Institute of Management Sciences

University of Lucknow
Course Structure
2 Years full-time Master’s Degree
Program in Management

MBA (Business Analytics)

(To be effective from the session 2023-2024)
 PREAMBLE
The reorganization and revision curriculum for the Institute of Management Sciences (IMS) has
been developed keeping in view the needs of the current industry in terms of skill sets being
sought in new business environments. It also seeks to align program structure and curriculum
with student aspirations and corporate expectations.

A regular review of the Choice Based Credit System will help students to growwith their career
dimensions and develop better understanding for the requisiteindustry aspirations. The course
restructuring deals with PG program 1st and 2nd year comprising of four semesters. The course
redesign will surely motivatestudents to be successful managers as well as guide to become a
successful entrepreneur.

Need for Revision and Restructure

 The Current Scenario Changing global facets of businesses andeconomies
 Dynamism in industry practices and evolution of technology
 Emergence of new businesses and business practices
 Thrust on Application oriented and experiential learning
 Expectations of Key stakeholders viz. students, industry and academician

Programme Objectives:
 MBA (Business Analytics) programme intends to provide students with a comprehensive
understanding of the key concepts, methods, and tools used in business analytics, including
data mining,statistical analysis, machine learning, and data visualization. The students would
be able to analyze large sets of data using variety of tools and techniques and to interpret
the results of data analysis to make data-driven decisions. The programme aims to develop
the students’ skills, to make them capable of using industry-standard software and
programming languages, such as R, Python, SQL, and Tableau, for data analysis and
visualization. The students develop an understanding of the ethical and legal considerations
surrounding data analysis, and the laws and regulations that govern data privacy and
security. The student's communication and presentation skills, particularly in data-driven
insights and recommendations, and the ability to create effective data visualizations can be
groomed. The students would be able to solve business problems using data. They can apply
business analytics to real-world business problems and make data-driven decisions in
various industries and domains.

Programme Specific Outcomes

The programme enables the students to:
 Develop an in-depth understanding of the key concepts, methods, and tools used in business
analytics, including data mining, statistical analysis, machine learning, and data visualization.
 Analyze large sets of data using a variety of tools and techniques, and to interpret the results
of data analysis to make data-driven decisions.
 Develop proficiency in using industry-standard software and programming languages, such
as R, Python, SQL, and Tableau, for data analysis and visualization.
 Grasp Knowledge of the ethical and legal considerations in the context of data analysis, and
the laws and regulations that govern data privacy and security.
 Develop strong communication and presentation skills, particularly concerning data-driven
insights and recommendations, and the ability to create effective data visualizations.
 Learn to solve business problems using data.

 Apply business analytics tools to real-world business problems and make data-driven
decisions in various industries and domains.
 Course Structure
(To be effective from the session 2023-2024)
MBA (Business Analytics)

Paper Code Name of the Subject Credit Remarks

Semester I
IMS(CC)-101 Principles of Management 04 Core Course
IMS(CC)-102 Quantitative Techniques for Business 04 Core Course
IMS(CC)-103 Financial and Management Accounting 04 Core Course
IMS(CC)-104 Marketing Management 04 Core Course
IMS(CC)-105 Managerial Economics 04 Core Course
IMS(VC)-101 Human Resource Management 04 Value added course (Credited)
IMS(FNC)- 111 Information Technology Skills (IT Skills) 00 Foundation Course (Non-Credited)
Semester Total 24
Semester II
IMS(CC)-201 Organisational Behaviour 04 Core Course
IMS(CC)-202 Financial Management 04 Core Course
IMS(CC)-203 Legal Aspects and Business Environment 04 Core Course
IMS(CC)-204 Production and Operations Management 04 Core Course
IMS(CC)-205 Research Methods for Business 04 Core Course
IMS(CC)-206 Management Information Systems 04 Core Course
IMS(VNC)- 201 Business Ethics and Corporate Governance 00 Value added course (Non- Credited)
Semester Total 24
Semester III
IMS(CC)-301 Innovation and Entrepreneurship/ MOOCs 04 Core Course
IMS(BA)-301 Data Modelling and Analysis using R 04 Core Course Domain
BA(EL)-301A Advanced Technologies for Business
BA(EL)-301B Decision Sciences 08 Elective (Choose any two)
BA(EL)-301C Business Applications of Multivariate Methods
BA(EL)-301D Digital Transformation Management
IMS(IN)-301 Summer Internship Project 04 Summer Internship Project
IMS(ID)-301A Business Analytics 04 Inter-Departmental Course
IMS(ID)-301B Inter-Departmental Course
Foreign Language (French/German) (Non-
IMS (FL)-333 Foreign Language (French/German) 00
Credit Course)
Semester Total 24
Semester IV
IMS(CC)-401 Strategic Management/ MOOCs 04 Core Course
IMS(BA)-401 Business Intelligence and Data Visualization 04 Core Course Domain
BA(EL)-401A Marketing Analytics
BA(EL)-401B Finance and Risk Analytics 08 Elective (choose any two)
BA(EL)-401C HR Analytics
BA(EL)-401D Web and Social Media Analytics
IMS(MT)-401 Master Thesis/Dissertation 04 Master Thesis/Dissertation
IMS(ID)-401A Artificial Intelligence in business 04 Intra-Departmental Course
IMS(ID)-401B Intra-Departmental Course
Semester Total 24
GRAND TOTAL 96
 Detailed Course Outline
Semester I
Course No. Name of the Couse Credit Remarks Marks
Theory/ Internal Total
External Assessment
IMS(CC)-101 Principles of Management 04 Core Course 70 30 100
Quantitative Techniques for
IMS(CC)-102 04 Core Course 70 30 100
Business
Financial and Management
IMS(CC)-103 04 Core Course 70 30 100
Accounting
IMS(CC)-104 Marketing Management 04 Core Course 70 30 100
IMS(CC)-105 Managerial Economics 04 Core Course 70 30 100
Human Resource Value added course
IMS(VC)-101 04 70 30 100
Management (Credited)
Information Technology Foundation Course
IMS(FNC)- 111 00
Skills (IT Skills) (Non-Credited) 70 30 100
Semester Total 24 420 180 600

IMS(CC)-101: PRINCIPLES OF MANAGEMENT

Course Objective: The objective of this course is to introduce the students to the intricacies of
management. It elaborates on the various theories, principles, skills, functions and significance
of management in today’s global era.

Learning Outcome: Students incorporate managerial knowledge and skills after attending this
course. They develop the competencies to implement these in the real business world.

Unit I
Management: Concept, Nature & Importance; Managerial Roles & Skills; Levels of Management;
Principles of Management; Management Process. Classical theories-Taylor Scientific
Management, Fayol’s Administrative Management, Bureaucracy. Neo classical theories-
Hawthorne Experiment & Human relations Approach; System approach; Social System Approach;
Decision Theory Approach; Behavior Science Approach; Contingency theory; McKinsey-7-S
theory; Quantitative Approach.

Unit II
Nature, Scope, Objectives and Significance of Planning; Types of Planning; Process of Planning;
Barriers to Effective Planning; Planning Premises and Forecasting; Decision Making - Conditions
of Certainty, Risk and Uncertainty, Bounded rationality (Herbert Simon); Management By
Objective; Management Information System.

Unit III
Concept of Organizing; Organization Theories; Formal & Informal Organizations; Forms of Formal
Organizational Structure; Departmentation; Span of Management; Authority, Responsibility and
Accountability; Power; Delegation, Centralization & Decentralization.
Unit IV
Concepts and significance of Staffing, Direction & Supervision. Types & importance of Control;
Techniques of control; Management by Exception; Co-ordination: Essence of management;
Coordination Vs. Co-operation; Types of coordination; Techniques of coordination.

Unit V
Forms of Business Organizations; Company and its various forms; Formation of a company;
Memorandum of Association; Articles of Association; Prospectus; Shares and Share Capital;
Promoters, Trusts & Societies; Issues of Consumer Protection.

Suggested Readings:
 Stoner, Freeman & Gilbert Jr (2011); Principle & Practice of Management in Business;
Prentice Hall of India; 6th Edition.
 Koontz H., Weihrich H. (2009) ; Principles of Management; Tata McGraw Hill; 8th Edition.
 Robbins, Decenzo David & Coulter (2012); Fundamental of Management; Prentice Hall of
India; 8th Edition.
 Williams C (2009) Principles of Management; South-Western/Cengage Learning; 5th Edition.
 Weihrich Heinz and Koontz Harold (2013); Management: A Global, Innovative, and
Entrepreneurial Perspective; McGraw Hill; 14th Edition.
 Andrew Leigh (2012); The Essentials of Management: Everything you need to succeed as a new
manager; Pearson UK; 2nd Edition.

IMS(CC)-102: QUANTITATIVE TECHNIQUES FOR BUSINESS

Course Objective: The objective of this course is to acquaint the students with various statistical
toolsand techniques used in business decision making.

Learning Outcomes: On completion of this course, the students will be able to understand
various quantitative statistical methods. Understand data and draw inference from data,
Calculate andinterpret statistical values by using statistical tool & demonstrate an ability to apply
various statisticaltools to solve business problems.

Unit-I
Introduction to Statistics: Basic concepts, Classification & Tabulation, Data measurement, Uses
of Statistics in business. Descriptive Statistics: Measure of Central Tendency - Mean, Median,
Mode, Percentiles, Quartiles.

Unit-II
Measures of Variation: Range, Inter-quartile range, Mean Absolute Deviation, Variance and
Standard deviation. Measures of Association Correlation: Methods of Correlation study - Karl
Pearson’s coefficient of correlation, Rank correlation.

Unit-III
Simple Regression Analysis: Introduction to regression analysis, regression lines, Coefficient of
Determination & Estimation, Develop Trend line Probability: Introduction, Methods of
assigning probabilities, Structure of probability, Joint and Conditional probabilities, Addition and
Multiplication Laws, Baye’s Theorem

Unit-IV
Analysis of Categorical Data: Chi–Square- Test of Independence, Test of Goodness of Fit.
Probability Distributions: Discrete Distributions –Binomial Distribution, Poisson Distribution,
Continuous Distributions - Normal Distribution

Unit-V
Introduction to Matrices: Types of Matrices, Matrix Operations-Addition, Subtraction &
Multiplication of Matrices, Adjoint and Inverse of a Matrix, Solving Linear Equations using Matrix
Method, Business Applications of Matrices.

Suggested Readings:
 Levin &Rubins, (2017) Statistics for Business, Prentice Hall of India, 8th Edition, N.Delhi.
 Bhardwaj, R.S.( 2009) Business Statistics, Excel Books,2nd edition.
 Gupta,S.C. &Kapoor VK, (2002) Fundamentals of Mathematical Statistics, Sultan Chand &
SonsReprint Edition.
 Arulmozhi ,G. and Muthulakshmi ,S(2009),Statistics for Management, The McGraw-Hill
Education, ISBN: 9780070153684.
 Medhi,J.(2013),Statistical Methods-An Introductory Text,New Age
InternationalPublishers, ISBN: 978-81-224-1957-3.

IMS(CC)-103: FINANCIAL AND MANAGEMENT ACCOUNTING

Course Objective: The basic objective of this course is to enable the students to learn, explain and
integrate the fundamental concepts, principles and techniques of accounting.

