pg px elective courses

8/11/2019 Pg Px Elective Courses

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PGPX ELECTIVE COURSES LIST

One Year Post-Graduate Programme in Management for Executives

INDIAN INSTITUTE O MANAGEMENT

A!MEDA"AD380015, INDIA

Phone: 91-79-6632 4449 Fax: 91-79-6632 4447

E-mail: [email protected] Web: http://www.iimahd.ernet.in/users/pgpx/files/PGPXElectiveCourses.pdf

Course Objective:

+arbon /ioide emissions are the largest contributors to greenhouse effect& that

causes lobal 2arming& and results in +limate +hange&. The term +arbon 3inance& is

used, in practice as well as in the course title, as a surrogate for +limate +hange

3inance& 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 +arbon 3inance&.

Scientifically, +limate +hange& refers to any change in climate over time, whether due

to natural variability or as a result of human activity. 4owever, from the regulatoryperspective, as defined by the 5nited 6ations 3ramework +onvention on +limate

+hange '563+++(, climate change& refers to7 * 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 etreme case of eternality7 its origin is in global human

activities for production as well as for consumption8 and its implications are global and

long9term. "esponding to climate change is therefore a global venture8 governed by

international legal, regulatory and institutional framework8 and includes businessresponse through fast emerging carbon markets globally. The markets can be used for

efficient economic response to climate change. :ike all environmental markets, the

global +arbon 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 563+++.

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 ;yoto Protocol. The three formal carbon finance

instruments in the ;yoto Protocol, namely the rticle 1@( and Amissions Trading 'AT > rticle

1$( will be introduced. -ther carbon finance instruments and initiatives such as those

being implemented by the 2orld )ank shall also be discussed. The course has global

focus with significant =ndia9centric component. The course discussions will use

conceptual materials on climate change economics and finance and practical case

studies. )esides 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.


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4 Course Competitive Advantage Throgh !esign (CAT!)

Instructor Prof. ;rishnesh Mehta'Bisiting 3aculty(Credits 0.$%

4ow would it be like if you called yourself to be in the business of Money Spa rather

than )ankingC 2hat about being a )usiness estheticianDPhysician rather than a

)usiness +onsultant. 2ill it change the way you do businessC 2ill it make you think of

strategies and processes that otherwise is never ideatedC

2elcome to the world of /esign Thinking. +ompetitive dvantage reEuires making the

future present. This reEuires access to new thinking paradigms not easily accessible to

all. /esign Thinking is one such area which most businesses find difficult to understandand hence unleash its power. =t is with the knowledge of this possibility that 4"B"/

and ST63-"/ business schools have introduced /esign and /esign thinking in their

business curriculum.

ll strategic thinking is about designing the present like no one else. =t is about

creating worth that most businesses #ust dream of but do not know how to achieve.

Most businesses forget that they are selling to humans and hence they should think

like humans and provide what humans need. 5nderstanding the basic human

sensibilities and their aesthetic aspirations is the basis on which /esign thinking has

achieved such success as show cased by pple, The )ody Shop, illette, etc.

The rate of change in the marketplace of the globaliFed economy is so great that

design now becomes a continuous value addition process that needs commitment and

involvement at all levels of market activity > beginning with the product creation to

product development to product delivery and up to consumer satisfactionG -r even

beyond that, to consumer delightH /esign has become a strategic tool for business.

/esign can create markets where none eistedG /esign can breathe new life into a

productDservice lifecycleG/esign can create packaging that leads to greater

salesG/esign that saves hard cash by marrying aesthetics, to consumer habit, culture

and buying psychology to state 9of 9the 9art materials and contemporary engineering.

/esign is the greatest differentiator in the marketplace crammed withindistinguishably similar productsG/esign can increase production levels and thereby,

profitsG/esign today is truly integral to success.

The proposed elective intends to epose the participants to what humans consider as

aesthetic or what appeals to human senses and sensibilities, be it for product, service,

ad, etc. The elective also imparts the role of design and design thinking and its

contribution in translating innovative technology D ideasD concepts into competitive

advantage. The ma#or ob#ective of the course is to enable understanding of the design


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process and design thinking so as to be able to utiliFe it as a strategic business tool, to

be able to generate business strategies that can bring radical returns.

5 Course Conslting in E"#overnance $ From %ision to Implementation(E"#ov)

Instructor Prof. S + )hatnagar'd#unct 3aculty(

Credits 0.%

Introduction

=n recent years, =nformation and +ommunication Technology '=+T( has been used by

overnment agencies for delivering services and sharing information with a wide

variety of stakeholders. =ndependent assessment of these pro#ects have reported

significant improvements in lowering the cost of access for clients, reduced corruption

and enhanced transparency. A9overnment is being seen as one of the important

tools for overnance reform. =ndia has launched a 6ational A9overnance Program

'6eP( with a large outlay for epanding e9services for citiFens and businesses. 6eP

is being implemented in a public >private9partnership mode. The course is intended to

provide an understanding of the entire life cycle of an A9overnance pro#ect so as to

prepare the participants to provide consultancy services for strategy and

implementation of an e9overnance program.

Corse Ob&ectives$

1. To highlight the potential role of information and communication technologies in

improving the process of delivering government services and Euality of

governance in the public sector.

@. To provide an overview of tasks involved in conceptualiFing designing and

implementing e9overnance applications

I. To provide an understanding of the critical success factors in implementing e9

overnance applications at a pro#ect and country level.

' To understand the role of the private sector in managing and eecution of e9

overnance pro#ects and country wide program.

6 Course Co"Opetition Strategy (COS)Instructor Prof. S. Malathesh'Bisiting 3aculty(

Credits 0.%

Course Objective:

Mindless competition becomes counterproductive. The art of collaboration has

become central to competitive strategy in many industries. )usinesses and


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governments have to rethink how they conduct business and formulate economic

policy. The resultant concept of *+o9opetition is applicable to both eternal andinternal environment of an organisation.

The course is concerned with the understanding and analysis of +o9opetition strategy.

Barious dimensions of +o9opetition like the nature, benefits, typology, stakeholder

concept, key drivers, challenges, critical success factors and issues will be discussed.

mong the topics covered are7

1. Balue net concept

@. ame theory

I.

+o9opetition with global rivals?. +o9opetition with in an organiFation

%. pplications of +o9opetition in business

+ase studies and conceptual readings will be used to develop a framework for

understanding and managing +o9opetition strategy.

