External Environmental Analysis - 1722 Words

| | MJ Cahill | External Environmental Analysis | Executive Summary In this paper we have been asked to accomplish an external environment analysis of the California Pizza Kitchen. In the introduction section, the purpose, the outcomes, and the methodology adopted have been mentioned. . As part of the research for this paper, a PEST analysis was accomplished as well as looking at the Porter’s Five Forces Analysis. (QuickMBA, 2007; Value Based Management, 2009) As part of the PEST analysis, the California Pizza Kitchen has to abide by numerous government regulations (federal and state), but it has not reflected negatively on the profits. The California Pizza Kitchen company will more than likely face some economic†¦show more content†¦The California Pizza Kitchen has 88 restaurants in California alone, which makes it vulnerable to negative economic conditions in California. The California Pizza Kitchen needs to satisfy a number of conditions like credit worthiness, if it continues with its current credit facility along with the likelihood of additional financing. The company does not have direct control over its franchising and licensing partners who contribute to the profits and royalties, and therefore, it affects their profits. Existing economic conditions makes it difficult for the company to pursue its growth plans of expansion. (California pizza kitchen 2009 annual report) 2010). Social Factors - The California Pizza Kitchen sells pizzas, pastas, salads, etc. and the ambience of the restaurants is quite informal and homely. Its primary key to its success has been that they were the first pizza restaurant that offered fresh and non-traditional ingredients for its pizzas. On a whole, the American consumer base is traditionally not very nutritional conscience when it comes to dining out. Regionally, the consumer preferences are suiting the business model of the company in most areas; however changes in the consumerShow MoreRelatedExternal and Internal Environmental Analysis1223 Words   |  5 Pagesï » ¿ External and Internal Environmental Analysis STR/581 March 17, 2014 External and Internal Environmental Analysis External and internal environmental analysis are important for a company to achieve its goals. The purpose of this paper is to complete the external environmental scan, and perform an internal competitive environmental scan for Designer Shoe Warehouse (DSW). 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The follow information within this paper presents a complete external environmental and an internal competitive environmental scan for JetBlue Airways. The information provided identifies and analyzes the most important external environmental factor in the remote, industryRead MoreExternal and Internal Environmental Analysis Strategic Planning and Implementation1213 Words   |  5 PagesExternal and Internal Environmental Analysis Strategic Planning and Implementation STR/581 External and Internal Environmental Analysis Apple Inc. is a computer product company that was launched into the market through the collaborative efforts of Steve Jobs and Steve Wozniak in the year of 1976 and is aimed at reaching the diverse global community. The changes in the external environment of the company determine the decisions that the corporation will make. Apple Inc. has reputable

Media Violence or Myth - 2593 Words

Media violence is a topic that has warranted much discussion from active citizens, critics, and scientific researchers on both sides of the argument. In order to better understand the media violence debate a clear definition of violence, or aggression, must be established. However, one of the reasons that the heated discussion over media violence even exists is because of the difficulty in accomplishing this task. â€Å"Aggression is a highly complex phenomenon, whose etiology includes a wide variety of psychological, social, and circumstantial factors. Measuring aggression in relationship to such an equally complex substance as the media is incredibly difficult† (Trend 45). Various sources offer different interpretations of aggressive†¦show more content†¦Even the data on children viewing violent images in television—the most researched media—is apparent. Grimes, Anderson, and Bergen quote page seven of the report to the Surgeon General (Television, 197 2): The accumulated evidence, however, does not warrant the conclusion that televised violence has a uniformly adverse effect nor the conclusion that it has an adverse effect on the majority of children. It cannot even be said that the majority of the children in the various studies we have reviewed showed an increase in aggressive behavior in response to the violent fare to which they were exposed. The evidence does indicate the televised violence may lead to increased aggressive behavior in certain subgroups of children who might constitute a small portion or substantial proportion of the total population of young television viewers. (109-110) Contrary to the notion that children are the most vulnerable group among media viewers, youth (and even people of all ages) are not negatively effected, and ironically can learn important lessons about conflict in the world. 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Factors Influencing Customer Loyalty free essay sample

The financial services and banking facilities industry has seen a growing intensity of competition within the market place over the last decade. A bank is a financial intermediary that accepts deposits and channels those deposits into lending activities, either directly or through capital markets. A bank connects customers with capital deficits to customers with capital surpluses. Banking is generally a highly regulated industry, and government restrictions on financial activities by banks have varied over time and location. Today, CIMB serves close to seven million customers in over 600 locations through over 36,000 staff. Nowadays, financial services and banking facilities has force to pass by intense competition by other bank that growth from inside also outside this country because of the regulation for financial institution to establish was deregulation by government, and causing the adding in growth of the bank in Malaysia. Thus, people also have various banks to choose and directly give the big impact to manager of bank to search the way to enhance the loyalty of current customer from switching to other bank. We will write a custom essay sample on Factors Influencing Customer Loyalty or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page They are many strategies that have been attempted by managers of the banks to retain customers in order to increase customer loyalty. It is costly than to attract new customer compared to retain the current customers. Thus, many banks have introduced innovative products and services (Alam and Khokhar, 2006) in order to retain current customers. Another strategy is to understand the factors influencing customer loyalty. Figure 1: Graph profit of Agrobank Seri Iskandar branch in April 2009 until April 2010 1. 2. Background of the organization Agrobank is an institution which provides holistic financial services and banking facilities. It give their utmost priority to the needs of their customers by providing attractive products and services such as savings activities, banking services, loan facilities, insurance coverage and advisory services. Agrobank is a Government-linked-Company (GLC) under the Minister of Finance Incorporated (MFI). The bank’s financing of the agricultural sector is driven by a policy set forth by the Ministry of Agriculture and Agro-based Industries. Agrobank is a continuity of the former Bank Pertanian Malaysia which has 40 years of experience in agricultural banking and an excellent track record in shaping and developing successful entrepreneurs. With a wide network of branches throughout Malaysia, they are confident of providing the best services to all. The rebranding of Bank Pertanian Malaysia to Agro Bank was done on 8 April 2008. The move is taken as an initiative to make the bank more competitive by fostering a fresher outlook, and enable it to provide a broader range of services to the market and cater the whole segment of the agriculture industry. An external consultant was deployed to carry out the public relation (PR) and rebranding exercise for Agrobank, penetrate the market and create awareness among the public. The solutions include Agrobanking, Business Banking, and Personal Banking. 1. 3. 1 Agrobanking Loan facility / financing offered under Agrobanking are open to agropreneurs clients carry out primary agricultural activities such as fisheries, forestry, livestock and any other related agro-based industry. Financing utilizing fund from the government and related agencies which is offered at a very competitive and special rate to help stimulate economic growth. This includes; i. Fund for Food (3F loan) ii. Skim Kredit Pengeluaran Makanan (SKPM) iii. Skim Kredit Padi (SKP) iv. The researcher was interested in predicting what the factors influencing customer loyalty toward AgroBank Seri Iskandar. Variables such as satisfaction, switching cost, trust and commitment might all contribute towards customer loyalty. When using multiple regressions in psychology, researchers use the term â€Å"independent variables† to identify those variables that they think will influence some other â€Å"dependent variable†. Thus, in as an example above, satisfaction, switching cost, trust and commitment would emerge as significant predictor variables, which allow researcher to estimate the criterion variable. As have pointed out before, human behavior is inherently noisy and therefore it is not possible to produce totally accurate predictions, but multiple regressions allows researcher to identify a set of predictor variables which together provide a useful estimate of a participant’s likely score on a criterion variable. Multiple regression analysis is done to examine the simultaneous effect of several independent variables on dependent variables. Multiple regression analysis can be used in order to determine whether the independent variables explain a significant variation in the dependent variable which is whether a relationship exists.

