Master in Emotional Intelligence Human Relations 1 Syllabus Mumbai University by munotes
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Date: 12/5/2017 Signature:
Dr. Anil Karni. Director, Ga
Date: 11/5/2017 Signature:
Dr. Anil Karnik, I/C. Director, Garware Institute of Career Education & Development
Heading Particulars
1 Title of the
Course Master In Emotional Intelligence & Human Relations
2 Eligibility for Admission 1. Graduate in any faculty from any university
recognized by UGC in India
2. Admissions on the basis of Written Test &
Interview.
3 Passing
Marks 50% PASSING MARKS
4 Ordinances /
Regulations ( if any)
5 No. of Years / Semesters 2 YEARS / 4 SEMESTERS
6 Level GRADUATE
7 Pattern SEMESTER
8 Status NEW
9 To be implemented from
Academic Year From Academic Year 2017 -18 AC 11 /5/2017
Item No.
UNIVERSITY OF MUMBAI
Syllabus for Approval
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UNIVERSITY OF MUMBAI’S
GARWARE INSTITUTE OF CAREER EDUCATION & DEVELOPMENT
M. In Emotional Intelligence & Human Relations
Proposed syllabus
Credit Based Semester and Grading System with
effect from the Academic Year
(w.e.f. Academic Y ear 2017 -18)
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UNIVERSITY OF MUMBAI
GARWARE INSTITUTE OF CAREER EDUCATION & DEVELOPMENT
Ordinances, Regulations and Syllabus Relating to
M. In Emotional Intelligence & Human Relations
(TWO YEAR FULL- TIME COURSE)
Objectives and Learning Outcome
1. To be Emotionally Intelligent Human Beings enabling to manage & respond to self &
others' emotions & develop skills of Self Awareness, Self Management, Self Motivation,
Empathy & Social Relations.
2. To understand Human Psychology influencing Human Behaviour & to develop valuable
relations with other people, by understanding underlining principles of Human Relations.
3. To understand fundamentals of & get exposed to current industry prac tices in
Corporate & Business Strategy, Corporate & Business Communication, Marketing, Human Resources, Digital / Social Media & Branding & relate the with Emotional Intelligence, Behavioural Intelligence & Human Relations and apply those in their professional life.
4. To develop Professional, Entrepreneurship, Decision Making, Business,
Communication, Team Work, Consultancy Skills & People Skills enabling him / her to apply them in any corporate job or at his / her own business.
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SEMESTER - WISE SYLLABUS :
Master In Emotional Intelligence & Human Relations – Duration Two Years
Subject
Code Core Subject Assessment Pattern Teaching Hours SEMESTER - I Topics Internal
Marks
60 Externa
l Marks
40 Total
Marks
100 Theory
Hours Practical
Hours Total
Hours Total
Credits
1.1 FUNDAMENTALS OF
EMOTIONAL INTELLIGENCE 60 40 100 60 - 60 4
1.2 NEURO LINGUISTIC
PROCESSES & EMOTIONAL
INTELLIGENCE 60 40 100 60 - 60 4
1.3 EMOTIONAL
INTELLIGENCE:
MODELLING,
MEASUREMENT & FUTURE
APPLICATIONS 60 40 100 60 - 60 4
1.4 STRATEGIES TO IMPROVE
EMOTIONAL INTELLIGENCE 60 40 100 60 - 60 4
1.5 PRACTICAL/ FIELD WORK :
TECHNIQUES PRACTICAL 100 - 100 - 60 60 2
Total 500 240 60 300 18
SEMESTER - II 2.6 MARKETING
MANAGEMENT:
APPLICATION OF
EMOTIONAL
INTELLIGENCE 60 40 100 60 - 60 4
2.7 ORGANIZATIONAL
BEHAVIOURAL
INTELLIGENCE 60 40 100 60 - 60 4
2.8 BEHAVIOURAL
INTELLIGENCE & TEAM
WORK 60 40 100 60 - 60 4
2.9 INTERPERSONAL
COMMUNICATION &
CONVERSATIONAL
INTELLIGENCE 60 40 100 60 - 60 4
2.10 CORPORATE & BUSINESS
STRATEGY: SUCCESS
THROUGH EMOTIONALLY
