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Elective Courses

CourseInternational Economic and Political Economy (IEPE)
InstructorProf. Sebastian Morris
Credits1.0

Course Objectives : 

The course seeks to introduce the student to the international economy, trade and investment theories and to the institutional arrangements governing international investment and trade. The focus is on conceptual perspectives that could help managers understand the international economy.  The course is meant for practical managers who desires deeper perspectives on the international political and economic environment. The course covers perspectives from economics, strategy, and international relations.

 

CourseEffective Management of Finance Strategy &  Function (EMFSF)
InstructorProf. Sebastian Morris
Credits0.75

Course Objectives : 

This Course is a comprehensive guide to Applied Business Finance which takes you beyond the text books and academics. It seeks to give you keen business sense and financial wisdom to manage and lead businesses and to tackle serious business and financial issues that can make or break the organisation..It ,therefore, focuses on teaching the soft and special skills required for effectively managing the finance strategy and function in any business entity and aims to equip the students with a repertoire of practical and sensible approaches and techniques to successfully deal with crucial financial matters such as Cash and Cost Management, Risk Management, Raising Finance, Direct and Indirect Tax Management, Forex Management etc in the real world of business.It also seeks to give you an experience based insight as to why businesses can and do fail and how they can be turned around with prudent financial strategies.

In short, it is a Practitioner's bible to becoming a high performance General Manager, Functional Head, CFO or  CEO who can effectively lead the organisation for meeting its strategic intent and goals in the chaotic and hyper competitive world of today.

 

CourseCarbon Finance (CaF) 
InstructorProfs. Amit Garg & PR Shukla
Credits0.75

Course Objectives : 

Carbon Dioxide emissions are the largest contributors to ‘greenhouse effect' that causes ‘Global Warming' and results in ‘Climate Change'. The term ‘Carbon Finance' is used, in practice as well as in the course title, as a surrogate for ‘Climate Change Finance' to cover wide ranging financial responses to mitigate and adapt to climate change. The course is aimed to provide conceptual and practical understanding of the anthropogenic forcing causing the climate change, the global frameworks and mechanisms to deal with it, challenges to and responses by the business community internationally, and the dynamics underlying the ‘Carbon Finance'.

Scientifically, ‘Climate Change' refers to any change in climate over time, whether due to natural variability or as a result of human activity. However, from the regulatory perspective, as defined by the United Nations Framework Convention on Climate Change (UNFCCC), ‘climate change' refers to: "A change of climate which is attributed directly or indirectly to human activity that alters the composition of global atmosphere and which is in addition to natural climatic variability observed over comparable periods".

The climate change is an extreme case of externality: its origin is in global human activities for production as well as for consumption; and its implications are global and long-term. Responding to climate change is therefore a global venture; governed by international legal, regulatory and institutional framework; and includes business response through fast emerging carbon markets globally. The markets can be used for efficient economic response to climate change. Like all environmental markets, the global ‘Carbon Market' is a creation of regulations. The dynamics of the global carbon market results from institutions, policies, instruments and the specific measures agreed periodically by the nations which are party to the UNFCCC.

The course will introduce the evolution of the global carbon market, the current state of the international negotiations on climate change and the carbon market developments following the Kyoto Protocol. The three formal carbon finance instruments in the Kyoto Protocol, namely the Joint implementation (JI – Article 4), Clean Development Mechanism (CDM – Article 12) and Emissions Trading (ET – Article 17) will be introduced. Other carbon finance instruments and initiatives such as those being implemented by the World Bank shall also be discussed. The course has global focus with significant India-centric component. The course discussions will use conceptual materials on climate change economics and finance and practical case studies. Besides the financial instruments for carbon mitigation, the course also includes discussion on financial services to deal with adverse impacts of climate change, such as climate change insurance and emergent adaptation funds.

 

CourseIntroduction to Design thinking (IDT) 
InstructorProf. Ashis Jalote Parmar
Credits0.5

Introduction: 

This course will introduce students to design thinking which is a creative and systematic problem solving process that drives user and context sensitive innovations and business solutions. This is achieved by understanding of correlation between people, products, systems, process, technologies and organizations. Students will learn strategies to reframe problems, to identify new business opportunities and to apply design thinking to create competitive edge. This will complement and built upon the existing methods taught in management for developing corporate strategy and competiveness.

 

 

CourseAdvanced Course in Managing and Creating Creativity (ACMCC) 
InstructorProf. Krishnesh Mehta (Visiting Faculty)
Credits1

Course Objectives : 

Creativity is a way of thinking; it is a way of life. Once a creative mind-set is achieved it helps one to be spontaneously creative in every aspects of life –professional, personal, recreational. This elective will help acquire tools to achieve a stress free access to innovative insights spontaneously and also will help achieve a good work-life balance. This elective will take students to a deeper understanding of the creativity processes and neurophysiologic connections with special emphasis on mastering the techniques that empower oneself individually and collectively to create creativity. This will build on the techniques learned in MCC. There will also be extensive sessions on neurophysiology of creative leadership and techniques to achieve the activation of the relevant brain anatomy. There will also be experiential brain physiology activation (eg.: a technique that can activate up to 90% dormant brain circuitry)  to achieve spontaneous creativity and innovation competencies. Some of the techniques presented will be beyond the current scope of science and may have a spiritual base. The validation for these techniques will be done by before-after scanning using brain/body imaging.

 

CourseElephants and Cheetahs: Systems, Strategy and Bottlenecks (E&C) 
InstructorProf. Saral Mukherjee
Credits0.75

Course Description & Objectives

 

‘Elephants and Cheetahs: Systems, Strategy and Bottlenecks' is an unconventional treatment of Operations Strategy. It presents the dimensions of competition in the operations domain through the lens of the natural world and systems thinking. The fundamental premise of the course is that systems are not just a collection of interconnected parts – the whole is greater than the sum of parts (Aristotle). A well designed system is thus like a living entity with its own structural characteristics, peculiarities, capabilities, constraints and vulnerabilities.   

 

The course builds on the core OM courses and would be beneficial for participants who are planning a career in management consulting or general management roles. The relationships between the firm level strategy and operations strategy are explored and the interlinkages between marketing, HR and operations strategy are highlighted, leading up to a balanced scorecard approach to tracking organizational performance.

 

CourseEthics in Business Management (EBM)
InstructorProf. Achal Raghavan (Visiting Faculty)
Credits0.50

Course Description & Objectives

 

The course will address and analyze various aspects of Ethics as applicable to today's business organizations. This will be done primarily by examining real-life ethical dilemmas and challenges in business, through case studies. No attempt will be made to "preach" what is right and wrong.