7 Course Eective Management o Financial Fnction (EMFF)Instructor Prof. 4ari Mundra'Bisiting 3aculty(

Credits 0.%

The rationale for the Course:-

This +ourse is all about learning the soft and special skills reEuired for effectively

managing the finance function in any business entity. =t is aimed at filling up an

important gap in the repertoire of a successful +A- or a +3-, who has all the financial

tools at his disposal but who finds it difficult to deliver their benefits to the

organiFation due to the inter9personal issues of epectations and perceptions about

the finance function. =n short, it is a Practitioner&s guide to becoming a high

performance +3- and under him, to developing an effective finance function where+3- and the +A- would, as business partners, lead the organiFation to meet its

strategic intent and goals.

Today, +3-s need much more than #ust academic and technical skills to succeed and

ecel as finance leaders. They need to go beneath and beyond their role and

understand how it can be aligned with the overall organiFation and its strategy and

ob#ectives. This +ourse seeks to help the future business heads and finance heads to

fulfill this crucial reEuirement of today&s business dynamics by focusing on 4ow to

Manage & the finance function as well as on 4ow to Tackle& a few *Make or )reak

financial issues of any organiFation.


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Course objectives1. To train middle tier eecutives and M) students, both from general management

and finance areas, in effectively managing finance function for maimum value

enhancement in the organiFation.

@. To develop these eecutives into leadership positions by eEuipping them with a

repertoire of skills for managing the finance and accounts function, along with the

ability to handle a few critical financial issues of real life.

3. To instill a new paradigm of partnership between the +A- and the +3- for

performing the finance role in fulfilling the strategic ob#ectives of the business.

8 Course Ethics in *siness Management (E*M)Instructor Prof. chal "aghavan'Bisiting 3aculty(

Credits 0.%

Course description and objectives:

The course will address and analyFe various aspects of Athics as applicable to today&s

business organiFations. This will be done primarily by eamining real9life ethical

dilemmas and challenges in business, through case studies. 6o attempt will be made

to *preach what is right and wrong.

t the end of this course, the student should be able to understand, and take

managerial action on the following aspects of modern business7

1. The increasingly stringent epectations of society and stakeholders regarding

business performance, corporate social responsibility and ethics

@. The role of the corporation and the individual manager in fulfilling these

epectations

I.

The systems and processes that can be set up in a company to help employeesmanage ethical issues in a consistent manner


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9 Course E+ploring the Consmer,s Mind and -eart (ECM-)Instructor Prof. /eenaF /amania'Bisiting 3aculty(

Credits 0.%

*6ot everything that can be counted counts, and not everything that counts can be

countedHAinstein.

The Euote given above forms the central theme of this elective.

=ncreasingly, left brain dominance is giving way to right brain thinkers in the business

world and it is believed that the future will belong to creators, empathiFers, pattern

recogniFers and meaning makers '/an Pink, 2hole 6ew Mind(, who effectively useboth halves of the brain in their personal and professional lives.

The elective provides a hands9on opportunity to learn about the Jualitative pproach

and Methodology and Jualitative Marketing "esearch, a non9linear, critical

management activity that assists managers in making more effective business

decisions. The purpose of this course is to introduce the learner to Jualitative =nEuiry

and Methodology, an often neglected discipline, and to thinking Jualitatively&, to go

beyond numbers and eperience the power of non9numerical data. The elective has a

consumer behavior focus and a research methodology focus.

+ourse participants will acEuire skills and capabilities that will stay with them long

after the completion of this course. The skills and capabilities imparted by the course

have been considered essential for achieving responsible positions at senior

management levels, by students who have completed the course. =t is especially useful

for talented students who ecel at mathematical and Euantitative methods, but are

unaware of the power and promise of the Jualitative approach, in handling comple

business situations. =n fact, students have reported that their management education

would be incomplete without this eposure to Eualitative inEuiry and methodology.

They will conceive a research pro#ect for a real client, design and eecute the study,

and report the results in a professional manner, as a part of this course.

The focus all through will be on the use of this methodology in enhancing their role as

marketers. The course will offer a good understanding of the priceless learning that

can be generated by this creative approach to the field of services marketing, brand

strategy

and in general the business decision making process, focusing on the left brain and

right brain processes that need to be used in connecting with the consumer . The

consumer can be an employee of the company or the buyerDuser of your end product

or service.


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Phone: 91-79-6632 4449 Fax: 91-79-6632 4447


Some o the .estions that the corse /ill address are $2hy is an understanding and use of the Jualitative pproach important, how does

research help to build a brand, what inputs can research provide to create a brand

identity, what is the link between creativity and research, how does research facilitate

interaction between the consumer and the brand, how can such a thinking process

positively impact a business professional&s methods of working with his peers,

business associates, reportees, consumers, etc.

Two to three case studies will also be part of the course content and methodology.

This is an e+periential corse0 and stdents /ill be invited to participate in

e+ercises0 se techni.es0 condct intervie/s0 grop discssions0 along /ithimparting a strong theoretical ondation to this approach and methodology

Course Objective:

To introduce )5S=6ASS M6AMA6T students to Jualitative =nEuiry and

Methodology, a hands9on approach that will assist managers in making more

effective business and marketing decisions.

1. To understand the importance of in9depth, non9linear eploration in building a

winning strategy

@.

To understand the nature of Jualitative "esearch =nEuiry, Procedures and

pproach

I. To understand how to plan data collection, summariFe, compile and report

Jualitative data

?. To prepare a research proposal which employs methods of collecting and

analyFing Jualitative data

10 Course Fi+ed Income Mar1ets (FIM)Instructor Prof. ) ) +hakraborti'Bisiting 3aculty(

Credits 0.%

Course Objectives:

The course deals with bond market and interest rate derivatives. The ob#ectives are to

comprehend various types of fied income and interest rate derivative securities, their risks,

risk mitigation and valuation, and bond portfolio management through class room lectures,

case discussion and tutorials.


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11 Course #lobalising and 2esrgent India throgh Innovative

Transormation (#2IT)Instructor Prof. nil upta

Credits 1

Course Description:

=ndia is going through a phase of rapid economic development. 4owever, the growth is not

inclusive enough. =n every sector of =ndian economy, there is a scope of innovation to make

the development process more creative, innovative and inclusive. This course is not about

#ust understanding where we stand. =t is about creating scenarios to reach where =ndia is

poised to be. There are several Euestions that the world epects =ndia to answer. 4ow

would children be educated so that they would discharge the responsibilities of a developed

nationC 2ill =ndian model of development be a replica of the western model or will it have

some uniEue characteristicsC 2hat will be the relationship between state, industry and civil

society during the transition and afterwardsC The vision of =ndia @0@0 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. )ut, social cleavages in several parts of the country

reEuire new ways of dealing with disEuiet and dissent.

part from looking at the competing scenarios, the students are also epected in this course

to create disruptive innovative pathways of progress within the country and internationally.:arge number of less or least developed countries look up to =ndia for building their

capacity. +an =ndia create a pool of open source innovations in governance, technologies

and infrastructure development, which can be shared widelyC The innovations by common

people provide a tremendous opportunity for improving the Euality of life of millions of

people within the country and outside. =n many cases, these innovations in informal sector

complement the innovations in formal sector. The role of science and technology in =ndia

has been very pivotal and yet the best students do not go for a career in science and

technology any more. 4ow do we make the strategic sectors of =ndian economy attract

the best minds with passion for pursuing =ndiaKs progressC

The relationship of =ndia with its neighbours and other super powers reEuires an approach,

which will make =ndiaKs position strategically Euite different from other countries. 2hat

these strategic choices are and how =ndian economic, social and cultural diversity would

influence these choicesC +an an economically developed country live in peace with lesser9

developed neighboursC 4ow to take lesser9developed nations along in =ndiaKs march for

prosperous future.