Global Business Australian Pharmaceutical Company

Question: Describe about the Global Business for Australian Pharmaceutical Company. Answer: Introduction The assignment seeks to explain the case of an Australian pharmaceutical company that aims to consider South Africa and China to expand the purview of the business and enter the global marketplace. With the changing perspective of the society, the pharmaceutical industry of China and South Africa occupies a phenomenal place in that sphere. China is the worlds largest producer of the medicine ingredients and has a leading medicinal drug market. At the same time, South Africa also maintains a supreme position in the domain of the pharmaceutical industry (Tsui and Lau 2012). The value of Africas pharmaceutical industry leaped to $20.8 billion in 2013 from a hitherto staggering $4.7 billion. The pharmaceutical business of both the countries (China and South Africa) is booming at a rapid pace (Papaioannou et al. 2015). The assignment reflects on the background of an Australian pharmaceutical research company (AMCAL Pharma) that endeavors to extend the scope of the business to the countries of China and South Africa and enter the global business. In the second segment, the paper evaluates the potential of both the countries (China and South Africa) through a comparative analysis of risks and opportunities. The third section explains and analyses the market strategy based on the business development and host country business milieu. Background to the company The discourse centers on the development and the growth of an Australian pharmaceutical company (AMCAL Pharma) that aims to expand the scope of the business to the countries of China and South Africa. Major General C.H Simpson founded Allied Master Chemicals of Australia Limited (Amcal) on 13 July 1937 (Www.amcal.com.au 2016). It was initiated as a movement that had an important influence on the development of pharmacy in Australia. The founding group comprised 11 pharmacists. A buying group that possessed by the members who all had the shares with the AMCAL group. It is still operating as a marketing group. However, a franchise segment of Amcal, entitled Amcal Max is functioning under an advantageous and competitive framework. Analysis of Risks and Challenges China With the growing economic potential of China, the peoples healthcare regimen is also reviving. Consequently, Chinas pharmaceutical market is accelerating at a rapid pace. The pharmaceutical market has witnessed an average growth rate of between 15% and 17% over the past decade. According to variegated sources, the net profit of Chinas pharmaceutical industry in 2012 was $60 billion. The pharmaceutical market will achieve a comprehensive growth rate of 12% from 2013 to 2020 (Www.pacificbridgemedical.com 2014) Of all the production, half of the sales go to western drug segment and the rest get absorbed into the fold of the Traditional Chinese Medicines (TCM). On the other hand, a large part goes to nutraceuticals and biologics. In 2011, China took the third position in the particular sphere, greater than the UK, Italy, Canada, Spain or Brazil (Gasman et al. 2013). In the recent time, China endures the most of risks and challenges in the sphere of health care. The first risk entails the deteriorating food pattern of the Chinese made them inherently sick. Chronic diseases are escalating at a rapid pace (Zhang et al. 2012). A handful of patients become the victims of cardiovascular diseases. Therefore, cardiovascular drugs are on high demand. According to 2011 Health Statistics Yearbook, the Ministry of Health (MOH) of China identifies various diseases that lead them to inferno (Www.pacificbridgemedical.com 2014). The second risk necessitates, the traditional Chinese Medicines (TCM) play a significant role in the domain of Chinese healthcare. However, Western medicines are the most effective drugs for curing pernicious diseases and surgical procedures. Due to an increasing demand for pharmaceutical drugs, many foreign medicine companies carved out a unique space in the sphere of health care (Hillier et al. 2013). The western drug companies began to identify their target audience and create a phenomenon in the field. In the recent time, the handful of domestic pharmaceutical companies in China remains concentrated and are unable to compete with their foreign counterparts (Chiralli 2014). Therefore, the domestic Chinese drug companies emphasize on the production of generic or specific drugs that cater to the preference of the customers. Generic drug production occupies a colossal part of the pharmaceutical industry of China. Sihuan Pharmaceutical Holdings Group Ltd has set a paradigm in developi ng generic or specific drugs that aim to cure the vital diseases affecting the cardio-vascular system, Central Nervous System. It deals with the maintenance of metabolism and oncology (Www.sihuanpharm.com 2016). Unlike the foreign companies, the local companies have made scarce investment in research and development. Therefore, many foreign firms aimed to co-operate with the foreign players to focus on Sino-foreign joint ventures (JVs). For an instance, the American Taishan Pharmaceuticals Company forms an agreement with a group that involves the China International Exchange Center for Traditional Chinese Medicines (TCM), China National Cooperation of Traditional Chinese and Herbal Medicine, and the Shanghai Traditional Chinese Drugs Company (Venkat 2014). However, the foreign companies endeavor to establish their own identity as a wholly foreign-oriented enterprise. Sanofi ($SNY), Eli Lilli ($LLY) and Merck ($ MRK (David et al. 2015) pick the gauntlet of the pharmaceutical business in China. It spawns a hyper-competitive, high-stakes market situation, which can push big sales. With the strengthening of ties with the government, Sanofi aims to provide diabetes training. This type of divergen ce is manifest in the picture The third risk involves, the area of Traditional Chinese Medicines (TCM) garners low profit from the competitive character and government price cuts. Therefore, the local Chinese drug companies embark on the western-style mechanism of producing medicines (Park et al. 2012). The Chinese pharmaceutical industry is largely segmented, which means that there are scores of manufacturers and sellers without any lump sum market share. Local pharmaceutical companies are particularly small size and accrue a low rate of profit. Therefore, they could not invest on the Research and Development sectors. At the same time, they function in hyper-competitive milieu and possess an insignificant rate of profit (Shao et al. 2013). The fourth risk states that due to a considerable dearth of infrastructure and logistical delivery equipment in the rural regions, it is hard to maintain effective drugs deliverance to Chinas rural areas. The main risk is that the small and concentrated distribution system creates problems, as far as the regulation of drugs is concerned (Chen et al. 2015). The manufacturers often face the problem of covering the whole gamut of rural distribution of medicines. Because of the small size of distributor units, the manufactures could not meet the targets. Therefore, the fourth and the most important challenge explains that there is no composite product tracking system between manufacturers and distributors that makes product tracking mechanism a problematic in the rural region (Bollampally et al. 2015) South Africa Before analyzing the risks and challenges faced by South Africa, it is important to comprehend the nature and the trajectory of the pharmaceutical industry of the region. It is indispensable to have an access to the essential medicines that maintains sustainable balance of health. The number of people with a steady access to essential medicines has leaped to 4 billion in 2002 from a meager 2.1 billion (ECSA Health Community). It is significant to understand the factors that affect the pharmaceutical production of Sub-Saharan Africa and other parts of Africa that encompass the African union. Production and diffusion of medicines in East and South Africa A motley of countries dispersed in East and South Africa have domestic pharmaceutical units. Africa and Kenya maintain a wide array of local manufacturing units. Kenya particularly exports between 35 and 45 % of its medicines to other parts of the country; mainly to East, Central and Southern Africa countries, (Mahomoodally 2013).The pharmaceutical industry of South Africa is highly fragmented. South Africa maintains a limited degree of Active Pharmaceutical Ingredient (API) production. Due to an insignificant domestic production of medicines in the regions of South Africa, the part relies on the import of essential medicines (Iwu 2014). Factors affecting the pharmaceutical companies The African Union (AU) Summit developed a Pharmaceutical Manufacturing plan for Africa in 2007. The manufacturing plan locates the defects and crises to domestic medicine production. Firstly, a debilitating policy environment and restricted governmental support, related to the maintenance of a steady domestic investment in the specific field. Secondly, high tariffs on imported units and extravagant interest rates on the credit and other facilities. The main challenge states that the government of South Africa experiences shortage of capital. Due to a lack of credit facilities, the sustenance of the pharmaceutical industry is not maintained (Rezai 2012). Thirdly, dearth of capital and man expertise, as far as the inclusion of scientists and industrial pharmacy is concerned. The recent Deloitte report entitled The Skills Gap in Manufacturing elucidates that the country could hardly maintain a reservoir of talented workers in the present time in South Africa. At the other end of the spe ctrum, there is a source of potential in the regions of South Africa (Www2.deloitte.com 2012). Fourthly, there is a lack of international collaborative ventures. Fifthly, the medicine companies countenance the challenge in using the essential expertise technology for various purposes. Many companies confront shortage of regulatory enforcement that helps to upgrade production standards. Sixthly, weak market base within individual countries and lack of research potential. Afro-Foreign joint ventures In the recent time, the government of South Africa deliberates on the improvement of the pharmaceutical situation by forging alliance with the foreign companies. The government of Mozambique forms a collaborative venture with the government of Brazil. The international partnership culminates in the formation of Mozambican Medications Company (SMM) (Brazil-Mozambique ARV Plant). The joint enterprise emphasizes the production of generic or specific drugs for the treatment of obnoxious diseases such as AIDS and Cancer (ECSA Health Community) In 2007, Cipla Limited, a premier Indian pharmaceutical manufacturer helped Uganda to improve its technical expertise in the field of pharmaceutical industry. These examples reflect the improving character of the pharmaceutical industry in the present time. At the same time, South African pharmacy firms such as IMS Health (Www.imshealth.com 2016) and others deliberate on the development of high-end pharmaceutical companies focusing on the international partnership. The South African pharmaceutical firms such as Sun Pharma embarks on the production and distribution of generic drugs that help to fight against the crucial diseases such as Cancer, diabetes and AIDS (Www.sunpharma.com 2016). Selection and justification In the process of addressing the assignment, the writer selects the country China and substantiates the stance behind the selection of the country. The reason behind choosing the specific country is that the pharmaceutical industry of China is comparatively in a better position than South Africa. The domestic pharmaceuticals of South Africa countenances huge problems, as far as the procurement of medicines is concerned. Therefore, South Africa aims to follow China that has set a quintessential mark by establishing state-owned medicine manufacturing facility. The development of the domestic line helps to cater to the growing demand for medicines and acts as an import substitution scheme. South Africa attempts to bring in a paradigm shift in the sphere of pharmaceuticals. Therefore, the paper selects China as the model country and the discussion centers on the development of pharmaceutical segment of China. In order to expand the horizon of the Australian pharmaceutical industry, the framework of China fits the bill. The Australian pharmacy could extend its reach to the parts of China and enter the Eastern unit of the global marke t. Justification of the proposed entry mode/strategy in the International Business Definition of Participation Strategy: Equity and Non-Equity Mode Foreign market entry modes (Participation Strategy) explain the degree of risk they entails, the regulation of resources they require and the increasing return on investment. There are two major variants of entry modes: equity and non-equity modes. The category of non-equity mode involves export and contractual agreements. In an equity mode, collaborative enterprises and wholly owned subsidiaries are the two facets of the programme. A joint venture is a fledgling entity jointly concocted and owned by two or more principal companies. A combined enterprise allows the organization to share cost, risks and profits. On the hindsight, the joint ventures include many disadvantageous points such as distance, cultural divergence, different goals and stakes. Conversely, a wholly owned subsidiary is an ancillary unit owned by the foreign multinational unit. In the discourse, the writer selects the equity mode of market strategy. In the segment, the joint venture model of the equity mode/entry of marketing strategy should be taken into consideration. Substantiation of the Equity Model with the Australian case The Australian pharmaceutical company (Amcal) aims to expand the purview of the business and extends the control to the eastern region of China. Consequently, the company enters the Eastern part of the global space and engages in collaborative ventures. The Australian company Amcal is an old pharmaceutical company. It wants to specialize in the production of generic or specific medicines produced by China. Therefore, the company of Australia emphasizes on the joint collaboration with Sihuan Pharmaceutical Holdings Group Ltd that particularly produces generic drugs to cure critical diseases. In this manner, the Australian company would extend the scope and the profundity of the business. The Australian pharmaceutical company seeks to form a partnership with the Traditional Chinese Medicine (TCM) giant, Tong Ren Tang through the usage of the equity mode/entry of marketing strategy. Tong Ren Tang maintains the legacy of producing the Traditional Chinese Medicine (TCM) since the 17th century. The company, like the older Chinese companies, aims to accommodate significant market revisions. It is one of the oldest brands for the production of Chinese medicines. The company controls the whole gamut of traditional medicines that include acupuncture, massage and other herbal medicines. Tong Ren Tang forges collaboration with various International countries such as California, San Jose, Germany. Keeping in mind the factors, the writer selects the equity mode/entry of market strategy. Under the equity mode, the concept of joint collaboration is embedded in the narrative. The Australian pharmaceutical company wants to create an alliance with the top ranking Chinese local pharmaceutical ventures such as Sihuan Pharmaceutical group and Tong Ren Tang that underscore the production of generic or specific medicines and the procurement of Traditional Chinese Medicine (TCM). Conclusion The assignment explicates the instance of an Australian pharmaceutical company that endeavors to extend the scope of the business and enter the global space. The discussion centers on the background of the Australian Company (AMCAL) that wants to expand the horizon of the business by considering the model of China or South Africa. In the segment, the writer makes a comprehensive analysis of the risks and challenges faced by the health care and pharmaceutical companies of China and South Africa. In the next section, the paper selects a particular country (China) and provides the reason behind the selection. In the last section, the writer picks up the entry/ mode of marketing strategy (Equity mode) and takes into account the Joint Venture aspect of the Equity mode of marketing strategy. At the same time, the assignment also discusses the reasons behind choosing the proposed mode. It gives suitable examples that reflect the alliance between the Australian Company (AMCAL) and the Chines e local medicine companies. In the particular case, the writer selects two Chinese local pharmaceutical companies that specialize in generic medicines and traditional medicines such as Sihuan Pharmaceutical Group and Tong Ren Tang. References: Anon, (2016). [online] Available at: https://Www2.deloitte.com [Accessed 20 Sep. 2016]. Bollampally, K. and Dzever, S., 2015. The impact of RFID on pharmaceutical supply chains: India, China and Europe compared.Indian Journal of Science and Technology,8(S4). Chen, K.C., Lu, R., Iqbal, U., Hsu, K.C., Chen, B.L., Nguyen, P.A., Yang, H.C., Huang, C.W., Li, Y.C.J., Jian, W.S. and Tsai, S.H., 2015. Interactions between traditional Chinese medicine and western drugs in Taiwan: A population-based study.Computer methods and programs in biomedicine,122(3). Chirali, I.Z., 2014.Traditional Chinese medicine cupping therapy. Elsevier Health Sciences. David, B., Wolfender, J.L. and Dias, D.A., 2015. The pharmaceutical industry and natural products: historical status and new trends.Phytochemistry Reviews,14(2), pp.299-315. Gasman, O., Reepmeyer, G. and von Zedtwitz, M., 2013.Leading pharmaceutical innovation: Trends and drivers for growth in the pharmaceutical industry. Hillier, S.M. and Jewell, T., 2013.Health care and traditional medicine in China 1800-1982. Routledge. IMS Health. (2016). Creating Connected Solutions for Better Healthcare Performance. [online] Available at: https://www.imshealth.com/ [Accessed 20 Sep. 2016]. Iwu, M.M., 2014.Handbook of African medicinal plants. CRC press. Mahomoodally, M.F., 2013. Traditional medicines in Africa: an appraisal of ten potent African medicinal plants.Evidence-Based Complementary and Alternative Medicine,2013. Papaioannou, T., Watkins, A., Kale, D. and Mugwagwa, J., 2015. Industry associations, health innovation systems and politics of development: the cases of India and South Africa.Business and Politics,17(2), pp.253-289. Park, H.L., Lee, H.S., Shin, B.C., Liu, J.P., Shang, Q., Yamashita, H. and Lim, B., 2012. Traditional medicine in China, Korea, and Japan: a brief introduction and comparison.Evidence-Based Complementary and Alternative Medicine,2012. Rezaie, R., McGahan, A.M., Frew, S.E., Daar, A.S. and Singer, P.A., 2012. Emergence of biopharmaceutical innovators in China, India, Brazil, and South Africa as global competitors and collaborators.Health Research Policy and Systems,10(1). Shao, L.I. and ZHANG, B., 2013. Traditional Chinese medicine network pharmacology: theory, methodology and application.Chinese journal of natural medicines,11(2), pp.110-120. Sunpharma.com. (2016). Sun Pharmaceutical Industries Ltd.. [online] Available at: https://Www.sunpharma.com [Accessed 20 Sep. 2016]. Tsui, A.S. and Lau, C.M. eds., 2012.The management of enterprises in the Peoples Republic of china. Springer Science Business Media. Venkat, M.V. and Kelly, L., 2014. Journal of Diabetes.Journal of Diabetes. Welcome to Amcal. (2016). Amcal.com.au. Retrieved 20 September 2016, from https://www.amcal.com.au/ Www.pacificbridgemedical.com. (2014). Zhang, L., Yan, J., Liu, X., Ye, Z., Yang, X., Meyboom, R., Chan, K., Shaw, D. and Duez, P., 2012. Pharmacovigilance practice and risk control of Traditional Chinese Medicine drugs in China: current status and future perspective.Journal of ethno pharmacology