Learning Outcomes: Successful Application of financial and accounting information for

planningdecision-making and control in real business situations

Unit I
Introduction to Accounting -Basic Concepts, Purpose, Importance, Scope and Limitations of
Accounting Users of Accounting, Information, Generally Accepted Accounting Principles (GAAP)
and Accounting Standards (AS), International Financial Reporting Standards (IFRS) –need and
significance. Ethical Dimensions in Reporting of Accounting Information

Unit II
Financial Statements Preparation and Analysis- Preparation of Income Statements and Balance
Sheet,Contents of Corporate Annual Reports, Financial Statement Analysis – Ratio Analysis, Trend
Analysis

Unit III
Preparation of Cash Flow Statement, Direct Method-Cash Flow from Operating, Investing and
Financing Activities; Indirect Method of Preparing Cash Flow Statement Reconciliation of Net
Incometo Net Cash Provided by Operations,

Unit IV
Costing Techniques- Introduction to Costs and Costs Behaviour, Absorption and marginal costing,
Applications of marginal costing techniques in managerial decision making
Unit V
Accounting for Planning and Control- Budgets and Budgetary Control, Various Types of Operating
Budgets, and Financial Budgets, Flexible Budgeting, Rolling Budget and Zero Based Budgeting
Variance Analysis, Management Control System and Responsibility Accounting.
Suggested Readings
 Khan, M. Y., & Jain, P. K. (2006). Management Accounting, McGraw-Hill Education, 4th
Edition.
 Ananthanrayanan, P.S. (2014). Management Accounting, Oxford Publication.
 Larson, Kermit D., & Miller, Paul B. W. (1994) Financial Accounting, McGraw-HillEducation
 Narayanaswamy, R. (2014). Financial Accounting: A Managerial Perspective, Prentice Hall
India, 6th Edition.
 Maheshwari, S.N., Maheshwari, S.K. &Maheshwari, S.K. (2018), Financial Accounting, Vikas
Publishing, 6th Edition.

IMS(CC)-104: MARKETING MANAGEMENT

Course Objective: The course seeks to familiarize the students with marketing principles and
theories and develop an understanding of their practical applications in the contemporary
business environment. The students would understand that companies are now customer-and-
market driven. Segmentation, targeting and positioning are the basic fundamentals involved in
value creation, deliveryand promotion.

Learning Outcomes: The students will grasp how the concept of marketing is changing with times
and companies are developing newer forms of communication as well as strategies to leverage on
theirunderstanding of customers.

Unit I:
Meaning, Scope, Nature, Importance, Recent Trends & Challenges in Marketing, Core Concepts
of Marketing, Company’s Orientations towards the Marketplace, Concept of Value, Value
Creation andDelivery.

Unit II:
Marketing Plan and Strategy, Ansoff Market Expansion Grid, BCG Matrix, Role of Technology in
Marketing, Environmental Variables of Marketing, Market Segmentation, Bases for
Segmentation, Market Targeting, Developing and Communicating Positioning Strategy.

Unit III:
Consumer and Business Markets, Product Classification, Product life cycle – stages and strategies,
Product Differentiation, Developing Pricing Strategies and Programs, Adapting the Price, Pricing
techniques for Promotion, Responding to Price Changes.

Unit IV:
Dealing with Competition, Role of Marketing Channels, Channel levels, Channel Design Decision
andManaging Channel Conflict.

Unit V:
Characteristics of Marketing Communication Mix, Integrated Marketing Communication, Macro
Models of Communication, Micro Models of Consumer Response, Communication Objectives,
Personal and Non-Personal Communication Channels, New Forms of Communication (viral
marketing, experiential marketing), Marketing Control, Emerging trends in marketing.

Suggested Readings:
 Kotler, P., & Keller, K., Koshi, A. &Jha,(2012) M. Marketing Management: South Asian
Perspective ,Pearson(14th edition.).
 Rama0swamy, V.S.,&Namakumari, S. (2018), Marketing Management: GlobalPerspective
Indian Context Sage Pub.(6th edition.).
 Grewal, D., Levy,(2016) M. Marketing McGrawHill(5th edition.).
 Saxena, Rajan.(2009) Marketing Management McGraw Hill (6th edition).
 Dutta, Debraj&Dutta, Mahua,(2011) Marketing Management., Vrinda Publication,(2nd
Edition)
 Kamal Y. (2020), Marketing Management, NRBC, (1st Edition).

IMS(CC)-105: MANAGERIAL ECONOMICS

Course Objective: The objective of this course is to acquaint the students with insights of
Economic Theory as used in managerial decision making. Emphasis is given to changes in the
nature of businessfirms in the context of globalization.

Learning Outcomes: Managerial Economics will help the students strengthen the foundations of
analytical approach to managerial decision- making and understand theeconomic behaviour of
several economic agents including a single firm. They should be able to analyse various market
structures and the strategic behaviour of firms related to pricing and output decisions. Students
will also learn how the changing Macroeconomic environment impacts the prospects of various
businesses.

Unit I:
Nature and Scope of Managerial Economics, Demand-Supply Framework, Elasticity types and
applications, Demand Forecasting, Marginal Analysis and Optimization.

Unit II:
Analysis of Production Function, Theory of Cost, Law of Variable Proportion, Laws of Returns to
Scale,Economies of Scope, Optimal Combination of Inputs,

Unit III:
Managerial Theories and Goal(s) of a Firm; Information Economics and its Business Applications,
Environmental Economics.

Unit IV:
Market Structures and Strategic Behavior of Firms, Pricing and out-put strategies in different
Market Structures, Price Discrimination, Game Theory Applications.

Unit V: National Income Analysis, Theories of Inflation and Deflation, Theories of Business Cycles
and Stabilization Policies, Monetary Policy, Fiscal Policy and the Budget.

Suggested Readings:
 Thomas & Maurice (2016); Managerial Economics; McGraw-Hill. 8th Edition.
 Salvatore & Rastogi (2016); Managerial Economics: Principles & Worldwide
Applications; Oxford University Press, 8th Edition.
 J.V. Vaishampayam (2008); Managerial Economics; NRBC, 1st Edition.
 A Koutsoyiannis (2003); Modern Microeconomics; Palgrave MacMillan, 2nd Edition.
 G S Gupta (2017); Managerial Economics; McGrawHill Education, 2nd Edition.
IMS(VC)-101: HUMAN RESOURCE MANAGEMENT

Course Objective: To develop student competency on theories and practices dealing with factors
influencingpeople at workplace. It teaches the basic techniques of how an organization acquires,
rewards, motivates, and manages its people effectively.

Learning Outcomes: On completion of the course the student should be able to understand the
importance of human resources (HR) in organization, link organization strategy with human
resourcepractices in an organization, learn the techniques of HR practices and its implementation
aspects to motivate employees for performance and their retention and to learn the
implementation of HR practices thorough discussion of real examples with case studies.

Unit I:
Introduction to Human Resource Management (HRM), Evolution of HRM, Trends shaping HRM,
Strategic Human Resource Management, HRM Models-Harvard model, Guest model, Ulrich’s HR
model, AMO framework, Line and Staff aspects of HRM.

Unit II:
Job Analysis- process and methods, Job Description, Job Specification, Human Resource Planning
and Forecasting, Employee Recruitment- Sources, Application Forms, Employee Selection- Types
ofTests, Management Assessment Centers, Types of Interviews, Placement.

Unit III:
Employee Orientation- Purpose, Process, Training Process- Analysing the training need &
designing the training program, implementation and evaluation of training program,
Management Development Programs, Employer Life-cycle Career Management- Promotion,
Transfers, Retirements, Career Planning, Talent Management.

Unit IV:
Concept of Performance Management and Appraisal, Techniques for Appraising Performance,
Appraisal related Problems, Appraisal Interview, Succession Planning Factors in determining pay
rates, Process of establishing Pay rates- Salary survey, Job Evaluation, Pricing Managerial and
Professional Jobs, Competency-Based Pay, Variable Pay, Employee Incentives, Benefits.

Unit V:
Employee Relations: Concept and Types of Employment Relationship, Industrial relations,
Collective bargaining, Psychological Contract, Ethical behaviour at work, Employee well- being.

Suggested Readings:
 Dessler, G. &Varkkey, B. (2015); Human Resource Management; New Delhi: Pearson; 14th
Edition.
 Armstrong, M. & S. Taylor. (2017); Armstrong’s Handbook of HumanResource Management
Practic;e London: Kogan Page; 14th Edition.
 Aswathappa, K. (2010); Human Resource and Personnel Management; Tata McGraw- Hill
Education; 6th v
 Rao, P. S., & Rao, V. S. P. (2009); Personnel and Human ResourceManagement; Himalaya
Publishing House; 5th Edition.
 Bernardin, John H. (2012); Human Resource Management; McGraw Hill; 6th Edition.
IMS(FNC)-111: INFORMATION TECHNOLOGY SKILLS (IT Skills)

Course Objective: This course has been designed to impart basic IT skills required for a business
executive. It provides students with an overview of the business application software and
problem-solving using that software. Topics include computer systems, microcomputer
operating systems, word processing, electronic spreadsheets, business graphics, networks,
database management, and integrated packages. Industry accepted office software will be used.

Learning Outcomes: Students acquire skills of using end-user software for communication,data
transformation, collaboration, and problem-solving. They also acquire understanding of software
and hardware components, information structures, basic business processes, information
system security, and networks.

Unit I:
Computer Systems -An Introduction, Elements of a Computer System, Input, Output and storage
devices. Processing and CPUs. Operating system – Basics, functions and types., Concepts of
Networking and Data Communication. Basics and Features of Internet. Methodsof Accessing the
Internet, Handling Graphics and Multimedia,

Unit II:
Text processing software: creating and saving a document, previewing and printing a document,
editing, proofreading and formatting of documents. Presenting information in columns and
tables, using graphics, symbols, diagrams and charts. Creating and modifying table of contents,
index, bookmarks, cross references, hyperlinks, foot notes, end notes and bibliography. Crating
form letters, e-mail messages and labels. Collaborating using tracking of changes, adding and
reviewing comments, comparing and merging documents, password protecting of documents.
Creating documents in alternate formats.
Unit III:
Presentation software: Creating and managing slides and presentation, entering and editing
content onslides, presenting content in tables, inserting, creating and managing graphics, adding
sound and animation to slides, reviewing, preparing and delivering presentation, customizing
and sharing presentations.

Unit IV:
Spreadsheet Software: Creating workbooks, working with data and tables, formatting and
changing workbook appearance, managing and hiding worksheet data, ordering and
summarising data, combining data from multiple sources, creating charts and graphs,

Unit V:
Performing calculations using Formulas and Functions, analysing alternate data sets, creating
dynamic worksheets, printing worksheets and charts. Automating repetitive tasks, using
workbooks for collaborative working. Performing business intelligence analysis.

Suggested Readings:
 Peter Norton,(2008), Introduction to computers, 9th reprint Edi. (Tata Mcgraw Hill)
 Leon Alexis, Introduction to computers 1st edition, (Vikas Publishing), ISBN:
9788182092341
 Saxena S.& Chopra P.(2006) Computer Application in Management, Vikas Publication
 Gupta Vikas,(2008) 14 in one computer course kit, Dreamtech Publication
 Tannenbaum,(2013) computer networks, 5e, PHI publication
 Semester II

Theory/ Internal
Paper Code Name of Subject Credits Remarks Total
External Assessment
IMS(CC)-201 Organisational Behaviour 04 Core Course 70 30 100
IMS(CC)-202 Financial Management 04 Core Course 70 30 100
Legal Aspects and Business
IMS(CC)-203 Environment 04 Core Course 70 30 100
Production and Operations
IMS(CC)-204 Management 04 Core Course 70 30 100
Research Methods for
IMS(CC)-205 Business 04 Core Course 70 30 100
Management Information
IMS(CC)-206 Systems 04 Core Course 70 30 100
Business Ethics and Corporate Value Added Course
IMS(VNC)-201 00 (Non-Credited)
Governance 70 30 100
Semester Total 24 420 180 600

IMS(CC)-201: ORGANISATIONAL BEHAVIOUR

Course Objective: The objective of this paper is to help the students understand how individuals,
groups and structure interact to influence behaviour of people working in an organization.

Learning Outcomes: Students are expected to develop an understanding of their own

perceptions, attitudes and behaviours as well as of those expected from an OB Manager. They
are expected to develop comprehensive understanding of interplay among human nature, group
dynamics, technology and organizational environment and its implications on organizational
performance.

Unit I
Introduction to OB: Meaning and Nature of Organisational Behaviour, OB as an Interdisciplinary
Subject, Significance of OB for Managers, OB as an Open System, Robbin’s Model of OB, Changing
Context, Challenges for an OB Manager.