-ne of the important gaps in the entire planning process is to rely only on /P as the inde

of development. =n this course, students will try to develop 6P= '6ational Prosperity =nde(,


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which will look at not #ust the stocks and the flow of goods and services, but also of various

tangible and intangible changes in the Euality of life and the environment. This might helpin evolving a true inde of national prosperity. The parado of high growth of /P not

reflecting the large scale deprivation or dissatisfaction will have to be resolved.

There is also a crisis of leadership. The students have 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 cabinet. =t is hoped that

some of the policy scenarios evolved by the students will be discussed with the concerned

ministries and once these get accepted, further policy advocacy will be pursued. -n some

other policies, which cut across various ministries, feedback will be sought from larger

number of MPs across party lines to take the ideas forward. nalysis will be done of why

certain policy changes fail to take off so that failure management is learnt as carefully as

managing the success. Students will also develop strategies to achieve success in various

initiatives such as P5" 'Providing 5rban menities in "ural reas(8 provision for mental

work and not menial work in employment guarantee programmes8 converting the whole

country into a literate society within ten years8 halving the dropout rate of students within

five years at secondary level 'from L0 to I0 per cent( and eliminating it in ten years8

removing corruption in everyday life in at least ten most freEuent public9private

interactions, including cultural and craft skills within the scope of skill development

policies, etc.

12 Course -istorical and Contemporary Perception on International*siness$ A vie/ rom India (-CPI*)

Instructor Profs.


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13 Course Inrastrctre !evelopment 3 Pblic Private Partnerships(I!PPP)

Instructor Prof. "aghuram

Credits 0.%

Course Objective:

Provision of infrastructure facilities, traditionally in the government domain, is now being

offered for private sector investment and management in most countries. =nfrastructure

pro#ects, with private participation, worth several hundred billions of dollars using some

form of pro#ect financeK are under consideration in many emerging markets. The Public

Private Partnership 'PPP( model is increasingly used to develop and deliver these pro#ects.

These pro#ects present uniEue problems for structuring, risk management, financing and

regulation as they are usually characteriFed by large investments, long gestations periods

and very specific domestic markets. This course provides the participants with the

perspectives necessary to understand PPPs in various infrastructure sectors. =t also

attempts to bring to the fore the policy issues including regulation, in the current contet of

the opening of infrastructure development to private parties in =ndia.

14 Course 4ogistics Management (4M)Instructor Prof. /eb#it "oy

Credits 0.%

Course Objectives:

1. To evolve an operational and conceptual framework to design and manage an

effective logistics system in organiFations.

@. To demonstrate the competitive potential of logistics systems, in the contet of

supply chains.

I.

To illustrate the strategies for efficient warehouse design and improving deliveryperformance.

15 Course Management Conslting S1ills (MCS)Instructor Prof. Sunil Sharma

Credits 0.%

General Description and Intent:

;nowledge and creative problem solving manifested as organiFational capability has

become critical component of a company&s competitive advantage. +onsultants


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provide companies facing uncertain and turbulent environments with an important

means of developing, acEuiring, and processing much needed know9how oftenEuestioning status Euo and through a process of understanding know9why. Therefore

consultants who follow a distinctive process of problem solving are an invaluable

resource for organiFation. Today, the consulting profession includes both specialiFed

consulting firms and internal consulting departments. )oth provide wide ranging

advice to managers on all aspects of management.

This course is designed to provide participants with the skills and knowledge to

undertake critical analysis of a vaguely defined problem and strategic interventions in

their own organiFations, or, to act as an eternal consultant and to propose solutions

and strategies for other organiFations.

Problem solving is a fundamental part of any general manager&s #ob. The problem

solving approach, consulting skills and processes addressed in this course will be

helpful to students whether they are assessing performance, setting direction,

creating strategy, or implementing change. The course will also address topics related

to the consulting process in general, including7 ethics and professionalism8 the

problem9solving process8 pro#ect planning and management8 working through

resistance8 and managing client relationships.

The course builds on understanding of management principles taught in core courses

and provides students an opportunity to create a practice platform for their learning.

Learning objectives:

The core learning ob#ective of the course is to enable participants to develop

conceptual, ethical, and skill based understanding reEuired to practice management

consulting.

/uring the course the participants will have the opportunity to learn the following

aspects of management consulting.

1. :earn the problem solving techniEue and mind set reEuired for solving vaguely

defined problems

@.

3amiliariFe and practice techniEues of field work, data collection, and analysis

associated with Eualitative data

I. 5nderstand knowledge architecture reEuired for consulting business including

client relationship, ethics, and organiFational learning.

?. /iscuss and eplore preference for a consulting career

16 Course Management o 5e/ and Small Firms (M5SF)Instructor Prof. Shailendra Mehta

Credits 0.%


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Course Description:

Management of 6ew and Small 3irms is a course that gives you a solid glimpse at theprocess of conceiving, structuring and creating a startup. ccordingly, like other

courses in Strategic Management, we take on the perspective of the general manager,

who in our contet is the entrepreneur, and draw heavily upon knowledge and skills

developed in other courses. -ur perspective is illuminated by a combination of the

case method 'which approimates an apprenticeship setting and standard tools are

brought to bear on data appropriate to the situation at hand(, contact with master

practitioners 'where there is an opportunity to appreciate the human side of the

eEuation and to ask Euestions(, and by appraising the feasibility of your own business

concept. Towards this end all students will actively work on a new business idea and

develop a feasibility analysis of it. This constitutes an important part of the start9up

process, and should precede business plan writing.

2hile it is perfectly reasonable to epect that some of these ideas may evolve into

new ventures, success in the course is not dependent on this outcome. "ather, our

intent is to lay the groundwork for those who may wish to be better prepared to

become successful entrepreneurs at a future time. Some will gain eperience,

accumulate capital and contacts, and move fairly Euickly to be involved in

entrepreneurial ventures. -thers may find that their careers move in unepected

ways. Aven if you plan to begin working with an established organiFation,

entrepreneurship may later become an attractive alternative.