External environments interact to affect managers Essay Example

External environments interact to affect managers Paper With the entire world as a market and national borders becoming increasingly meaningless, the potential for organizations to grow and expand is almost unlimited (Robbins, 2003, p. 101 and business is increasingly international due to increasing sales and accessing resources(Wild, 1999). In such circumstance, organizations must learn how to survive and prosper in a global environment that is highly dynamic and unstable. Managers in this setting not only deal with a set of social , economic, legal and political factors in the home nation, but with entirely different set of these in each country of operation. International management involves balancing a firms internal environment forces which is a system of shared meaning and beliefs within an organization that determines employees act with external environmental forces which is outside institutions or forces that potentially affect an organizations performance (Bard, Post, Mammon, 1990). The internal environment such as human resource policies, organizational culture, and production methods affects the managers ability to achieve certain outcomes. However, it is not only the organizational culture that plays a significant role (Robbins, 2003). It interacts with the external environment such as social culture, technology, economic to affect the organizations performance in the global environment. The focus on this essay is on the interaction between some of the factors in internal and external environment in the global environment and its impact on organizations and managers. All organizations, even monopolies, have one or more competitors. We will write a custom essay sample on External environments interact to affect managers specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on External environments interact to affect managers specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on External environments interact to affect managers specifically for you FOR ONLY $16.38 $13.9/page Hire Writer In the global environment, the competitors which are one factor of the specific environment are even more and stronger. Managers cannot ignore the competition. They must monitor and prepare to respond, such as change the rice, services, and develop new products (Robbins, 2003). Mercedes-Benz always is thought as serious, not youthful and extremely expensive in the U. S. Market at the beginning. Research among American dealers also revealed that consumers felt so intimidated by Mercedes that they wouldnt sit in the cars at the showroom. When Japanese carmakers entered the U. S. Market in the sass, they reproduced their car-building philosophies, cultures, production practices and management styles in the United States. But Mercedes started with the proverbial blank sheet of paper. In order to appeal o U. S. Market, Mercedes enters the M-Class, a sports utility vehicle (SUB) with a base price of 335000 and luxury lineage. At the same time, Mercedes abandon the rigid hierarchy of the typical Mercedes production line and create a more egalitarian shop floor in order to motivate workers. Thus administrative offices in the Vance plant run through the middle of the manufacturing area, and while its all glassed in, team members still have easy access to administrators. The plant is also designed so workers can unilaterally stop the assembly line to correct manufacturing problems. So far, he system has been a catalyst to communication among the Alabama plants 1500 U. S. Workers, German trainers, and diverse management team that includes executive form both Detroit and Japan. Even so, Mercedes has spent an enormous amount of time and effort to train its U. S. Rockford. So far the Mercedes M-class is competing very well against the entrenched competition (Wild, 1999). This case describes how the competitors and the organizational internal culture interact to shape the managers decision in the global business environment. In terms of the general environment which is one components of the external environment, the most rapid changes during the past quarter-century have occur red in technology (Robbins, 2003). Especially in the increasing globalization, the technology represents a key advantage and challenges to the organization. MET, the channel beams its irreverent and brash mix of music, news, and entertainment to 281 million homes in over 64 countries, including Brazil, Singapore, India, and 36 countries in Europe. In 1987, MET commanded an audience of 61 million in the united States. The company wanted to take the music revolution global by starting MET Europe and MET Australia. At first, it took a pan-European approach, marketing the same product to all European countries. The European network was a huge overnight success. Through its experiences in Europe, MET refined its mix of programming to become a global national brand with local variations. They had spent almost two decades building a global brand identity, MET executives initially rejected that idea. Little by little, however, they changed their collective mind. They decided to move forward because a certain technological innovation made it possible for MET to think globally and act locally at very little cost. The breakthrough was digital compression technology, which allows suppliers to multiply the number of services offered on a single satellite feed. Where there were three or four services, explained one MET official, now we can broadcast six or eight. (Hung, 1996). Math/ Europe, currently reaching 77 million homes, has adopted a European strategy; it offers local version of its satellite and cable TV network programming to compete in individual European countries. These more- focused offerings have gradually been replacing MN Rupees wider regional programming, and versions for the Netherlands, Spain, and Eastern European Mounties are now being considered. Today, not only teens in Europe but teens all over the world have their MET cake and eat it, too (Wild, 1999). This is the typical example which represents how technology interacts with the organization internal innovation in the international economic. Coloratura which is the one of general environment also impact the managers actions. Managers must adapt their practices to the changing expectations of the society in which they operate (Robbins, 2003). April 1992, Disneys new $4 billion theme park-Euro Disneyland opened at twenty miles east of Paris. Disney executives are banking on a love affair between Mackey and company and the Europeans as the principal engine of Disneys growth in the sass. It is hoped that 11 million Europeans a year will rub elbows in a happy melting pot at the park. But a number of conflicts and a lower-than- expected attendance in the early months had Disneys bosses worried. Glitzy American -style theme parks may not be Rupees cup of tea. No one really expects the king of theme parks to flop in Europe. Two million Europeans flock to Disneys American parks every year. But for reasons ranging form ultra backlash to Frances chilly winter weather, the reception has indeed been cool for the U. S. Company. Europeans visit Disorderly in Florida as part of an American experience. Many observers doubt, however, that they will seek Americana as eagerly in the Paris suburbs. Then there was the challenge Of hiring and training 1 6000 cast members, representing 86 nationalities and 34 languages. About half of the cast members were French, and the dress code imposed by Disney was regarded as an assault on French and European social standards. The attempt to maintain the standardized, all- American Disney look-no long hair, no long fingernails, very limited makeup, no jewelry. In addition to specific job training, Disney University, a feature of all company parks, gave the standard day-and-a half course in Disney culture. Now, Disorderly is very successful in Paris (Dresser, 1994). International trade has undergone explosive growth recently(Bard, Post, Mammon, 1990). The AC survey indicates that since 1997, on average, non-US sales for us-based companies have risen slightly, from the 10 to 20 percent range to the 20 to 30 percent range. Products manufactured outside the US eave increased in a similar manner (Talking, 2001, p. 34). The internal and external environments interact to affect managers and organizations. It is important for the manager to be aware of the diversities and more flexible that they have been in the past. The economic globalization is the inevitable trend in coming years, the managers have to consider both the internal environment and external environment in order to be successful in such global environment.

Free Essays on Pink

â€Å"Family Portrait† One song can bring many different feelings to every person who hears it. It can provide hope to those going through difficult times in their lives, or the beat can make you want to get up and dance. A song can also bring back memories of what you were doing the first time you heard it, and that memory stays with you every time you hear it again. Pink is a singer/songwriter who has gone through more in her childhood than most people have in their entire lives. She not only uses her music as an expression of her past childhood, but she also can provide some great party music. One of my favorite songs is called â€Å"Family Portrait.† This song deals with her parents’ decision to get a divorce, and how it impacted her life. She was only twelve when her father left, and she ended up becoming a rebel. She listened to rap, hip-hop, and rock while growing up, which gives her music a personality of its own. Every time I hear this song it brings back memories of my parents when they divorced. It is almost like Pink and I were in the same house and experienced the same things. The one part that I can closely relate to in her song is when she says, â€Å" I hear glasses breaking as I sit up in my bed. I told God you didn’t mean those nasty things you said. You fight about money, about me and my brother. And this I come home to, this is my shelter.† This situation is what I went through every time my parents would fight. It amazes me how similar homes are for children of divorced parents. Pink was given a great gift enabling her to touch peoples emotions with her voice and songs. She also has a great variety letting her sing a song as meaningful as this, then switching to one that allows you to forget about it and dance. I think this is why she has risen to such a great artist. She never dwells on her past. She simply gets it off her chest and moves on. â€Å" It ain’t easy growin’ up in WW3, never knowin’ wh... Free Essays on Pink Free Essays on Pink â€Å"Family Portrait† One song can bring many different feelings to every person who hears it. It can provide hope to those going through difficult times in their lives, or the beat can make you want to get up and dance. A song can also bring back memories of what you were doing the first time you heard it, and that memory stays with you every time you hear it again. Pink is a singer/songwriter who has gone through more in her childhood than most people have in their entire lives. She not only uses her music as an expression of her past childhood, but she also can provide some great party music. One of my favorite songs is called â€Å"Family Portrait.† This song deals with her parents’ decision to get a divorce, and how it impacted her life. She was only twelve when her father left, and she ended up becoming a rebel. She listened to rap, hip-hop, and rock while growing up, which gives her music a personality of its own. Every time I hear this song it brings back memories of my parents when they divorced. It is almost like Pink and I were in the same house and experienced the same things. The one part that I can closely relate to in her song is when she says, â€Å" I hear glasses breaking as I sit up in my bed. I told God you didn’t mean those nasty things you said. You fight about money, about me and my brother. And this I come home to, this is my shelter.† This situation is what I went through every time my parents would fight. It amazes me how similar homes are for children of divorced parents. Pink was given a great gift enabling her to touch peoples emotions with her voice and songs. She also has a great variety letting her sing a song as meaningful as this, then switching to one that allows you to forget about it and dance. I think this is why she has risen to such a great artist. She never dwells on her past. She simply gets it off her chest and moves on. â€Å" It ain’t easy growin’ up in WW3, never knowin’ wh...

Academic Environment in the United States Essay Example | Topics and Well Written Essays - 500 words

Academic Environment in the United States - Essay Example The three groups: the Woodson Foundation, a nonprofit organization; the Washington D.C. public schools system; and the National Coalition for Parent Involvement in Education (NCPIE), which act as a representative for parents on behalf of the PTA; concurrently enjoin to achieve the ultimate objective of improving academic outcome. The structure of the case study is clear-cut and straight forward. The discourse would initially present a brief summary of the background information crucial for greater understanding of the triumvirate’s thrusts. The roles and each organization were emphasized to give credence in supporting their commitment and interest in achieving a unified goal. In addition, a development team with selected team members or candidates to oversee the progress of achieving the defined goal was presented. The team is composed of representatives from the three associations: two from the Washington D.C. public school system, two from Woodson Foundation, two parents and one social worker to provide balance representation. A summary of problems was eventually determined with effective methods recommended for resolving conflicts that would likely arise.

Exploring the Brain Responses Assignment Example | Topics and Well Written Essays - 2750 words

Exploring the Brain Responses - Assignment Example The experimental study has the hypothesis of the inducement of either the rTMS or the stimulants triggering the dopamine production. In the two experiments, the brain is induced with rTMS for patients with depression and stimulants for the c-Fos experiment, which uses rats. Procedure outline of rTMS Eight Patients with depression was treated with rTMS, over the left prefrontal cortex on a daily basis. Each of them underwent neuropsychological test scores and PET scan before and after the rTMS treatment (Goldman et al. 1978). Procedure outline of c-Fos experiment Six rats was injected with cocaine and six with amphetamine. The rats were then killed, and the brain extracted. The brain was then preserved and treated with antibodies that recognize the c-Fos-positive cells. A special dye was then added to reveal the location of the c-Fos cells. The cells are counted easily since they are brown due to the dye. Q1a. The independent variable (IV), the conditions and the two dependent variabl es (DV) for this study First, the TMS experiment will be considered. The independent variable (IV) is the raclopride binding. This does not rely on the other variable, but it is rather depended on by the other variable. The conditions of the experiment rTMS are repetitive Transcranial Magnetic Stimulation. There are four dependent variables that depend on the set conditions, which are R caudate, Laudate, R putamen, and L putamen. These will vary depending on the rTMS induced on the patient. In the second experiment (c-Fos), the Independent variable is c-positive cells, which are not necessarily dependant on the other variable set. The conditions are cocaine and the amphetamine. The independent variables are the nucleus accumbens from the sections of the rat’s brain (Goldman et al. 1978). Q1b. The study within a participant study explanation The study of rTMS involves the participation of several patients who are observed before and after the rTMS induction. A PET scanning is then done to establish the number of functional dopamine receptors using radioactive raclopride. The study is thus within a participant study where the data obtained is from the patient pairs under experiment. The participants involved are patients who are 8 rather than being a single patient. Since 2 pairs of participants had the same pre-rTMS test scores represented by a single point for each pair, the study is within a participant study. The c-Fos experiment study is also within a participant study. This is because the study experiment involved the participation of every group member. This means that obtaining the data of all the group members was essential. Q1c. The vital piece of statistical information missing from the study results obtained The essential piece of statistical information missing from the results presented here is a hypothesis. This is a vital tool in analyzing the data presented to either agree with the data or disagree. This tool would be critical in making c onclusions, like establishing the level of deviation from the expected results set on the hypothesis. This piece of information set as a hypothesis would act as the researchers’ guideline when they are setting the procedures. This tool is also helpful to a researcher in the field since it will define his research scope.

Food and Beverage Operations Assignment Example | Topics and Well Written Essays - 4000 words

Food and Beverage Operations - Assignment Example It may be ready to serve when it is delivered or it may need to be cooked and finalised (as it is still cold or frozen) in another kitchen, or a second kitchen. The sous vide is the most recently developed system of preparing food. Raw foods are prepared (such as by browning), then placed in vacuum sealed bags or pouches, and then steam-cooked at high temperatures that will pasteurize them. The food can then be served to the customers or chilled and stored. Food prepared this way can be stored for up to twenty-one days. The cook-freeze process means a catering system that requires fully cooking and then rapidly freezing the food. Then it is stored at temperature of -18 degrees or below. The food will be reheated before serving to customers. Care should be taken to prevent the food from being contaminated and to make sure that the stock is rotated and is fresh. before being served to customers. The shelf life of foods prepared by the cook-chill process is much shorter than foods prepared by the cook-freeze process as the shelf life is only five days (including the day of production, the time it takes to be distributed, and the time it takes for regeneration. a waiter who serves guests at the table using forks and knives. The food is served with a salver on to the plate and then placed in front of customers. This is also known as the Russian service. Family service is similar to that of the American service. The gueridon service is when silver salvers of food is placed on a small cart called a gueridon which has a