Unit II:
Perception: Meaning, Significance of Perception for Understanding Human Behaviour, Factors
Influencing Perception, Attribution Theory. Attitude: Meaning, Concept, Significance of attitude
for Understanding Human Behaviour, Values and attitude, Attitude formation, Measurement of
Attitude,Cognitive Dissonance theory, Attitude Change, Learning: Concept, Learning Theories:
Classical, Operant, Social, Learning, OB Modification, Steps in OB Modification Process.

Unit III:
Motivation: Motivation and Goal Directed Nature of Human Behaviour, Process, Theories of
Motivation, Maslow’s Need Hierarchy, Herzberg’s Two Factor Theory, Theory X, Y and Z, Work
Redesign for Creating Motivating Job, Applications of Motivation. Meaning, Functions and Types
ofGroup, Reasons for Joining Group, Stages of Group Development, Characteristics, Advantages,
and Disadvantages of Informal Groups.
Unit IV:
Concept of Group Dynamics, Group Norms, Group Cohesiveness, Group Shift and Group Decision
Making Techniques, Conflict, Dysfunctional Groups, Groups vs. Team, Types of Team, Concept of
Leadership, Fiedler’s Contingency Model, Hershey and Blanchard’s Model, Transactional and
Transformation Leadership.

Unit V:
Organizational Conflict: Reasons, Consequences and Handling. Organizational Culture: Concept,
Forming, Sustaining and Changing a Culture, OCTAPACE Model, Hofstede Model, Organizational
Change: Forces of Change, Resistance to Change, Change Model-Lewin’s model. Case Studies:
Somecases of real business world to supplement learning from the course.

Suggested Readings:
 Robbins, Judge, and Vohra (2013); Organizational Behavior; Prentice Hall Inc.; 15th Edition.
 Fred, Luthans (2005); Organisational Behavior; UK: McGraw Hill; 10th Edition.
 G, Moorhead & Griffith. (2007). Organizational Behavior. Houghton Muffin Co.
 Newstrom J (2007); OB: Human Behaviour at Work. McGraw Hill Inc.; 12th Edition.
 PareekUdai (2016); Understanding Organizational Behaviour; Oxford University Press; 4th
Edition.
 Rao, V.S.P. (2009); OrganisationBehaviour; Excel Book.

IMS(CC)-202: FINANCIAL MANAGEMENT

Course Objective: The objective of this course is to provide the basic understanding of corporate
financial concepts. To enable the students synthesize and explain the corporate financial functions
anddecision making dynamics in the broad framework of a financial system.

Learning Outcome: To demonstrate the application of the course concepts in capital structure
and project investment decisions. To demonstrate the application of financial understanding in
varying situations of risk return analysis, cash, credit and inventory management.

Unit I:
Nature of Financial Management: Scope and objectives of finance, role and functions of finance
manager, risk-return trade off, shareholders’ wealth maximization, agency problem, General
awareness of financial environment-financial instruments, regulation and markets.

Unit II:
Investment Decisions: Analysis of Capital budgeting decisions, application of discounted and non-
discounted techniques in capital budgeting, time value of money, capital rationing, risk analysis
in capital budgeting.

Unit III:
Financing Decisions: Cost of Capital and & Dividend Decision: Optimum capital structure, financial
and operating leverages, sources of long-Term Finance, cost of capital-components’ costs and
Combined Cost (WACC), capital structure theories.
Unit IV:
Dividend theories, Irrelevance of dividend, MM Hypothesis, relevance of dividend and Walter’s
model, dividend policy determinants, share repurchase or buyback, Issue of bonus share and its
implications,
Unit V:
Working Capital Management: Principles of working capital management, Accounts Receivable
management, Inventory management and Cash management, factors influencing working
capital requirement, computation of working capital required in business firm.

Suggested Readings
 Gitman, Lawrence J., & Chad J. Zutter (2017). Principles of Managerial Finance,Pearson
Publication, 13th Edition
 Van Horne, James C, &Dhamija, Sanjay (2011), Financial Management and Policy,
Pearson Publication
 Rustagi, R.P. (2019), Fundamentals of Financial Management, Taxman’s 14th Edition
 Kishore, Ravi M (2016). Financial Management, Taxman’s, 8th Edition.
 Khan, M.Y., & Jain, P.K. (2018). Financial Management: Text, Problems and Cases, McGraw
Hill Publication, 8th Edition

IMS(CC)-203: LEGAL ASPECTS AND BUSINESS ENVIRONMENT

Course Objective: To help students develop an appreciation of the evolution of the global
economy and of current topical debates surrounding ‘globalization’ and a range of associated
issues and laws. Provide background knowledge of the institutional, economic, political, cultural
and technological environments that constitute today’s global business environment. Provide a
strong foundation to students of basic economic theories and regulations underlying the
importance of the transnational corporation, of international trade, and of competitiveness.

Learning Outcomes: Aims to equip the students with an analytical framework to scan the
national and global business environment. Provide students a framework to calculate the
implications of their business decisions on different segments of the economy and legal issues.

Unit I
Indian Contract Act, 1872 Contract- Meaning, Essentials, Kinds, Offer and Acceptance,
Contractual Capacity, Free Consent, Consideration, Void Agreements, Quasi Contracts. Modes of
discharge of contract and remedies for breach of contract. Contract of Indemnity and Guarantee.
The Sale of GoodsAct, 1930 Meaning of Contract of sale, Difference between Sale and Agreement
to Sell. Conditions and Warranties, Transfer of Property in Goods, Unpaid Seller and his Rights.

Unit II
Indian Partnership Act, 1932. Meaning and test of Partnership, Implied Authority of a partner,
Position of a minor in partnership. The Negotiable Instruments Act, 1881 Meaning, and
characteristics of promissory note, bill of exchange and cheque. Negotiation and assignment.
Crossing of cheque, bouncing of cheques.

Unit III
Concept of Business Environment, Nature and Factors in Business Environment, Role of Planning
ina Market Economy, India’s Growth Experience, Performance & Challenges, Unemployment &
Employment, Population Change, and Economic Environment, Agricultural Growth, Performance
&Policies, Industrial Growth & Policies.

Unit IV
Economic role of Government; Contemporary Economic Reforms, Role of Industry in Economic
Development, Stock Exchange of India, Role of Regulatory Institutions in Indian financial system–
RBI and SEBI, Balance of Payment.
Global Business Environment– Political, Economic, Social, Cultural, Legal, Technological, Theories
of International Trade; Adam Smith, Ricardo and Ohlin & Heckscher, Indian Economy and GATT,
WTO,
Unit V
Emerging issues, Regional Economic Integration, European Union. Corporate Social
Responsibility;Environmental and Sustainability issues in Development.

Suggested Readings:
 M C Kuchhal, Business Law, Vikas Piblications
 Akhileshwar Pathak, Legal Aspects of Business, Tata Mc GRAW HILL
 Cherunilum F. (2017); Business Environment; Himalaya Publishing House, 4th Edition.
 B.N. Ghosh (2014); Business Environment; Oxford University Press1st Edition.
 Rao P.S. (2013); International Business; Himalaya Publishing House1st Edition.

IMS(CC)-204: PRODUCTION AND OPERATIONS MANAGEMENT

Course Objective: The objective of this subject is to introduce the students with the intricacies
of Operations Management. The course discusses the importance of planning, organizing and
controlling aspects in Operations Management. It also elaborates on the significance of Quality
Management in theorganizations.

Learning Outcomes: Students will be able to formulate and evaluate Operational decisions in any
organization – Production based and/or Service Based.

Unit I
Introduction to Operations Management; Historical Evolution; Strategic role of Operations;
Systems view of Operations Management; Functions of Operations manager; Recent Trends;
DesigningProducts; Services and Processes; Flexible Manufacturing System.

Unit II
Facility Location Planning; Facility Layout Planning; Job Design; Work Study; Work Measurement;
Method Study; Financial Analysis of Operating Plans; Ergonomics; Environmental Consideration
– Green manufacturing; Ethical issues in OM.

Unit III
Production Planning & Control, Master Scheduling; Aggregate Planning; Rough Cut Capacity
Planning; Gantt Charts & Sequencing. Just in Time (JIT); Lean Production System; Total Productive
Maintenance (TPM).
Unit IV
Fundamentals of Inventory Management; Inventory Control Techniques; Material Requirement
Planning (MRP); Manufacturing Resource Planning (MRP II); Enterprise Resource Planning;
ProjectManagement – PERT/CPM.

Unit V
Introduction to Quality Management; TQM; Contributions of Quality Gurus - Demings, Juran,
Philip Cross by & Ishikawa; Techniques of Quality Control; ISO 9000 & ISO 14000; Statistical
Process Control; Quality Circles; Kaizen; Six Sigma Approach; 7 QC tools; Service Quality & Service
QualityManagement
Suggested Readings:
 Heizer and Render, (2010) Operations Management, 10th edition, Prentice Hall,.
 Ashwathappa K &Bhat K. Shridhara (2019) - Production & operation Management, 2nd
Edition,Himalaya Publication.
 S N Chary (2019) Production and Operations Management, 6th Edition, Tata McGraw Hill,.
 William J Stevenson (2018) Operations Management, McGraw Hill, 13th edition.
 Adam JrEveretl E. & Ebert R J, (1992) Production and Operations Management, 5th
Edition, Prentice-Hall.
 Dilworth James B (1996) Operations Management, 2nd edition, McGraw Hill,.

IMS(CC)-205: RESEARCH METHODS FOR BUSINESS

Course Objective: The objective of this paper is to impart knowledge about various stages of the
research processes and their application in decision making.

Learning Outcomes: Develop understanding on various kinds of research, objectives of doing

research, research process, research designs and sampling. Have basic knowledge on qualitative
research techniques, and adequate knowledge on measurement & scaling techniques as well as
the quantitative data analysis. Basic awareness of data analysis-and hypothesis testing
procedures

Unit-I
Concept, Objectives and Significance of Research, Research Process, Research Design:
Exploratory Research Design, Descriptive Research Designs- Cross-sectional & Longitudinal,
Experimental Design: Pre-Experimental, Quasi Experimental, True Experimental & Statistical
Design.

Unit-II
Measurement and Scaling: Primary Level of Measurement- Nominal, Ordinal, Interval, Ratio,
Comparative and Non-competitive Scaling Techniques, Questionnaire Design, Sampling-
Sampling Process, Sampling Techniques-Probability and Non-Probability Sampling, Sample Size
Decision.

Unit-III
Data Collection: Primary & Secondary Data; Survey Method of Data Collection, Classification of
Observation Method; Fieldwork and Data Preparation. Hypothesis: Null Hypothesis & Alternative
Hypothesis; Type-I & Type-II Errors; Hypothesis Testing: T-Test, ANOVA,
Concepts of Multivariate Techniques-Multiple Regression Analysis, Discriminant Analysis etc.

Unit-IV
Qualitative Research: Data Collection of Qualitative Research- Interviews, Observation &
Documents,Qualitative Research Procedure: Focus Group Interview, Online Focus Group, Depth
Interview, Projective Techniques, Other Methods of Qualitative Research: Narrative,
Phenomenological, Grounded Theory, Ethnography & Case Study Method.

Unit-V
Meaning, Types and Layout of Research Report; Steps in Report Writing, Tabular & Graphical
Presentation of Data, Citations, Bibliography and Annexure in Report, Avoid Plagiarism; Use of
Statistical Software to Analysis the Data.
Suggested Readings :
 Satyabhushan D., Malhotra NK.,(2015) Marketing Research: An Applied Orientation,7th
Edition, Pearson publisher.
 Bajpai N., (2011) Business Research Methods:, Pearson publisher.
 Cooper & Schindler (2015) Business Research Methods,12th Edition, Mcgraw-Hill.
 Green, Tull&Albaum (2010) Research for Marketing Decisions,5th Edition, PHI Pvt. Ltd, New
Delhi.
 Leveine ,Khrehbiel& Berenson (2013) Business Statistics,6th Edition, Pearson Education.
 Luck D. & Rubin D. (2006) Marketing Research, 7th edition, PHI, New Delhi.