Antrepreneurship can be both eciting and challenging. Antrepreneurial ventures

often pioneer in the creation of new industries and are ma#or engines of change in our

economy. rowth9oriented smaller firms create most of the new #obs. Many other

new firms, although less innovative and growth9oriented, enable entrepreneurs to

control their own destiny and to do the kind of work they want to do. 4owever, many

new ventures fail and others fall short of their founders& goals. Much depends on the

entrepreneur, and that person&s vision, drive, capabilities, and reputation.

This course should help you to understand what is involved in entrepreneurship and

how entrepreneurs think and approach the challenge of new venture creation. =tshould be understood that no single course will make you an entrepreneur. 4owever,

this course should help you to appraise this alternative more fully and to develop

capabilities which should help you be successful if you later follow this path. =t will

also cause you to look introspectively at whether and how you want entrepreneurship

to play a role in your career.

Course Objectives


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There are a number of ways in which the contet of new and small firms differs from

the contet of established firms that is emphasiFed in the rest of the curriculum. ThisuniEue contet suggests a set of underlying goals and themes on which we will build.


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17 Course Managing and Creating Creativity (MCC)Instructor Prof. ;rishnesh Mehta'Bisiting 3aculty(

Credits 1

+an = be creativeC +an creativity be taught and learnt at allC =s it necessary to be

creativeC +an +reativity and =nnovation be createdC The elective ventures and strives

to create creativity and innovation ability, in anyone and everyone, without any

prereEuisites, all that is reEuired is an open mind and willingness to eperience and

eperiment anything.

:iving 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 #oy 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 organiFations 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. lso,

individual creativity is a first step to organiFational creativity and leadership. =n theknowledge economy, the only differentiator is the ability to create and innovate and

which is achieved by the knack to hire, sustain, motivate and lead a team of creative

and innovative knowledge workers.

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 organiFational creativity and innovation.

2e study and interpret the place from where all creativity and innovation is created 9

the brain 'and the mind(. 2e scan scientifically 'using "3= and =S=S( the individual

brains and nervous systems 'especially the spinal column( for the possibilities and use

the best mi of modern 'like S:A/ >sound light entrainment devices( and ancient

=ndian techniEues to measurably alter the brain and the mind to create creativity and

innovate innovation. Aplore, eperiment, eperience and possibly alter our anatomy

and the physiology for creativity and 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. 2e understand creativity to create and innovate better, faster, more

effectively 9 to empower ourselves and others to be able to innovate and create

creatively.


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Please note that these sessions will be conducted in a way that kick starts the brain

alteration process using the latest neuro9physiological methods and hence will beconducted in Euite a different way from normal creativity workshops. The workshop

will be conducted in the ANP:-"=6, T4=6;=6, +-6TAMP:T=6, ANPA"=MA6T=6

and ANPA"=A6+=6 format and a high level of openness and willingness 'like the one

eisting in a medical college( to anything and everything 'to face the blocks( from the

participants for the same is epected. This workshop can be likened to an -PA6

M=6/D )"=6 S5"A"O >6A5"-9P:ST=+=TO S5"A"O happening in an -T

environment. The methodology used will be lectures, audioDvideo presentations,

focused ecursions 'which can be overnight(, assignments, practice techniEues.

18 Course Managing Telecom Enterprise (MTE)Instructor Prof. "ekha


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Objectives

1.

5nderstand the business implications for firms that operate in a highlytechnological driven environment characteriFed by significant regulation.

@. /evelop concepts and frameworks for interlinking technological developments

and regulations in a variety of country contets.

I. Provide a basis for sector analysis in the contet of global developments in the

sector.

19 Course Social Entreprenership (SE)Instructor Prof. nkur Sarin

Credits 1

Overview and Objectives

:iving in =ndia, one does not need facts and figures to understand the monumental

challenges faced in the process of development and feel hopeless about it. This course

will try to maintain a positive attitude toward these challenges. 2e will use the class9

room setting as an opportunity for us to step9back and look at the challenges afresh 99

not as problems but as opportunities for innovative and creative thinking.

Social Antrepreneurship has emerged as a rapidly growing sector housing much of

such innovative thinking. )y seeking to merge the creation of societal value with self9

sustainable and entrepreneurial activity, 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 course is therefore intended for any one with an open mind interested in making

a positive difference to lives around them.

The specific ob#ectives of the course are to help participants7

1. 5nderstand the need and role of social entrepreneurs and the contribution they

can make in solving some of the biggest challenges faced by society

@. ppreciate what it takes to become a social entrepreneur

I. 5nderstanding models of social enterprises


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20 Course Strategic *siness to *siness Mar1et Management (S**M)Instructor Prof. /B" Seshadri'Bisiting 3aculty(

Credits 0.$%

Course Objectives

1. /evelop a good understanding of the concepts and frameworks of business9to9

business market management 'also referred to as )@) Marketing or business

marketing(.

@. /evelop critical analysis and problem9solving abilities with respect to business

market management.

I. ain a first9hand understanding of working relationships within and between firms

in business markets

21 Course Strategic Management o Inormation Systems (SMIS)Instructor Prof. "ekha


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The ob#ectives of this course are to help you develop the critical thinking to assess

how information technology and systems shape business strategy, innovation, andoperations in firms. =n addition, the course will help you learn about the appropriate

models of governance and business value management for enhanced alignment.

______________________________________________________________________

22 Course Strategic Thin1ing and !ecision Ma1ing (ST!M)Instructor Prof. B6 )hattacharya'Bisiting 3aculty(

Credits 0.$%

Course Objective

This course aims to improve your decision making skills by helping youG.

1. chieve an appreciation of how the human mind works. )ecome aware of the

powers of the rational as well as the non9rational processes of the mind.

@. cEuire working knowledge of principles, theoretical models and toolkits that can

aid rational thinking and make it rigorous.

I. )ecome aware of how we think intuitively and the biases that are caused in the

process. 4ow emotions help and hinder decision making.

?. :earn to apply the principles to everyday life and business.

23 Course 6nderstanding and Assessing 2is1 (6A2)Instructor Prof. rnab :aha

Credits 0.$%

Course Objective:

This course introduces the participants to the assessment of risk in various business

situations through use of Euantitative and simulation modeling techniEues.


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______________________________________________________________________

24 Course Advance Corse on Managing and Creating Creativity(ACMCC)

Instructor Prof. ;rishnesh Mehta'Bisiting 3aculty(

Credits 1

Course Objective

This elective will take students to a deeper understanding of the creativity processes

and neurophysiologic connections with special emphasis on mastering the techniEues

that empower oneself individually and collectively to create creativity. There will also

be etensive sessions on neurophysiology of creative leadership and techniEues toachieve the activation of the relevant brain anatomy. There will also be eperiential

brain physiology activation to achieve spontaneous creativity and innovation

competencies.

