6 Public Finance Term V Credits 2 2 2 2 8

Designing and Managing Projects and Programmes Indian Social and Human Development Electives PGPPM 6 Total credits for Term-V

Total credits for Term-IV Term VI

Data collection, Preparation of 3 chapters of dissertation, Submission and Presentation Issue of relieving letters and return to respective work places

All Government sponsored candidates will be undertaking Term III at Maxwell School of Maxwell School of Citizenship and Public Affairs, Syracuse University, USA. Open and overseas candidates may decide to undertake this but at an additional cost. Alternatively, open and overseas candidates will take electives offered by the other long duration programmes at IIMB and undertake a project involving a government department as a case study, under guidance of an IIMB faculty member.

Global Financial Institutions and Economic crisis.

PGPPM course Term V. No. of Credits: 2 This course aims at introducing PGPPM students to the basics of international financial architecture, role of these institutions in the context of economic crisis and the directions for future change. It will look at specific cases of economic crisis in East Asia and Latin America and study their lessons for the emerging economies. The course will explore issues specific to emerging economies like India and their role in changing financial structure. Readings for the course would include magazine and Journal articles and news paper reports. There will be two quizzes (30 percent each) and a final comprising 40 percent. There will two, one and a half hour session, per week. Part I. Evolution and structure of global finance. (Session 1-4)
1. 2. 3. Bretton Woods system The Need for cooperation and reconstruction. I.M.F , World Bank The end of Bretton Woods? I.M.F , World Bank Bouquets and brickbats.

Part II Global finance in the time of crises. (Session 5-13)

1. 2. 3. 4. 5. 6. 7. 8. Economic crisis What is it? Canonical models of banking and financial crisis. The Great Depression. Mexican Crisis. The East Asian Crisis. BOP crisis in India. Current Financial Crisis. Lessons Learnt and Role of Financial Institutions.

Part III Reforming the global financial architecture. (Session 14-15)

1. 2. 3. 4. Restructuring the IMF and the WB for new challenges. Preventing financial crisis. Managing financial crises. Role of emerging economies in the new financial architecture.

Readings
Part I Eichengreen, Barry, Globalizing Capital: A history of the international monetary system, Princeton Press. Brodo, Michael D., and Eichengreen, B., A retrospective on the Bretton Woods system: Lessons for international monetary reforms, The University of Chicago Press. Dooley, M, Garber, P and Folkerts-Landau, D., International Financial Stability Asia, interest rates, and the Dollar, Deutsche Bank Part II Cerra, V and Saxena, S, 2002, What caused the 1991 currency crisis in India, IMF Staff papers, Vol. 49, No.3 Krugman, P, Fire-Sale FDI, web memo. Flood, R. and Garber, P. (1984) "Collapsing exchange rate regimes: some linear examples", Journal of International Economics 17:1-13 Krugman, P. (1979) "A model of balance of payments crises", Journal of Money, Credit, and Banking 11: 311-325 Krugman, P. (1998a) "Bubble, boom, crash: theoretical notes on Asia's crisis", mimeo Krugman, P. (1998b) "What happened to Asia? mimeo Palma, G., 2000, Three routes to financial crisis, CEPA working paper III, Working Paper No. 18. Stiglitz, J., 2000, What I learned at the World Economic Crisis, New Republic, April 17th 2000. Stiglitz, J., 2002, Lessons from Argentinas debacle, Straits Times, January 10th, 2002. Stiglitz, J., 2007, Ten years after the Asian financial crisis, we are not out of the woods yet, Daily Star, 3rd July 2007. Tiwari, R.,2003, Post-crisis exchange rate regimes in South-East Asia: An empirical survey of de-facto policies, University of Hamburg.

Part III Akyuz, Y., 2005,Reforming the IMF: Back to the drawing board, TWN, November 2005. IEO Reports on IMF exchange rate, governance and conditionality. European Parliament report on IMF reforms. Ahluwallia, Montek S., 2007, Reforming the global financial architecture, Commonwealth Secretariat. (More readings will be added along the way.)