IMS(CC)-206: MANAGEMENT INFORMATION SYSTEMS

Course Objective: For an organization to thrive in today's increasingly rapid pace of change in
environment, managers and functional specialists in all areas must perform their jobs effectively,
efficiently, and ethically. Information technology provides the tools that enable all organizational
personnel to solve increasingly complex problems and to capitalize on opportunities that
contribute tothe success of the organization. This course provides students with solid grounding
in business uses of information technology in a rapidly changing environment, and to understand
critical issues surrounding the use of IT in organizations.

Learning Outcomes: Students will be able to understand and articulate fundamental concepts of
information systems management. Apply IT to solve common business problems. Plan and
implementeffective IT solutions to business problems. Apply the ethical aspects of information
technology use inthe organization.

Unit I:
Information Systems: Concept & Technologies, Role of information Systems in Business.
Influence of Information Systems in Transforming Businesses. Global E-Businesses and
Collaborations, Strategic roles of Information Systems. Behavioural, Technical and Socio-
technical approaches. Enhancing Business Processes through Information Systems. Types of
Business Information Systems.TPS, MIS, DSS and EIS. Organising the Information Systems function
in Business. Ethical and Socialissues of Information Systems.
Unit II:
Using Information Systems to Achieve Competitive Advantage: Porter’s Competitive Forces
Model and The Business Value Chain Model. Aligning Information Systems with Business. Decision
Makingand Information Systems: Types of Decisions and the Decision-Making Process, Business
Value of Improved Decision Making. Decision Support for Operational, Middle and Senior
Management. Concepts of Database and Database Management System.

Unit III:
Functional Information Systems: Marketing, Human Resource, Financial and Operational
InformationSystems. Cross Functional Information Systems, Enterprise Systems. Supply Chain
Management Systems. Customer Relationship Management Systems. Business Value of
Enterprise applications andchallenges in Implementing, Knowledge Management.

Unit IV:
E-Commerce: Fundamentals and Concepts: Digital Markets and Digital Goods. Types of E-
commerce and E-commerce Business Models. B2B E-Commerce: New Efficiencies and
Relationships. Conceptof Mobile E-Commerce. Security and Control of Information Systems.
Unit V:
Implementing Information Systems as Planned Organisational Change. Business Process
Reengineering. Systems Analysis and Systems Design. Modeling and Designing Systems:
Structuredand Object-Oriented Methodologies, Traditional Systems Life Cycle, Prototyping, End-
User Development, Application Software Packages and Outsourcing. Implementing Information
Systems. Introduction to Change Management.

Suggested Readings:
 Laudon Kenneth C. and Laudon Jane P.,(2018), Management Information SystemsManaging
the Digital Firm by : Pearson Publication, 15e
 James A O’Brien, Behl Ramesh, George M.Marakas, (2019), Management Information
Systems,McGraw Hill
 JawadekarWaman S., (2013) Management Information Systems A Global DigitalEnterprise
Perspective; McGraw Hill
 Dr.S.Shajahan, R.Priyadharshini, (2004) Management Information Systems, New Age
International Publishers
 Boris Shishkov,(2020) Designing Enterprise Information Systems, Springer Publication,, ISBN
978-3-030-22441-7

IMS(VNC)-201: BUSINESS ETHICS & CORPORATE GOVERNANCE

Course Objectives: The objective of this course is to study the major concepts, principles &
theories of business ethics, corporate governance, corporate social responsibility and
sustainability in today’s business world.
Learning Outcomes: Students will be able to incorporate importance of ethics in business world
today and it will help them take ethical decisions in the organization. They will have a better
understanding of CSR, Corporate Governance and Sustainability issues faced by the
organizations.

Unit I: Introduction

Opening Case: Subprime lending

Concept of Business Ethics, Elements of Business Ethics, History and development of Business
Ethics,Can Ethics be taught?,Bad Apple Theory, Why Ethics matters in Business? Ethics and Law,
Ethical Behavior, Relationship between Business and Ethics: Unitarian View of Ethics, Separatist
View of Ethics, Integration View of Ethics, Why be ethical in business? Who cares?,Pressure Points
for EthicalBehaviour.

Emerging Ethical Issues and Dilemmas in Business- Lying, Bullying, Discrimination, Sexual
Harassment, Fraud, Corporate Espionage, Insider Trading, Environmental Issues, Sexual
Harassment,Misuse of Organizational resources, Privacy Concerns, Employee Theft, Conflict of
Interest etc.
Ethical issues related to Marketing, Ethical issues related to Finance, Ethical issues related to HR,
Ethical issues related to IT, Ethics of Net neutrality, Ethical dimensions of artificial intelligence,
Ethical Issues in Capitalism, Socialism and Communism.

Closing Case Study: Bhopal Gas tragedy

Unit II: Business Ethics Philosophies
Opening Case: Turing Pharmaceutical price hike controversy
Institutionalization of Business Ethics in India: Environment Laws, Antitrust Laws, Consumer
Protection Laws, Investor Protection, Intellectual Property Right Laws, Corruption Prevention
Laws,and Laws Promoting Equity and Safety at Workplaces.

Traditional and Contemporary Moral Philosophies: Teleology: Egoism, Utilitarianism,

Deontology: Categorical Imperative of Kant, Hypothetical Imperative, Divine Command Theory,
Machiavellian Theory, Darwinism, Justice Theory of Rawls’, Virtue Theory of Aristotle, Ethical
Relativism.

Contemporary Moral Philosophies: Contractarianism, Prisoner's Dilemma, Kohlberg’s Cognitive

Moral Development Theory and Heinz Dilemma, Feminist care ethics, Integrated Social Contract
Theory (ISCT).

Closing Case: Johnson & Johnson Tylenol Crisis

Unit III: Ethical Decision Making: Individual and Organizational Factors

Opening Case: Enron scandal

Individual Ethics Management: Ethical Dilemma; Ethical Decision Making Models- Utility, Rights,
Justice and Caring (URJC) Model, Janus Headed Model, Steps for Taking Good Ethical Decision;
White Collar Crimes and Reason for its Growth.

Organizational Ethics Management: Organizational Culture and Ethical Climate, Danger Signs of
Ethical Risk in Organization, Whistleblowing in Organisations: Tips for whistleblowing and the
process of handling whistleblowing in organisations, Discussion of case related to murder of
whistle-blowers Satyendra Dubey and Shanmugam Manjunath.
Leadership and Ethics, Leadership and use of power to shape an ethical corporate culture, Use of
Developing, Managing and Controlling Good Ethics Program in an Organization, Ethics Audit,
Mechanism to Resolve Ethical issues in Organization.

Global Ethics Management: Avoiding, Forcing, Persuasion or education, Infiltration, Negotiation

orCompromise, accommodation and Collaboration.

Closing Case: Galleon Group Insider trading fraud.

Unit IV: Corporate Social Responsibility Opening Case: Merck and River blindness
Definition of CSR, Importance and Limitations of CSR, Identifying and Defining Social Problems,
Preventing and Solving Social Problems, Historical Evolution of CSR, Development of CSR in Modern
India, Trusteeship Theory of Mahatma Gandhi, Types of CSR: Carroll's Pyramid, Triple Bottom Line
and Environmental Sustainability, Cause Related Marketing, CSR Standardization, Developing
an Effective CSR Strategy.

Theological Ethics and Philanthropy: Philanthropy in Hinduism, Buddhism, Islam, Christianity,

Islam and Sikhism.

Closing Case: The pesticide controversy and its impact upon the CSR strategy of Coca- Cola

Unit V: Corporate Governance: Theories and Models Opening Case: Punjab National BankScam
Definition of Corporate Governance, Importance of Corporate Governance, Principles of
Corporate Governance, and Models of Corporate Governance: Anglo-American Model, German
Model, Japanese Model, Issues in Corporate Governance. Development of Corporate
Governance in US, UKand India.

Theories of Governance: Agency Theory, Shareholder Theory, Stakeholder Theory, Stewardship

Theory.

Closing Case: Satyam Scam

Suggested Readings:
 Linda K. Trevino, Katherine A. Nelson (2017); Managing Business Ethics: Straight Talk about
 How to Do It Right, Wiley Publishing House, 6th Edition
 Kumar, Shailendra, RaiAlok K (2019); Business Ethics; Cengage Learning, 1st edition.
 O. C. Ferrell , John Fraedrich , Ferrell (2017); Business Ethics: Ethical Decision Making &Cases;
Cengage Publishing House
 Thomas Donaldson , Thomas W. Dunfee,(1999); Ties That Bind: A Social ContractsApproach
to Business Ethics; Harvard Business School Press.
 Norman E. Bowie, (2015); "Business Ethics," in New Directions in Ethics, ed. Joseph P.
DeMarco and Richard M. Fox, New York: Routledge&Kegan Paul, 2015
 Elkington. John, (1997) Cannibals with Forks: The Triple Bottom Line of 21st(Capstone/John
Wiley, hardcover, 1997)
 Gandhi M.K. Trusteeship (Ahmedabad Navjivan Publishing house, 1960) pp 5.
 Callahan, D. (2004), The Cheating Culture: Why More Americans are Doing Wrong to Get
Ahead (Harcourt, Inc., Orlando, FL).
 Mallin. Chris A.(2011) ; Handbook on International Corporate Governance: Country
Analyses; Edward Elgar. pp 421
 Kanungo, R. N., and M. Mendonca (1996); Ethical dimensions of leadership, Sage
Publications Thousand Oaks, CA.
 Semester III
Theory/ Internal
Paper Code Name of the Subject Credit Remarks Total
External Assessment
Innovation and
IMS(CC)-301 Entrepreneurship/MOOCs 04 Core Course 70 30 100

Data Modelling and Analysis Core Course

IMS(BA)-301 04 Domain 70 30 100
Using R
Advanced Technologies
BA(EL)-301A for Business 70 30 100

BA(EL)-301B Decision Sciences 70 30 100

Elective (Choose
Business Applications of
BA(EL)-301C 08 Any Two 70 30 100
Multivariate Methods
Digital Transformation
BA(EL)-301D Management 70 30 100
Summer Internship
IMS(IN)-301 Project 04 Summer Internship 70 30 100

IMS(ID)-301A Business Analytics Inter-Departmental 70 30 100

04 Course
IMS(ID)-301B Inter-Departmental Course 70 30 100
IMS (FL)-333 Foreign Language 00 Non-Credit - - -
(French/German)
Semester Total 24 420 180 600

IMS(CC)-301: INNOVATION AND ENTREPRENEURSHIP

Course Objective: The course is designed as a broad overview of entrepreneurship, including

identifying a winning business opportunity, gathering funding for and launching a business,
growing the organization and harvesting the rewards. It is an integrative course—one that
combines material introduced to the students in core courses and applies it to the design and
implementation of new ventures. The students are expected to have completed courses in
Management Principles, Marketing,HRM, Productions & Operations, Economics, Accounting&
Finance.

Learning Outcomes: Appreciate and develop entrepreneurial attitude and prerequisites for
becoming an entrepreneur. Demonstrate creativity in identifying opportunities for business
venture. Distinguishbetween suitability of alternative forms of business organisations for chosen
venture. Familiarize with the procedures for establishing a business venture and necessary
documentary and regulatory compliances and tax issues. Familiarize and identify sources of
finance available for the venture. Display insights into procedure for and advantages of different
IPR’s. Relate and apply different strategies in support of a venture. Develop and display soft skills
for managing a team and provide leadership. Prepare projected financial statements and ratios
for key indicators. Prepare a comprehensive business plan. Recognize the need for social
entrepreneurial opportunity and ways to organise the same through own venture

Unit I:
Entrepreneurship: Meaning and objective. Entrepreneurship and its role in Economic
Development. Entrepreneurial Traits and Mindset. Misconceptions and Myths about
Entrepreneurship. Motivation for becoming an Entrepreneur. Entrepreneurship as a Career
Option. Entrepreneurial Leadership.
Creativity and Innovation. Bottlenecks to Creativity and innovation. Disruptive Technology and
generating commercial value from Innovation; Sources of New Ideas, Techniques for generating
Ideas. Accessing Business Potential of an Idea. Idea to Opportunity: Sources of Opportunity,
Opportunity Recognition.