25 Course *siness Analytics (*A)Instructor Prof. Purba "ao'Bisiting 3aculty(

Credits 0.$%

Introduction)usiness nalytics elective will familiariFe students in applying predictive modeling

approaches to solve business decision making problems, using statistical as well as

heuristic and data mining approaches. The course will encompass various functional

areas, such as marketing related problems, operations related problems, 4" related

problems and finance related problems. The analytical approaches will include

Significant testing of consumer preferences, factor and cluster analysis, /iscriminant

nalysis, "3M analysis, +4=/ and +on#oint nalysis.

Course Objectives:

fter completing this course, you will be able to7 pply predictive modeling tobusiness decision situations. The statistical approaches include predicting consumer

preferences, market assessment, competitor analysis 'perceptual mapping of

competitors( and segmentation, determine probability of purchase, probability of

delinEuency in home loanDcredit card industry, probability of attrition in contact

center industry, probability of corporate bankruptcy etc. The heuristic approaches

include determination of preferred customer segment by "3M analysis and use of

Monte +arlo Simulation in risk assessment. The data mining approach will use

+4=/,+hi SEuare utomatic =nteractive /etection as included in SPSS. The analytical

models include factor and cluster analysis, discriminant analysis and con#oint analysis.


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26 Course *siness 4eadership and 4a/ (*44)Instructor Prof. nurag garwal

Credits 0.%

General Description and Intent of the Course:

The course is meant for business leaders who wish to remain on the right side of law.

=t is essential in any #urisdiction, and much more in international business, to

understand the role of law in business. business leader can neglect law only at his

and his company&s peril. =t is foolhardy for any business leader to think that law is for

lawyers& and as a businessperson why should = bother about lawC& :aw in most

evolved #urisdictions is highly dynamic and it is epected of a business leader to

anticipate the changes which may take place and also to pro9actively make the best

efforts to mitigate the loss which may occur due to such changes. )etter, he can try to

play a role in the law9making > directly or indirectly > so that the changes are in tune

with the reEuirements of his business.

Learning Objective of the Course:

The course is designed to understand, appreciate and make the best use of the legalenvironment in which business is done. There are several Euestions which come to the

mind of a business leader vis99vis law. The course endeavours to answer these

Euestions. The first Euestion is *as a businessperson, do = need to know lawC and the

course ends with the understanding that *law is my friend, philosopher and guide. =n

between, the business leaders realise the value of contracts, intellectual property,

dispute resolution, role of government, etc.


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27 Course Contemporary Film Indstry$ A *siness Perspective (CFI*P)Instructor Prof. )harathan ;andaswamy'Bisiting 3aculty(

Credits 0.$%


The broad ob#ective of the course is to provide a comprehensive insight into the

working of the film industry, with special focus on =ndia, from an economic and

business perspective, correlating the practices prevalent in the industry with core

concepts and tools in the functional areas of Production, 3inance, Marketing, 4uman"esources and business strategy.

Learning Objectives of the Course:

1. To understand the business practices and organisational skills of the 3ilm industry

@. To introduce students to the basic aspects and processes of film production

I. To gain insights into the different businesses that eist in the industry and identify

new business and possibilities in the contet of modern trends in technology

?. To familiariFe students with the underlying patterns that characteriFe the industry

and provide conceptual tools and techniEues for effective business decisions%. To understand the process of setting up a business in the industry and promote

entrepreneurship


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28 Course Cross"*order Merger and Ac.isitions and Integration (CMAI)Instructor Prof. Srinivasa ddepalli'Bisiting 3aculty(

Credits 0.%


=n spite of, or rather as a result of, the global economic recession, the global market

for Mergers ! cEuisitions has seen a rebound in @010 and @011. t Q1.R Trillion in

@010, global M! has grown from its low Q1.% Trillion @00, but is still below the @00$

high of QI.0 Trillion. J1 of @011 saw a II growth over previous year to clock QL0R

)illion of M! activity. 6early ?0 of this M! activity represented cross9border

deals, a L% growth over previous year. =nterestingly, over @@ of M! activity 'by

value( involved emerging markets, dominated by the )"=+ countries.

"esearch has shown that M! is fraught with high risk8 the multi9national nature of

recent deals only increases this risk. 6ot only are cross9border deals more comple

from legal, financial and regulatory perspectives, they are accompanied by greater

integration challenges. Moreover, *emerging markets and *developed markets are

highly misleading terms since they suggest certain uniformity of opportunities, issues,behaviour, etc.

=n every firm that pursues cross9border acEuisitions, managers from all parts of the

organiFation are affected, some more than others. =t begins with the strategy, the

reasons that drive the need to even evaluate cross9border M!. 4aving established

the business need for it, most firms proceed to the deal9making process. They rarely

pause to assess if they are prepared, organiFationally, to epand into newer markets

and moreover, integrate with another organiFation in those markets. The deal9 making

process for cross9border transactions is often more comple than that for domestic

M!8 managers are often not prepared with the tools to address this compleity.=ntegration, like the marriage of two people, reEuires comple planning before, during

and after the event. +ross9border integration throws up issues of organiFation culture,

people practices and work styles that may not be seen in domestic deals.


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Learning Objective of the Course:

Bery few firms are truly global in terms of their organiFational structure, people or

culture, yet there is desire to become global, fast. =n an environment where

everything is measured through Euarterly performance and planning horiFons have

become shorter, acEuisitions have become the popular route to epansion and

growth. The strategy, finance and legal teams that manage the M! process,

particularly in most =ndian organiFations that are pursuing cross9border deals for the

first time, usually learn on the #ob. Managers can however be better prepared by

understanding7

1. 2hen and why a firm should pursue inorganic growth outside home markets.

@.

4ow to manage the cross9border M! process.I. 4ow to manage cross9border integration.

29 Course Cstomer Analytics (CA)Instructor Prof. Mano# garwal'Bisiting 3aculty(

Credits 1

The marketing world is fast changing, with firms collecting huge amounts of data

about customer transactions. 4owever very few of them are actually using the data

for strategic marketing decisions like segmentation, customer acEuisition and

retention. s the market gets more competitive, customer based marketing strategiesallow firms to provide value both to customers and their own firms.

This course has been designed to provide a perspective on how marketing strategies

based on customer data can provide value to the firm. The key to developing

customer eEuity 'the value of the customers to the firm( is to understand customer

based profitability, and use it to develop the right customer prospecting, acEuisition

and retention strategies. /oing this will impact the long term cash flow prospects of

the firm and its stock performance.