 

At the end of this course, the student should be able to understand, and take managerial action on the following aspects of modern business:

 

  • The increasingly stringent expectations of society and stakeholders regarding business performance, corporate social responsibility and ethics
  • The role of the corporation and the individual manager in fulfilling these expectations
  • The systems and processes that can be set up in a company to help employees manage ethical issues in a consistent manner

 

CoursePrivate Equity Finance (PEF) 
InstructorProf. Ramesh Bhat (Visiting Faculty)
Credits1

Course Objectives

The objective of this course is to help the participants to understand the dynamics of private equity finance (PEF) by focusing on nature and characteristics of this sector, institutions in PEF, the principal participants, financial and operational strategies they employ and skills required. This would be achieved by:

  • Provide an understanding of the role of PEF in the development and growth of corporate sector, the structure of the PEF industry and its institutions, its participants and the dynamics of financial and operational strategies that shape its growth and development;
  • Using the PE finance framework participants can apply many of the ideas and theories developed in the core finance courses to PEF segment of the financial industry;
  • Discuss issues in valuation employed in PEF transactions including valuation of intangibles, absence of markets, and addressing various other imperfections;
  • Discuss analytical and deal structuring techniques used in PEF after considering complexities such as uncertainty or asymmetric information;
  • Developing an understanding of the roles played by various stakeholders in PEF market and understanding the organisation and incentive structures of private equity funds, and the complexity of relationships with the companies in which they invest.

 

The topics covered in this course primarily focus on areas which would be useful to participants interested in working with venture capital or private equity organisations.  However, the course learning would also be useful to those who intend to work in companies being financed by private equity or venture capital organisations.  Overall the course would be useful in helping the participants to develop an understanding of private equity finance concepts and its application in any organisation situation.

 

CourseFixed Income Markets (FIM)
InstructorProf. B B Chakraborti (Visiting Faculty)
Credits0.5

Learning Objectives of the Course:

The course deals with bond market and interest rate derivatives. The objectives are to comprehend various types of fixed income and interest rate derivative securities, their risks, risk mitigation and valuation, and bond portfolio management through class room lectures, case discussion and tutorials.

 

CourseGlobalising and Resurgent India through Innovative Transformation (GRIT)
InstructorProf. Anil Gupta
Credits1.25

Learning Objectives of the Course:

Indian Growth Story is in trouble. The recent slowdown seems to reveal some weaknesses in the model itself. Furthermore, the growth is not inclusive enough. In every sector of Indian economy, there is a scope of innovation to make the development process more creative, innovative and inclusive. This course is not about just understanding where we stand. It is about creating scenarios to reach where India is poised to be. There are several questions that the world expects India to answer. How would children be educated so that they would discharge the responsibilities of a developed nation? Will Indian model of development be a replica of the western model or will it have some unique Indian characteristics? What will be the relationship between state, industry (public and private) and civil society during the transition and afterwards? The vision of India 2020 may need to be looked at afresh in the light of challenges that growth impulses are throwing up. The increasing aspirations of socially disadvantaged groups have to be accommodated in a peaceful and cooperative manner. But, social cleavages in several parts of the country require new ways of dealing with disquiet and dissent. 

 

Apart from looking at the competing scenarios, the participants are also expected in this course to create disruptive innovative pathways of progress within the country and internationally. Why does a society learn to live almost indefinitely with ‘wicked problems', or persistent social unsolved problems   dealing with public hygiene, mass illiteracy, drinking water, child labour, malnourishment among children, or women safety? Large number of less or least developed countries looks up to India for building their capacity. Can India create a pool of open source innovations in governance, technologies and infrastructure development, which can be shared widely? The innovations by common people provide a tremendous opportunity for improving the quality of life of millions of people within the country and outside. In many cases, these innovations in informal sector complement the innovations in the formal sector. The role of science and technology in India has been very pivotal and yet the best students do not go for a career in science and technology any more.     How do we make the strategic sectors of Indian economy attract the best minds with passion for pursuing India's progress?

 
The relationship of India with its neighbours and other super powers requires a new approach. There has been a perceptible change in the importance India attaches to its neighboring countries with the change in the government. What are the new policy and strategic  choices in this regard and how Indian economic, social and cultural diversity would influence these choices? Can an economically developed country live in peace with lesser-developed neighbours without making them a part in its own growth trajectory? Some of these less economically developed countries in the region are actually nebulous economies, a kind of pre-emerging countries.

 

One of the important gaps in the entire planning process is to rely only on GDP as the index of development. In this course, students will try to develop NPI (National Prosperity Index or National Happiness Index as attempted by Bhutan), which will look at not just the stocks and the flow of goods and services, but also of various tangible and intangible changes in the quality of life, wellbeing and the environment. This might help in evolving a true index of national prosperity and well-being. The paradox of high growth of GDP not reflecting the large scale deprivation or dissatisfaction will have to be resolved. 

 

There is also a crisis of leadership. The participants  may like to learn how to develop visions for taking the country forward, create commitment around these visions among the parliamentarians and then selling these policy perspectives to the concerned Ministry or the cabinet.

 

It is hoped that some of the policy scenarios evolved by the participants will be discussed with the concerned ministries and once these get accepted, further policy advocacy will be pursued.  On some other policies, which cut across various ministries, feedback will be sought from a group of MPs across party lines to take the ideas forward. Analysis will be done of why certain policy changes fail to take off so that failure management is learnt as carefully as managing the success. Participants will also develop strategies to achieve success in various initiatives such as PURA (Providing Urban Amenities in Rural Areas); provision for mental work and not menial work in employment guarantee programmes; converting the whole country into a literate society within ten years; halving the dropout rate of students within five years at secondary level (from 60 to 30 per cent) and eliminating it in ten years; removing corruption in everyday life in at least ten most frequent public-private interactions,  including cultural and craft skills within the scope of skill development policies, etc. Reflection on what can India learn from successes and failures of European and other countries in social, economic, cultural, environmental and intellectual property protection policies, enrich the discussion in the class.

 

CourseInfrastructure Development & Public Private Partnerships (IDPPP)
InstructorProfs. Sebastian Morris, Ajay Pandey, G Raghuram & Rekha Jain
Credits1

Learning Objectives of the Course:

Provision of infrastructure facilities, traditionally in the government domain, is now being offered for private sector investment and management in most countries. This trend has been reinforced by the resource crunch faced by many governments. Infrastructure projects, with private participation, worth several hundred billions of dollars using some form of `project finance' are under consideration in many emerging markets. They also raise issues relevant to regulation to the development of domestic capital markets and the role of foreign funds. These projects present unique problems for structuring, risk management and financing as they are usually characterized by large investments, long gestations periods and very specific domestic markets. This course provides the participants with the skills and understanding necessary to structure, appraise, finance and implement infrastructure projects in sectors such as power, telecom, and transport (including rail, roads, air and ports). It also attempts to bring to the fore the policy issues including regulation, in the current context of the opening of infrastructure to private parties in India.

 

CourseLogistics Management (LM)
InstructorProfs. G Raghuram & Debjit Roy
Credits0.75

Course Objectives:

  1. To evolve an operational and conceptual framework to design and manage an effective logistics system in organizations.
  2. To demonstrate the competitive potential of logistics systems, in particular road transport and warehousing
  3. To illustrate the role and operational strategies of trucking
  4. To illustrate the strategies for efficient warehouse design and improving delivery performance.

 

CourseManagement of New and Small Firms (MNSF) 
InstructorProf. Mukesh Sud
Credits1

General Description and Intent of the Course:


Intent


Management of New & Small Firms (MNSF) is intended for students wishing to explore a career in entrepreneurship. This encompasses those who (1) have an idea and want to assemble the human, financial, technical and other resource to implement it (2) are likely to be key decision makers in corporations and want to understand the challenges of entrepreneurship in the context of large firms and (3) desire an entrepreneurial life style as a lifelong career option. The course will also be beneficial for students who might consider entrepreneurship at some time in the future.