INTELLIGENT LEADERSHIP 60 40 100 60 - 60 4
2.11 PRACTICAL/ FIELD WORK :
EMOTIONAL INTELLIGENCE
& BEHAVIORAL
INTELLIGENCE
ASSESSMENT PRACTICAL 100 - 100 15
weeks - 4
Total 600 300+
15
weeks 24
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Master In Emotional Intelligence & Human Relations – Duration Two Years
Subject
Code Core Subject Assessment Pattern Teaching Hours SEMESTER - III Topics Internal
Marks
60 Externa
l Marks
40 Total
Marks
100 Theory
Hours Practical
Hours Total
Hours Total
Credits
3.12 FUNDAMENTALS OF
HUMAN RELATIONS 60 40 100 60 - 60 4
3.13 STRATEGIES TO IMPROVE
HUMAN RELATIONS 60 40 100 60 - 60 4
3.14 PERSONALITY &
PSYCHOLOGY ASSESSMENT 60 40 100 60 - 60 4
3.15 STRATEGIC HUMAN
RESOURCE DEVELOPMENT 60 40 100 60 - 60 4
3.16 CORPORATE REPUTATION
& CORPORATE BRANDING 60 40 100 60 - 60 4
3.17 BRANDING YOURSELF @
DIGITAL MEDIA 60 40 100 60 - 60 4
3.18 COUNSULTATION
TECHNIQUES FOR COMMON
LIFE PROBLEMS 60 40 100 60 - 60 4
3.19 EMPLOYEE ENGAGEMENT 60 40 100 60 - 60 4
3.20 BALANCED SCORE CARD &
BUSINESS STRATEGY 60 40 100 60 60 4
3.21 STRATEGIC MARKETING:
APPLICATION OF NLP & EI 100 - 100 60 60 4
3.22 PRACTICAL/ FIELD WORK :
PRACTICAL IN
PERSONALITY,
INTELLIGENCE & APTITUDE
ASSESSMENT 100 100 15
weeks 4
3.23 PRACTICAL/ FIELD WORK :
PRACTICAL IN EMPLOYEE
ENGAGEMENT 100 100 15
weeks 4
3.24 PRACTICAL/ FIELD WORK :
PRACTICAL IN CORPORATE
& BUSINESS STRATEGY 100 100 15
weeks 4
3.25 PRACTICAL/ FIELD WORK :
PRACTICAL IN CORPORATE
COMMUNICATION &
BRANDING 100 100 15
weeks 4
Total 1400 600+
60
weeks 56
4.26 DECISION MAKING,
PROFESSIONALISM &
ETHICS 60 40 100 60 60 4 SEMEST E
R- IV 4.27 ENTREPRENEURSHIP,
BUSINESS ACUMEN &
BUSINESS PLANNING 60 40 100 60 - 60 4
4.28 CHILD & ADOLESCENT
CONSULTING 60 40 100 60 - 60 4
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4.29 SUCCESSION PLANNING &
MANAGEMENT 60 40 100 60 - 60 4
4.30 BUSINESS & CORPORATE
COMMUNICATION SKILLS 60 40 100 60 - 60 4
4.31 CONSUMER BEHAVIOURAL
INTELLIGENCE 60 40 100 60 - 60 4
4.32 GROUP CONSULTING
THEORIES & TECHNIQUES 60 40 100 60 60 4
4.33 ANTHROPOLOGY: GLOBAL
CULTURAL SENSITIVITY &
DIVERSITY 60 40 100 60 60 4
4.34 CORPORATE CULTURE 60 40 100 60 60 4
4.35 INNOVATION &
ENTREPRENEURSHIP 60 40 100 60 60 4
4.36 PROJECT WORK IN
EMOTIONAL
INTELLIGENCE, HUMAN
RELATIONS &
ORGANIZATION SUCCESS 60 40 100 60 10
4.37 PROJECT WORK IN
ORGANIZATIONAL
BEHAVIOURAL
INTELLIGENCE &
PROFITABILITY 60 40 100 60 10
4.38 SUCCESSFUL STRATEGY
EXECUTION 60 40 100 60 10
4.39 SUCCESS FACTORS IN
ENTREPRENEURSHIP 60 40 100 60 10
Total 1400 840 80
Final Total 3900 1980
+ 75
week 178
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SUBJECT -WISE SYLLABUS
SEMESTER - I
Total
Hours Sessio
n of
3 hrs
each
1.1 FUNDAMENTALS OF EMOTIONAL INTELLIGENCE
Unit 1. Introduction to Emotional Intelligence (EI)
1.1: What is EI, EQ & IQ
1.2: Historical Roots of Multiple Intelligences & EI
1.3: Power of Emotions
1.4: The Emotional Brain & Amigdala Hijack
1.5: Physiology of Emotions
1.6: Application of Physiology of Emotions
Unit 2. Building Blocks of Emotional Intelligence
2.1: Ability Based Model (Mayer & Salovey)
2.1.1: Perception
2.1.2: Employment
2.1.3: Comprehension
2.1.4: Management
2.2: T rait Model of Self -Efficacy (K.V. Petrides)
2.3: Mixed Model (Daniel Goleman)
2.3.1: Personal Competence (Self Awareness, Self Management
& Motivation)
2.3.2: Social Competence (Empathy & Social Skill s)
2.2.4: Empathy
2.4.1: Understanding Empathy
2.4.2: Importance of Empathy
2.5: Application of Self -Efficacy of EI.