Arguments For And Against National Minimum Wage

Arguments For And Against National Minimum Wage Supply of labour is elastic and can be moved across the region at the same wage. When minimum wage goes down firms can recruit more labour but as seen in below chart when its go up, it move from E1 to E2. That means at the set new minimum wage firms can only afford E2 number of labours. In UK, demand of skilled labour and supply of skilled labour does not reach equilibrium. Skilled labour from European Countries has been migrated in the UK to fill the gap in between. Over the past couple of decades migrated skilled labours supply increased which result in unemployment. Source: LPC estimates based on ASHE with supplementary information, low-pay weights, UK, April 2006 To get the skilled workforce in action, government has to decide a minimum wage at which they are happy to migrate and work in the UK. As UK is short of skilled labour, government decided fair minimum wage rate which keeps changes every year and increased by some percentages, to get the skilled labour motivated and provide them with the good intensives. Source: http://www.guidance-research.org/future-trends/logistics/info/printAll?lang=en, 25th September 2010 If demand of labour is relatively inelastic as per the above diagram then reduction in employment is less than if demand for labour in terms of employers is elasticity in accordance with the changes in wage level. NATIONAL MINIMUM WAGE In UK national minimum wage set  £ 3.60 in 1999. This law has been aim to remove poverty in long term as a result of that we can see from a graph below, constant growth in the National Minimum Wage. Source: http://www.poverty.org.uk/01/index.shtml, 22nd September 2010 ARGUMENTS FOR THE NATIONAL MINIMUM WAGE Arguments in favour of National Minimum Wage suggest that it may have a more ambiguous effect on employment. Dolado et al (1996) Social Arguments: Government Evidence suggests that the minimum wage has had a small positive impact on public sector finances. Which means more jobs, result in increase employment in various parts like full time, part time and self employed. As it has positive impact on public sector more jobs in full time and part time can be seen in the below table. Source: http://www.guidance-research.org/future-trends/education/printAll?lang=en, 25th September 2010 If the firm is paying National Minimum Wage then it has an incentive to raise productivity of employees. This result in investment rise in personnel. Social injustice and unequal pay distribution among the society is the key reason of the poverty, in order to equally divide income across the society. As income increases, the government gets more income tax and national insurance so that it can spend it for its expenditures. The better trained are the workforce, the higher the reward for everyone. Economic Arguments: To 1.5 million jobs benefited in October 2001 through increase in NMW which as a result increase the aggregate wage bill by upto 0.11%. The following year nearly 1 million people in fewer jobs are benefited. Actually the solid increase in 2001 is supported by small increase in previous year 2000 and another small increase in following year 2002. Over 90,000 jobs secured by 18-21 year olds in October 2001 and labour market is slightly relieve in following couple of years. Below chart shows % of jobs paying at or below national minimum wage and size of the firm. Source: LPC estimates based on ASHE with supplementary information, low-pay weights, UK, April 2006 ARGUMENTS AGAINST THE NATIONAL MINIMUM WAGE Arguments against the National Minimum Wage rely on a neoclassical framework. Card Krueger (1995) Social Arguments: For certain industries, increase in National Minimum Wage NMW means increase in marginal cost so they try to redundant employees and cut the hours of existing employees which results in increase number of unemployed. The higher the national minimum wage is marginal cost for hiring new employee considerably more. Another issue is Pay-leap frogging, mean expert workers in the field command higher wages in order to maintain the difference between their wages and national minimum wage. Cost of living varies from region to region, for example renting 3 bedroom house in London wont cost you same as renting it in outside London. And NMW is set the same across the UK. So cost of living in London is higher and still they are getting paid similar NMW as other parts of the country. In the time of recession company go for recruiting experienced workers rather than recruiting fresher, because fresher requires training and firms try to cut such costs by recruiting experienced workers. Majority firms subject to particular region and if the employees are not happy with their wages then they just move on. According to the economist, High benefits and low pay leads to a culture where people manipulate the system and stay on benefits. As minimum wage increase by  £0.13, many forms choose to have office in the UK and set up manufacturing plant in some other country like Bangladesh or import directly from china. The minimum wage is still less than one can get through the benefits. Everything ends with the consumer and he doesnt have anything to spend then everyone is going in loss. Millions of potential jobs dont exist because of government rules which also includes minimum wage. Get rid of majority of them and as a result, firms start hiring people like anything and the problem of unemployment would go away. Minimum wage is equal for everyone, which means unskilled labour worth of  £2.00 an hour must be paid  £5.93, same as the skilled labour who are worth it. There was a famous example a few months ago in the US. A teacher was complaining about being paid too little but emphasized that she was a teacher for the children and not for the wage. Well, you cant have it both ways. Either you do it for the love of it, or you do it for the wage. When you know the wage is low, you can always choose a different career. Economic Arguments: In 2004, 520 companies were surveyed which shows result that the NMW increase has considerable effect in terms of costs and the most harm done in large firms such as 5 hours cut a week, it means 40 hours full time employee has to work 35 hours a week. As per new minimum wage, working 37.5 hours a week gets you  £11563.50/ year which is after Tax and NI receivable around  £9903.02, which is not good enough to live a standard life. CONCLUSION After discussing arguments in favour and against the national minimum wage, from the social point of view increase in NMW is necessary; for living fairly standard life. The life style here in London and in Bangladesh cannot be compared because the market is totally different here. Thats from the societys point of view but from the business point of view; it is investment in people at the end of the day which motivates labour and increasing the productivity which helps firms to earn more profit. With this conclusion I am in favour of increase in the national minimum wage. REFERENCES: BOOKS Bazen, S. (2000), the impact of regulation of low wages on inequality and Labour market adjustment Lloyd, C., Mason, G., Mayhew, K. (2008) Low wage work in the UK Russell Sage Foundation Manning, A. (2003), Monopsony in Motion Blais, A., Cousineau, J. and McRoberts, K (1989) The determinants of Minimum wage rates, Public Choice Boeri, t. and Burda, M. (2009), Preferences for Collective vs. Individualized Wage Setting, The Economic Journal, forthcoming. Silbermann, J. and Durden, G. (1976) Determinining Legislative Preferences On the Minimum Wage: An Economic Approach, Journal of Political Economy, Vol. 84(2), pp. 217-229. ONLINE http://ivythesis.typepad.com/term_paper_topics/2009/06/the-impact-of-national-minimum-wage-on-uk-labor-market-and-uk-economy.html, 20th September 2010 http://www.suffolkobservatory.info/sda_pdf/workforcedeprivation.asp, 21st September 2010 http://www.guardian.co.uk/money/audio/2010/oct/01/focus-podcast-minimum-wage-audio, 21st September 2010 http://www.lowpayunit.org.uk/minwage/campaign.shtml, 22nd September 2010 http://money.howstuffworks.com/personal-finance/budgeting/minimum-wage.htm/printable, 22nd September 2010 http://news.bbc.co.uk/1/hi/6211250.stm?lsm, 23rd September 2010 http://www.ukbusinessforums.co.uk/forums/showthread.php?t=174645page=3, 23rd September 2010 PART B TREND EXTRAPOLATION Extrapolation can be defined as to conclude the future from the past history, assuming that the technological change is in steady stream and will continue now. Statistical Cure Fitting As name suggests, this method using statistics data for forecasting, such as Indianapolis 500 mile race data as per shown in the below graph: The beginning of the World War 1 Indy race cars have exponentially increased to get pole positions. In the graph above, two technological innovations and ideas are shown quite clearly in the data. One of them cars out of the two was a rear-engine car. The first car of this sort appeared firstly in 1961. The qualifying speeds for Indy race cars were about 150mph which a hard target to achieve. In 1964 a rear-engine car won a pole position for the first time attaining close to 159mph. Limit Analysis All growth has some kind of limitation whether it is recognised or unrecognised. Sooner or later, projections must replicate the improvements that may even get close to the limit but mustnt exceed the limit. The trend of lower temperature is inadequate, of course by an absolute zero. For example, a movement of growing energy conversion efficiency cant exceed to 100%. The trend is presented in the below chart: The trend line looks and analysis aspects of the larger field of development. The trend line attempts to extend the boundaries of the data points beyond their regions in the timeframe. For Example is recently US and China relation, which looks in curve graph like below: Source: http://www.sublimeoblivion.com/2010/08/18/underestimating-china/, 25th September 2010 Some common types of trend: Constant trends  are those where there is no net increase or decrease. Polynomial trends  are those best modeled by a polynomial equation. They may be second-order (quadratic) equations of the formy  =  ax2  +  bx  +  c, resulting in a parabolic shape: Consensus Methods The method is a set of values for significant familys abilities to pay for colleges. From last couple of years, trend line shows decrease in variance in need analysis. The participating corporation believe that the agreed opinion approach, when applied in a consistent manner, serves to decrease or reduce the indifferent results that threaten the long-lasting tradition of awarding help on the basis of need. The desire and the need to serve for the greater good, rather than serve individual academic or institutional needs and capabilities have required some areas to be compromised, but 568 Group strongly believes, the consequential methodology remains true to both the institutional and professional principles and aspects that underlies its co-operative efforts. For example, student wish to study in university, university go through the savings through the applicants family. Lets say the university fee per year is  £30,000 and familys income per year is  £ 50,000. In which parents have to sign the statement that they are going to fund for their childs accommodation, fees, travel and other required expenses. Family need to demonstrate their household expenditure to show that they can spare  £ 30,000 each year plus other expenses comes through the education loan or scholarship from university. In total of all have to be reached  £30,000 a year plus other expenses like travel. Through simple diagram below I can understand consensus method better way.

Aging in Matthew Arnolds Growning Old and Robert Brownings Rabbi Ben Ezra :: Matthew Arnold Growning Old Essays

Aging in Matthew Arnold's Growning Old and Robert Browning's Rabbi Ben Ezra  Ã‚   Contemporaries of the Victorian Age, Matthew Arnold and Robert Browning wrote the poems, "Growning Old" and "Rabbi Ben Ezra," respectively, to express their views on aging. Arnold suffers tremendously, for he lives in melancholy solitude with his deteriorating body, helpless in his moral and physical pain. Browning, a happier man, finds much joy in his age and comfort in the moral and spiritual strength which God gives him. In effect, while Arnold pessimistically dwells on the physical pain accompanying the aging process and the inevitability of a cruel death, Browning devoutly expresses his optimistic outlook of old age and death as God's consummate end to the labors of life. Arnold's pessimism regarding aging leaves no room for optimism. The reader encounters this negativity right away, for in the first stanza Arnold ascertains, in answer to his question "What is it to grow old?", that aging involves "[losing] the glory of the form." The words "lose the glory" implicate a tragic and perhaps humiliating experience. Furthermore, Arnold describes the loss of "the glory of the form" as a time when "beauty [forgoes] her wreath," a phrase which presents the reader with the image of a queen abandoning her crown, as her time of glory ends forever. Arnold gives the reader another foreboding image of aging in line twenty-four, when he describes himself as being incarcerated by his age with the image of the "hot prison of the present, month to month with weary pain." The words "hot", "weary", "prison", and "pain" effectively portray Arnold's suffering and discomfort to the reader, simultaneously lending to his overall pessimistic standpoint. In addition, Arnold exp eriences an absense of feeling in accordance with his age. In the fourth stanza he declares that old age dies not imply gazing down on the world with "rapt prophetic eyes" and a "heart profoundly stirred/ to weep and feel the fullness of the past." Furthermore, he writes, "Deep in our hidden heart/ Festers the dull remembrance of a change/ But no emotion--none." One critic concurs, stating that Arnold's age induces an "emotional frigidity" (Madden 115). Another critic describes Arnold as having an "incapacity for feeling" (Bush 50). As to the "dull remembrance of a change" Madden adds, "There was always the memory of that 'different world' [which Arnold] had once known..." (115). Most probably, the "different world" of which Madden speaks is Arnold's youth, of which the poet only has a "dull remembrance" left, suggesting that Arnold finds no fulfillment or feeling in the memories of his youth.