Description


MNSF covers a wide canvas and adopts a broad view of entrepreneurship. It is organized around 4 modules.

 

In the first module (Entrepreneurial Attributes) we will begin by investigating some of the common myths surrounding entrepreneurship, identify the risk and opportunities associated with new venture creation and investigate the skills and attributes required to pursue an entrepreneurial career. We will then study the differences between an entrepreneurial and managerial mind-set across a range of dimensions.

 

The next module (Entrepreneurial Teams & Plans) examines entrepreneurship as a team activity involving planning. In this students will be walked through, and taught how to critique, a business plan. They will also be expected to write a mini-version of one as their end term assignment (details in next section). We will engage with opportunity recognition behavior and understand how entrepreneurs observe patterns that help them connect the dots. Utilizing an effectual lens we will appreciate how entrepreneurs often take decisions based on three fundamental questions- who they are/ what they know/whom they know. The importance of social networks, and entrepreneurs' weak and strong ties will be emphasized as also how they leverage OPR (other  peoples resources). Students will use a POCD (people/opportunity/context/deal) framework to evaluate opportunities


The third module (Entrepreneurial Finance & Business Models) investigates the nature and availability of early stage venture finance and how VC's add value along with some limitations they bring to the table. Bootstrapping, as well as newer methods of raising funds like crowdfunding will be examined. Students will also familiarize themselves with innovative business models where start-ups have leveraged technology to transform traditional industries.


The concluding module (Entrepreneurial Context) investigates lean start-up that favors experimentation over elaborate planning. Innovation and creative thinking will be emphasized as also understanding the dotcom boom/bust and its impact on new ventures creation. With research indicating that 75% of start-ups fail4, we will examine entrepreneurial failure and it ability to serve as a learning tool for the entrepreneurs.


This engagement with failure is a central theme through the course. The challenges that large firms face both in facilitating an entrepreneurial culture and in assimilating more nimble start-ups that they acquire will be analyzed. We will also learn about the concept of a search fund that has become popular among those who have a desire for entrepreneurship but lack a business idea to pursue. The course will conclude by making students question whether their desire is for entrepreneurship or merely an entrepreneurial career. Both offer interesting possibilities.

Course Objectives : 

  1. Identify the processes involved in starting a new venture
  2. Identify the processes involved in funding and investing in a new venture, growing an existing one and/or harvesting it
  3. Understand methods for organizing and managing an entrepreneurial venture

 

CourseManaging and Creating Creativity (MCC) 
InstructorProf. Krishnesh Mehta
Credits1

General Description and Intent of the Course:

 

In today's world, businesses and individuals that are not creative and innovative become obsolete or extinct. A look at the top performing businesses or individuals worldwide will clearly show that only the companies and individuals that have remained creative and innovative have been having sustained growth and are thriving-the rest are getting bought over, merged or vanish. Creativity is no longer something that only artists need to have but has become more pertinent for businesses and normal individuals in all walks of life. Good leaders and strategists have to be creative if they want to keep their edge. Can I be creative? Can creativity be taught and learnt at all? Is it necessary to be creative? Can Creativity and Innovation be created? The elective ventures and strives to create creativity and innovation ability, in anyone and everyone, without any prerequisites, all that is required is an open and curious mind and sincere willingness to experience and experiment anything and everything.

 

Living in the present, fast changing, often chaotic world, it pays to be creative, be it in individual or professional life, be it for returns of any kind or for the pure joy of creation. This applies to all of us, all the more so in this knowledge and creative economy, be it in business to distinguish and thrive or in personal life to enrich and nourish. Today, when most organizations are reacting to each other and offering superficial or at best peripheral differentiation in the name of innovation, creativity is a driver that leads to proactive approach of offering not only differentiation, but also distinction and surpassing of competition through distinguishing by developing an ability to innovate even innovation. Thus, create competition and not face it. Also, individual creativity is a first step to organizational creativity and leadership. In the knowledge economy, the only differentiator is the ability to create and innovate and this is achieved by the knack to hire, sustain, motivate and lead a team of creative and innovative knowledge workers. Even business strategies, policies and planning can be made creative. Entrepreneurship, too, needs to be creative and innovative.

 

This elective is based on the proprietary research on the neurophysiology of creativity and innovation. This elective will help individuals to become creative themselves and also understand the processes to make others creative and also nurture, manage and lead organizational creativity and innovation.

 

This is a highly experiential course rather than an informational one and will use before and after brain scans to tangibly show the effect of the learning. There will be special exercises and field trips to face and alter the blocks to individual creative expression. We study and interpret the place from where all creativity and innovation is created -the brain (and the mind). We scan scientifically (using RFI and EFi) the individual brains and nervous systems (especially the spinal column) for the possibilities and use the best mix of the cutting edge modern sciences(like neuroscience, cognitive therapy) and the best of ancient Indian wisdom to measurably alter the brain and the mind and the whole anatomy to create creativity and innovate innovation to be able to be creative and innovative, when we want it, within the time, constraints and circumstances we want it to happen in. Please note that these sessions will be conducted in a way that kick starts the brain alteration process using the latest neuro-physiological methods and hence will be conducted in quite a different way from normal courses. The course will be conducted in the EXPLORING, THINKING, CONTEMPLATING, EXPERIMENTING and EXPERIENCING format and a high level of openness and willingness (like the one existing in a medical college) to anything and everything (to face the blocks) from the participants for the same is expected. This course can be likened to an OPEN MIND/ BRAIN SURGERY –COGNITIVE SURGERY happening in an OT environment. The methodology used will be lectures, audio/video presentations, focused excursions (which can be overnight), thought assignments, practice techniques.

 

CourseManaging Telecom Enterprises (MTE) 
InstructorProf. Rekha Jain
Credits0.75

Introduction:

 

Until the early mid eighties, telecom services in most parts of the world had been provided by the public sector.  Even when these were provided by the private sector (as in the USA), these were subject to significant state and federal regulation. However, with the increasing global trend of deregulation and involvement of private sector in the provision of telecom services, many opportunities have arisen for companies in the private sector to leverage the economic prospects made available. Along with this, the fast pace of technological changes has created both significant challenges and opportunities for players in the sector.  The interplay of technological developments such as convergence, wireless and Internet along with competition and deregulation has created innovative service models in the sector.

 

This sector poses specifically unique challenges to companies that operate in some of the fastest growing economies such as China, India, etc. not only due to the deregulation and rapid changes in technology but also due to the disparities in the spread across rural and urban areas and the rich and the poor. In order to balance this aspect, the governments usually put in place "universal service obligations" that may be imposed on all service providers, thus having consequences on the business plans.

 

Further, the network externalities associated with the telecom services raise issues of standards and regulation and are important area of concern for firms.

 

Objectives:

 

  1. Understand the business implications for firms that operate in a highly technological driven environment characterized    by significant regulation.
  2. Develop concepts and frameworks for interlinking technological developments and regulations in a variety of country contexts.
  3. Provide a basis for sector analysis in the context of global developments in the sector.

 

CourseSocial Entrepreneurship: Innovating Social Change (SEISC)
InstructorProf. Rekha Jain
Credits0.75

Overview and Objectives :

Living in India, one does not need facts and figures to understand the monumental challenges faced in the process of development and feel hopeless about it.