Unit 3. Aspects & Impact of Fundamental Elements of Emotional
Intelligence
3.1: Seven Elements defined in Behavioral terms:
3.1.1: Self Awareness
3.1.2: Emotional Resilience
3.1.3: Motivation
3.1.4: Interpersonal Sensitivity
3.1.5: Influence
3.1.6: Intuitiveness
3.1.7: Conscientiousness
3.2: Five Elements defined in Compet ence terms:
3.2.1: Self Awareness
3.2.2: Self Management
3.2.3: Self Motivation
3.2.4: Empathy
3.2.5: Social Skills
3.3. Application of Impact of fundamental elements of EI in
our daily life
3.3.1: Everyday Behaviour
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4
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3.3.2: Education
3.3.3: Workplace
3.4: Case Study Discussion with Role Plays
Unit 4. Measuring Emotional Intelligence & Behavioural EQ
4.1: Initial Self -Assessment on EI Elements (Internal)
4.2: 360 degree Assessment Map
4.3: EI Behavioural Test (External)
4.4: Behavioural EQ
4.4.1: Measuring Behaviour EQ
4.4.2: DISC Test
4.4.3: Role Play on DISC Behaviour Identification
Reference Books:
Working with Emotional Intelligence: Bloomsbury Publication -Daniel
Goleman
(1998)
Games People Play: The Basic Handbook of TA: Eric Berne (1964)
The Language of Emotional Intelligence: The Five Essential Tools for
Building Powerful and Effective Relationships : Jeanne Segal (2008)
The Brain and Emotional Intelligence: N ew Insights :Daniel Goleman
HBR's 10 Must Reads on Emotional Intelligence (2015)
1.2 NEURO LINGUISTIC PROCESSES & EMOTIONAL
INTELLIGENCE
Unit 1. Introduction to & Fundamentals of Neuro Linguistic
Programming (NLP)
1.1: What is Neuro Linguistic Programming? (NLP)
1.2: NLP Communication Model
1.2.1: Internal & External World
1.2.2: Internal Representation (VAKOG)
1.2.3: Deletion, Distortion & Generalization
1.2.4: Filters
1.3: Three Principles of NLP
1.3.1: Cause & Effect
1.3.2: Perception is Projection
1.3.3: Responsibility for Value
1.4: The Presuppositions of NLP
1.5: The Basis of All NLP Patterns
1.6: Formation of Well Formed Outcomes (Goals) with reference to 'Wheel of Life' 1.7: Connecting with the People
1.7.1: Rapport
1.7.2: Sensory Acuity
1.7.3: Calibration
1.7.4: Matching & Mirroring
1.8: Emotional Intelligence & NLP
Unit 2. Model of the Thought Process World
2.1: Modal Operators
2.2: Meta Model
2.3: Meta
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4
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2.4: Values Hierarchy
2.5: Elicit Strategies
Unit 3. Loosening of the Thought Process Model with
Linguistics & Communication
3.1: Quantum Linguistics
3.2: Milton Model
3.3: Reframing
3.4: Meta Model III
3.5: Language Patterns
3.6: Emotional Intelligent Communication & NLP
Unit 4. Change Work & NLP Techniques
4.1: Anchoring
4.2: Circle of Excellence
4.3: Metaphors
4.4: Swish Pattern
4.5: Time Based Techniques
4.6: Linguistics Techniques
4.7: Values & Sub- modalities
4.7.1: Alignment with Well Formed Outcomes
4.8: Self -Hypnosis
4.9: Perceptual Positions (5 View Points)
4.10: Change in Strategies
4.10.1: Ecology
4.11: Parts Integration
4.12: Visualization & Future Pacing
Books for reference
Using Your Brain - for a Change: Real People Press - Richard Sandier
(1985)
Reframing - NLP & the Transformation of Meaning: eBook - Richard
Bandler & John Grinder (1982)
An Insider's Guide to Sub -Modalities: Meta Publications - Richard
Bandler & Will MacDonald (1988)
Introducing the Art & Science of Time Line Therapy Techniques:
Advanced Neuro Dynamics Inc. - Tad James (1992)
The Accelerated NLP Master Practitioner Certification Training Manual:
Advanced Neuro Dynamics Inc. - Tad James (July 2004, Newport
Beach)
Applications of NLP: Meta Publications Inc. - Robert Dilts (1983)
An Overview of NLP & Ericksonian Hypnosis: Attention Shifting -
Michael J. Emery (eBook)
Creating Irresistible Influence with NLP: eBook - Charles Faulkner
(2002)
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1.3 EMOTIONAL INTELLIGENCE: MODELLING,
MEASUREMENT & FUTURE APPLICATIONS
Unit 1. Theories Behind Measurement & Modelling of Emotions
1.1: Components of Emotion
1.1.1: Cognitive Component
1.1.2: Evaluative Component
1.1.3: Motivational Component
1.1.4: Feeling Component
1.2: Rationality, Regulation & Control of Emotion
1.3: The Biological Basis of Emotion
1.3.1: An Affective Neuro Scientific Model
1.4: Self Regulation Models of Emotion
1.5: Mathematical Modelling of Emotional Dynamic s
1.6: Controlling Emotion by Artificial Means
1.7: Effect of Emotion Modeling on Human Machine Interactions