Analysis of Salt in India

Syllabus of Second Year (Semester III/IV), MBA (Master of Business Administration) Course Code : MBT601-1 Course : Integrated Marketing Communication L: 3 Hrs. , T : 1 Hr. , Per Week Total Credits: 7 Objectives: The objective of this course is to provide the students with knowhow about Marketing Communication, Integration concepts, Media planning and buying concepts. Learning this course would equip the students in building there career in advertising and media planning. Unit I: Introduction to Marketing Communication Concept; Functional areas of Marketing Communications; How does marketing communication work.Concept of brand-customer touch points. Unit II: Concept of Integrated Marketing Communication planning process-identifying target audience, analyzing SWOT, determining marketing communication objectives, developing strategies and tactics, setting the budget and evaluating effectiveness. Concept of internal marketing. Unit III: Creative Concept and Messages; the message strategy brief, the creative process, Unit IV: Message Execution; Message storytelling, tone and style, copy writing, message consistency, the consistency triangle. Unit V :Media planning, media classification, media strengths and weaknesses, Audience management and measurement, out of home media, product placement. Unit VI: Media targeting, media profiles, CDI-BDI Determination, calculating reach and frequency, GRP and TRP concept and calculation, IMC media mix, calculating media cost, media scheduling. Text Book: 1. Principles of Advertising and IMC: Duncan, Tom. – McGraw Hill. Reference Books: 1. Integrated Marketing Communications: Pickton, D. and Broderick, A. – Prentice Hall. 2. Using advertising and promotion to build brands: Blyth, J. –Pearson 3. Advertising management by Jethwaney: Pub by Oxford. . Building the Indian Brand: Kapoor, MacMillan Syllabus of Second Year (Semester III/IV), MBA (Master of Business Administration) Course Code : MBT601-2 Course : Brand Management L:3 Hrs. , T:1 Hrs. , P:0 Hrs. , Per week Total Credits : 7 Objectives: The objective of this course is to teach students the broad topic of brand equity and brand management. Learning this course would help them to understand the key issues in planning and evaluating brand strategies. The course covers theories, models and other tools which are used to make better branding decisions. Unit I:Brands and Brand Management: What is a Brand? Why do Brands Matter? Can anything be branded? What are the strongest Brands? Branding challenges and opportunities, Brand equity concept, Strategic Brand Management Process The Customer Based Brand equity: Brand Knowledge; Building a Strong Brand, Brand-Building Implications. Unit II: Brand Positioning: Identifying and Establishing Brand Positioning, Positioning Guidelines, Defining and Establishing Brand Values, Internal Branding. Choosing Brand Elements to Build Brand Equity: Criteria for Choosing the Brand Elements, Options and Tactic s for Brand Elements.Unit III: Designing Marketing Programs to Build Brand Equity: New Perspective on Marketing, Product Strategy, Pricing Strategy, Channel Strategy. Leveraging Secondary Brand Knowledge to Build Brand Equity: Conceptualizing the Leveraging Process, Company, Country of Origin and other Geographic Areas, Channels of Distribution, Co- branding, Licensing, Celebrity endorsement, Sporting, Cultural, or Others Events, Third Party Sources. Unit IV: Developing a Brand Equity Measurement and Management System: The Brand Value Chain, Designing Brand Tracking Studies, Establishing a Brand Equity Management System.Measuring Sources of Brand Equity: Qualitative Research Techniques, Quantitative Research Techniques; Measuring Outcomes of Brands Equity: Capturing Market Performance, Comparative Methods, Holistic Methods. Unit V: Designing and Implementing Branding Strategies: The Brand-Product Matrix, Brand Hierarchy, Designing a Branding Strategy. Introducing and Naming New Prod ucts and Brand Extensions: New Products and Brand Extensions, Advantages of Extensions, Disadvantages of Brand Extensions, Understanding How Consumers Evaluate Brand Extensions, Evaluating Brand Extension Opportunities.Unit VI: Managing Brands over Time: Reinforcing Brands, Revitalizing Brands, Adjustments to the Brand Portfolio. Managing Brands over Geographic Boundaries and Market Segments: Rationale for Going International, Advantages of Global Marketing Programs, Disadvantages of Global Marketing Programs, Standardization versus Customization, Global Brand Strategy, Building Global Customer – Based Brand Equity Text Book: 1. Strategic Brand Management: Building, Measuring, and Managing Brand Equity, Kevin L. Keller, Pearson Education.Reference Books: 1. Brand Positioning: Strategies for competitive Advantage: Sengupta, Tata McGraw-Hill. 2. Strategic Brand Management by Richard Elliot:   Larry Percy, Oxford University Press, India. 3. Managing Brand Equity by Aaker D: Fr ee Press. 4. The New Strategic Brand Management: Jean-Noel Kapferer, Kogan Page. Syllabus of Second Year (Semester III/IV), MBA (Master of Business Administration) Course Code : MBT601-3Course : Retail Management L: 3 Hrs. , T : 1 Hr. , Per WeekTotal Credits: 7 Objectives:The subject is designed to understand the Retailing of Products and Services, the role of Retail in Economy and the various issues related to Retail like Infrastructure, Merchandising, Store Operations, etc. Unit I: Introduction: Retail in India, Size of Retail in India, Key Sectors, FDI in Retail, Challenges to Retail Development, Evaluation of Retail formats, Theories of Retail Development, Concept of Life Cycle in Retail, Business Models in Retail, Services Retail, India Specific Retail Models, Concept of Internationalization, Determining Market Entry, Retail in Asia.Unit II: Strategy & Planning: The need for Studying consumer behavior, Factors influencing the retail shopper, Customer Decision Making process, ma rket Research, Retail Strategy, Concept of Business Model, Growth Strategy, Retail Value Chain, Ethics in Retailing, Types of Retail Locations, Stepin in choosing location, Methods of evaluating trade area, Retail Franchising, Types of franchising, Advantages 7 Disadvantages of Franchising, Franchising in India, Legal Issues. Unit III:Merchandise Management: Factors affecting Buying decisions, The merchandiser’s role and responsibility, Buyer role and responsibility, Function of buying for different types of organizations, Buying for a single / independent store, Concept of lifestyle merchandising, Implications of Merchandise planning, Process of Merchandise planning, Technology tools for merchandise planning, Methods of Procurement, Sourcing, Age of Global Sourcing, Retailing pricing & evaluating Merchandise performance.Unit IV: Managing Retail: Private Labels, Need and Evolution of Private Labels, Process of Creation, Category Management, Reasons for Emergence of Category M anagement, Components of Category Management, Category Management Business Process, Drawbacks of Category Management, Store Operations & Profitability, Key components in Retail Operations, Retail Economics, The 5Ss of Retail Operations.Unit V: Creating and Sustaining Value: Store Design & Visual Merchandising, Concept & Principles of Store Design, Elements of Store Design, Visual Merchandising, Servicing the Retail Customer Measuring gaps in service Gathering Customer Information & Enhancing Loyalty CRM, Personal Selling, Retail Selling process. Unit VI:Marketing & Technology: Retail marketing & Branding, Retail Marketing Mix, The STP approach, Retail Image, Retail Communication Mix, Concept of Branding, Retail Management Information Systems, Unique Needs of Technology in Retail, Need for Product identification, Importance of IT in retailing, Factors affecting use of technology, Applications of Technology, Internet Retailing, Supply Chain Management, Concept, Need & Evolution, SCM F ramework, Integration of SC, Innovations in Supply Chain, Collaborative Planning Forecasting & Replenishment (CPFR).Text Book: 1. Retail Management, 3rd Edition: Swapna Pradhan, McGraw Hills Publications, Reference Books: 1. Managing Retailing: Sinha Uniyal, Oxford Publications 2. Retail Management: A Global Perspective, – Singh, Dr. Harjit, S. Chand Publications Syllabus of Second Year (Semester III/IV), MBA (Master of Business Administration) Course Code : MBT601-4Course : Sales and Distribution Management L: 3 Hrs. , T : 1 Hr. , Per WeekTotal Credits: 7 Objectives:The objective of the course is to familiarize the student with the sales operations and sales management functions and distribution management. Endeavor is to provide both theoretical inputs and applications of practical aspects. Unit I: Introduction to sales management, building selling skills and selling strategies, understanding the sales process. Unit II: Purpose, Setting up a sales organization, Basic types of sales organization. Managing sales territory, Managing sales quota Unit III:Recruiting and selecting sales personnel, determining the kind of salespeople, determining size of the sales force; Training salespeople: Developing and conducting sales training programmes, Defining training objectives, deciding training content, selecting training method. Unit III: Designing and administrating compensation plans, Types of compensation plans and requirements of a good compensation plan; Motivating salespeople: Meaning, Need gratification and motivation, Interdependence and motivation, Motivation and leadership. Unit IV:Supervising and evaluating salespeople-Setting standards of performance, Quantitative and qualitative performance criteria, Controlling salespeople through supervision. Unit V: Introduction to channel management. Distribution channel strategies. Designing Customer Oriented Marketing Channels. Unit VI: Managing Channel member behavior: Channel relationships, control, positi oning and conflict. Managing International Channels of Distribution. Text Book: 1. Sales & Distribution Management: by Tapan Panda –publisher, Oxford Publication. Reference Books: 1.Sales Management: Chunawalls, S A, Himalaya Publishing House 2. Sales Management: Pradip Kumar Mallik, Oxford Publication 3. Physical Distribution Management: Kulkarni, M V, Everest Publishing House 4. Marketing Management: V S Ramaswami& S Namkumari, Macmillan India Ltd 5. Sales & Distribution Management: by Krishna K Harvadkar -publisher: McGraw Hill. Syllabus of Second Year (Semester III/IV), MBA (Master of Business Administration) Course Code : MBT601-5Course : Services Marketing L: 3 Hrs. , T : 1 Hr. , Per WeekTotal Credits: 7 Objectives:The objective of the course is to help students gain knowledge and skills in dealing with marketing of services. To accomplish this, the student will be exposed to a series of cases, which demand commitment from him/her. The course includes the services marke ting concepts, characteristics, challenges and strategies, consumer behavior to services, employees’ and customers’ roles in service delivery, managing demand and supply, and the design and development of effective service system. Unit I: Introduction to Services: What are services? Why services marketing?Characteristics of services, challenges in services marketing. Services marketing mix. Unit II: Consumer Behavior in Services: Search, Experience, and Credence properties Customer choice, Consumer experience, Postexperience evaluation, Customer Expectations in Services – Meaning and types of service expectations, Factors that influence customer expectations of services, Issues involving customer service expectations. Unit III: Customer Perceptions in Services: Customer perceptions, Customer satisfaction, Service quality, the gaps model of service quality.Service encounter, Service Recovery – The impact of service failure and recovery, how customer respon d to service failure, Customers’ recovery expectations, services recovery strategies. Unit IV: Service Development and Design: New service development, Service blueprinting, Customer Defined Service Standards – Factors necessary for appropriate service standards, Types of customer-defined standards. Physical Evidence and the Servicescape – Physical evidence, Types of Servicescape, Strategic roles of the Servicescape.Unit V: Employees’ Role in Service Delivery: Service culture, the critical importance of service employees. Customers Role in Service Delivery: The importance of Customers in service delivery, Customers’ role, Strategies for enhancing customer participation Unit VI: Managing Demand and Capacity: The underlying issue: Lack of Inventory capability, Demand pattern, Strategies for matching capacity and demand, waiting line strategies, Pricings of services – Approaches to pricing services, Pricing strategies. Text Book . Services Mark eting: Govind Apte, Oxford University Press Reference Books: 1. Services Marketing: Valarie A Zeithaml, Dwayne D Gremler et al, Tata McGraw-Hill 2. Services Marketing: Harsh Verma, Pearson 3. Services Marketing: Vinnie Jauhari, Oxford University Press 4. Services Marketing: Rajendra Nargundkar, Tata McGraw-Hill 5. Services Marketing: K. Rama Mohana Rao, Pearson Syllabus of Second Year (Semester III/IV), MBA (Master of Business Administration) Course Code : MBT601-6Course : Rural MarketingL: 3 Hrs. , T : 1 Hr. , Per WeekTotal Credits: 7 Objectives: A complete understanding of rural market environment and rural economy, rural marketing strategy, future prospects and understanding Government policy measures for developing Agricultural marketing Unit I: The Rural Economy: The economic scenario in rural India – the transition of rural economy – the Rural economic structure – the rural infrastructure – Rural marketing environment – the Role of Government in the development of Agricultural marketing Unit II:Rural Consumer Buying Behavior: Characteristics of rural consumer – Factors affecting consumer behavior –Consumer buying process – Opinion leadership process – Brand management in rural market Unit III: Rural Market Research: Need and importance: Primary Data collection and interpretation – Field procedures and rural realities P. R. A. Technique. Unit IV: Targeting, Segmentation and Positioning in Rural Market: Basis of segmentation – Selecting and targeting segment – Positioning decision – Rural marketing initiative by Corporate Sector Unit V:Rural Marketing Strategy: Product Strategy – Pricing strategy – Distribution strategy – Communication strategy, Marketing of Agri- inputs-Seeds, Fertilizers, Pesticides and Tractors. Unit VI: Innovation in Rural Marketing and Financial services: Innovation in Rural Marketing: E-Rural marketing – Organized re tailing – Cooperative marketing Financial services: An overview of financial services – Sources of Credit – Innovative credit delivery system like Kisan credit card – Micro finance – Chit funds – Cooperative credit – Crop insurance Text book 1.The Rural Marketing: by Pradip kashyap & Siddhatha Raut (Publisher: Biztantra) Reference Books: 1. Rural Marketing: By Balram Dogra & Karminder Chuman (Publisher: Tata McGraw Hill Edu Pvt Ltd) 2. Introduction to Rural Marketing: By R. Krishnamoorthy (Publisher: Himalaya Publishing House) 3. Rural Marketing Text and