"Social Entrepreneurship" has emerged as a rapidly growing sector housing much of the innovative thinking that has emerged over recent years to overcome these challenges. By seeking to merge the creation of societal value with more market like operations, it seeks to engage individuals who are interested in contributing to society but either wary of or intimidated by the traditional actors in the social space.

The specific objectives of the course are to help participants:

  • Understand the need and role of social entrepreneurs in society
  • Tensions in organizations working in this space
  • Understanding  models of social enterprises

 

CourseStrategic Business-to-Business Market Management (SBBM)
InstructorProfs. Rajesh Pandit & Suryanarayana Valluri
Credits0.75

General Description and Intent of the Course:

 

Business-to-Business (B2B) Marketing encompasses those management activities that enable a supplier firm to understand, create, and deliver value to other businesses, governments, and / or institutional customers. In the context of these business markets, value is ‘the worth in monetary terms of the economic, technical, service and social benefits a customer firm receives in exchange for the price it pays for a market offering.'

There are four guiding principles of B2B Marketing:

  • Make value the cornerstone
  • Focus on business market processes
  • Stress doing business across borders
  • Accentuate working relationships and business networks

 

This course is designed to provide participants with a good understanding of the concepts of Strategic Business to Business Market Management. It helps them develop critical analysis and problem-solving abilities with respect to business market management.


Learning Objectives of the Course:

 

  1. Develop a good understanding of the concepts and frameworks of business-to-business market management (also referred to as B2B Marketing or business marketing).
  2. Develop critical analysis and problem-solving abilities with respect to business market management.
  3. Gain a first-hand understanding of working relationships within and between firms in business markets.

 

CourseStrategic Management of Information Systems (SMIS)
InstructorProf. Rekha Jain
Credits0.75

General Description and Intent of the Course

 

Information Systems (IS) enabled by Information Technology (IT) has impacted the way businesses happen around the globe deeply. Interestingly, the way IT started transforming businesses by automating data processing and enhancing process imperatives have evolved substantially in the current way of doing business as IS/IT has enabled breaking geographical borders as well enabling creation of markets and helping organizations compete on IS/IT enabled innovations. This has got reinforced by the rapid development of the telecom sector and has actually changed the way we lead our lives now through rapid change in communication, collaboration and commerce.

 

With information technologies becoming an important force shaping entire industries and value creation in firms, there is a great emphasis on facilitating alignment between business and IT strategies and actions.  Alignment is the process of analyzing and recognizing opportunities for the strategic use of IT and implementing appropriate organizational processes, structures, and capabilities for the effective exploitation of IT assets and resources.  Most business and IS executives consider the facilitation of business-IT alignment to be one of the top challenges and priorities today.

 

Learning Objectives of the Course

 

The objectives of this course are to help you develop the critical thinking to assess how information technology and systems shape business strategy, innovation, and operations in firms.  In addition, the course will help you learn about the appropriate models of governance and business value management for enhanced alignment.

 

CourseStrategic Thinking and Decision Making (STDM)
InstructorProf. V N Bhattacharya (Visiting Faculty)
Credits0.75

Course Objective:

This course aims to improve your decision-making skills by helping you….

  • Achieve an appreciation of how the human mind works. Become aware of the powers of the rational as well as the non-rational processes of the mind.
  • Become aware of how we think intuitively and the biases that are caused in the process. How emotions help and hinder decision-making.
  • Acquire working knowledge of principles, theoretical models and toolkits that can make rational thinking rigorous and effective.
  • Learn to apply the principles to everyday life and business and make good decisions.

 

CourseUnderstanding and Assessing Risk (UAR)
InstructorProf. Arnab Laha
Credits0.75

Course Objective:

This course introduces the participants to the assessment of risk in various business situations through use of quantitative and simulation modeling techniques.

 

CourseAnalytical Models in Business (AMB)
InstructorProf. Purba Rao (Visiting Faculty)
Credits0.75

Course Objective:


The modeling applications would include predicting consumer preferences, market assessment, profiling and segmentation, determine probability of purchase,  probability of delinquency/default in microfinance/home loan/credit card industry, probability of attrition in contact center industry, etc. In particular, the heuristic approaches include use of RFM Analysis to arrive at preferred customer profiling and Monte Carlo Simulation in risk assessment. The data mining approach will use CHAID, Chi Square Automatic Interactive Detection as included in SPSS. The analytical models include factor and cluster analysis, Logistic Regression, conjoint analysis and Structural Equation Modeling.

 

CourseBusiness Analytics (BA)
InstructorProf. Arnab Laha
Credits0.75

Course Objective:

This course on Business Analytics will familiarize students in applying modeling approaches to solve business decision making problems using statistical and data mining approaches. The course will encompass various functional areas of management. After completing this course, you will be able to apply predictive modeling to business decision situations.

 

CourseBusiness Leadership and Law (BLL)
InstructorProf. Anurag K. Agarwal
Credits0.50

Course Objective:

It is not a course in Law, but is designed to understand, appreciate and make the best use of the legal environment in which business is done. There are several questions which come to the mind of a business leader vis-à-vis law. The course endeavours to answer these questions. The first question is "as a businessperson, do I need to know law?" and ends with the understanding that "law is my friend, philosopher and guide". In between, the business leaders realises the value of contracts, intellectual property, dispute resolution, role of government, etc.

 

CourseSeminar on Customer Based Business Strategies (SCBS)
InstructorProfs. A K Jain & Rama Bijapurkar
Credits0.50

Course Objective:


  1. Enable you to understand the processes to read external changes (including environmental and competitive), assess how these will impact customers, and in turn how they all will shape businesses and business strategy

 

  1. Provide an understanding of customer value and customer centricity:
    • Customer Perceived Value Advantage (CPVA)
    • Developing and Choosing Segments for Business Decisions

 

  1. Expose you to approaches, frameworks, tools to:
    • Understand Customer Perceived Value Advantage (CPVA)
    • Embed customer centricity into strategy development process
    • Design a customer based business strategy:
      • The Front End: The Strategic Market Choices
      • The Back End: Business Plan: Delivering and Communicating CPVA 

 

CourseFinancial Statement Analysis (FSA)
InstructorProf. Shailesh Gandhi
Credits0.75

Course Objectives : 

Accounting and its end product – financial statements – play an extremely important role in the dynamic world economy. The financial statements serve as a foundation for tasks such as credit and security analyses, lending and investment decisions and other decisions that rely on financial data.

 

This course explores in greater depth selected generally accepted accounting principles and their impact on financial reporting. The objective is to give an exposure on the use of policy guidance in understanding the financial results better. The focus would be on "substance over form" while understanding the spirit of the policy statements, and the factors affecting the quality of financial numbers. Finally, the course helps the students to develop an intuitive approach to researching, interpreting, and analyzing financial statements.

 

The course is built upon the building block course "Financial Reporting & Analysis (FRA)" offered in the first term which covers preparation of financial statements, basic understanding of a few accounting policies and ratio analysis

 

CourseHospital Management (HM)
InstructorProf. K V Ramani
Credits1

Course Objectives : 

The objective of this course is to equip the participants to develop skills to understand the complexity, magnitude, and nature of issues facing the management of hospitals and provide suggestions for better management in the delivery of hospital services.