Unit 2. Key Models for Emotion's Imaging, Modelling & Analysis
2.1: Brain Imaging and Psycho- pathological Studies on Self -
regulation of Emotion
2.2: Fuzzy Models for Facial Expression -Based Emotion
Recognition and Control
2.3: Electroencephalographic Signal Processing for Detection
and Prediction of Emotion
2.4: Multiple Emotions & their Chaotic Dynamics
Unit 3. Measurement of Emotional Intelligence
3.1: Task Based Scales
3.1.1: Levels of Emotional Awareness Scale (LEAS)
3.1.2: Emotional Creativity
3.1.3: Connecting Thoughts & Emotions
3.1.4: The Multi -factor Emotional Intelligence Scale (MEIS)
3.2: Self -Report Scales
3.2.1: Scales based on Salovey & Mayer
3.2.2: Scale developed by: Tett, Wang, Thomas, Griebler
& Martinez
3.2.3: Schutte EI Scale
3.2.4: Goleman EI Scale
3.2.5: Bar -On EQ -I & EQ - 360 degree: The Emotional Quotient
Inventory
3.2.6: Style In the Perception Of Affect Scale (SIPOAS)
3.2.7: Trait Meta -Mood Scale (TMMS)
3.3. Other Major EI Tests
3.3.1: MSCEIT: Mayer Salovey Caruso EI Test
3.3.2: ESCI: Emotional & Social Competency Inventory
3.3.3: SEI: Six Seconds EI Test
3.3.4: TEIQue: The Trait Emotional
Intelligence Questionnaire
3.3.5: GEC: The Group Emotional
Competence
3.3.6: WEIP: Work Group EI Profile
Unit 4. Applications & Future Directions of EI
4.1: Application for: Self -Development, Education, Relationship, 60 4
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Workplace & Leadership
4.2: Application of Human- Machine
Interactive Systems 4.3: EI in
Psychotherapy
4.4: Application in Video Photography & Movie Making
4.5: Application in Personality Matc hing during Matrimonial Counselling
4.6: Application in User Assistance Systems
4.7: Emotion Recognition from Voice Samples during
Forensic Studies 4.8: Personality Building of Artificial Creatures
Books For Reference:
Paper on: Convergent, Discriminant, and Incremental Validity of
Competing Measures of Emotional Intelligence: Personality & Social
Psychology Bulletin (DOI: 10.1177/0146167203254596 Pers Soc Psychol Bull 2003 29: 1147): Marc A. Brackett and John D. Mayer
(2003)
Paper on: Emotional Intellige nce: Implications for Personal, Social,
Academic & Workplace Success: Social & Personality Psychology
Compass 5/1 2011: Marc Brackett, Susan Rivers & Peter Salvoy (2011)
Technical manual for the Trait Emotional Intelligence Questionnaires
(TEIQue): London Psychometric Laboratory - Petrides, K. V. (2009)
Handbook of Intelligence: Cambridge University Press - Robert J.
Sternberg (2000)
Handbook of Intelligence: Evolutionary Theory, Historical Perspective &
Current Concepts: Springer - Sam Goldstein, Dana Princiotta & Jak
Naglieri (2015)
Article: The Cascading Impact of Culture: Group Emotional Competence
(GEC) as a Cultural Resource. In R. Emmerling, V. Shanwal, & M.
Mandal (eds.), Emotional Intelligence: Theoretical and Cultural
Perspectives. San Francis co: Nova Science Publishers - Koman, E.,
Wolff, S. B., & Howard, A. (2008)
Paper on: Emotional intelligence competencies in the team and team
leader: A multi level examination of the impact of emotional intelligence
on team performance.
Journal of Managem ent Development, 27(1), 55- 75 - Koman, E. S., &
Wolff, S. B.
(2008)
Article: The link between group emotional comeptence and group
effectiveness. In V. U. Druskat, F. Sala, & G. Mount (Eds.), Linking
emotional intelligence and performance at work: Current research
evidence with individuals and groups. Mahway, NJ: LEA - Wolff,
Druskat, Koman & Messer (2006)
1.4 STRATEGIES TO IMPROVE EMOTIONAL INTELLIGENCE
Unit 1: Strategies to Improve Sel f Awareness
1.1: Elements of Self Awareness 1.1.1: Emotional Awareness 1.1.2: 60 2
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Accurate Self -Assessment 1.1.3: Self Concept 1.1.4: Self Esteem
1.1.5.: Self -Confidence 1.2: Trigger Points 1.3: Journaling 1.4:
Feedback
1.5: Case Study Discussion with Role Play
Unit 2: Strategies to Improve Self Management
2.1: Elements of Self
Management 2.1.1:
Self-Control 2.1.2:
Trustworthiness
2.1.3:
Conscientiousness
2.1.4: Adaptability 2.1.5: Decision
Making 2.1.6: Action
Orientation 2.1.7:
Innovation
2.2: Self -Upgradation
& Goal Setting 2.3:
Meditation 2.4:
Feedback
2.5: Case Study Discussion with Role Play
Unit 3: Strategies to Improve Self Motivation
3.1: Elements of Self -Motivation
3.1.1: Purpose
3.1.2: Achievement drive
3.1.3: Commitment
3.1.4: Initiative
3.1.5: Optimism
3.2: Sources of Motivation 3.2.1: Internal Motives (Needs, Cognitions, Emotions)
3.2.2: External Events