Cases: By U C Mathur (Publisher: Excel Books) 4. Rural Marketing: by R V Bedi & M V Bedi (Publisher: Himalaya Publishing House) Syllabus of Second Year (Semester III/IV), MBA (Master of Business Administration) Course Code : MBT601-7 Course : Consumer Behaviour & Marketing Research L:3 Hrs. T:1 Hrs. , P:0 Hrs. , Per week Total Credits : 7 Objectives: This course is designed as an over view of the Consumer Behaviour and its image in Marketing Management. The course will cover the evolution of Consumer Research, Individual determination of Consumer behaviour, Influence and Decision Making of the market king. The objective of this course is to give exposure in practice of the Consumerism in modern marketing and that will allow you to develop your own frame work for understanding the behavior of consumer.Unit I: Consumer Behaviour- An Overview: Introduction, Meaning, Definition, Scope, Relevance of Consumer Behaviour, Development of Consumer Behaviour study, Growth of Consumer Research, Consumer Behaviour and Marketing Management; Consumer Decision Making, Trends in Consumer Behaviour. Unit II: Consumer Modelling: Models of Consumer Behaviour, Haward Sheth Model of Buying Behaviour, The NICOSIA Model, The ENGEL-KOLLAT-BLACKWELL Model, WEBSTAR AND WIND MODEL of Organizational Buying Behaviour. Unit III:Individual Determination of Consumer Behaviour: Consumer Perceptio n, Internal & External Factors, The Perceptual Process, Consumer Imagery and Marketing Implication; Learning- Definition, Elements and Process of Learning, Types of Learning Processes, Classical Conditioning, Consumer Memory, Observational Learning or Modeling, Low Involvement Theory. Unit IV: Consumer Decision Making: Consumer Decision Making- Meaning, Views, Types of Decision Making in buying, Process of Decision Making, Consumer Information Processing, Models of Consumer Decision Making; Types ofHousehold, Household Life Cycle, A Model of Household Decision Making. Unit V: Consumer Research: Consumer Research Paradigms, Consumer Research Process- Developing Research Objectives, Collecting Secondary Data, Designing Primary Research, Data Analysis and Reporting Research Finding, Conducting the Research study. Unit VI: Advertising & Media Research: Importance of Advertising, Need for Advertising Research, Media Research, Copy testing Advertising Research Studies in India, Evaluation of Advertising Research, Ethics in Consumer Research.Text Book 1. Consumer Behaviour In Indian Perspective, Text and Cases: Suja R. Nair, Himalaya Publishing House Reference Books: 1. Consumer Behaviour In Indian Context: P. C. Jain & Monika Bhatt, Sultan Chand, New Delhi 2. Consumer Behaviour: Leon & Kannuk, Prentice- Hall of India LTd, New Delhi. 3. Marketing Research: Beri, McGraw-Hill Education Private Ltd, New Delhi. 4. Consumer Behaviour: Ramanuj Majumdar, PHI Learning Private Ltd, New Delhi 5. Consumer Behaviour: Hoyer Maclnnis Dasgupta, Biztantra- New Delhi.Syllabus of Second Year (Semester III/IV), MBA (Master of Business Administration) Course Code : MBT601-8 Course : Customer Relationship Management L:3 Hrs. , T:1 Hrs. , P:0 Hrs. , Per week Total Credits : 7 Objectives: The purpose of this course is to make the students understand the organizational need, benefits and process of creating Long-term value for individual customers. It aims to develop an understanding of wha t CRM means to businesses, plus why and the how of putting a CRM Program into action. Unit I :Customer Relationship Management- Basic Concepts: Key Customers, Considerations to Decide the Key Customers, Strategies for Key Customers, Segmentation, Campaign Management, Single Customer View, Cross-Selling and Up-Selling, Multi-channels, Operational and Analytical CRM, Case-Study. Unit II: Planning for CRM: Building Customer Centricity, Setting CRM Objectives, Defining Data Requirements, Planning Desired Outputs, Relevant Issues while planning outputs, Elements in CRM Plan, Relevant Issues in the CRM Plan, Case Study.Unit III: CRM Strategy: Strategic Orientation for CRM, Extending the Concepts of Relationships, Technology Orientation, Strategic Framework for CRM, Planning for Success, Change Management, Case Study. Unit IV: CRM Implementation: Preparing for CRM Implementation, Dimensions and Technology Issues in CRM Implementation, Steps in CRM Implementation, Expected Benefits, Choosin g Right CRM Implementation Approach, CRM Implementation-Best Practices, Case Study. Unit V:Role of IT and eCRM: CRM Strategy and Technology, Steps in Preparing the IT Systems for CRM, Using IT Systems for Better CRM, Issues for Consideration in CRM Tool Selection, Tools for CRM, Basic Concepts for eCRM, Benefits of eCRM, Steps in eCRM, Success Factors in eCRM, Establishing Customer Relationships on the Internet, Case Studies. Unit VI: CRM in Practices: CRM in Manufacturing, CRM in Insurance, CRM in Airlines, CRM in Hotels and CRM in Telecom. Text Book: 1. Customer Relationships Management: Kaushik Mukherjee, Prentice Hall of India. Reference Books: 1.The CRM Handbook: Jill Dyche, Vikas Publishing House. 2. Customer Relationships Management: William, G. Zikmund, Raymund McLeod Jr. and Faye W. Gilbert, Wiley. 3. CRM-Essential Customer Strategies for the 21st Century: Paul Greenberge, Pearson Education. 4. Customer Relationship Management: Mohammed, H. Peeru and a Sagadevan, Vikas Publ ishing House. Syllabus of Second Year (Semester III/IV), MBA (Master of Business Administration) Course Code : MBT602-1 Course : Corporate Taxation L:3 Hrs. , T:1 Hrs. , P:0 Hrs. , Per week Total Credits : 7 Objectives:This course aims to provide a strong conceptual foundation in corporate taxation & exhaustic analysis on calculations of Income from Business & Profession, VAT, Service Tax, Central Excise Laws, Custom Laws & Filing of Returns. Unit I: Definition of Income & Assessee: Previous year, Assessment year, Gross total income, Total taxable income, Residential status, Agricultural income. Unit II: Income from Business & Profession and Income from capital gains in relation to corporates Unit III: Income exempt from tax & Assessment: Deductions. Set off & Carry forward of losses, TDS, Self-assessment tax, Filing of return.Unit IV: Central Excise Laws &Customs Laws: Basis of chargeability of duties of central excise- goods, Manufacture, Classification and valuation of excisable goods- specific issues and case studies; Nature of customs duty, Types of customs duty, Classification for Customs and rate of duty, Valuation for customs duty, Provisions regarding baggage. Unit V: VAT: concept, Applicability, Procedures involved and implications of the VAT, Introduction to CST. Unit VI: Service Tax: Provisions of law and procedures; Various Services covered under Service Tax. Reference Books: 1.Direct Taxes: Ahuja, G. K. & Gupta, Ravi, Bharat Law House. 2. Indirect Taxes : Datey V. S. , Taxmann Publications, New Delhi 3. Direct Taxes Law & Practice: Bhagwati Prasad, WishwaPrakashan. 4. Income Tax, Bombay: Kanga, J. B. and Palkhivala, N. A. , N. M. Tripathi. 5. Direct Taxes Law and Practice: Singhania V. K. , SinghaniaKapil, Singhania Monica, Taxmann Publications, New Delhi. Syllabus of Second Year (Semester III/IV), MBA (Master of Business Administration) Course Code : MBT602-2 Course : Security Analysis & Portfolio Management L:3 Hrs. , T:1 Hrs. P:0 Hrs. , Per we ek Total Credits : 7 Objectives: This course aims to provide knowledge about security analysis & Portfolio Management. It covers various points such as, investments & its various avenues, analysis of capital market, various risk-return model, efficient market theory, & process of portfolio construction. It aims to provide the students of finance stream, the thumb rules of analyzing security market to reduce risk & enhance returns. To accomplish this, the student will be exposed to a series of cases, which demand commitment rom him/her. Unit I: Capital Markets: Overview of money markets, History of Indian capital markets, Capital market scams, Reforms in capital markets, Primary Markets – free pricing, book building, Private placements, Secondary Markets – Organization, membership, and management of stock exchanges, Listing, trading, clearing and settlement mechanism, Listing categories, BSE, NSE, measures to boost liquidity in the secondary market, reforms in secondary markets and its impact, Internet trading.Unit II: Investment scenario & Risk & Return analysis: Investor life cycle and investment goals, Investment options available and their comparison, investment constraints, Definition and Measures of return and risk – historical rates calculation, Expected rates, required rate of return, risk free rate of return, & measurement of risk in portfolio context Unit III:Efficient capital markets Hypothesis & capital Market Theory: Need, EMH – forms, tests and results, Implications of efficient capital markets; Random walk Hypothesis, Indian Markets and Efficiency, Capital Market theory – Background, risk free asset, Markowitz portfolio theory, the market portfolio; capital asset pricing Model, systematic and unsystematic risk, CML, SML; Arbitrage pricing theory – empirical test of APT, Stability of beta. Unit IV:Fundamental and Technical Analysis: Concept, & process of fundamental analysis , Economy analysis, sector anal ysis, company analysis;, Tools and techniques of fundamental analysis, business cycle and industry life cycle analysis. Analysis of growth companies, Concept of technical analysis, Assumptions, advantages and challenges; fundamental Vs. technical analysis, Tools and techniques for analysis; Dow theory, basic types of charts, Price patterns, Trendlines, moving averages and advanced technical tools. Unit V:Equity & Debt portfolio Management strategies, Optimum Portfolio Selection & Revision and Performance measurement: approaches to equity investment, passive & active styles, Equity style management, cross-border strategies, role of fixed income securities in a portfolio, & fixed income portfolio management strategies, Optimum Portfolio Selection & Revision –portfolio diversification, Optimal portfolio selection, portfolio revision& its techniques, transaction cost, portfolio monitoring & rebalancing, issues in portfolio rebalancing * selection & revision of equity portfolios, Performance measurement – Concept, Measures available–Treyner, Sharpe, Jensen, performance attribution analysis and Measuring market timing skills. Unit VI: Mutual funds and AMCs: concept, origin and growth of mutual funds, constitution & management of MFs – Sponsors, Trustees, AMCs, and custodians; Classification of mutual fund schemes, advantages and disadvantages in mutual fund schemes, NAV and pricing of mutual fund units; State of mutual funds in India. Text book 1. Investment Management-Security Analysis & Portfolio Management: by V. K. Bhalla, S. Chand.Reference Books: 1. Investment Analysis and Portfolio Management: by Prasanna Chandra, Tata McGraw Hill Publishers  1/E, 2002 2. Investment Science: David G. Luenberger, Oxford Univeristy Press. 3. Financial Management: R. P. Rustagi, Galgotia Publication House. 4. Investment: William Sharpe (PHI) 5. Security Analysis and Portfolio Management: V. A. Avadhani, Himalaya Publishing House Syllabus of Second Y ear (Semester III/IV), MBA (Master of Business Administration) Course Code : MBT602-3 Course : International Financial Management L:3 Hrs. , T:1 Hrs. , P:0 Hrs. , Per week Total Credits : 7 Objectives:This course aims to provide a strong conceptual foundation & exhaustic analysis on recent developments in the world monetary & financial system, & changing role of international financial managers in the volatile global forex markets. To accomplish this, the student will be exposed to a series of cases, which demand commitment form him/her. Unit I: Financial Management in global context: Role of Finance Manager in Global context, objectives of the firms and impact of risk, Constraints to maximization of value of firm, Exchange Rate Regimes, Emergence and Functions of IMF; Exchange Market; Exchange Dealers; RBI and Exchange Market; Exchange Rate System in India; Floating Vs. Fixed Exchange Rates. Unit II:Foreign Exchange Market Components And Activities: Defining Forex markets & the exc hange rates; Exchange Rate Mechanism, Quoting Foreign Exchange Rates- Spot Rate, Forward Rate, Cross rates and Problems from Exchange rate calculations, Forward contract, Hedging, Speculation, Arbitrage, Interest rate Arbitrage, Swaps-characteristics & uses, Indian Forward market. Unit III: Foreign Exchange Risk Exposure its & management: Meaning of exposure, Types, Causes of changes, Translation & Transaction Exposure, Economic & operational exposure- meaning & its impact on exporter & importer , Currency & interest rate risk, Country Risk management. Unit IV: Management of Long & Short term International financing: Concept of Foreign Investment – Direct & Portfolio, Commercial Borrowings, GDRs, ADRs, Euro Issues, ECBs, Syndicated Credit, Short term sources of finance for MNCs, International forfeiting, international leasing, Euro Currency market, Asian Currency Market; Petro – Dollar Market. Unit V:International Capital Budgeting & Capital structure of MNCs: Concept, Basic inputs for project evaluation, Problems associated with multinational capital budgeting, Evaluation of a project using various methods, International Cash management, Cost of Capital & International Financial Environment, theory of optimal capital structure, & the dilemma of finance manager. Unit VI: Multinational Tax Environment: Important types of taxes that MNCs face, tax treaties & tax heavens; Indian Tax environment: Incentives for earnings in Foreign exchange, double taxation relief, transfer pricing. Text Book: 1. International Financial Management: A. K. Seth, Galgotia Publishing Company. Reference Books: 1. International Financial Management: P. G. Apte, Tata Mcgraw–Hill 2. International Finance: Thomas J. O’Brien, Second edition, Oxford University Press. 3. International Financial Management: Sharan , Prentice–Hall 4.Multinational Financial Management: Shapiro ,Prentice–Hall Syllabus of Second Year (Semester III/IV), MBA (Master of Busine ss Administration) Course Code : MBT602-4 Course : Financial Risk Management L:3 Hrs. , T:1 Hrs. , P:0 Hrs. , Per week Total Credits : 7 Objectives: This course aims to provide a strong conceptual foundation about risk management, future & Option markets, Swaps, Insurance etc. It gives an exhaustic analysis on recent developments in the future & option market & how to calculate VAR. To accomplish this, the student will be exposed to a series of cases, which demand commitment form him/her. Unit I:Introduction to Risk Management: The meaning of risk, How risk is managed, Limitations of Risk Management, Corporate Risk Management, Approaches to Risk Management, The Process of Risk Management, Techniques of Risk Management. Unit II: Mechanics of the Futures Market: Meaning and Definition, Types of futures, Mechanism of the Futures Market, Motives behind using Futures, Stock and Index Futures, Currency Futures, Interest rate Futures, Commodity Futures. Unit III: Options: Concept of Option s, American and European Options, Option pricing models, Exotic Options Unit IV: Financial Swaps: The Concept of Swaps, Interest rate swaps, Currency swaps, Pricing of Swaps. Unit V: Value at Risk: The Concept of VaR, How VaR is calculated, Uses and limitations of VaR. Unit VI:Introduction to Insurance – Life and Non-Life: Meaning and Nature of Insurance, Classification of Insurance, Elements of an Insurance Contract, various types of Life and Non-Life Insurance. Text Book: Options, Futures & Other derivatives: by John C. Hull, Pearson. Reference Books: 1. Financial Management: Theory Concepts & Problems by Dr. R. P. Rustagi,Taxmann. 