 

Hospitals play a very important role in the delivery of healthcare services. With advances in the filed of medicine, hospitals are able to offer a wide variety of healthcare services.  Hospitals depend on modern technology, consume large amount of resources, and have thus become very complex organizations. Hospital management has assumed added significance in the light of increased cost for medical care, aging population and the potentially declining levels of service, all of which threaten the quality of service delivered. Liberalization of insurance sector has added a new dimension to the delivery and pricing of healthcare services. Poor quality of service not only wastes resources but is positively dangerous to the health and welfare of the patients and the community at large. Hospital administrators/ managers therefore need a certain amount of professional management inputs so as to manage hospitals effectively and efficiently.

 

 

CourseManaging Energy Businesses (MEnB)
InstructorProfs. Amit Garg & P R Shukla
Credits0.75

Course Objectives :

The course aims to introduce how the global energy businesses are evolving, what risks they face and how do they respond to the changing competitive dynamics marked by scalability, diversification and integration. The focus will be to identify solutions that can integrate energy business concerns with environmental, socio-economic, technological and geopolitical considerations. The course will also discuss recent advances and emerging business opportunities in:i) new and renewable energy technology markets, ii)energy services businesses focusing on the demand-side efficiency(e.g. lighting, appliances, automobile), iii) entrepreneurship and risk finance and iv) integrated energy and environment solutions (e.g. infrastructures, ICT solutions).

 

CourseMarketing Management in the World of Hi-Tech and Innovation (MMWHTI)
InstructorProf. Prakash Bagri
Credits1

Course Objectives :

"Marketing Management in the World of High Tech & Innovation (MWHTI)" is intended to address some of the earlier outlined challenges and consequent marketing dynamics.

This course will focus on the application of basic business framework in the hi-tech context while including those concepts unique to this world. It will build understanding on specifics of high technology business and its difference from regular businesses. It will subsequently introduce tools and techniques for more effectively developing strategic market models and marketing plans for hi-tech products and services. The focus will be in guiding business persons and marketers on how to adapt, modify and prioritize the basic tenets of marketing, while incorporating the unique and specific hi-tech aspects.

Given the context, the course will not focus on some adjacent topics. Specifically, it will not focus on (1) how to employ technology as a marketing tool (digital marketing), (2) identifying "hot technologies" of today or the future, (3) overall organizational technology strategy and (4) organizational culture and climate in technology companies. Nonetheless, some of these subjects will find mention or will appear in discussions, without being the key concern for the sessions.

The course will attempt to explore a range and diversity of industries and contexts within hi-tech, but based on the available and published pedagogy, a significant focus will emerge on information technology. However, given their specific characteristics these illustrations and lessons will be very relevant to all new age businesses and industries and those that are now emerging or just starting-up.

This course is intended for students preparing for a sustained career in the hi-tech industry or for those planning to join start-ups or to become entrepreneurs.  Students seeking roles in sales, marketing and business or product development in hardware or software, newer & emerging technologies, around the internet as well as in companies providing B2B or B2C services & solutions will find the tenets of this course relevant for their career goals. 

 

 

CourseManagement of Commercial Contracts: Indian and International (MIIC)
InstructorProfs. L Sridhar & S Krishnamurthy
Credits0.75

Course Objectives :

Effective management of Commercial Contracts is a daunting task requiring adequate and practical knowledge, more so in the current context of Globalisation & E-Commerce. The advancements in Information Technology has been creating "border-free trade" regimes furthering the global competition.

To tackle the complications in trans-national trade & contracts, a host of International Institutions & Conventions such as FIDIC, WTO, ICC, UNCITRAL, UNCTAD, WCO, WB/IMF, UN/EDIFACT, etc., have introduced several rules, regulations and models for various types of Commercial Contracts which can be used for domestic as well as international contracts. These are intended to bring about uniformity in understanding of commercial contracts globally.

This course aims at familiarising the participants in all relevant aspects of applied law, rules, procedures in Management of Commercial Contracts both Indian and international.

 

CourseManaging Omni Retail (MOR)
InstructorProf. Piyush Kumar Sinha
Credits0.75

Course Objectives :

The objective of the course is to expose students to the field of managing omni retailing, defined as an activity that ensures final delivery of products and services to the end customer across different formats. The perspectives, therefore, would be from both the principal (in terms of managing retailing) and the retail businessperson (in terms of managing the retail business) in the context of a customer shopping from a combination of formats with each of them playing different roles in the process of buying.

 

CourseSupply Chain Management (SupCM)
InstructorProf. N Ravichandran
Credits0.75

Course Objectives :

Supply chain management is designed as an in-depth practitioner-oriented course to enable the participants to understand the elements of supply chain, challenges in managing a supply chain to enhance business competitiveness.

 

CourseUnderstanding Creativity, Innovation, knowledge Networks and Entrepreneurship (CINE)
InstructorProf. Anil Gupta
Credits1.25

Course Objectives :

A significant transition is taking place in India from entitlement to entrepreneurial approach for development.  Both economic and social enterprises will come to play a predominant role in addressing the unmet social needs around the world.  The deepening of democratic processes is unleashing the social aspirations, which in many cases cannot be met either by the state or the market adequately.   In such cases, new hybrid forms of organisations are bound to emerge.  It is generally believed that if markets have to expand, state may have to contract.  However, the experience of last few decades in India and many other developing countries and some of the developed countries as well shows that financial support at an extremely early stage when even proof of concept may not exist is extremely difficult.  The role of state thus becomes important.  When we moved from micro finance to micro venture innovation finance [MVIF], the support came from the state.  Most angel funds and venture funds invest much later in the life of an enterprise.  By then, 80 – 90 per cent mortality of startups ideas may have taken place.  This course will try to generate alternative perspective, both in theory and practice for tapping the creative and entrepreneurial spirit of our society. 

 

Creativity requires freedom to think, flexibility to act and functioning beyond boundaries. Management of creative processes often is constrained by the limits of norms, rules, roles and resources. One has to tune the structure of governance, trigger the processes of accountability and support grassroots and also top down initiatives, some of which may become innovation.

 

Creativity does not necessarily always lead to innovation.  But sometimes, it does.    Nurturing creativity requires tolerance for deviance, dissent and diversity.  The organisational culture, which encourages creative ways of solving problems, also accommodates planned failures.  Courting uncertainty becomes a mantra, marrying meandering with spontaneity becomes the style.    Very few innovative technologies or processes succeed in the market place.  And yet, in the absence of a precise predictive test, one has to try many approaches knowing fully well that only a few will survive.  Innovations need not necessarily take place in the same way at all the levels in the organisation or among the clients or users.  There is a widespread interest in the user - driven as distinct from user – innovations (von Hippel, 2010) that influence the organisational choices.  However, the open innovation movement begun by the Honey Bee Network 25 years ago has become a mainstream movement today. Which users/or non-users  are involved in triggering which kind of innovations also depends upon the values underlying the motivations of innovators and/or firms or other collaborative platforms.  

 

In this course, we will explore and understand the relationship between individual, institutional and societal creativity in coping with risks and uncertainties, overcoming various environmental challenges as a part of circular economy for designing the futures.   The innovations need not always diffuse within or outside the organization. The incentives for developing innovations that diffuse widely may not be very difficult to design. But incentives for developing innovations that enable people in limited locations, specific situations with or without handicaps are more difficult to design. The intrinsic motivations (swantayhsukhay) often outweigh the extrinsic motivations for innovations.   Identifying the right blend of both is a challenge that leaders have to face. 