3.2.3: Work Motivation (Extrinsic / Intrinsic)
3.2.4: Motivating the Generations (Matures, Baby Boomers,
Gen X, Gen Y, Millennials)
3.3: Theori es of
Motivation 3.4: Technique of Self -
Motivation 3.4.1: Creative Visualization 3.4.2: Affirmations
3.5: Case Study Discussion with Role Play
Unit 4: Strategies to Improve Social Skills
4.1: Elements of Social Skills
4.1.1: Influence
4.1.2: Communication
4.1.3: Conflict Management
4.1.4: Leadership
4.1.5: Change Catalyst
4.1.6: Building Bonds
4.1.7: Collaboration & Cooperation
4.1.8: Developing Team Capabilities
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4.1.9: Empathy
4.2: Social Connect
4.2.1: Remembering Names
4.2.2: Observation of Vital Clues
4.2.3: Body Language
4.2.4: Listen Actively
4.2.5: Their Point of View
4.2.6: The Law of Self -Image
4.3: Social Character Building
4.3.1: The Law of Authenticity
4.3.2: The Law of Energy & Positive Vibrations
4.3.3: Be Intentionally Present
4.3.4: Be Curious
4.3.5: Show that You Care
4.3.6: Keep Your Word
4.3.7: Gratitude
4.3.8: The Law of Patience
4.3.9: Celebrate / Have Fun
4.4: Social Intelligence
4.4.1: The Law of Perception & Context Understanding 4.4.2: Focus on Big Picture 4.4.3: The Law of
Similarity 4.4.4: The Law of Familiarity
4.4.5: Accept
4.4.6: Find the Good & Appreciate
4.4.7: Be in a Moment
4.4.8: Work Together / Collaborate
4.4.9: Resource Development & Utilisation
4.4.10: The Law of Giving
4.5: Case Study Discussion with Role Play
Books for Reference:
Awareness: Conversations with the Masters, Publisher : Image -
Anthony De Mello
(1990)
Limitless Mind : A Guide to Remote Viewing, Publisher : New World
Library - Russel
Targ (2004)
Games People Play - The Basic Handbook of Transactional Analysis :
Eric Berne M.D. (1964)
The Brain and Emotional Intelligence: New Insights
:Daniel Goleman HBR's 10 Must Reads on Emotional Intelligence (2015) HBR's 10 Must Reads on Managing Yourself (2011)
Tools of Titans, Publisher : Random Hous e, Timothy Ferriss (2016)
Self Discipline : Life Management, Kindle Edition, Daniel Johnson.
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What To Say When You Talk to Yourself, Publisher : Simon & Schuster,
Shad Helmstetter (1990)
Who Moved My Cheese, Publisher : RHUK, Spencer Johnson (1999)
As a Man Thinketh, Sterling Publishers, James Allen (2007)
Believe in Yourself, Publisher : Manjul Publishing, Dr. Joseph Murphy
(2014)
Motivation : Boost Your Motivation with Powerful Techniques & Be
Unstoppable, Kindle Edition, James Adler.
Motivation, Publi sher : AMACOM, Brian Tracy (2013)
Drive : The Surprising Truth About What Motivates Us, Publisher : RHC,
Daniel H.
Pink (2011)
Affirmations : How to Expand Your Personal Power & Take Back Control
of Your Life, Publisher : Hay House, Stuart Wilde (2004)
Human Relations in Business & Industry: Florida State College : Faye
Wisner & Jerry Wisner, 2011
Social Intelligence : A Practical Guide to Social Intelligence,
Publisher : CreateSpace, Jonny Bell (2014)
The Language of Emotional Intelligence: The Five E ssential Tools for
Building Powerful and Effective Relationships : Jeanne Segal (2008)
How to Win Friends & Influence People : Simon & Schuster : Dale
Carnegie (1964)
1.5 NEURO LINGUISTIC PROCESSES TECHNIQUES
PRACTICAL
UNIT 1: Defining Process for the Techniques: Students will be
divided into three groups. Each group has to choose min. 8 Techniques
from the list. Each group will have to discuss a defined process of Neuro
Linguistic Techniques & minute down their consensu s on understanding
each of the selected processes (2 credit).
UNIT 2: Practicing the Techniques: Each group to experiment with &
practice each of the techniques within their group & minute down the
results (2 credit).
UNIT 3: Presenting the Techniques: Each student will present at least
one of the techniques in the class with the help of the group member &
other groups will give their feedback (2 credit).
UNIT 4: Concluding on the Techniques & Report submission:
After
the presentation by each student & group feedback / discussion, class
will conclude on the most effective process & execution of each
technique. Then each student will submit his / her report on the
concluded process & effective execution of each technique. Report to be 60 2
Page 15
submitted in hard as well as soft copy (2 credit).
SEMESTER - II
2.6 MARKETING MANAGEMENT: APPLICATION OF
EMOTIONAL INTELLIGENCE:
Unit 1: Understanding Marketing
1.1: The
Scope of Marketing
1.1.1:
What Is
Marketing
? 1.1.2:
What Is
Marketed?
1.1.3: Who Markets?