Unit II:
Types of New Ventures, Tax implications of various forms of Ventures. Procedures for setting up
a Business in India. Entrepreneurship and Intellectual Property Rights (IPR): Patents, Trademarks
and Copyrights. Business Plan: Purpose and Contents of a Business Plan. Marketing Plan: Need
for Marketing Research, Industry Analysis, Competitor Analysis, Market Segmentation, Target
Markets,Market Positioning, Marketing Mix, Marketing Plan and Market Strategy. Operation and
Production Plan: Product Design and Specifications.

Unit III:
Types of Production Systems, Location and Layout Decisions, Plant and Technology Choices,
Production Planning and Commercialization.

Financial Plan: Assumptions underlying the Financial Statements. Budgeting. Preparation of

projectedFunds Flow and Cash Flow Statement, Profit and Loss Accounts / Income Statement and
Balance Sheet.Key Financial Indicators: Break-Even Analysis, Ratio Analysis, Valuation Methods,
Sensitivity analysis. Financing of New Ventures: Stages of Financing, Sources of Finance – Seed
Funding, Venture Capital Funding, Bank Funding, Lease Financing. Funding opportunities and
Institutional Support in India for New Ventures. Managing Cash and Liquidity, Record Keeping,
Performing DueDiligence

UNIT IV:
Launching a New Venture: Preparing Implementation Plan, Raising Resources, Leveraging
Intellectual property, Organisation Plan: Team Building for the New Venture, Designing
Organisational Structure and Systems Building a Winning Team, Motivating and Inspiring the
Team Members, Monitoring the Technological Trends, Pilot Testing, Understanding Markets,
MarketStrategies and Positioning. Managing Growth: Managerial Issues and Growth Strategies
for New Ventures. Revival and Exit: Turnaround Strategies, Liquidation and Exit Strategies for
Entrepreneurs.

Unit V:
Introduction to social enterprises, Social entrepreneurship – need, definition, characteristics and
models. Social leadership, networks and external relationships, revenue models, Measures of
performance of social enterprises, ISO 26000, Local problems and local solutions, Social audit,
Issuesin management of Social Enterprises.

Suggested Readings:
 Kumar A (2012); Entrepreneurship; Pearson, 3rd Edition.
 Poornima M.CH (2006); Entrepreneurship Development: Small Business Enterprises;Pearson,
1st Edition.
 Kumar A., S.C. Poornima, M.K. Abraham, K. Jayashree (2011); Entrepreneurship
Development; New Age International Publishers, 1st Edition.
 A.Sahay, M. S. Chhikara (2007); New Vistas of Entrepreneurship: Challenges &Opportunities;
Excel Books, 1st Edition.R.K.R. Kummitha (2016); Social Entrepreneurship: Working towards
Greater Inclusiveness; Sage Publications, 1st Edition.
IMS(BA)-301: DATA MODELLING AND ANALYSIS USING R

Learning Objectives:

Understand the basic concepts of R programming language and its data structures. Learn how to
create and manipulate vectors, matrices, and data frames in R. Gain an understanding of data
visualization techniques using R and how to manage missing andoutlier data. Develop knowledge
of hypothesis testing, regression analysis, time series analysis, factoranalysis, and cluster analysis
using R. Gain practical skills in reproducible research using R and R studio.

Learning Outcomes:

Analyze data and create various data structures in R for business applications. Perform data
visualization techniques and effectively manage missing and outlier data using R. Apply
hypothesis testing, regression analysis, time series analysis, factor analysis, and clusteranalysis
techniques to business data. Create reproducible research using R and Rstudio to effectively
communicate results to stakeholders. Develop proficiency in R programming language for
analyzing and presenting business data.

Unit I
Introducing to R – R Data Structures – Help functions in R – Vectors – Scalars – Declarations –
recycling – Common Vector operations – Using all and any – Vectorised operations – NA and
NULL values – Filtering – Vectorised if-then else – Vector Equality – Vector Element names

Unit II
Creating matrices – Matrix operations – Applying Functions to Matrix Rows and Columns –Adding
and deleting rows and columns – Vector/Matrix Distinction – Avoiding Dimension Reduction –
Higher Dimensional arrays – lists – Creating lists – General list operations – Accessing list
components and values – applying functions to lists – recursive lists

Unit III
Creating Data Frames – Matrix-like operations in frames – Merging Data Frames – Applying
functions to Data frames – Factors and Tables – factors and levels – Common functions used with
factors – Working with tables - Other factors and table related functions - Control statements –
Arithmetic and Boolean operators and values – Default values for arguments - Returning Boolean
values – functions are objects – Environment and Scope issues – Writing Upstairs - Recursion –
Replacement functions – Tools for composing function code – Math and Simulations in R

Unit IV
R Object and Class Object, Data visualization in R & Data Management: R object and Class Object
and Class: R S3 Class, R S4 Class R Reference Class, R Inheritance, Data visualization in R and Data
Management: Bar Chart, Dot Plot, Scatter Plot (3D), Spinning Scatter Plots, Pie Chart Histogram
(3D)[including colorful ones], Overlapping Histograms, Boxplot, Plotting with Base and Lattice
Graphics Missing Value Treatment, Outlier Treatment, Sorting Datasets Merging Datasets,
Binning variables

Unit V
Hypothesis Testing – I (Parametric) – Hypothesis Testing – II (Non-Parametric) – Analysis of
Variance (One way ANOVA, Two way ANOVA) – Simple and Multiple Linear Regression Analysis –
Logistic Regression – Time Series Analysis – Factor Analysis – Cluster Analysis - Reproducible
Research using R and Rstudio (knitr, rmarkdown, bookdown, interactive document, shiny
presentation, shiny web application)

Suggested Readings:
 Chang, Winsto (2018) R Graphics Cookbook, O′Reilly; 2nd edition
 Phil, Spector (2008) Data Manipulation with R, Springer-Verlag New York Inc
 Kabacof, Robert, R in Action: Data Analysis and Graphics with R, Manning Publications
 Wickham, Hadley (2019), Advanced R, Routledge, Taylor & Francis

BA(EL)-301A: ADVANCE TECHNOLOGIES FOR BUSINESS

Course Objectives:
To introduce students to the fundamentals of Artificial Intelligence (AI) and Machine Learning
(ML) and their application in the industry. To familiarize students with the concept of big data and
its platforms and challenges. To provide an understanding of cloud computing and its services
in developing, deploying, andmonitoring applications in the cloud. To introduce students to the
Internet of Things (IoT) architecture and its application in cloudcomputing. To provide an
understanding of blockchain technology, its building blocks, types, and applications.

Learning Outcomes:
Understand the fundamentals of AI, machine learning, big data, cloud computing, IoT, and
blockchain, and their potential applications in a managerial context. Develop a critical
understanding of the ethical, legal, and social implications of using AI, machinelearning, big data,
cloud computing, IoT, and block chain in organizations. Learn how to implement data-driven
decision-making strategies by leveraging AI, machinelearning, big data, cloud computing, IoT, and
blockchain technologies.

Unit -1
Introduction for AI, Knowledge acquisition, Knowledge representation, Introduction of Machine
Learning. Supervised and Unsupervised learning, Machine Learning Approaches – (Artificial
NeuralNetwork, Clustering, Reinforcement Learning, Decision Tree Learning, Bayesian networks,
Support Vector Machine, Genetic Algorithm), Issues in Machine Learning, Data Science Vs
Machine Learning

Unit II
Introduction to Big Data: Big Data Platform – Challenges of Conventional Systems. Hadoop:
Historyof Hadoop, the Hadoop Distributed File System, Components of Hadoop. Map Reduce
Application- How Map Reduce Works, Map Reduce Types and Formats- Map Reduce Features -
Hadoop environment.

Unit III
Introduction to Cloud Computing, Virtual Machines in the Cloud, Storage in the Cloud –
Containers in the Cloud, – Applications in the Cloud – Developing, Deploying and Monitoring in
the Cloud, Cloud services, Big Data and Machine Learning in the Cloud, Introduction to Google,
AWS and AzureCloud.

Unit IV
Internet of Things (IOT)- An overview, Characteristic, Application and challenges. IoT
Architecture,IoT and Cloud Application,

UNIT V
Blockchain: Introduction, feature and Application, Technical, Business, Behavioral/ Educational
Challenges, Legal Barriers, Building Blocks of Blockchain, Type of Blockchain, Concept of
Distributed system, Distributed Ledger, Cryptography, Blockchain vs Traditional architecture,
Database Vs. Ledger, Bit coin, Ethereum etc.

Suggested Readings:
 Stuart Russell and Peter Norvig (2010); Artificial Intelligence: A Modern Approach, Pearson
 Kim H. Pries and Robert (2015); Big Data Analytics: A Practical Guide for Managers, Auerbach
Publications
 Toby Velte, Anthony Velte, and Robert Elsenpeter (2009); Cloud Computing: A Practical
Approach, McGraw Hill; 1st edition
 Daniel Drescher (2017); Blockchain Basics: A Non-Technical Introduction in 25 Steps

BA(EL)-301B: DECISION SCIENCES

Course Objective:
To understand the applications and scope of Operations Research in managerial decision-making.
To learn about the different decision-making environments and approaches, such as the
decisiontree approach. To learn about game theory, including two-person zero-sum games,
pure and mixed strategygames, and different methods for solving mixed strategy games. To
understand the concept of queuing theory and its applications in estimating arrival and service
rates, as well as the characteristics of M/M/I Queue model.

Learning Outcomes:
Apply Operations Research techniques to make effective managerial decisions in different
decision-making environments. Develop and use decision tree models to analyze and solve
business problems in uncertain andrisky situations.

Unit -I
Operations Research: Uses, Scope and Applications of Operation Research in managerial
decision- making. Decision-making environments: -Decision-making under certainty, uncertainty
and risksituations; Decision tree approach and its applications.

Unit- II
Linear programming: Mathematical formulations of LP Models for product-mix problems;
graphical and simplex method of solving LP problems; sensitivity analysis; duality. Transportation
problem: Various methods of finding Initial basic feasible solution and optimal solution.

Unit -III
Assignment model: Algorithm and its applications. Game Theory: Concept of game; Two-person
zero- sum game; Pure and Mixed Strategy Games; Saddle Point; Odds Method; Dominance
Method and Graphical Method for solving Mixed Strategy Game.
Unit -IV
Sequencing Problem: Johnsons Algorithm for n Jobs and Two machines, n Jobs and Three
Machines, Two jobs and m - Machines Problems. Queuing Theory: Characteristics of M/M/I
Queue model; Application of Poisson and Exponential distribution in estimating arrival rate and
service rate; Applications of Queue model for better service to the customers.

Unit -V
Dynamic Programming ,Nature of Dynamic Programming Problem, Dynamic Programming
Solutionsfor Knap Sack, Traveling Salesman (Stage Coach), Assignment of Salesmen to Sales Area
and CapitalBudgeting. Integer linear programming: Meaning, Application, integer programming
algorithm (branch and bound algorithm, cutting plan algorithm)..

Suggested Readings:
 Taha, H. A. (2014); Operations Research: An Introduction, 10th Edition, Pearson
 Winston, W. L. (2004); Operations Research: Applications and Algorithms, 4th Edition,
CengageLearning, Thomson Brroks
 Hillier, F. S., & Lieberman, G. J. (2017); Introduction to Operations Research, 10th Edition,
McGrawHill

BA(EL)-301C: BUSINESS APPLICATIONS OF MULTIVARIATE METHODS

Course Objectives:
To introduce students to the concept of multivariate analysis and its importance in business
analytics. To develop students' skills in applying multivariate techniques to real-world business
problems. To enhance students' understanding of multivariate regression analysis, multivariate
analysis of variance, factor analysis, structural equation modeling, cluster analysis, and
discriminant analysis. To enable students to interpret multivariate data and communicate the
results to stakeholders in aclear and concise manner.