 

The Long Tail of Innovations (Anderson, 2006) is an important characteristic of innovation eco-system. That is, a large number of innovations are suitable for small niches and thus may diffuse very locally or in a limited way, but they make place for a few which diffuse widely.  The long nose of innovation (Buxton, 2008) on the other hand implies a long wait before a major

breakthrough occurs. The computer mouse took thirty years to become popular after its discovery in the sixties.

 

Knowledge of the processes that trigger creativity and innovation in some situations more easily than others, is available more often with those who can break rules, or have capacity for dissenting and transforming the context.  One reason many companies are seeking solutions (crowdsourcing or mass-sourcing idea) from outside is that too much of congruence with in internal R and D has led to lesser diversity and thus lower levels of creativity. Why would dissenters share their knowledge with others?  This knowledge could be tacit or explicit, episodic or concurrent, transient or stable and isolated or networked.   Too much of connectedness in an organisation or a society may prevent the minimum isolation that is necessary for innovative ideas to emerge, grow and get institutionalised or go forward..   It is true, however, that not all innovative ideas need to get institutionalised.   Social Networking may be good for very many purposes but it seldom helps in triggering creative ideas and getting traction for large-scale missions (Iranian elections or Tunisian revolution were exceptions, were they?). Also see graphic discussion on how women in Africa have struggled against various kind of injustice by harnessing aesthetics of dissent.

 

Knowledge networks reflect the way ideas flow among those who share common concerns even if they lack the consensus about the way these concerns should be articulated.  But these networks need to continuously discover strangers from outside the network whose skills and perspective are needed. They shouldn't have strong gatekeepers who often behave like a third/second class railway compartment inmate (as long as one is outside, you wish to get in, but once you are in, you want to keep others out). The divergence of perspectives facilitates the creation of knowledge networks.   Societal norms and culture facilitate the creation of 

these networks in some situations and inhibit the same in other situations.  Indian society has demonstrated different processes through which knowledge networks have emerged at different points of time in history around specific technological and institutional challenges.  In the wake of globalisation, new ways of creating networks and managing knowledge have to be discovered.   Entrepreneurial ventures without appropriate knowledge networks are unlikely to ever succeed.

 

The relationship between natural, social, ethical and intellectual capital lays the ground for entrepreneurship of different kinds to emerge.   Social innovations/entrepreneurship may provide legitimacy for creating a safety net that helps budding economic entrepreneurs.   Too much emphasis on individual innovations and entrepreneurship may in due course, dilute the pressure for creating social communities that share knowledge, provide support and nurture creativity. The time has come to look at a range of entrepreneurial forms, such as conventional individual led start-ups, cooperative ventures, network enterprises, cooperative/s of entrepreneurs, commonly owned enterprise to serve member entrepreneurs (e.g. micromaticmachine tools), fluid enterprise (episodic like matrix companies, embedded enterprises (like living-in partners may be) pay-as-you-wish business models, pay-if-earning assured (energy audit start-ups being paid a part of the savings they ensure) and new services models creating benchmarks and standards for industries to trigger innovations, horizontal supply chains as against conventional vertical ones, supply chain based incubation of vendors/manufacturers etc. Cultural enterprises/cooperatives/agencies may create markets for folk artists, authors, performers, sculptors etc.

 

There is a revolution waiting to happen in the entrepreneurial space.  This course intends to break new ground by fertilizing imagination, challenging dogmatic comfort, celebrating irreverence through performance rather than promise. Get good grades by creating small or big miracles and social or commercial businesses/platforms and not just by writing business plans ( for a pseudo cv point!) or just the project reports which may line the shelves.

 

CourseBusiness Turnaround and Organizational Transformation (BTOT)
InstructorProf. Sunil Maheshwari
Credits0.75

Course Objectives :

This course aims to develop capabilities for leading rejuvenation in organizations in distress. Students are expected to appreciate the ways to create value for themselves and the shareholders in managing organizations in distress. This course will also enable the students to make investment choices in organizations that might get into financial difficulty. To achieve this, the course will focus upon the following:

  1. Action choice: Students are expected to make their action choices in different organizational distress situations.

  2. Integrated Perspective: The course aims to develop an integrated perspective of organizational transformation.

  3. The course would present different industry situations to enable the students to appreciate their unique strategic business imperatives.

  4. This course involves intense analysis and data based decision-making.

 

 

CoursePotential to Performance: The Journey of self-awareness (POP)
InstructorProf. Kirti Sharda
Credits1.50

Course Objectives :

  1. To enhance awareness of self and one's impact on others
  2. To deepen understanding of interpersonal processes and group dynamics

 

 

CourseReal Estate Management (REM)
InstructorProfs. M S Nageshwar Rao & Easwar S A
Credits1.50

Course Objectives :

The course is designed with the following main objectives:

To enable participants to develop specialist knowledge in the domain of real estate management, while the concepts will be applicable in various geographies, the focus of the course will be on the Indian context.

  1. To inculcate deep interest among participants in the real estate sector, to enable them to pursue specialist career paths with good growth opportunities in this high-growth sector.
  2. Enable participants to make informed decisions on behalf of their companies & in their personal lives, in the real estate sector, after taking into account the risks involved and the opportunities that are available.
  3. Enable the institute to be a hub to attract real estate companies for placement.

 

 

CourseData Visualization for Decision Making (DVDM)
InstructorProf. Kavitha Ranganathan
Credits0.50

Course Objectives :

Informed decision making is the foundation upon which successful businesses are built. The amount and complexity of information produced in the business world is increasing at staggering rates. If this data is delivered to you in spreadsheets or tabular reports, it becomes very challenging to find the patterns, trends and correlations necessary to perform your job well. Effective data visualization is an important tool in the decision making process. It allows business decision makers to quickly examine large amounts of data, expose trends and issues efficiently, exchange ideas with key players, and influence the decisions that will ultimately lead to success.

The goal of this course is to expose you to visual representation methods and techniques that increase the understanding of complex data. In this course we will study good design practices for visualization, tools for visualization of data from a variety of fields and visualization software like GapMinder and Tableau.

 

CourseAnalytics of Financial Risk Management (AFRM)
InstructorProf. Vineet Virmani
Credits0.75

Course Objectives :

The objective of this course is to introduce methods for analyzing market risk in financial institutions and discuss issues that arise in managing it. After studying the need and the process of risk management in financial institutions, the course exposes students to techniques and practicalities of market risk measurement. The course ends with a discussion of systemic risk and the evolving environment after the 2008 financial crisis.