1.2: Importance of Marketing
1.3: Core Marketing Concepts
1.3.1: Needs, Wants, and Demands
1.3.2: Target Markets, Positioning & Segmentation
1.3.3: Offerings and Brands
1.3.4: Value and Satisfaction
1.3.5: Marketing Channels
1.3.6: Supply Chain
1.3.7: Competiti on
1.3.8: Marketing Environment
1.4: Company Orientation toward the Marketplace
1.4.1: The Production Concept
1.4.2: The Product Concept
1.4.3: The Selling Concept
1.4.4: The Marketing Concept
1.4.5: The Holistic Marketing Concept
1.4.5.1: Internal Marketi ng
1.4.5.2: Integrated Marketing
1.4.5.3: Relationship Marketing
1.4.5.4: Performance Marketing
1.5: The New Marketing Realities
1.5.1: Major Societal Forces
1.5.2: New Company Capabilities
1.5.3: Marketing in Practice
1.5.4: Marketing in an Age of Turbulence
1.6: Marketing Right & Wrong
1.7: Case Study Discussion on application of Emotional Intelligence
Unit 2: Understanding Marketplace and Consumers
2.1: Marketing Intelligence
2.1.1: Marketing Intelligence System
2.1.2: Corporate Compliance & Competition Law
2.2: Analyzing Macro Environment
2.2.1: Economic
2.2.2: Socio -culture
2.2.3: Natural
2.2.4: Technological 60 4
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2.2.5: Political, Legal & Regulatory
2.2.6: Environment / Green Revolution / Carbon Footprint
2.3: Forecasting, Demand Analysis & Demand M anagement
2.4: Marketing Research System & Processes
2.5: Consumer Markets and Consumer Buyer Behaviour
2.6: Business Markets and Business Buyer Behaviour
2.7: Case Study Discussion on application of Emotional Intelligence
Unit 3: Designing a Customer- Driven Strategy and Mix
3.1:
Marketi
ng Mix
4 P's 3.1.1:
Produc
t 3.1.2:
Place
3.1.3: Promot
ion
3.1.4: Price
3.2: Modern Marketing Management 4 P's
3.2.1: People
3.2.2: Processes
3.2.3: Programs
3.2.4: Performance
3.3: Connecting with Customers
3.3.1: Shapin g the Market Offerings
3.3.1.1: Product Strategy
3.3.1.2: Designing & Managing Services
3.3.2: Building Strong Brands
3.3.2.1: Brand Equity
3.3.2.2: Brand Positioning
3.4: Managing Mass Communication
3.4.1: Advertising
3.4.2: Promotion
3.4.3: Events
3.4.4: Public Relations
3.5: Marketing Value & Long Term Relationship
3.5.1: Delivering Value, Marketing Channels
3.5.2: Communicating Value
3.5.3: Customer Perceived Value & Lifetime Value
3.5.4: Total Customer Satisfaction
3.5.5: Creating Successful Long -Term Growth
3.5.6: Creating long term Loyalty & Relationships
3.5.7: Customer Relationship Management
3.6: New Product Development and Product Life- Cycle Strategies
3.6.1: Challenges in New Product Development
3.6.2: Market Testing
3.6.3: Customer Adoption Proc ess
3.6.4: Marketing Strategies for each stage of
Product Life Cycle 3.7: Personal Selling and
Sales Promotion
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3.8: Direct and Online Marketing: Building Direct Customer
Relationships
1.7: Case Study Discussion on Customer Relationship Management & Emotion al
Intelligence
Unit 4: Sustainable Marketing Strategies
4.1: Competitive
Dynamics &
Strategies 4.1.1:
Market Challenger
Strategies 4.1.2:
Market Follower Strategies 4.1.3:
Market Nicher
Strategies 4.2:
Creating Competitive
Advantage 4.3: The Global Marketplace
4.4: Sustainable Marketing: Social Responsibility and Ethics
List for Reference:
Strategic Marketing: Planning & Control: 3
rd Ed., Elsevier BH - Graeme
Drummond, John Enser & Ruth Ashford (2001)
Defending The Brand: AMACOM - Brian H. Murray (2004)
Consumer Behavior: Building Marketing Strategy: 11th Ed., McGraw Hill
Irwin - Del. I. Hawkins & David L. Mothersbaugh (2010)
Drucker on Marketing: McGraw Hill - William A. Cohen (2012)
Copycat Marketing 101: Pentagon Press - Burke Hedges (2010)
All Marketers Tell Stories: Penguin USA - Seth Godin (2012)
2.7 ORGANIZATIONAL BEHAVIOURAL INTELLIGENCE:
Unit 1. The Organizational Context
1.1: Explaining
organizational Behaviour
1.2: Organization Behaviour & Management
1.2.1: View Point of 21
st
Century 1.3: Environment
& Technology 1.4: Culture
1.5: Role of Emotional Intelligence & Behavioural
Intelligence 1.5.1: Case Study Discussion
Unit 2. Individuals in the Organization
2.1: Personality & Learning
2.2: Perception, Attribution
& Diversity 2.3: Values,
Attributes & Work
Behaviour 2.4: Theories of 60 4
Page 18
Work Motivation
2.5: Role of Emotional Intelligence on Personality
& Motivation 1.5.1: Case Study Discussion
Unit 3. Groups and Teams in the Organization
3.1: Group formation
& Group structure 3.2: Individuals in
Groups 3.3: Trust & Conflict Management
3.4: Working in
Teams
3.5: Role of Emotional Intelligence in
Working in Teams 3.5.1: Case Study
Discussion
Part 4 Organization Structure & Management Processes
4.1: Organization Structures
4.1.1: Matr ix Organization Structure - A New Reality
4.2: Organization Change, Development & Innovation
4.2.1: Organizational Change & Culture
4.3: Leadership & Communication
4.4: Decision- making
4.5: Power, Politics & Ethics
4.6: Role of Emotional Intelligence in Wo rking in Matrix &
Leadership Style 4.6.1: Case Study Discussion
Books for Reference
Handbook of Industrial and Organizational Psychology: Vol. 1:
Personnel Psychology, Sage Publications, New Delhi - Anderson, N,
Ones, D.S, Sinangil, H.K and Viswesvarana, C (2005).