Learning Outcomes:
Students will be able to describe the applications of multivariate analysis in business analytics and
explain its importance in decision-making. Students will be able to perform descriptive statistics
and exploratory data analysis on multivariatedata to gain insights into patterns and relationships.
Students will be able to select appropriate multivariate regression models, validate their
assumptions, and interpret the results to make business decisions.

Unit I
Introduction to Multivariate Methods: Overview of multivariate methods and their applications
in business analytics, Descriptive statistics and exploratory data analysis for multivariate data,
Measures of association and dependence for multivariate data, Interpretation of multivariate
data through visualization techniques.

Unit II
Multivariate Regression Analysis: Multiple linear regression analysis for business applications,
Model selection and validation techniques in multivariate regression analysis, Extensions of
multiple linear regression - logistic regression and multinomial regression, Interpretation of
results and business implications of multivariate regression models.

Unit III
Multivariate Analysis of Variance (MANOVA): Understanding the concept of analysis of variance
(ANOVA) and its business applications, Multivariate analysis of variance (MANOVA) for testing
differences between multiple groups on multiple continuous response variables, Post-hoc tests
and interpretation of results in MANOVA, Business implications and applications of MANOVA in
marketing, operations, and finance

Unit IV
Factor Analysis and Structural Equation Modeling: Factor analysis for dimension reduction and
identifying underlying latent constructs in business data, Confirmatory factor analysis and
structural equation modeling for hypothesis testing and model validation, Interpretation of
results and business applications of factor analysis and structural equation modeling.

Unit V
Cluster Analysis and Discriminant Analysis: Cluster analysis for identifying groups of similar
objectsin business data, Discriminant analysis for classifying objects into predefined groups based
on a set of predictor variables, Interpretation of results and business applications of cluster
analysis and discriminant analysis.

Suggested Readings:
 Richard A. Johnson and Dean W. Wichern (2012); Applied Multivariate Statistical Analysis,
Prentice Hall India Learning Private Limited
 Joseph F. Hair Jr., G. Tomas M. (2010); Multivariate Data Analysis: A Global
Perspective, Pearson Education
 Andy Field (2019); Discovering Statistics Using IBM SPSS Statistics, SAGE Publications India
Pvt Ltd; Fourth edition
 Bryan F.J. Manly (2016); Multivariate Statistical Methods: A Primer, Chapman and Hall/CRC;
4th edition
 J. F. Hair, W. C. Black, B. J. Babin, and R.E. Anderson (2009); Multivariate Analysis for the
Behavioral Sciences, Pearson; 7th edition

BA(EL)-301D: DIGITAL TRANSFORMATION MANAGEMENT

Course Objectives:
To develop an understanding of the concept of digital transformation and its impact on
businessand society. To identify the key drivers and challenges of digital transformation and
assess the organization'sdigital maturity and readiness for digital transformation. To develop a
digital transformation strategy aligned with business goals and objectives. To explore the
emerging digital technologies and platforms that enable digital transformation andevaluate the
benefits and risks of adopting these technologies and platforms. To monitor and evaluate the
progress and impact of digital transformation initiatives.

Course Outcomes:
Understand the concept of digital transformation and its impact on business and society. Develop
a digital transformation strategy aligned with business goals and objectives. Identify the key
competencies and skills required for digital leaders and develop effective communication and
collaboration strategies. Develop and implement effective digital transformation projects.

Unit I:
Introduction to Digital Transformation Management
Definition and significance of digital transformation, Key drivers and challenges of digital
transformation, Digital technologies and platforms enabling digital transformation, Organizational
andcultural aspects of digital transformation.

Unit II:
Strategy and Planning for Digital Transformation
Developing a digital transformation strategy, Business model innovation and value proposition
design, assessing digital maturity and readiness for transformation, Creating a digital
transformation roadmap

Unit III:
 Digital Leadership and Change Management
Competencies and skills for digital leaders, Change management in digital transformation,
Challengesand opportunities of leading digital transformation initiatives, Communication and
collaboration strategies for digital transformation.

Unit IV:
Digital Technologies and Platforms
Emerging digital technologies and platforms for digital transformation, Benefits and risks of
adoptingdigital technologies and platforms, Implications of digital technologies and platforms for
business models and value chains, Impact of digital technologies and platforms on customer
experience and engagement

Unit V:
Implementation and Evaluation of Digital Transformation
Agile and iterative approaches to digital transformation, Effective project planning and
implementation, Monitoring and evaluating progress and impact of digital transformation, Key
successfactors and lessons learned from digital transformation projects

Suggested Readings:
 Jo Caudron and Dado VanPeteghem (2018); Digital Transformation: A Model to Master
Digital Disruption, BookBaby
 Janet S., Digital Leadership: Changing Paradigms for Changing Times
 Alexander (2016); Digital Strategy: A Guide to Digital Business Transformation, Createspace
Independent Pub
 LindsayHerbert (2017); Digital Transformation: Build Your Organization's Future for the
Innovation Age, Bloomsbury Business
 Thomas M. Siebel (2019); Digital Transformation: Survive and Thrive in an Era of Mass
Extinction, RosettaBooks
 George Westerman,Didier Bonnet, and Andrew McAfee (2014); Leading Digital: Turning
Technology into Business Transformation, Harvard Business

IMS(IN)-301: SUMMER INTERNSHIP PROJECT

IMS(ID)-301A: BUSINESS ANALYTICS
Course Objectives: Understand the conceptual foundations of relevant business analytics
methodologies. Understand the nature and scope of analytics in business management decisions.
Understanding the application of various analytical tools including interpreting the input and
communicating the output from these tools and models with their advantages and limitations
Understand the application of theseanalytical tools to assist business decisions. Support Business
decisions with analytical, research and managerial skills.

Learning Outcomes: The Students would be able to understand the benefits provided by
analytical methods in business management. Manage technical challenges to plan, gather,
analyse and interpret research information. Be able to access the appropriateness of analytical
methods for different applications. Have gained hands-on analytical application skills utilizing
relevant software. Be able toproperly interpret and communicate methodological results. Resolve
marketing decision problems andmake sound business decisions using analytics.

Unit I:
Overview of Business Analytics, Analytical Methods and Models, Use of Analytics in Business
Practices, Concept of Big Data, Types of Data, Hands on Practice on Data in Excel.
Unit II:
Concept of Data Visualization, Data visualization and Storytelling Through data, Data
Visualization Techniques, Data Visualization Through Advanced Chart, Time Series Data Analysis
and forecasting.

Unit III:
Data Mining and Management, Data Mining Tools, Data Mining Process, Data Mining Through
Social Media, Summarize Marketing Data, Data Reduction methods, Metrics for Business
Management, Pricing Analytics.

Unit IV:
Introduction to R and R-Studio software, Data Analysis Through R, Web and Social Media
Analytics,Sentiment Analysis, Social Network Analytics, Text Analytics, Hands on practice on Data
Analysis using R

Unit V:
Optimization Techniques, Linear Optimization Models, Sensitivity Analysis, Decision Analysis,
Decision Analysis without Probabilities, Decision Analysis with Probabilities.

Suggested Readings:
 Lilien, G. L., Rangaswamy, A., & De Bruyn (2007); Principles of Marketing Engineering;
TraffordPublishing, 3rd edition.
 Linoff, G. S., & Berry, M. J. (2011); Data mining techniques for marketing, sales, and
customerrelationship management; John Wiley & Sons, 3rd Edition.
 S. Scheps (2011); Business Intelligence; For Dummies; 1 Edition.
 E. Siegel& T.H. Davenport (2013); Predictive Analytics: The Power to Predict Who Will
Click,Buy, Lie, or Die; Wiley, 1st Ediction.
 Pochiraju, Bhimasankaram, Seshadri& Sridhar (2019); Essentials of Business Analytics;
SpringerInternational Publishing, 1st Edition.

IMS (ID)-301B: INTER-DEPARTMENTAL COURSE

IMS (FL)-333: FOREIGN LANGUAGE

French Language

Course Objectives: To develop listening, speaking, reading & writing skills in French and also to
introduce the learner to different aspects of life and culture of the people who speak the
language.

Learning Objectives: This course will enable the students to listen and comprehend elementary
structures of the spoken language, participate in simple conversations in various day to day
situations. Further the students will be able to develop the creative aspect of language learning.
Unit-I : Elements of Functional Grammar
1. Organisation générale de la grammaire
2. Article indéfini, défini, contracté
3. Nom, adjectif, masculin, féminin, singulier et pluriel
4. Qui est-ce, qu’est-ce quec’est
5. Les verbes- la conjugison de verbes reguliers et irreguliers
6. Le temps -Présent,
7. Prépositions-à,de, l’article contrcté
8. Négation, interrogation : Inversion, est-ce que, qu’est-ce que, comment,
9. Adjectifs
10. Le mode impératif

Unit-II : Composition & Comprehension

Textes recommandés lus et expliqués et écoutes orales suivies de questions de compréhension
avec fecilitateur , Rédiger des phrases simples sur des sujets de la vie quotidienne.
Faire des projets de week-end/ de vacances
Rédiger la reponse, l'invitation,le message, un petit annonce, fiche d'identité, la carte postale

Unit-III : Translation &Communication skills

Traduction en français-anglais et vice-versa de passages du texte et de phrases simples Se
présenter, présenter quelqu’un, faire la connaissance des autres, formules de politesse,
rencontres parler de soi : parler du travail, de ses activités,
Donner/demander des informations sur une personne, premiers contacts, exprimerses goûts et
ses préférences

Unit-IV: Lexical acquisition through Culture and Civilization

La vie en France, monuments, architecture, sculptures, montagnes, rivières, sports, fromages,
vins, cuisine, gastronomie, journaux et magazines

Unit-V: Elements of Business French

Suggested Readings:
Le livre à suivre : Nouveau Sans Frontière: Niveau 1 : Alter Ego :Collins Gem French-
English/English-FrenchDictionary

German Language

Course Objectives: To develop listening, speaking, reading & writing skills in German and also to
introduce the learner to different aspects of life and culture of the people who speak the
language.

Learning Objectives: This course will enable the students to listen and comprehend elementary
structures of the spoken language, participate in simple conversations in various day to day
situations. Further the students will be able to develop the creative aspect of language learning.

Unit I
Introduction to Germany, Basic grammar structure, Nouns (singular, plural), Numbers, Days,
Months, Seasons, Colours.

Unit II
Personal pronouns, Verbs, Conjunctions, Prepositions, Articles, Adjectives

Unit III
Tenses, Sentence Construction, Interrogative Sentences, Affirmative Sentences, Negative
Sentences
Unit IV
Comprehension Texts

Unit V
Paragraph Writing
 SEMESTER IV

Theory/ Internal
Paper Code Name of Subject Credit Remarks Total
External Assessment
Strategic Management/
IMS(CC)-401 MOOCs 04 Core Course 70 30 100
Business Intelligence and Data
IMS(BA)-401 04 Core Course 70 30 100
Visualization
BA(EL)-401A Marketing Analytics 70 30 100
BA(EL)-401B Finance and Risk Analytics Elective 70 30 100
(Choose Any
BA(EL)-401C HR Analytics 08 70 30 100
Two
BA(EL)-401D Web and Social Media Analytics 70 30 100
Master Thesis/
IMS(MT)-401 Master Thesis/Dissertation 04 70 30 100
Dissertation
IMS(ID)-401A Artificial Intelligence in Intra- 70 30 100
Business 04 Departmental
IMS(ID)-401B Intra-Departmental Course Course 70 30 100
Semester Total 24 420 180 600

IMS(CC)-401: STRATEGIC MANAGEMENT

Course Objective: The objective of this course is to develop a holistic perspective of enterprise,
critical from the point of view of the top management and to acquaint with strategic
management process and develop competencies to understand competitive posture of own and
competing firms in various industries with a view to successfully implement strategy with
effectiveness.