Course Objectives :The course would prepare the participants to7

1. 5nderstand the =nterface between marketing and finance7 how customers and

marketing create firm value.

@. :earn how to evaluate differences in customer profitability, and develop strategies

towards unprofitable customers.

I. /evelop and estimate +ustomer :ifetime Balue models and use that for

development of acEuisition and retention strategies.

?. 5se "ecency, 3reEuency and Monetary Balue '"3M( model used in direct

marketing for prospecting and targeting.


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%. 5se linear and logistic "egression Models for predicting buying likelihoods.

6.

5nderstand why +"M systems are important strategically

30 Course Cstomer *ased *siness Strategies (C**S)Instructor Profs. ;


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31 Course eMar1eting (eM7T)Instructor Prof. "atan ;;'Bisiting 3aculty(

Credits 1

Course Objectives:

This is a @0 Sessions eMarketing course is designed to provide participants with the

knowledge ! skills and confidence to plan, to prepare and to implement an

eMarketing '-nline Marketing( tactics for a specific business ! Marketing ob#ective.

The following modules can be covered in this eMarketing elective are7

1. )usiness, Marketing ! eMarketing

@. Search Angine Marketing > Pay Per +lick 'PP+( dvertising

I. Search Angine -ptimiFation 'SA-(

?. Social Media Marketing

%. 2eb nalytics

L. eMail Marketing

$. )anner D /isplay dvertising

8 2ebsite Strategy

32 Course Enterprise and Innovations in Edcation (EIE)Instructor Prof. "a#eev Sharma

Credits 1

33 Course Financial Statement Analysis (FSA)Instructor Prof. Mahendra u#arathi'Bisiting 3aculty(

Credits 0.$%

Course Objective:

This course aims to prepare you to analyFe, interpret and use financial statements

effectively from a managerial and investor perspective.


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34 Course -ospital Management (-M)Instructor Profs. ;B "amani! /ileep Mavalankar

Credits 1

Course Objectives:

4ospitals play a very important role in the delivery of healthcare services. 2ith

advances in the filed of medicine, hospitals are able to offer a wide variety of

healthcare services. 4ospitals depend on modern technology, consume large amount

of resources, and have thus become very comple organiFations. 4ospitalmanagement 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 Euality of service delivered.

:iberaliFation of insurance sector has added a new dimension to the delivery and

pricing of healthcare services. Poor Euality of service not only wastes resources but is

positively dangerous to the health and welfare of the patients and the community at

large. 4ospital administratorsD managers therefore need a certain amount of

professional management inputs so as to manage hospitals effectively and efficiently.

35 Course 4eadership or Organi9ations o Tomorro/ (4OT)Instructor Prof. =ndira Parikh'Bisiting 3aculty(

Credits 0.$%

Course Objective:

The course eplores the following7

1.

Themes of transformation of -rganiFation@. Transformation of Managerial "oles

I. Transformation of :eadership "oles


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36 Course 4earning :hat is 5ot Taght (4:5T)Instructor Profs. tanu hosh! opalkrishnan

Credits 0.%

Course Objectives:

1. There are several aspects of real life that are seldom taught in the class rooms of

management institutes. =n order to be an effective and successful

professionalDleader, such insight into these aspects may make the #ourney

smoother. Such perspective building through eperience sharing and relevant and

useful lessons from some of the leaders, achievers and practicing professionals

from various walks of life may facilitate the process of preparation to be an

effective manager.

@. The module aims at stimulating reflection by participants through interactions

with senior leaders sharing interesting anecdotes and real life eperiences.

"eflecting on eperiences of senior leaders helps participants to develop a

personal learning agenda. Through their personal learning agenda, their

aspirations and motivations are melded with who they are as people.

I.

leaderKs sharing of eperiences and accounts of how he or she dealt with a crisis,leads to very enriching and engaging interactions, which create what academicians

call, *+"5+=):AS of :A/A"S4=P. The intent of the programme is to enhance the

learning of young participants, by giving them the opportunity to gain maimum

benefit from the +"5+=):AS of senior leaders like Mr. opalakrishnan.

37 Course Managing Energy *sinesses (ME*)Instructor Profs. mit arg! P" Shukla

Credits 0.$%

Content:

Anergy companies are prominent among the top companies globally, including

3ortune9%00 and at various stock echanges. They are among the fastest growing

companies, both in terms of revenue and profits. =n =ndia, four of the top ten

companies are in the business of energy eploration, production andDor distribution.

part from the conventional energy businesses, new avenues have also opened up in

fields of alternative energy supply, smart grids and energy services.

Anergy businesses face uniEue challenges. The demand for energy is on the rise,

conventional fossil fuel stocks are uncertain and depleting, and there is a global


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imperative to reduce the emissions of greenhouse gases. Since the energy businesses

often transcend national borders, they are eposed to global risks from geopolitics,financial and environmental market dynamics.

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, socio9

economic, technological and geopolitical considerations. The course will also discuss

recent advances and emerging business opportunities in7 i( new and renewable energy

technology markets, ii( transmission and distribution markets 'e.g. smart grids, powertrading(, iii( energy services businesses focusing on the demand9side efficiency 'e.g.

lighting, appliances, automobile(, iv( entrepreneurship and risk finance and v(

integrated energy and environment solutions 'e.g. infrastructures, =+T solutions(,

38 Course Mar1eting Management in the :orld o -i"Tech andInnovation (MM:-TI)

Instructor Prof. Prakash )agri'Bisiting 3aculty(

Credits 1

The course *Marketing Management in the 2orld of 4igh Technology and=nnovation will eplore the following with reference to hi9tech industries7

1. /efining characteristics and ma#or forces of differentiation

@. Types of innovations and implications for overall business and marketing in

particular

I. +riticality of product planning and customer orientation

?. -verall marketing mi '? P&s( and reEuired adaptations versus classical marketing

%. "ole of ecosystem, strategic alliances and partnerships

L. +hallenges taking new innovations to success and future of hi9tech marketing

The course will use a combination of published concepts, real9life eamples,case9studies, #ournal articles and epert opinions.

The course will attempt to eplore a range and diversity of industries and contets

within hi9 tech, though a significant focus will thus emerge on information

technology. iven the specific characteristics these illustrations and lessons will be

very relevant to businesses and industries that are now emerging or those that are

#ust starting9up.