Handbook of Industrial and Organizational Psychology: Vol. 2:
Organizational Psychology, Sage Publications, New Delhi - Anderson,
N, Ones, D.S, Sinangil, H.K and Viswesvarana, C (2005)
Handbook of Organizational Culture and Climate: Sage Publi cations,
New Delhi -Ashkanasy, Wilderom and Peterson (2000)
Introduction to Organisational Behaviour: Jaico Publishing House,
Mumbai - Butler, M and Rose, E (2011)
Managing and Organizations: An Introduction to Theory and Practice:
Sage Publications, New Delhi - Clegg, S., Korberger, M and Pitsis, T
(2012)
Organizational Health and Wellbeing: Vol 1, 2, 3: Sage Publications,
New Delhi -
Cooper, C.L (2011)
Behaviour in Organizations: 9
th Ed., Prentice Hall India, New Delhi -
Greenberg, J and Baron, R.A (2009)
Page 19
Interpersonal Skills in Organizations: 3rd Ed., Tata - McGraw Hill, New
Delhi - Janasz, S.C. de., Dowd, K.O and Schneider, B.Z (2012)
Organizational Behaviour: 5th Ed., Tata McGraw Hill, New Delhi -
McShane, S.L, Glinow, MAV and Sharma, R.R (2011)
Human Relations: Strategies for Success: 4
th Ed., Tata McGraw Hill
Education, New Delhi - Lamberton, L.H and Minor, L (2012)
Work in the 21st Century: An Introduction to Industrial and
Organizational Psychology: McGraw Hill, New York - Landy,
F.J and Cont e, J. M (2004)
Ethics and Spirituality at Work: Quorum Books London - Pauchant, T. C
(2002)
Organizational Behaviour: 13
th Ed., Pearson Prentice Hall, New Delhi -
Robbins, S.P., Judge, T.A., and Sanghi, S (2009)
Behavior in Organizations. An Experiential Approach:9th Ed., McGraw -
Hill Irwin -Shani, A.B., Chandler, D,. Coget, H.F and Law, J.B (2009)
Culture and Organizational Behaviour: Sage Publications, New Delhi -
Sinha, J.B.P
(2008)
2.8 BEHAVIOURAL INTELLIGENCE & TEAM WORK:
Unit 1: DiSC
1.1: What is DiSC ?
1.2: Background of DiSC model of Human Behavior
1.3: Major Behavior Styles
1.3.1: Dominance
1.3.2: Influence
1.3.3: Steadiness
1.3.4: Conscientiousness
1.4: Key features of each style 1.5: Case Studies, Study of Videos & Group Discussion on identification
of each major behaviour style
Unit 2: Behavioral EQ
2.1: What is Behavioral EQ?
2.2: How behavioral EQ complements DiSC?
2.3: Your Behavior / Personality Type
2.4: How to recognize other's Behavior / Personality Type?
2.5: How to effectively deal with / adapt to other's style?
2.6: Role Plays for dealing with / adapt to others different behaviour
style
Unit 3: Participating in & Improving Team Work
3.1: Cross Function
Team Working 3.2:
How to Develop
Trust in Team? 60 4
Page 20
3.2.1: Out -bond Activity Game for Trust Building
3.3: Open Dialogue & Constructive Conflict Management
3.4: Alignment & Commitment to Common Goal
3.5: Accountability: Individual & Team
3.6: Team Work Project (Class to be divided in 4 Teams), Execution &
Analysis 3.6: Result & Recognition
3.6.1: Winner Team & Appreciation Awards for other Team for any
particular aspect
3.7: Celebration
3.7.1: Team -wise Celebration
Unit 4: Leading Teams
4.1: Cross Functional
Team Building 4.1.1:
Case Study
Discussion 4.2:
Diversity
4.2.1: Case Study Discussion
4.3: Engagement & Clarity of Roles and Responsibilities
4.3.1: Case Study Discussion
4.4: Project Management & Monitoring
4.4.1: Case Study Discussion
4.5: Developing Leaders within the Team
4.5.1: Case Study Discussion & Quarterly Team Leader concept in
the Class 4.6: Application of Emotional Intelligence & Behavioral
Intelligence 4.6.1: Case Study Discussion & Group Discussion on
Videos & Films
List for Reference:
On Becoming a Leader: Basic Books - Warren
Bennis (2009) The Respectful Leader: Wiley -
Gregg Ward (2016)
2.9 INTERPERSONAL COMMUNICATION &
CONVERSATIONAL INTELLIGENCE:
Unit 1: Fundamentals of Interpersonal Communication
1.1: Defining Interpersonal Communication
1.1.1: What is Conversational Intelligence?