Learning Outcomes:
Relate vision and mission with the current business of the organization. Define business in terms
of need/ functions, customers and alternative Technologies. Distinguish between ability,
capability, competence and competitive advantage. Interpret trends and developments in the
environment and implications for business in terms of opportunities, challenges and threats.
Perform SWOT analysis of organisation and competitors. Justify the chosen strategy with the
conditions and prerequisites for success. Construct businessportfolio and understand strategic
implication. Distinguish a mechanist organization with a learning organization. Assess an
organization’s readiness to change. Address the issues in implementation of strategy in a given
situation. Apply value chain to identify core competencies required to be developed.
Discriminate between variants of organisation structure and recommend suitable
organisationstructure to support strategy execution. Identify and recommend best practices for
ensuring effectiveness in strategy execution. Decipher characteristics of culture in an
organisation and recommend required attributes and actions for changing the problematic
/unhealthy culture. Identify performance metrics for strategic performance management
Recommend strategic and operational effectiveness techniques for evaluation and perform
strategic audit. Demonstrate ethical behavioural orientation and cultural sensitivity.

Unit I:
Nature and Scope of Strategic Management, Process of Strategic planning and Implementation,
Strategic Management Process, Strategists and their Role in Strategic Management, Hierarchy of
Strategic Internet: Vision, Mission, Goals and Objectives, Business Definition. Environmental
Appraisal: Environmental Scanning, Appraising the Environment, Organizational Appraisal:
Organisational Capability Factors, Considerations in Organisational Appraisal, Methods and
Techniques used for Organisational Appraisal, Structuring Organisational Appraisal.

Unit II:
Company level strategies: Grand, Stability, Expansion, Retrenchment and Combination
Strategies, Business Level strategy: Cost, Differentiation, Focus, Organisational perquisites for
implementing chosen business strategy, Implications for strategic alignment, tailoring strategy to
fit specific industryand company situation.
Strategic Analysis and Choice: Business Portfolio, Portfolio balance, choice, Construction and
analysis of business portfolio, Strategic imperatives of portfolio choice, Competitive advantage:
Sources, drivers and routes to Competitive advantage

Unit III:
Strategies for entering new business, choosing a diversification path-related vs unrelated
business, International diversification and. Strategies for managing a group of business,
Corporate Restructuring. The challenge of Strategic Implementation, Levels of organizational
change andassociated approaches to strategic management of change, Organizational learning,
leadership for organizational change, assessment of readiness to change, Integrating formulation
and implementation, role of implementers at different levels, Principal managerial components
of strategy execution process, building a capable organization, staffing, building core
competencies and competitive capabilities, matching organization structure to strategy,
organization structures of the future

Unit IV:
Generic model of core processes and systems, Context levers, systems levers – information
resourcing,human resourcing , capital resourcing and control systems, systems as action levers,
Managing internal operations and actions to promote better strategy execution: Marshalling
resources, instituting best practices, adopting best practices and continuous improvement, TQM,
Installing Information systemsand operating systems, corporate culture and leadership as keys
to successful execution

Unit V:
Functional and Operational Implementation, operational effectiveness, Strategy Evaluation and
Control, Techniques of operational and strategic control the leader as a role model, Everyday
actions shaping organizational outcomes, Strategic Management in an International Firm;

Navigating and managing disruptions and innovation. Strategy and Corporate Evolution in Indian
Context.
Suggested Readings:
 Thompson, A A, Strickland, A. J and Gamble, J E, Jain A K, 19 ed, Crafting and Executing
Strategy, McGraw Hill/Irwin
 Dess, G G, and Miller, A, Strategic Management, 2nded, McGraw Hill,
 Pearce I, J A. Robinson, R B. Jr., Mital, A McGraw-Hill Education, (2018); Strategic
Management:Planning for Domestic and Global
 David, F., 15/ed 2015, Strategic Management
 Kazmi, A, Business Policy and Strategic Management, Tata McGraw Hill, 3rd edition
IMS(BA)-401: BUSINESS INTELLIGENCE AND DATA VISUALIZATION

Course Objectives:
To introduce the concepts and techniques of business intelligence and data visualization. To
familiarize students with the different architectures, tools, and techniques of business
intelligence. To provide students with an understanding of database systems, data models, and
normalization. To develop skills in SQL and its application in database management. To teach
students how to work with data in Power BI and Tableau and create interactivevisualizations.
To equip students with knowledge and skills to develop dashboards and reports that support
data-driven decision-making.

Learning Outcomes:
Explain the framework and benefits of business intelligence. Identify the architecture and major
vendors of business intelligence systems. Design and develop a business intelligence solution by
acquiring or developing a BI system. Develop skills in database systems, data models, and
normalization. Use SQL to manage databases, perform queries, and apply constraints. Create
interactive visualizations in Power BI and Tableau. Develop dashboards and reports to support
data-driven decision-making.

Unit 1
Business Intelligence – Introduction, Framework of Business Intelligence- Definition, History,
Architecture of BI, benefits of BI, Intelligence creation and use of BI governance, Transaction
processing versus analytic processing, BI implementation – Developing or acquiring BI,
Justificationand Cost-benefit analysis, Security and protection of privacy, Integration of systems
and applications,BI tools and techniques, Major vendors.

Unit 2
Introduction Database system concept and architecture, data model schema and instances, data
independence and database language and interfaces, DDL, DML, Overall Database Structure. ER
model concepts, notation for ER diagram, mapping constraints
Relational data Model and Language: keys, Concepts of Super Key, candidate key, primary key,
Relational data model concepts, integrity constraints, entity integrity, referential integrity, Keys
constraints, Domain constraints,. Normalization

Unit III
Introduction on SQL: Characteristics of SQL, advantage of SQL. SQL data type and literals. Types
ofSQL commands. SQL operators and their procedure. Tables, views and indexes. Queries and
sub queries. Aggregate functions. Insert, update and delete operations, Joins, Unions,
Intersection, Minus, Cursors, Triggers, and Procedures in SQL/PL SQL

UNIT-IV
Introduction to PowerBI – Working with data – Importing from flat files, excel files, other sources
– PowerPivot data types – Column operations - Table relationship – PowerPivot data analysis –
PivotTable and PivotChart – Slicers – Dashboard Implementation – Dates, hierarchies, and
perspectives – Data Analysis Expressions – Introduction to Power Query – Introduction to Power
View – Power View visualizations – Power View filtering options – Introduction to Power Map –
Preparinggeospatial data – Publish from Power BI desktop – Publish Dashboard to Web

UNIT V
Introduction to Tableau – Installation – Tableau Interface – Data Importing (live vs extract) –
Continuous and discrete data – Different kinds of plots and their usage (bar chart, line chart,
scatter plot, histogram, dual axis) – Parameters – Functions and calculated field – Row and
aggregate calculations – Time series analysis – Bin & group – Forecast & clusters – Joins and blends
– Dashboardand interactive plots – Data interpretation – Connecting to real time database

Suggested Readings:
 Rick Sherman (2014); Business Intelligence Guidebook: From Data Integration to Analytics,
Morgan Kaufmann
 Kristen Sosulski (2018); Data Visualization Made Simple, Routledge
 Molly Monsey and Paul Sochan , (2015); Tableau For Dummies, For Dummies
 Ken Withee (2010); Power BI for Dummies, John Wiley & Sons
 Kieran Healy (2018); Data Visualization: A Practical Introduction, Princeton University Press

BA(EL)-401A: MARKETING ANALYTICS

Course Objectives:
To introduce students to the concepts, tools, and techniques of marketing analytics for
effectivedecision-making. To provide an overview of popular software tools that are used for
marketing analytics. To teach students how to use marketing analytics to address complex
business problems andenhance the organization's performance. To develop students' skills in
data cleaning, data preparation, exploratory data analysis, and advanced forecasting
techniques.

Course Outcomes:
Understand the importance of marketing analytics and its role in the decision-making process.
Apply pricing and forecasting techniques, including estimating demand curves, nonlinear pricing,
and advanced forecasting methods, to analyze and predict consumer behavior. Use marketing
analytics to analyze and optimize marketing channels, customer acquisition andretention, and
product analytics. Understand market segmentation, retail analytics, advertising analytics, and
media selectionmodels and learn to apply them in a business context. Develop the ability to
analyze data and draw meaningful insights from it to inform marketingstrategies and improve
organizational performance.

Unit-I:
Introduction to Marketing Analytics
Understanding the importance of Marketing Analytics,
An overview of R and SPSS for Marketing Analytics, Data Cleaning and Preparation for Marketing
Analytics, Exploratory Data Analysis (EDA) using R.

Unit-II:
Pricing and Forecasting
Estimating Demand Curves and Using Solver to Optimize Price, Price Bundling, Nonlinear Pricing,
and Price Skimming, Time Series Analysis and Forecasting, Advanced Forecasting Techniques:
Ratioto Moving Average, Winter Method, Neural Networks.

Unit III:
Product Analytics
Product Attribute Analysis [Conjoint Analysis], Logistic Regression, Discrete Choice Analysis &
Random Utility Theory.
Unit-IV:
Customer Relationship Management Analytics
Customer Relationship Management Analytics, Benefits of CRM Analytics, Common CRM
Metrics, Calculating Lifetime Customer Value, Using Customer Value to Value a Business, Monte
Carlo Simulation, and Marketing Decision Making, Allocating Marketing Resources between
Customer Acquisition and Retention

Unit-V:
Marketing Channels Analytics
Market Segmentation using Clustering and Classification Trees with R and SPSS, Retail Analytics:
Market Basket Analysis and Lift, Allocating Retail Space and Sales Resources, Identifying the Sales
to Marketing Effort Relationship. Advertising Analytics: Measuring the Effectiveness of
Advertising,Media Selection Models, Pay per Click Advertising.

Suggested Readings:
 Rai, Alok Kumar, Customer Relationship Management: Concepts and Cases, PHI Learning
 Wayne L. Winston (2014); Marketing Analytics: Data-Driven Techniques with Microsoft
Excel, Wiley
 Mike Grigsby (2015); Marketing Analytics: A Practical Guide to Real Marketing Science, Kogan
Page
 Stephan Sorger (2013); Marketing Analytics: Strategic Models and Metrics, Amazon Digital
Services

BA(EL)-401B: FINANCE AND RISK ANALYTICS

Course Objectives:
To introduce the importance of financial analytics and its relevance in the current financial
landscape and to explore the different types of financial analytics and understand their
applications in corporatefinancial analytics, investment financial analytics, and financial analytics
for current financial challenges. To introduce the fundamental analysis and technical analysis and
explain their features and implementation in financial analytics. To introduce financial data
analytics and its various types such as market data, business data, andprocess automation. To
explore credit risk modeling and provide an overview of consumer credit products, credit rating
agencies, external analysis for credit information, and verification frameworks.
Learning Outcomes:
Understand the importance of financial analytics and its relevance in the current financial
landscape. Analyze and apply different types of financial analytics in corporate financial analytics,
investmentfinancial analytics, and financial analytics for current financial challenges. Evaluate
fundamental analysis and technical analysis and their features and implementation infinancial
analytics. Analyze financial data analytics and its various types such as market data, business
data, and process automation. Evaluate credit risk modeling and provide an overview of
consumer credit products, credit ratingagencies, external analysis for credit information, and
verification frameworks.

Unit I
Introduction to Financial Analytics: Importance of Financial Analytics, Types of Financial Analytics,
Fundamental Analysis, Technical Analysis, Component of Financial Analytics, Features of
Financial Analytics, Implementation of Financial Analytics, Corporate Financial Analytics,
Investment Financial Analytics, Financial Analytics and Current Financial Challenges – Fraud – Risk
– Profitability – Portfolio Management.
Unit II
Financial Data Analytics: Types of Data, Financial Data, Market Data, Business Data, Process
Automation, Risk and Security, Underwriting and Credit scoring, Algorithmic trading, Time Series,
Meaning and Components, Trend Analysis, Seasonality and cyclical behaviour, Moving Average,
Exponential smoothing methods – Single exponential, double exponential, HOLT-WINTERS,
ARIMA.