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39 Course Media 3 Society$ The Economics0 Politics0 Ethics andTechnologies o Mass Commnications (EPEMTC)

Instructor Prof. Paran#oy uha Thakurta'Bisiting 3aculty(

Credits 0.%

Course Objective:

The ob#ective of the course would be to apprise students about the economic, political

and social impact of the mass media on society in general and =ndian society in

particular. The course would eplain the commercial as well as the aesthetic

considerations that influence the functioning of organiFations engaged in mass

communications. =t would historically review the way in which information and

communication technologies have impacted the mass media and how ethical issues

relating to the media have evolved over time. The course would look at the ways in

which the internet or the worldwide web have not merely become an important mass

medium in itself but the manner in which the new medium is eerting a profound

influence on eisting media by making these more personal and participative. The

course would also consider the market9oriented, commercial considerations that

impact the mass media which is often perceived to be in contradiction to the role of

the media in providing a public service.


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40 Course Management o Commercial Contracts$ Indian andInternational (MCCII)

Instructor Profs. : Sridhar ! S ;rishnamurthy'Bisiting 3aculty(

Credits 0.$%

Objectives, Methodology & Coverage

Affective management of +ommercial +ontracts is a daunting task reEuiring adeEuate

and practical knowledge, more so in the current contet of lobalisation ! A9

+ommerce. The advancements in =nformation Technology has been creating *border9

free trade regimes furthering the global competition.

To tackle the complications in trans9national trade ! contracts, a host of =nternational

=nstitutions ! +onventions such as 3=/=+, 2T-, =++, 56+=T":, 56+T/, 2+-,

2)D=M3, 56DA/=3+T, etc., have introduced several rules, regulations and models for

various types of +ommercial +ontracts. These are intended to bring about uniformity

in understanding of commercial contracts and international trade issues.

This course aims at familiarising the participants in all relevant aspects of applied law,

rules, procedures in Management of +ommercial +ontracts, through topic by topic

eposition, Self9=nstruction Aercises, +ase Studies D "ole9play and Juery+larifications.

41 Course Persasive Commnication (PC)Instructor Prof. MM Monippally

Credits 0.$%

Introduction

Oou will need high levels of persuasive skills and sophisticated persuasion strategies if

you want to get into leadership positions and to retain them. These days, even plainmanaging of bosses, colleagues, subordinates, and customers calls for heavy doses of

persuasion. Oou also need to guard against being persuaded too easily or fraudulently.

Oou may be intuitively persuasive and may have managed well so far. )ut if you want

to be a surer persuader in a wide range of contets, you need to look systematically at

the persuasion processes, try out strategies, reflect on them, and refine them. P+

attempts to provide you with the contet and tools for it.

Persuasive Communication will help you:

1. 5nderstand the process and features of persuasive communication


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@. /iscover your own persuasive style and potential

I.

Anhance your repertoire of persuasive communication techniEues?. "efine your oral presentations and public speaking

%. Make your written communication more persuasive

L. )ecome more resistant to undesirable persuasion

42 Course 2etailing Management (2M)Instructor Profs. Piyush Sinha! Srikant okhale

Credits 0.$%

Objective:

"etailing has long been the domain of sales and distribution. 4owever, it has mostly

been viewed as a process of determining an outlet from where products could be

dispensed. The scene began to change in the develop markets in early 10s when the

competitive plane shifted from consumers& minds to the store. /ue to increased

commoditisation of brands, customers started taking a large proportion of their

decision at the store itself. /espite a high T-M recall of brands, the purchase started

being made in favour of other brands. =n many cases these were private label brands.

The emergent changes in the formats reEuired to deliver values to the customers in

the new scenarios, especially on the price front, gave phenomenal power to the

retailers. 3rom being an agent to a principal 'manufacturers(, retailers emerged as

eEually, if not more, powerful business entity. The capabilities reEuired for managingthe business shifted from mere stocking to profitability and return on investments.

large number of manufacturers did not possess such skills and were forced to design

marketing strategies as suggested by the large retailers. This has now etended to

even the technologies and processes being followed by the manufacturers.

=ndia is witnessing a strange phenomenon. 2hile the emergence of the retail industry

happened in a linear fashion, here the industry has leap9frogged. 6ot only the country

is witnessing an amaFing economic growth rate, it is adopting the business practices,

formats and technology with an unprecedented speed. 2hat seems to have happened

in last fifty years in 5S and Aurope has happened in the last five years. This has thrownuniEue challenges to the retailing companies and the retailers. 2hile the organised&

sector is creating all the ecitements, the traditional formats are becoming eEually

competitive drawing a canvass that is decorate with multiple formats and different

success formula&.

This course is designed to understand the concepts and practices of the industry and

help the participants develop a framework for designing strategies and

implementation plans for sustainable competitive advantage.


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43 Course Spply Chain Management (SCM)Instructor Profs. Saral Mukher#ee! Sachin innovations 'von 4ippel, @010( that influence the

organisational choices. 4owever, open innovation movement begun by 4oney )ee

6etwork @? years ago has become a mainstream movement today. 2hich users are

involved in triggering which kind of innovations also depends upon the values

underlying the motivations of innovators or firms.


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=n this course, we will eplore and understand the relationship between individual,

institutional and societal creativity in coping with risks and uncertainties, overcomingvarious environmental challenges and designing the futures. The innovations need

not always diffuse. The incentives for developing innovations that diffuse widely may

not be very difficult to design. )ut incentives for developing innovations that enable

people in limited locations, specific situations with or without handicaps are more

difficult to design. The intrinsic motivations may sometime outweigh the etrinsic

motivations for innovations. =dentifying the right blend of both is a challenge that

leaders have to face.

The long Tail of =nnovations 'nderson, @00L(@ is an important characteristic of

innovation eco9system. 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 the

eistence of a few which diffuse widely worth looking forward to. The long nose of

innovation ')uton, @00R( on the other hand implies a long wait before a ma#or

breakthrough occur. Mouse of computer took thirty years to become popular after its

discovery in sities.

;nowledge 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 and

transform the contet. 2hy would such people share their knowledge with othersC

This knowledge could be tacit or eplicit, 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. =t is true, however, that not all innovative

ideas need to get institutionalised. Social 6etworking may be good for very many

purposes but it seldom helps in triggering creative ideas and getting traction for large9

scale missions '=ranian elections were an eception(.

;nowledge 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. )ut these networks need to continuously discover strangers whose skills

and perspective are needed but who are not in the network. They shouldn&t havestrong gate keepers who often behave like a thirdDsecond class railway compartment

inmate 'till one is outside, u wish to get in, but once you are in, you want to keep

others out(. The divergence of perspectives facilitates creation of knowledge

networks. Societal norms and culture facilitate the creation of these networks in

some situations and inhibit the same in other situations. =ndian society has

demonstrated different processes through which knowledge networks have emerged

at different points of time in history around specific technological and institutional


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challenges. =n the wake of globalisation, new ways of creating networks and managing

knowledge have to be discovered.

The relationship between natural, social, ethical and intellectual capital lays the

ground for entrepreneurship of different kinds to emerge. Social 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.