2. Financial Management: by Rajiv Shrivastava and Anil Mishra, Oxford Publications. 3. Insurance & Risk Management: Dr. P. K. Gupta, Himalaya Publishing House Syllabus of Second Year (Semester III/IV), MBA (Master of Business Administration) Course Code : MBT602-5 Course : Project Planning & Financing And Mergers & Acquisitions L:3 Hrs. , T:1 Hrs . , P:0 Hrs. , Per week Total Credits : 7 Objectives:This course is divided into two parts the first part aims to study all about project management, Idea generation, Evaluation of the project, Loan documentation etc. The second part analyze & gives an in-depth explanation of the concepts, processes, issues & pitfalls involved in M & As & corporate restructuring using a lucid style. To accomplish this, the student will be exposed to a series of cases, which demand commitment form him/her. Unit I: Introduction to Project Management: (a)Planning: Generation & Screening of project ideas, Market & Demand Analysis, Technical Analysis , Financial estimates & projections (b) Sources of Financing – Term Loan, Venture Capital, Private Equity, Debentures, Shares, etc.. Unit II:Evaluating the Project: Nature and significance, techniques of evaluation –Pay Back Method, Accounting rate of return, Net Present Value and profitability index. Risks attached to the project (A review of project risks identification, allocation, and management). Unit III: Project Report and Lender’s Analysis: Components, Details of the company, its promoters, project, finances required, profitability, etc.. ; Loan Documentation – Appraisal of term loans by Financial Institutions. Basic components of project finance; Financing of small scale industry – Meaning, importance, growth of SSIs, Special financing needs and sources, issues & implications. Unit IV:Mergers & Acquisitions:Forms of Corporate Restructuring, Different forms of M&A, M&A Process, Participants in the M&A Process, Post closing Integration, Due Diligence, Reasons for failure of M&A. Unit V: Methods of Valuation of Firms: Various approaches to Valuation, Role of Valuation, DCF Model, Equity Valuation Model, Firm Valuation Model. Unit VI: Takeover Defenses: Friendly vs. Hostile Takeovers, Takeover defenses, Preventive Anti-takeover measures, Corporate Charter amendments, Golden Parachute, Active Anti -takeover defenses, Regulation of Takeovers in India. Text Books: 1. Project Planning Analysis, Selection, Implementation and Review: Prasanna Chandra, TMH 2. Financial Management – Theory Concepts & Problems: Dr. R. P. Rustagi,Taxmann.Reference Books: 1. Project Management and Control: Narendra Singh, Himalaya Publishing House 2. Financial Management: Rajiv Shrivastava and Anil Mishra, Oxford Publications. Syllabus of Second Year (Semester III/IV), MBA (Master of Business Administration) Course Code : MBT602-6 Course : Indian Banking and Financial System L:3 Hrs. , T:1 Hrs. , P:0 Hrs. , Per week Total Credits : 7 Objectives: This course analysis & discusses the new challenges & new initiatives of banks & their unique role in the economy. To accomplish this, the student will be exposed to a series of cases, which demand commitment form him/her.The course includes the fundamentals of Banking, Commercial Banks & their role, NBFC’s, & Management of Asset Liability Managem ent. Unit I: Indian Financial System: Financial Intermediation, Introduction to Indian Banking System, Regulatory Framework, Sources of Funds, Application of Funds. Unit II: Commercial Banks I: Introduction to Bank’s Financial Statements, Analysis of Balance Sheet items, Deposits, Lending Function, Loan Policy, Loan Pricing, Credit Risk and Loan Losses. Unit III: Commercial Banks II: Investment Portfolio of Banks, Non Fund based Services, Plastic Money, SLR requirements, Capital Adequacy requirements, BASEL II Unit 4:Development Financial Institutions: Role of DFIs in the Financial System, Operations of major FIs in India – IFCI, ICICI, IDBI, SIDBI, Regulatory Framework for FIs Unit 5: NBFCs: Definition, Types and Services, Regulatory framework, Capital Adequacy Requirements. Unit 6: Asset Liability Management: ALM, Interest Rate Risk management Liquidity risk Management. Reference Books: 1. Principles of Bank Management: Vasant Desai, Himalaya Publishing house, Delhi 2. Basics of Banking & Finance: Dr. K. M. Bhattacharya, Himalaya Publishing House 3. Banking Theory, Law & Practice: Gorden&Natrajan, Himalaya Publishing House 4. Banking Theory & Practice: Dr. P. K.Shrivastava, Himalaya Publishing house, Delhi Syllabus of Second Year (Semester III/IV), MBA (Master of Business Administration) Course Code : MBT602-7 Course : Financial Services & Merchant Banking L:3 Hrs. , T:1 Hrs. , P:0 Hrs. , Per week Total Credits : 7 Objectives: This course covers the various financial services and their role in the economic development along with the concept of Merchant Banking in detail Unit I: Financial Services: Concept, objectives, characteristics, issues, kinds of financial services Unit II: Marketing of Financial Services: Conceptual Framework, Distribution Pricing, Promotion, Attracting & retaining customers. Unit III:Financial Services Market: Concept, Constituents, Growth of financial services in India, problems of finance services sector, Regulatory fr amework. Unit IV: Merchant Banking: Introduction, nature, Role of Merchant Bankers in Economy, Functions of merchant bankers, Code of conduct for merchant bankers. Unit V: Merchant Banking in India: Legal & Regulatory Framework and relevant Provisions, SEBI guidelines for Merchant Bankers, present state of Merchant banking in India. Unit VI: Issue Management: Concept, pre and post issue activities, role of merchant banker in Issue management and Mergers and Acquisitions Text Book: 1. Financial Services: M. Y. Khan, Tata McGraw Hill 2010Reference Books: 1. Financial Services: Gurusamy, Tata McGraw Hill 2010 2. Financial Services: Tripathy, Prentice Hall of India 2009 3. Financial Markets and Institutions: Madura, Thomson, 2009 Syllabus of Second Year (Semester III/IV), MBA (Master of Business Administration) Course Code : MBT602-8 Course : Management Control System L:3 Hrs. , T:1 Hrs. , P:0 Hrs. , Per week Total Credits : 7 Objectives: This course aims at students should gain knowled ge, insights and analytical skills related to how a firm’s managers go about designing , implementing and using the planning and control, system to implement the firms strategy. Unit I:Definition and Concept of Management Control, Subsystems of Management control-Strategic Control, operational control and task control, Functions of management accountant and controller, Impact of changing business environment on management accounting and control systems, Requisites for designing and implementing management control systems. Goal congruence – cybernetic paradigm of Grissinger – functions of the controller. Unit II: Responsibility Centers – Types of Responsibility centers – Expense Center, Profit Centers and Investment Centers – Budgetary Control as a tool for Management Control System – Engineered , Discretionary and Committed Costs. Approaches to Budgeting w. r. t. Engineered and Discritionary costs, Benchmarking and total cost manageme nt. Unit III:Transfer Pricing (Market Based and Cost Based): Related numerical problems – return on Investment, Economic Value Added, Capital Budgeting and Ratio Analysis as a tool to Management Performance Measurement. Unit IV: Management control system in service sector vis-a-vis in manufacturing sector. Financial and Non- Financial Performance measures w. r. t. balance score card (Rock Water’s Model) Unit V: MIS- Management Information System & ERP Unit VI: Introduction to Audit Functions as a control tool covering financial audit, internal audit and Cost Audit- management audit – principles and Objectives. Text Book: 1. Management Control System: 10th Edition – Anthony and Govindrajan, Tata McGraw HillReference Books: 1. Practical Auditing: B. N. Tondon 2. Management Control System: Kirby. Syllabus of Second Year (Semester III/IV), MBA (Master of Business Administration) Course Code : MBT603-1 Course : Performance Management & Compensation L:3 Hrs. , T:1 Hrs. , P:0 Hrs. , Per week Total Credits : 7 Objectives: This course seeks to expose students to fundamental theories and best practices in performance management. It will also try to illustrate the dynamic nature of performance management through the presentation of new ideas and controversial issues. It will enable students to link performance to rewards & compensation. Unit I:Performance Management: Overview, concept, purpose, significance, characteristics, process of Performance Management & Compensation (PMS). Emerging Trends in PMS Unit II: Planning employee performance and development: Basic concepts, Components of Performance & Development Plan (PDP), Benefits of PDP Unit III: Monitoring Performance & Mentoring: Introduction, performance review, conducting review meeting, frequency of review, self-assessment. Concept of Mentoring, benefits, process of mentoring, coaching for performance improvement. Unit IV: Stock taking Performance: Introduction, Purpose of Stocktaking, Different approaches of appraisal, Stock taking potential, Tools for Stocktaking potential Unit V:Appraising for Recognition & reward: Methods of Appraisal, Errors during Appraisal, Appraisal for rewards, Appraisal for successful recognition Unit VI: Reward and Compensation management: Concept and types of compensation, Competitive imperatives, Equity in compensation, Designing compensation, fringe benefits, retirement benefits Text Book: 1. Performance Management: Prem Chadha, Publication –Macmillan Reference Books : 1. Human Resource Management: Snell & Bohlander, Publication – Thomson 2. Compensation: Milkovich & Neman, Publication – McGraw –Hill 3. Human Resource Management: Gary Dessler Publication – Thomson 4. Managing Human Resources: Monappa, Publication – MacmillanSyllabus of Second Year (Semester III/IV), MBA (Master of Business Administration) Course Code : MBT603-2 Course : Management Of Change And Organizational Effectiveness L :3 Hrs. , T:1 Hrs. , P:0 Hrs. , Per week Total Credits : 7 Objectives: The student will be exposed to various types of organizational change. The course will also enable them to identify the strategies for managing change in different scenarios. The course will also help the students to evaluate the different change strategies implemented in the organization. Unit I: Introduction to Managing Change: Concept of change, types of change, steps to manage change, Role of HR strategies in implementing change, Implementation & impact of change. Unit II:Organizational Structure & Management of Change: Concept, Organizational change, Organizational structure, Structure & strategic change, Systematic approach to implement change, Resistance to change, Force field theory of change, Dominos effect, power politics and ethics, OD Interventions. Unit III: Organizational Culture & the Management of Change: Organizational culture, Martin’s perspective on the study of culture, Hofstede’ s & Schein’s perspective of organizational culture, Strategies for cultural change, Parameters of cultural change, Realigning culture in the organization. Unit IV: HRD & Management of Change: Concept of HRD, Strategic change & HRD, Strategic integration & orders of strategic integration, Development of managers, Process of Staff development, Recruitment & selection & management of change, Performance management & management of change. Unit V:Role of Change Management in Downsizing and Mergers & Acquisitions: Concept of Downsizing, Need & problems related to downsizing and mergers & acquisitions, Handling psychological states of employees in downsizing and mergers & acquisitions, Implications related to them, Strategies to be used in downsizing and mergers & acquisitions to have effective change, Principal determinants, Theories of Intervention to manage downsizing. Unit VI: Evaluating & Promoting Change: Approaches to evaluate & promote change, Evaluation research, The action research spiral, Clarity of purpose & strategies, Gathering data for analysis, Analysis & feedback. Textbook: 1. Managing Change: Adrian Thronhill, Phil Lewis, Mike Millmore, Mark Saunders; Pearson Education Limited Reference Books: 1.Change Management: CSV Murthy; Himalaya Publishing House 2. Essentials of Human Resource Management and Industrial Relation: Dr. P. Subba Rao; Himalaya Publishing House 3. Organisational Behaviour: K Aswathappa Himalaya Publishing House Syllabus of Second Year (Semester III/IV), MBA (Master of Business Administration) Course Code : MBT603-3 Course : Group Behaviour And Transactional Analysis L:3 Hrs. , T:1 Hrs. , P:0 Hrs. , Per week Total Credits : 7 Objectives: To help students understand how people act, think, and feel in organizational settings and how to form better relationships by achieving human objectives, organizational objectives, and social objectives.The study of Organizational Behavior and Transaction Analysis will facilitate the process of explaining, understanding, predicting, maintaining, and changing employee behavior in an organizational environment. Unit I: Personality and Perception – Determinants of personality, Types of personality, Theories of personality, Perception & O. B. , Managing the perception process, Components of attitudes, formation of attitudes, changing attitude. Unit II: Group Behavior – Groups, reason for people to work in groups, Group Development – Stages, Strategies, Group Behavior Model, Roles in Groups, Roles – Identity, Perception, Expectation, Differentiation. Unit III:Group Behavior Functioning – Theories of Group Behavior Functioning, Influence of group behavior on work assignment, Group Potential, Group Cohesiveness, Groupthink, Group Productivity & Group Performance. Unit IV: Group and Team Dynamics – Nature of teams, types of teams, benefits from teams, types of groups, group development, determinants of group behavior Teams vs. Groups. U nit V: Power & Conflict – Power dynamics, sources of power, power tactics, nature of conflict, types of conflict, Conflict process, levels of conflict, conflict resolution, cases on power & conflict. Unit VI: Transactional Analysis – Ego states and their identification, Types of Transactions, Cases on T A.Introduction & background, Positions of change, Child, parent & adult, Families & children Test Book 1. Organisational Behaviour: K. Aswatthappa, Himalaya Publishing House. Reference Books: 1. The Dynamics of Group Behaviour: Concepts, Principles and Practices, M. Gangadhara Rao and Surya P. Rao (2007), Kanishka Prakshan 2. Organisational Behaviour: Fred Luthans, McGraw- Hill Publishing co. ltd. 3. Organisational Behaviour: Robbins, Prentice hall of India Syllabus of Second Year (Semester III/IV), MBA (Master of Business Administration) Course Code : MBT603-4 Course : Training & Development Practices L:3 Hrs. , T:1 Hrs. , P:0 Hrs. , Per week Total Credits : 7 Objectiv es:This course will enable the students to understand the Function of Training & Development followed in the organizations. It will take a holistic view of this function & will discuss identification, design & evaluation of training programs in detail. The course will also discuss best practices of Training & Development in different organizations. Unit I: Training and Development: Introduction, Nature of training, Significance of training, Scope & Objectives of training, Benefits of training, Philosophy of training. Difference between Training & Development. Unit II: Training Need Analysis – Identification of training needs, Thayer & McGhee Model, Areas of training, Responsibilities for providing training. Unit III:Training Design & Methods of Training & Development – Perspectives for Designing Training, On the Job Training & Off the Job Training, Training Methodology – Case Study, Management Games, Brain Storming, Role Play, In- Basket exercises, Group Discuss ion; Concept & Importance of Management Development Programs (MDP’s), Steps in MDP’s, Methods and Techniques of MDP’s, Prospective pitfalls. Unit IV: Tools for Effective Training – Teaching aids and techniques, Audio-visual aids, Skills of an Effective Trainer: Communication skills, Knowledge, Training styles, Power of Body Language, Developing creativity. Unit V: Evaluation of Training – Feedback from participants, Measurement of training effectiveness, Models of Training evaluation, Evaluation of trainers and facilities for training. Audit of Training – Cost of training. Unit VI: Training in Indian & International Organisation – National Perspective regarding current training and development practices, International Perspective. Case Study. Text Book: 1.Effective Human Resource Training and Development Strategy: Dr. B. Rathan Reddy, Publication –Himalaya Publication House. Reference Books: 1. Personnel Management and Human Re sources: N. C. Jain & Saakshi, Publication – Allied Publisher. 