 

CourseStrategy & Innovation (SI)
InstructorProf. Deependra Moitra (Visiting Faculty)
Credits0.75

Course Objectives :


The objective of the course is simple: To provide integrative and real-world perspectives on strategy and innovation to enable students to operate on the forefront of modern businesses. The course has a distinct pragmatic emphasis and blends contemporary thinking with experiential insights. As such, the course helps students develop a strategist's mindset through its diversity of insightful and actionable perspectives, frameworks, and tools. At the end of the course, students will learn:

 

  • How to craft winning strategies to gain and sustain competitive advantage
  • How to achieve profitable business growth through strategic innovation
  • How to approach issues related to corporate growth, global expansion, and emerging markets
  • How to operationalize strategy to achieve superior business performance

 

CourseStrategic Marketing (SMKTG)
InstructorProf. Arindam Banerjee
Credits1

Course Objectives :

Successful businesses are built on platforms of delivering customer value. This has become more or less a soothesaying, a clichéd / hackneyed corporate mission statement. The challenge lies in being able to identify, design and deliver this ‘value' better than the other competitors, through a process of strategic planning, judicious deployment of marketing and other internal resources and orchestration of a co-ordinated business model that simultaneously ensures sustained growth on various business health indicators. This process involves an unflinching pursuit of identifying the key consumer markets and their key drivers.  Designing a customer delivered value is achieved through the deployment of marketing resources across various strategic functions like the 4Ps, R&D, new product development, brand extensions and so on, all on a temporal horizon.

 

This course purports to develop participants' skill in formulating and (more importantly) implementing marketing strategy, in a competitive environment.  This course will serve as a useful capstone for all marketing courses. This course will simulate a real business environment and have student groups compete as individual companies wherein they will have a chance to apply all their conceptual learning in fundamental courses in marketing, consumer behaviour, operations and strategy.

 

CourseInspired Leadership through Personnel Mastery (ILPM)
InstructorProf. Gagandeep Singh, Dr. Thimappa Hegde, Prof. Gokul Kamath
Credits1

Course Objectives :


The course will help participants to:

  1. Understand that personal mastery, inspired leadership and reinvention of the Self are interconnected, and would help participants to embark on this journey, so as to transform themselves into extraordinary leaders.
  2. Help each participant to understand his/her individual personal frameworks, propensities, role-taking, and defenses that hold him/her back from achieving his/her full potential. 
  3. Develop a basic understanding of the concepts and frameworks of reinventing ourselves.

 

The course seeks to be truly transformational at a very personal level, in that it seeks to cause a permanent shift in the consciousness of the participants.

 

CourseInfrastructure Project Finance (IPF)
InstructorProf. Halady Satish Rao
Credits0.5

Course Objectives :


Introduction

Infrastructure is vital for sustained economic development and improving the living standards of the population. Yet, there is an "infrastructure deficit" in many developing countries in Asia that is holding back these countries from realizing their full economic potential. Why this deficit in infrastructure, whether it be in roads, transport, electricity, safe drinking water, proper sanitation or communication facilities? One reason for this is that infrastructure presents unique challenges: highly capital intensive, with large initial costs; often of public interest nature thereby requiring greater interface with regulators and government agencies; social returns often exceed private returns, thereby necessitating subsidies/government guarantees or viability gap funding to attract the private sector; and, significant environmental and social impacts that need to be taken care of. Also, construction periods are long, revenue build up is gradual and project economic life is long, thereby requiring long-term funding with loan repayment and equity returns to be spread over longer periods of time. These factors, and the limitations faced by financial markets in developing countries, have resulted in a market failure in infrastructure that has slowed infrastructure development.

To address this market failure in infrastructure, governments stepped in as the major providers of infrastructure in the early stages of economic development, often with assistance from Multilateral Development Banks (MDBs) that provide policy assistance and long-term funding on relatively concessional terms.  However, with the growing infrastructure needs of a rapidly developing Asia, governments are finding it increasingly difficult to finance these needs. Hence, governments are reaching out to the private corporate sector to partner in infrastructure development through Public-Private-Partnerships (PPPs). To address the various challenges in infrastructure and also enable PPPs, "project finance" structure is being increasingly adopted. "Project finance" is largely based on non-recourse (or limited recourse) financing wherein debt service payments are secured mainly by project cash flows. A key feature of "Project Finance" is elaborate contractual arrangements to optimally allocate risks among the project parties. Another feature is creation of a "Special Purpose Vehicle" (SPV) ie., a legally independent project entity that limits the liabilities of the sponsors and shifts operating risks and accounting liabilities to third parties (other parties in a vertical chain from input supplier to output purchaser) that are united through a series of legal contracts. "Project finance" is still in its early stages in emerging economies and its role in infrastructure development is expected to become progressively more important in the coming years.  

Learning Objectives

The course will provide an understanding of the unique features and issues in infrastructure development, including the major one of market failure and the responses to it, including the setting up of MDBs. The focus will be on underlying concepts of "project finance" such as project structuring; project risks and addressing them through contractual arrangements; and, public-private-partnerships (PPP).

 

CourseBusiness Relationships and Networks (BRN)
InstructorProfs. Rajesh Pandit & Suryanarayana Valluri (Visiting Faculty)
Credits0.75

Course Objectives :


  1. To inculcate deep interest among participants in the importance of business networks and relationships in success of businesses, so as to enable them to pursue specialist career paths with good growth opportunities in this crucial field.
  2. To enable participants to develop specialist knowledge in the domain of establishing business networks and forging lasting relationships.
  3. To equip participants with knowledge to make informed decisions on behalf of their companies, after taking into account the risks involved and the opportunities that are available.
  4. To assist the institute in becoming a destination for specialized skills that can attract companies with need for specialized skills.

 

CourseNeuroscience and Consumer Behavior (NCB)
InstructorProf. Arvind Sahay
Credits1

Course Objectives :

The course is designed

  1. To develop the participant's basic knowledge of the human brain and how it takes decisions based around the themes of "thinking and feeling," greed, prediction, confidence, risk, fear, surprise, regret and happiness; how the brain receives stimuli, processes them and the responses that it generates.
  2. To develop and enhance participant's analytical skills, conceptual abilities and substantive knowledge in the field of consumer behaviour based on inputs from neuroscience and behavioral decision theories.
  3. To develop a roadmap for applying the knowledge of neuroscience and consumer behavior in different marketing and business contexts.

 

CourseValuation of Firms (VOF)
InstructorProfs. Joshy Jacob & Sobhesh Kumar Agrawalla
Credits0.75

Course Objectives :

The course is expected to take participants through the challenges involved in valuation of businesses. The course builds on the issues raised on corporate valuation in the first year course, Corporate Finance. The initial part of the course discusses the commonly followed approaches in dealing with different complexities of the firm while attempting a valuation. The later part of the course focuses on the application of the valuation principles to unique business/firm contexts.

The participants‘ exposure to the nuances of valuation would help them meet the challenges of financial decisions involving valuation, such as, disposal and acquisition of corporate assets, and negotiation of strategic business partnerships, to name a few.

 

CourseMacroeconomic Performance Of The Indian Economy in Recent Times (MPIERT)
InstructorProf. Sebastian Morris
Credits0.50

Course Objectives :

This course builds on the concepts from macroeconomics (developed in earlier compulsory course)  to understand the performance of the Indian economy.  Some core concepts from microeconomics are also used.  The standard (synthesis) model of macroeconomics, with suitable modifications  is used to understand the performance of the Indian economy over the economic reform (1991-92 and 1992-93), the subsequent periods of high and low growth achieved since then, and  the discussion to the current challenges that face the economy.