45Course

%entre Capital and Private E.ity (%CPE)Instructor Profs. Prem +hander! run /uggal

Credits 0.$%

Background:

The Benture +apital industry has been around in =ndia for almost over two decades. =n

the initial phase 'R0s( it was dominated by /evelopment 3inance =nstitutions which

saw the activity as a part of their role in the industrialisation of the country. 2ith the

opening up of the economy, in 1@, a number of B+ funds were set up by banks and

other finance companies. Towards the end of the last millennium Private AEuity funds

found =ndia an attractive destination for potential investment. "apid growth incompanies that had long been dormant, a growing culture of eEuity and rapid growth

in the economy all fuelled the growth of the Private AEuity sector. =T entrepreneurs

have broken open the ngel 3unding segment so that we can now offer a slew of

funding options from early stage ngel 3unding to late stage Private AEuity.

=n =ndia in the last year the private eEuity market has been affected by the slowing

down of the global economy. The global crises, credit restrictions and a breakdown of

the =nternational 3inancial system has affected deal flows. =n addition many

companies that epected to have disruptive growth have been faced with stagnation.

:ower valuations too have slowed deal flows as entrepreneurs shelve their growth

plans and await better times.

Course Objective:

The course is intended for students who will be working with some aspects of the

Private AEuity and Benture +apital space as > practitioners, entrepreneurs, bankers or

advisers. The course will focus on the private eEuity process and starts by eamining

how PA funds are raised and structured. =n the net segment the process of evaluating

investments, structuring transactions and monitoring investments are eamined. The

issues that firms seeking private eEuity face will be eamined. The net stage will be


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eamining the manner in which PA firms eit from their investments. =n the concluding

part we will look at the internal management challenges that PA firms eperience.

46 Course Potential to Perormance$ The ;orney o sel"a/areness(POP)

Instructor Prof. ;irti Sharda

Credits 1

Technical and analytical skills by themselves do not lead to eceptional performance in

organiFations. :eaders and managers need to continuously eplore their selves and

develop superior interpersonal skills to lead their organiFations in a more effective

manner. This course will help PPN students arrive at a greater understanding of their

behavioural styles at an individual and interpersonal level. Through the process of

eploring and eamining their assumptions in an in9depth manner, they will be able to

understand the cognitions and emotions that enable their performance and those that

restrain their personal growth and success.

The course is designed as a micro9lab and will be offered in the form of a ?9day

workshop. Aach lab will consist of a maimum of 1% participants and @ facilitators.

6umber of seats are thus sub#ect to number of labs that can be conducted in parallel.

+urrently, the course has been designed for @ labs, ? facilitators and I0 participants.

Learning Objectives:-

1. To become aware of oneself as a person and one&s impact on the world

@. To develop skills in interpersonal effectiveness

47 Course Financial 2is1 Management (F2M)Instructor Prof. opi Suvanam'Bisiting 3aculty(

Credits 0.$%

Principles of financial risk management for financial institutions ')anks, 3unds,=nsurance +ompanies( and corporate eposed to financial risks.

Learning Objectives of the Course:5nderstanding 9

1. Principles of risk management

@. "isk measurement methodologies

I. Tools of risk management an mitigation

?. 5se of derivatives for risk management

%. +ategories of risk > operational, market, credit and enterprise risks

L.

"egulatory 3rameworks for risk


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48 Course 2eal Estate Management (2EM)Instructor Profs. M S 6ageshwar "ao,"a#esh Pandit 'Bisiting 3aculty(

Credits 1

Motivation for the course:

In my experience, in the real-estate business, past success stories are generally not

applicable to new situations. We must continually reinvent ourselves, responding to

changing times with innovative new business models. Aira !ori, "hairman, !ori

#rust "o.,


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in difficulties in funding real estate pro#ects, high taes ! levies on real estate

transactions, pro#ect delays, slowing demand owing to high cost of real estateacEuisition and lack of professional managers, are the challenges business owners

have to reckon with in the short term.

=ronically, real estate business has not received serious academic attention, especially

in the =ndian contet. This could be due to several factors such as, the fact that till

date real estate has not been formally accorded the status of an industry, the murky

nature of transactions involved, perceived lack of transparency in the conduct of

business, compleities in land acEuisition, many unsavory practices in this sector 'such

as significant payments made thru unaccounted money, control by politicians and

mafia, etc.(, the fact that funding from formal sources is not available to this sector for

land acEuisition, etc.

iven the booming opportunities in this sector, the time has come for strong

academic focus on this very important sector. The primary purpose of this elective is

to enable participants to appreciate the huge opportunities in this industry, and

motivate them to take up challenging assignments in the industry. The course will give

participants significant domain knowledge of the industry, and provide them with

insights that will help their companies to leverage the unfolding opportunities

presented in this sector.

iven that many management professionals are increasingly acEuiring deep domain

epertise in specific verticals, this course will help participants to acEuire deep

knowledge about the real estate sector. There are huge opportunities opening up for

management graduates in this sector. This course will eEuip the participants to

capitaliFe on these opportunities. 3or other managers who may not be directly

working in this sector, deep knowledge of the real estate sector will be invaluable as

they move into higher management positions, since all industries have significant

linkages to the real estate sector. The uniEue combination of domain epertise and

academic rigor that the partnership of the two9course faculty brings to the course will

provide significant strength to deliver this very important course, "eal Astate

Management& for participants of various long9term programs.

2e additionally hope to be able to offer a variant of this course as a three9day

eecutive education program for practitioners from the industry. Such interaction will

also strengthen the content of the @09session course from long duration Management

programs.


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Course Objectives

1.

To enable participants to develop specialist knowledge in the domain of real estatemanagement. 2hile the concepts will be applicable in various geographies, the

focus of the course will be on the =ndian contet.

@. 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 high9

growth sector.

I. Anable participants to make informed decisions on behalf of their companies, in

the real estate sector, after taking into account the risks involved and the

opportunities that are available.

?.

Anable the institute to be a hub to attract real estate companies for placement.

49 Course *siness Trnarond and Organi9ational TransormationInstructor Prof. Sunil ;umar Maheshwari

Credits 0.$%

Course Objectives:

This course aims to develop capabilities for leading re#uvenation in organiFations in

distress. Students are epected to appreciate the ways to create value for themselves

and the shareholders in managing organiFations in distress. This course will alsoenable the students to make investment choices in organiFations that might get into

financial difficulty. To achieve this, the course will focus upon the following7

1. ction choice7 Students are epected to make their action choices in different

organiFational distress situations.

@. =ntegrated Perspective7 The course aims to develop an integrated perspective of

organiFational transformation.

I. The course would present different industry situations to enable the students to

appreciate their uniEue strategic business imperatives.

?. This course involves intense analysis and data based decision9making.


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