2. Human Resource and Personnel Management: K. Aswathappa, Publication, McGraw- Hill Publishing. 3. Human Resource Management: Tenth Edition, Gary Dessler, Publication- Pearson Education. Syllabus of Second Year (Semester III/IV), MBA (Master of Business Administration) Course Code : MBT603-5 Course : Industrial Relations & Labour Legislations L:3 Hrs. , T:1 Hrs. , P:0 Hrs. , Per week Total Credits : 7 Objectives:This course will discuss and examine the important areas of Legislation Relating to Welfare, Social Security Measures, Wages and Bonus, Industrial Relations, Trade Unions and Employment Conditions. The Course will also deal with the Current Legislative Proposals as well as the Impact of Labour Laws on Human Resource Management. Unit I: Industrial Relation and Industrial Democracy – Definition and concept of industrial relation, basic facts, scope, aspects & ideologies of Industrial relations, Appro aches to Industrial relations. Collective Bargaining: Definition, importance, types ,prerequisites of effective collective Bargaining & Collective Bargaining in India; Workers Participation: Concept & meaning, Aims & objective, Forms & levels of participation, conditions essential of working of the scheme. Unit II:Grievances & Disputes – Nature, causes, settlement procedure of Grievances, Industrial Disputes, causes, remedial & prevention measures and settlement machinery. Consequences of Industrial disputes on Industry & Society. Significance of Peace & Harmony to Industrial Productivity & progress Unit III: Labour Welfare & Social Security Legislations – Meaning & scope, Labour welfare & welfare officer in Indian Industry, his role, perceptive, limitations, role perception and role performance, New challenges & expectations, Training of welfare officers; Aims of social security measures, methods of providing social security, benefits to workers-social assistance and social insurance, origin and growth of the idea of social security.Workmen’s compensation Act, Employees state Insurance Act 1948, Provident Fund Act 1952 and Payment of Gratuity Act 1972. Unit IV: Normative and Wage Legislations – Factories Act, 1948, Bombay shop & Establishment Act 1948, PULP Act 1971. Minimum wages Act, Payment Of wages Act 1936, Payment of Bonus Act 1965. Unit V: Industrial Relation Legislations – Trade Union Act 1926, Industrial Employment standing order Act 1946, Bombay Industrial Relations Act, Industrial Dispute Act 1947. Unit VI: ILO & Functions of Working of Offices Attached To Labour Ministry – ILO: Constitution, working & impact of ILO on Labour Legislations in India, ILO convention & recommendations.Functions & Working of Offices Attached To Labour Ministry: Directorate –General of Employment & Training; Labour Bureau; Welfare Commissioners; Various committee constitute by the Government of India (Ministry Of Labour). Text Book: 1. Dynamics of Industrial Relations: Mamoria & Mamoria, Publisher: Himalaya Publishing House. Reference Books: 1. Industrial Jurisprudence & Labour Legislation: A. M. Sarma, Publisher: Himalaya Publishing House. 2. Taxmann’s Labour laws: Taxmann Publications Pvt. Ltd. 3. Essentials of Human Resource Management & Industrial Relation: P. SubbhaRao, Publisher: Himalaya Publishing House. 4. Industrial Relations: C. S. VenkataRatnam, Publisher: Oxford University Press. 5.Labour and Industrial laws: P. K. Padhi, Publisher: Eastern Economy Education. Syllabus of Second Year (Semester III/IV), MBA (Master of Business Administration) Course Code : MBT603-6 Course : Human Resource Strategies And Systems L:3 Hrs. , T:1 Hrs. , P:0 Hrs. , Per week Total Credits : 7 Objectives: This course will enable student to understand the HRD as a field of study & its evolution. It will help the student to understand the role & strategies of HRD in different situations. It will also try to establish relationship between HRD & various skill improvement techniques. It will also enable to understand the role of HRD in Government & Private Enterprises. Unit I:Introduction – Field of Human Resource Development (HRD): A multi-dimensional and new concept, Goals and challenges, Objectives and determinants, Approaches to HRD. Evolution of HRD. Unit II: Comparative Study of Various HR Disciplines: Comparative study of Human Resource Development, Human Resource Management, Human Capital Management and Personnel Management, Unit III: HR System & H. R. D. Culture Design – HR System and Sub systems of HR system , HRD intervention, HRD culture and practices, Subculture, Propagation of culture through HRD. Quality of Work Life. Unit IV: Issues in HRD – Strategy for HRD: Diversity in work force, exit strategy, competitive advantage and relationship management; HRD in Planning for Diversification, Expansion, Mergers, Acquisitions and Takeovers. Unit V:HRD & Skill E nhancement Techniques – Total Quality Management (TQM), Knowledge Management, H. R. Restructuring, Reengineering, Quality Circles. Unit VI: HRD In Different Sectors: – HRD in different organisations, Government Agencies and their role in HRD, Rural development through HRD, HRD in Emerging Sectors: I. T. and I. T. E. S. National Human Resource Development Strategy (NHRDS), Objectives of the initiative, HRD’s role for ROI & its calculation. Text Book: 1. Human Resource Management, Biswajeet Pattanayak, Publisher: Prentice Hall Of India. Reference Books: 1. Human Resource and Personnel Management,K Aswathapha, Publisher: Mc-Graw Hill. . Personnel and Human Resource Management: Text and Cases, P. SubbaRao, Publisher: Himalaya Publishing House. 3. Human Resource Development, Jon M. Werner& Randy L. Desimone, Publisher: South-Western Publication 4. Strategic Human Resource Planning by, Monica Belcourt& Kenneth McBey, Publisher:Thomson Nelson Syllabus of Second Year (S emester III/IV), MBA (Master of Business Administration) Course Code : MBT603-7 Course : Human Resource Planning L:3 Hrs. , T:1 Hrs. , P:0 Hrs. , Per week Total Credits : 7 Objectives: The course will enable student to study forecasting, resourcing, downsizing & restructuring.The students will also understand the importance of succession management. HR planning during Mergers & Acquisitions will be also discussed in details. The current issues in HR Planning faced by organization will be discussed. Unit I: Strategic HR Planning: Need for strategic HRM, Characteristics of effective HRM strategy, Types of strategy, Models of business strategy, Strategic HR Planning model. Unit II: HR Forecasting Process: Meaning & benefits of HR forecasting, Key personnel required, Determining net HR requirements, Steps to conduct trend analysis, Various forecasting techniques, Ascertaining HR supply, Retention management. Unit III:Downsizing & Restructuring: Concept of downsizing & restructuring, Nee d of downsizing, The decision of downsizing, concept of â€Å"survivors† of downsizing, Impact & consequences of downsizing, Effective downsizing and restructuring strategies, Handling psychological and labour issues in downsizing. Unit IV: Succession Management: Concept & importance of succession management, Evolution & Process of succession management, Management developments methods, Role of employee in succession management. Unit V: Mergers & Acquisitions: Concept of merger & acquisition, 360 degree impact of merger & acquisition, Cultural issues in mergers, HR planning for mergers & acquisitions, Changes brought in various HR issues. Unit VI: Current Trends in HR Planning: Development of HR planning, Controlling attrition, Scope & overview. Textbook: 1.Strategic Human Resources Planning: Monica Belcourt, Kenneth J. McBey; Thomson Reference Books: 1. Effective Succession Planning: William J. Rothwell; Amacom 2. Human Resource Planning: John Bramham; Universities Press 3. Human Resource and Personnel Management: K Aswathappa; Tata McGraw-Hill Publishing Company Limited 4. A Textbook of Human Resource Management: C. B. Mamoria & S. V. Gankar; Himalaya Publishing House Syllabus of Second Year (Semester III/IV), MBA (Master of Business Administration) Course Code : MBT603-8 Course : International HRM Scenario & Practices L:3 Hrs. , T:1 Hrs. , P:0 Hrs. , Per week Total Credits : 7 Objectives:The objective of the course is to help students gain knowledge and skills in dealing with international human resources management. To accomplish this, the student will be exposed to a series of cases, which demand commitment from him/her. The course includes the introduction to IHRM, cultural literacy, business management of global companies, international staffing, comparative HRM in America, Japan, India and UK, Challenges and strategies in IHRM, and International compensation. Unit I: Introduction: to International Resource Management Scope of international HRM, Cultural Literacy and Cultural awareness: essentials, advantages, cultural skills for co-operative advantages. Factors affecting International HRM.Comparative Employment Policy – Concept, significance, the Cultural Approach – Power Distance (PDI), Uncertainty avoidance (UAI), Individuality (INV), Masculinity (MASC), Long-Term Orientation. Unit II: Business Management of Global Companies – Characteristics of domestic and global companies, HRM approaches and strategic planning in global organizations. Roles of International HR Manager, Developing Global Literate Leader. Unit III: International Staffing – Recruitment, selection, hiring, training and development, career planning, succession planning, retention. Expatriation, Inpatriation, Flexpatriation. Cultural and Reality shock, Reverse-Cultural Shock. Unit IV: Work Culture of various economies – The comparative approach to HRM in America, Japan, India and UK.National culture, HRM and other employee related values and practices in these economies. Unit VI: Challenges and strategies in IHRM: Challenges with respect to Demographics, Diversity, Occupational Shifts, Workforce Scarcity, Quality, Economy, Technology, Retention, Mergers, Acquisitions and Lay-offs. IHRM Strategies. Unit V: International Compensation – Principles of International Compensation, Methods and practices of International Compensation, International Compensation and employee satisfaction. Text Book: 1. International Human Resource Management: Monir Tayeb, Oxford University Press. Reference Books: 1. International Human Resource Management: P.Subba Rao, Himalaya Publishing House 2. International Human Resource Management: K. Aswathappa & S. Dash, Tata McGrawHill 3. International Human Resource Management: Tony Edwards & Chris Rees, Pearson Education Syllabus of Second Year (Semester III/IV), MBA (Master of Business Administration) Course Code : MBT604-1 Course : Operations Planning and Control L:3 Hrs. , T:1 Hrs. , P:0 Hrs. , Per week Total Credits : 7 Objectives: This course intends to introduce the student to operations planning and control which involves all activities in the organisation, which contributes to the effective production of goods and services. It will start with an nderstanding of the operations strategic objectives. It will also give the student insight of translating the corporate goals into their implications for the operation’s performance objectives, quality, speed, dependability, flexibility and cost. Unit I: Introduction – Introduction to Functions of production planning and control, Manufacturing systems, Production procedures, service Operations Unit II: Preplanning: Product development and design, Sales forecasting and estimation, plant layout, capacity planning Unit III: Planning: Production order, Mass production, Batch production, Job-shop production, Batch size determination, Scheduling, Batch production scheduling Unit III:Control: Ele ments of Control, Production control, Shop floor control, Computer assisted control, Inventory control Unit IV Control: Manpower control, Quality control, Cost control, Maintenance control Unit V: Distribution Management: Distribution requirement planning, management and control, Unit VI: Recent trends: Lean manufacturing, Green manufacturing, Flexible manufacturing system, Computer Integrated Manufacturing Systems (CIMS), Advanced Production Inventory Management Systems (APIMS), Text Book 1. Operations Management: Russell & Taylor, Wiley India Reference Books: 1. Elements of Production Planning and Control: Samuel Eilon, Universal Books Corporation 2. Manufacturing Planning and Control Systems: Thomas Vollmann, William Berry, D.Clay Whybrk, Galgotia Publication 3. Production and Operations Management: Everett E. Adam, Jr, Ronald J. Ebert, PHI India 4. Operations Management: by SLACK & LEWIS, Michael Lewis, Nigel Slack Syllabus of Second Year (Semester III/IV), MBA (Master of Busine ss Administration) Course Code: MBT604-2Course: Supply Chain Management L: 3 Hrs. , T: 1 Hr. , Per WeekTotal Credits: 7 Objectives: The objective of the course is to give students a holistic view of Supply Chain Management. To provide an insight into current industry practices in supply chain ma