 

The salient features of India's growth, the major strategies since and including the reform of 1991-92, 1992-93, and subsequent developments since then are sought to be understood. The prospects for renewal of high growth

 

CourseNegotiation Lab (NL)
InstructorProf. Biju Varkkey
Credits0.50

Course Objectives :

Students completing this course will be able:

  1. Analyse the basic negotiation process with reference to professional and personal goals, parties positions and strengths, effective tactics that could be deployed, management of outcomes, and the effect on the ongoing relationship of both sides.
  2. Learn about different negotiation styles and approaches.
  3. Learn the importance of skills like communication including active listening, providing effective feedback and empathy and how to use them to engage in successful negotiations.
  4. Problem- solving through negotiation in different (select) contexts, including
  5. Understand the difference between integrative and distributive negotiation techniques
  6. Explore how to reach an agreement in simulated setting involving negotiations with respect to different workplace and personal career situations.

 

 

CoursePricing (PRC)
InstructorProfs. Arvind Sahay & Prof. Prantosh Banerjee (Visiting Faculty)
Credits0.75

Course Objectives :

The one topic that top management can be relied on to be willing to listen to is pricing as it impacts the top line and bottom line directly and immediately. Unfortunately, because of this immediate impact, many managers tend to jump into a pricing decision and ask questions later leading to pricing decisions which are sub-optimal at best and value destroying at worst leading in some cases to the firm's loosing its competitive position.

 

This course provides an opportunity for the participants to understand pricing concepts and develop a systematic framework for assessing, formulating and implementing pricing approaches within the context of a business decision.

 

Pricing decisions are affected by economic, marketing, organizational, and psychological factors, and must be made within a prescribed legal framework.  The course revolves around (a) understanding how consumers view and react to pricing, (b) understanding some pricing approaches and their strengths and weakness (c) developing the thinking to obtain the right price and (e) how to implement the chosen price approach.

 

This course is less about the mechanics of setting a price – it is more about understanding the process of making pricing decisions.  This course will combine both, developing a proper pricing perspective, and using relevant tools in setting and implementing a price approach.  At the end of the course, you should have developed a framework for thinking about pricing that you can apply in your workplace.

 

 

CourseSeminar on Marketing Data Analytic Practices (SMDA)
InstructorProfs. Arindam Banerjee
Credits1

Course Objectives :

A view to the practicing world of Analytics – the challenges, the aspirations, facilitators and inputs into a strong Information driven organization. The Marketing domain will provide the context in which the Data Analytical Methods will be discussed. Several types of Marketing Analysis with large scaled data that are currently practiced in industry will be covered. The emphasis will be on highlighting data manipulation nuances to attain specific business objectives and hence the focus will be on the "SO WHAT", rather than on the methodological constructs. The course is designed around the "Cycle of Analytics" and covers the a) Planning, b) Processing and c) Presentation stages of the Process.  

The course requires some carry over learnings from conceptual courses such as ACCV, DMCV, Probability and Statistics and/or portions of Research Methodology, etc. Some tutorial classes will be designed to provide some hands on experience in some data techniques. Additionally, issues  wrt the multi -faceted skill set required in business Analytics will be discussed.  Apart from marketing problem solving orientation, participants will be exposed to some:

  1. Programming Code
  2. Statistical Analysis and Simple Data Handling
  3. Interpretation and Skills related to Business Communication of Analysis

 

This module serves as an entry point to the Marketing / Customer Data Analytics domain.

 

 

CourseStrategies for Digital Marketing and e-Business (SDME)
InstructorProf. Piyush Kumar Sinha
Credits0.75

Course Objectives :

The omnipresence and therefore importance of the Internet cannot be denied. More and more people are transacting online on their computers and mobile phones. By the 2nd quarter of 2016 e-commerce retail sales in the USA stood at $97,250 mn (U.S. Department of Commerce). In India the e-commerce market was valued at Rs. 1,25,732 Cr. at the end of December'15 (Internet and Mobile Association of India and IMRB). Advertising spending showed an increase of 20% over 2014 and stood at $59.6  bn in the US in 2015 (PwC). About $1 bn or 13% of total ad spend was contributed by online in India in 2015 (IBEF, Morgan Stanley report). These numbers are of course significant not just in terms of magnitude but also in terms of the way internet has impacted fundamentally the way we have started to think, behave, act, interact, and conduct business. This course aims to provide an understanding of this impact, and prepare participants to effectively navigate this new and fast evolving world.

 

The scope of this course is essentially e-Business Strategy and Strategies for Digital Marketing (that is, internet marketing as well as mobile marketing). There are therefore two important objectives of the course:

 

  1. To recognize and appreciate the differences between a traditional business and an e-Business, to understand the strategic drivers for success in e-Business, and to learn the tools an techniques to implement an e-Business strategy effectively.
  2. To gain an overall understanding of what constitutes digital marketing, and to understand and select key strategies required for a successful and effective digital marketing program.

 

With these two objectives being met, students will have acquired the skills and the perspectives required to think strategically and achieve specific business goals using digital marketing or running an e-Business, like customer acquisition, loyalty, brand building, market entry, customer insight, new product development and content generation.

 

This course will be useful for all business management students, and especially those interested in a career in marketing, entrepreneurship, consulting or strategy.

 

 

CourseStrategy Execution (STE)
InstructorProfs. Sunil Maheshwari & Shailendra Mehta (Visiting Faculty)
Credits0.50

Course Objectives :

The objectives of the course are:

  • Build on the foundation course "Strategic Management" to focus on specific issues pertaining to Strategic Execution
  • Develop a comprehensive framework that is especially useful for the analysis of effective Strategic Execution
  • Analyze in depth the strategic issues facing a variety of industries and environments
  • Help students develop an understanding of fast moving and rapidly changing environments.

 

This course will be particularly beneficial to students who aspire to positions of executive authority in all fields.

 

CourseLeadership in Professional Service Firms (LPSF)
InstructorProfs. Ashish Nanda & Sunil Sharma
Credits1

General Description and Intent:

Professional service firms (e.g. consulting, investment banking, law, money management, etc.) are playing an increasing important role in the world economy. This course is designed to help participants learn how to create, manage, and grow professional service firms (PSFs). The purpose of this course is to help students discover what it takes to be an effective and successful professional whose fundamental job is to respond to client needs, develop business for the firm, and play a key role in helping firm to build key competencies. It therefore involves understanding the internal working and external environment of professional service firms. Towards this objective, this course will address topics related to organizational architecture, strategies, professional conduct, human resource practices, client relationship, business development, team work, and nurturing of key competencies required for managing a professional service firms:

 

The course employs primarily the inductive learning approach. The cases used in this course typically take a longitudinal perspective that follows professionals and their organizations over an extended period of time. Through case discussion, role-plays, and simulations, participants will be able to identify the sources of superior performance, strategic capabilities, and distinctive processes that sustain PSFs.  They will also learn how PSFs react to change. The understanding of internal and external dynamics of PSFs will help participant to develop a knowledge base and mindset that is essential for succeeding in these organizations.  The course builds on understanding of management concepts learnt in various courses in the first year and provides participants an opportunity to create a practice platform for their learning.

 

Learning objectives:

During the course the participants will have the opportunity to learn the following dimensions of managing PSFs.

  1. Gain knowledge of organizational architecture and strategies of professional service firms.
  2. Understand strategic, operational, and leadership challenges involved in leading professional service firms.
  3. Learn nuances of nurturing a team of professionals, client relationship, professional conduct, and project implementation.
Discuss and explore preference for a career in professional service firm

 

 
Staging Enabled