Business Process Management (BPM)1 A Brief Course Outline PGPPM Elective Term V 2010 (January-March) Instructor: Dr. Krishna Sundar

INTRODUCTION Business Process Management allows companies/organizations to build the framework to create strategic alignment, measure business processes using metrics aligned with business/organization goals, and identify performance gaps that have a major impact on the customer/citizen experience and on achieving desired business results. Business Process Management is an enterprise-wide, structured approach to providing the services and products that customers value the most. As the entire gap between customer/citizen expectations and the organization s ability to perform begins to emerge, Processes that are inefficient or ineffective in delivering what customers require are clearly identified and targeted for improvement. Once Organization begins to measure performance in terms of critical, customer-driven requirements, employees no longer think of themselves as functional managers responsible for functional outputs. Instead, they see their roles in the context of a greater, more important goal i.e., satisfying and creating loyal customers. As process thinkers, they consider the potential impact of their actions and decisions upstream and downstream and ultimately on the organizations/company's ability to deliver what it promises to its customers. Business Process Management transforms reactive organizations into innovative leaders with the speed and agility to anticipate change before the market demands change. Objective This course aims to create a strategic and tactical overview of the BPM discipline by exposing the student to the basic concepts and skills used in a BPM environment and the issues and challenges of introducing BPM into the organization, BPM tools, risks and rewards of BPM, and approaches to define, implement and manage BPM in an organization. Key Learning Outcomes After completion of the course students will be able to: Identify processes in his/her environment Perform basic analysis of processes Business Process Reengineering Understand Business Process Management (BPM) as a discipline in the enterprise architecture environment Recognize the benefit and challenge of BPM Understand the role that BPM plays in organizational governance Understand the BPM lifecycle

 Understand the use of BPM methodologies Recognize the importance of Process Monitoring Understand how to manage processes at different levels Process Performance Evaluation & Key Performance Indicators (KPIs) Understand how strategy drives BPM initiatives Learn through real life case studies of BPM implementations BPM as a facilitator to develop & implement Balance Score Cards Pedagogy Cases, Lectures, Hands on Learning thro class room demonstrations/exercises Reading Material Course Pack will contain all suggested readings Evaluation Take home assignment & Project based evaluation 1 Detailed Course outline would be provided before start of the term

Financial Markets, Instruments and Institutions Instructor: Course Credit: Course span: Dr. Sankarshan Basu 2 credits 24 hours (16 sessions of 1.5 hours each)

Objective: This course aims to provide an idea on the role and functioning of financial markets, financial products that are traded in such financial markets and institutions associated with financial markets. The focus of the course will be in the context of global financial markets and institutions. However, specifics of the Indian financial markets will also be covered. The course covers the following topics. Need for financial markets and advantages offered by such markets Organization of financial markets Regulations governing financial markets Institutional set-up Different types of instruments Overview of trading of financial instruments Indian financial system

The exact session plan is attached in the following sheet. Foundations of Financial Markets and Institutions; 3rd Edition; Fabozzi, et.al.; Pearson Education Asia Options, Futures and other Derivatives; 7th Edition; John C. Hull and S. Basu; Pearson Education Asia Notes and handouts as relevant

Essential Reading:

Additional Readings:

Session Plan Session 12 Intended Coverage Need for Financial Markets Advantages of financial markets Introduction to Financial Markets Need for Financial Markets Types of markets (classified based on products and users) Institutional set-up of the financial markets Origin of the markets Need for regulators in financial markets Regulations governing financial markets o Different regulators o Roles of regulators o Effectiveness and approaches of regulators Types of instruments in the market both exchange traded and OTC Need for the various instruments and the benefits that they offer Basic product pricing o Bond pricing o Equity pricing o Derivative pricing Introduction to trading methodologies of financial instruments, Issues in Risk management in the context of financial instruments o Types of Risk o Ways to manage these risks Indian Financial System An Overview Products in the Indian markets Issues in Indian markets

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5-6 7 11

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