Unit III
Credit Risk Foundation: Overview of Consumer Credit Products, Credit Risk Fundamentals, Credit
Rating Agencies, External Analysis for Credit Information, Verification Frameworks Risk
modeling–Fundamentals-Different approaches for risk modeling-Binomial Logistic, Multinomial
Logistic, Survival Analysis, Penalized Models, Hazard Models.

Unit IV
Credit Risk Regulations: BASEL II Concepts - Pillar 1, 2 and 3, BASEL II vs BASEL III, IFRS9 standards,
Comparison between requirements by FSA and APRA, Comparison between IFRS9standard and
CECL (FASB), CCAR, Regulation and calculation overview, Asset Classes, Business case studies.

Unit V
Model Validation-Regulation’s Context: Data Cleaning & Model Diagnostics, Variable Selection,
Candidate Models, Residual Diagnostics, Holdout / OOT Sample Testings - SR 11-7 Requirements,
Detailed understanding (Conceptual Soundness, Outcome Analysis, and Model Monitoring),
Model Documentation.

Suggested Readings:
 Victoria Lemieuz (2013); Financial Analysis and Risk Management, Springer Publication.
 Jimmy Skoglund (2015); Weichen, Financial Risk Management, John Wiley & Sons Inc.
 Richard Apostolik (2015); Foundations of Financial Risk: An Overview of Financial Risk
and Risk-based Financial Regulation, Wiley
 Harald Scheule, Credit Risk Analytics: Measurement Techniques, Applications, and Examples
in SAS, Wiley andSAS Business Series, Bart Baesens, Daniel Roesch, Wiley.
 AnthonySaunders and Linda Allen (2002); Credit Risk Measurement: New Approaches to
Value at Risk and Other Paradigms, John Wiley & Sons; 2nd edition

BA(EL)-401C: HR ANALYTICS

Course Objectives:
Understand the concepts of human resources data and metrics for reporting. Analyze data
effectively to communicate results for effective talent management. Develop an ability to track,
store, retrieve, analyze and interpret HR data to support decision- making. Analyze data related
to Human Resource Management and prepare reports to present findings and
recommendations. Understand concepts of HR Dash-boarding for effective data visualization.
Use Tableau for creating graphical representation of data.

Course Outcomes:
Apply concepts of HR analytics for measuring Human Resource Management effectiveness.
Create visually attractive and interactive dashboards in Microsoft Excel and Tableau for data
visualization. Examine HR data to identify trends and other actionable performance information.
Examine the effectiveness of HR processes and interventions to transform the HR function from
service provider to business enabler. Apply HR metrics for achieving human resource
effectiveness.

Unit I:
Introduction to HR Analytics
Meaning and Definition of HR Analytics, Need for HR Analytics in modern HR practices, Leading
practices for improved organizational performance, Contribution of HR Analytics to business
strategy Approaches and applications of HR Analytics, Role of HR in building organizational
capabilities.

Unit II:
HR Intelligence Framework
Human Capital Maturity Framework for leadership, engagement, and knowledge practices,
People research and analytics practices, HR Intelligence cycle and Organizational Intelligence
Model (OIM) Implementing HR Intelligence with HR Scorecard and Workforce Scorecard,
Constructing HRscorecard with key metrics and indicators.

Unit III:
Staffing Analytics
Recruiting tools and practices for measuring the quality of hire and applicants, Measuring the
costs ofhiring and onboarding with recruitment analytics, Performance and skill gap analytics for
identifyingtraining needs and improving productivity, Attrition metrics and manpower planning
models for managing turnover, Diversity and inclusion metrics for promoting a diverse workforce.

Unit IV:
Talent Development Analytics
Training ROI and evaluation models for measuring the effectiveness of training programs, Career
management measurement and performance metrics using EFQM and Baldridge criteria, Non-
analytic framework for performance management and targeted analytics for talent decisions,
Succession planning metrics and strategies for talent retention and development.

Unit V:
Compensation and Benefits Analytics
Calculating wage/salary measures and designing variable pay systems, Types of executive
compensation and quantitative application in compensation using percentiles and comp ratios,
Employee benefits metrics and incentive calculation for employee motivation, Monitoring
absencemetrics and cost impact of unplanned absences, Designing effective compensation
packages andavoiding common compensation mistakes.

Suggested Readings:
 Banerjee. P., Pandey, J. and Gupta, M .(2019) Practical Applications of HR Analytics: A step
bystep guide Sage Texts, Sage Publications Inc.
 Nigel, G., Jonathan, F. and Sheri, F. (2018) The Power of People, Pearson India Education
Services Pvt. Ltd.
 Laurie Bassi, Rob Carpenter, and Dan McMurrer (2010); HR Analytics Handbook, Reed
Business
 Bernard Marr (2018); Data-driven HR: How to Use Analytics and Metrics to Drive
Performance, Kogan Page;
BA(EL)-401D: WEB AND SOCIAL MEDIA ANALYTICS

Course Objectives:
Understand the role of web analytics for mapping business needs. Use data across all digital
marketing functional teams. Analyze concepts of web analytics such as KPI‟s, funnels for product
analysis. Understand strategic and operational aspects of Web analytics tools and technologies.
Understand the management of the social media listening process. Understand the role,
characteristics and calculation of social media metrics.

Course Outcomes:
Examine the use of web/social/mobile analytics platforms for mapping business needs. Deploy
web intelligence to improve the outcomes of marketing and business plan. Analyse information
from multiple data sources and draw meaningful strategic insights and conclusions from the
process. Examine social media listening process for decision-making. Analysis social media
metrics for evaluation and control. Create metrics for evaluating social media.

Unit 1: Introduction to Web and Social Media Analytics

Definition and importance of Web and Social Media Analytics, Social Media Landscape and
AnalyticsKey terms in Web Analytics, Overview of R packages for Web and Social Media Analytics

Unit 2: Data Collection and Analysis for Web and Social Media
Capturing data for Web Analytics: Web logs, web Beacons, java script tags, packet sniffing,
Capturingdata for Social Media Analytics: APIs, scraping, mining, Data Collection Techniques: Web
Logs, WebBeacons, Java Script Tags, Packet Sniffing, Outcome Data, A/B Testing and Multivariate
Testing withR

Unit 3: Metrics for Web and Social Media Analytics

Web Metrics and KPIs: Hits, Page views, visits, unique page views, Bounce, Bounce rate, Average
time on site, Real-time report, traffic source report, custom campaigns, content report,
Google Analytics, Social Media Metrics and KPIs: Reach, Engagement, Sentiment Analysis,
Calculation and interpretation of Web and Social Media metrics using R packages, Usability
Metrics: Performance Metrics, Issues-Based Metrics, Self-Reported Metrics, HEART Metrics:
Happiness, Engagement, Adoption, Retention, and Task Success, PULSE Metrics: Page Views,
Uptime, Latency, Seven-Day Active Users

Unit 4: Advanced Web and Social Media Analytics

Application of Web Analytics and Social Media Analytics in Small and Large organizations
Network Analysis and Social Network Analysis (SNA) with R packages, Text Analytics and Natural
Language Processing (NLP) for Micro-text Analysis, Performing Social Media Analytics: Business
Goals, KPIs, Data Gathering, Analysis, Measure and Feedback

Unit 5: Web and Social Media Analytics Tools (6hrs)

Overview of web analytics and social media analytics tools: Google Analytics, Hootsuite, Moz,
SEMrush, etc., Introduction to R packages for Web and Social Media Analytics: RGoogle Trends,
twitteR, ggplot2, Shiny, etc., Facebook Analytics: Introduction, Parameters, Demographics,
Analyzing Page Audience, Reach and Engagement Analysis

Suggested Readings:
 Matthew Ganis (2015) Social Media Analytics: Techniques and Insights for Extracting
 Business Value Out of SocialMedia, IBM Press
 Kaushik, Avinash (2009). Web Analytics 2.0: The Art of Online Accountability and Science
of Customer Centricity, Sybex
 Beasley, Michael (2013); Practical Web, Analytics for User Experience: How Analytics Can
Help You Understand YourUsers, Morgan Kaufmann Publishers In;
 MaksimTsvetovat and Alexander Kouznetsov (2011); Social Network Analysis for Startups:
Finding Connections on the Social Web, O'Reilly Media
 Hadley Wickhamand Garrett Grolemund (2017); R for Data Science: Import, Tidy, Transform,
Visualize, and Model Data, Shroff/O'Reilly

IMS(MT)-401: MASTER THESIS/DISSERTATION

IMS(ID)-401A: ARTIFICIAL INTELLIGENCE IN BUSINESS

Course Objective: The objective of the course is to give the student a conceptual understanding
of how AI works and how is it different from the human mind. It is further sought to enlighten the
studenton how the traditional business tools and practices will be affected by the AI systems.
The important points regarding the challenges and the ethical dimension are also incorporated.
Finally, the future ofAI and the interface between consciousness and AI is brought out succinctly.

Learning Outcomes: The conceptual understanding of AI system and its difference with the
human mind will help student appreciate the gravity of the implications for the business in the
coming decades.Going through the instructions on the utility of AI as business tools the student
would stand out as a valuable asset to their future employers. The ethical dimensions involved
should also sensitize the students on the challenges involved for value-based business practices.
In the frightening and uncertaintimes of AI era the student should find solace in the infallibility
and supremeness of human consciousness and take the AI challenge boldly and positively.

Unit I: HUMAN VERSUS MACHINE

What matters to a machine; What makes a mind; Looking into the Future; Programs that Write
Programs; Four Basic Drives; The Intelligence Explosion; The Point of No Return; The Law of
Accelerating Returns; The Singularitarian; The End of Human Era; The Cyber Ecosystem;
Telemigration, Automation and the Transformation; Digitech Impulse.

Unit II: USING AI TO ATTRACT, PERSUADE, AND RETAIN CUSTOMER

Market Research; Marketplace Segmentation; Raising Awareness; Social Media Engagement; In
RealLife; The B2B World; The In-Store Experience; On the Phone; The Onsite Experience—Web
Analytics; Merchandising; Closing the Deal; Back to the Beginning: Attribution; Growing
Customer Expectations; Retention and Churn; Many Unhappy Returns; Customer Sentiment;
Customer Service;Predictive Customer Service; The AI Business Platform

Unit III: SOLVING THE BUSINESS PROBLEMS

Application of AI: Finance, Manufacturing, Transportation, Energy, Healthcare, Communication,
Law, and Defence. One-to-One Marketing; One-to-Many Advertising; The Four Ps; The Customer
Journey; Branding; Your Bot Is Your Brand; Marketing Mix Modelling; Econometrics; Customer
Lifetime Value

Unit IV: THE CHALLENGES

Machine Mistakes; Human Mistakes; The Ethics of AI; What Machines Haven’t Learned Yet; How
toTrain a Dragon; The Human Advantage; AI to Leverage Humans; Collaboration at Work; Your
Roleas Manager; AI for Best Practices.

Unit V: THE FUTURE

The Path to the Future; Machine-Train Thyself; Intellectual Capacity as a Service; Data as a
Competitive Advantage; How Far Will Machines Go; Computing Tomorrow; Consciousness and
AI: What is Consciousness; is Consciousness beyond Science; Experimental clues about
Consciousness; Theories of Consciousness; How might AI Consciousness Feel?

Suggested Readings:
 James Barrat (2015) Our Final Invention; Pan Macmillan India, 1st Edition.
 Garry K &Mig G. (2017) Deep Thinking: Where Machine Intelligence Ends and Human
Creativity Begins; John Murray Publications, 1st Edition.
 Kamal Y. (2020) Marketing Management; NRBC, 1st Edition.
 Jim Sterne, G.A. Poe &Gildan M. (2018) Artificial Intelligence for Marketing; Gildan Media-
Audible Book, 1st Edition.
 Max Tegmark (2017) Life 3.0: Being Human in the Age of AI; Knopf, 1st Edition.

IMS(ID)-401B: INTRA-DEPARTMENTAL COURSE