1.2: A Communication Continuum
1.3: Communication in Everyday Life—
1.3.1: Workplace: Diagnosis: Cultural Miscommunication
1.3.2: Communication in Everyday Life— Insight: Poor Interpersonal
Communication
as the Number One Cause of Divorce
1.4: Features of I nterpersonal Communication
1.5: Models of Interpersonal Communication
1.5.1: Linear Models
1.5.2: Interactive Models
1.5.3: Transactional Models
1.6: The Interpersonal Imperative
1.6.1: Physical Needs 60 4
Page 21
1.6.2: Safety Needs
1.6.3: Belonging Needs
1.6.3.1: Com munication in Everyday Life: Social Media: Networking on
the Job 1.6.4: Self -Esteem Needs
1.6.4.1: Communication in Everyday Life—Diversity: Missing
Socialization
1.6.5: Self -Actualization Needs
1.6.5.1: Participating Effectively in a Diverse Society
1.6.5 .2: Communication in Everyday Life—Diversity:
Communicating in a Multicultural World
1.7: Case Study Discussions, Role Plays & Analysis of Videos as a
Group Work, especially focusing on Emotional Intelligence &
Behavioural Intelligence application.
Unit 2: Principles & Guidelines for Interpersonal Communication
2.1: Principle 1: We Cannot Not Communicate
2.2: Principle 2: Interpersonal Communication Is Irreversible
2.3: Principle 3: Interpersonal Communication Involves Ethical Choices
2.4: Principle 4: People Construct Meanings in Interpersonal Communication
2.5: Principle 5: Meta- communication Affects Meanings
2.6: Principle 6: Interpersonal Communication Develops and Sustains
Relationships 2.7: Principle 7: Interpersonal Communication Is Not a
Panacea 2.8: Principle 8: Interpersonal Communication Effectiveness
Can Be Learned 2.8.1: Social Media in Everyday Life
2.9: Guidelines for Interpersonal Communication Competence
2.9.1: Develop a Range of Skills
2.9.2: Adapt Communication Appropriately
2.9.3: Engage i n Dual Perspective
2.9.4: Monitor Your Communication
2.9.5: Commit to Ethical Communication 2.9.6: Case Study Discussions, Role Plays & Analysis of Videos as a Group Work.
Unit 3: Perception & Communication
3.1: The Process of
Human Perception 3.1.1: Selection
3.1.1.1: Communication in Everyday Life—Social Media: Inattention
Blindness 3.1.2: Organization
3.1.2.1: Communication in Everyday Life—Diversity: Which Line is
Longer? 3.1.2.2: Communication in Everyday Life— Workplace: Racial
Stereotypes in the Workplace
3.1.2.3: Communication in Everyday Life—Diversity: "I Can't Understand the Teacher's Accent." 3.1.3: Interpretation
Communication in Everyday Life—Insight: Thinking Your Way to a Good Relationship
3.2: Influences on Perception
3.2.1: Physiology
3.2.2: Expectations
3.2.3: Age
3.2.4: Culture
3.2.5: Cognitive Abilities
3.2.6: Self
3.3: Social Media and Perception
Page 22
3.4: Guidelines for Improving Perception and Communication
3.4.1: Recognize That All Perceptions Are Partial and Subjective
3.4.2: Avoid M ind Reading
3.4.3: Check Perceptions with Others
3.4.4: Distinguish between Facts and Inferences
3.4.5: Guard against the Self -Serving Bias
3.4.6: Guard against the Fundamental
Attribution Error 3.4.7: Monitor Labels
3.4.7.1: Communication in Everyday Life—Insight: The Truth, the Whole
Truth, and Nothing but the Truth
3.5: Case Study Discussions, Role Plays & Analysis of Videos as a
Group Work.
Unit 4: Nonverbal Communication, Mindful Listening &
Conversational Intelligence
4.1: Defining Nonverbal
Comm unication 4.2:
Principles of Nonverbal
Communication
4.2.1: Communication in Everyday Life - Workplace - Cultural
Differences in Workplace Nonverbal Communication
4.3: Types of Nonverbal Communication
4.3.1: Social Media & Nonverbal communication
4.4: Guidelines for Improving Nonverbal Communication
4.4.1: Communication in Everyday Life - Diversity - Policing a
Multicultural Society 4.5: The Listening Process
4.5.1: Communication in Everyday Life - Workplace - Good Listening -
Career Advancement
4.5.2: Comm unication in Everyday Life - Social Media - The Illusion of
Competence 4.6: Obstacles to Mindful Listening
4.6.1: Communication in Everyday Life - Social Media - Technological
Overload
4.7: Forms of Non- listening
4.8: Guidelines for Effective Listening
4.9: How to be Conversationally Intelligent?
4.10: Case Study Discussions, Role Plays & Analysis of Videos & Films
(like, 12 Angry Men) as a Group Work.
List for Reference:
Interpersonal Communication: The Whole Story: McGraw Hill - Kory
Floyd (2009)
Essentials of Business Communication: 9
th Ed., South Western
Cengage Learning -Mary Ellen Guffey & Dana Loewy (2013)
2.10 CORPORATE & BUSINESS STRATEGY: SUCCESS
THROUGH EMOTIONALLY INTELLIGENT
LEADERSHIP:
Unit 1. Fundamentals of Strategy
1.1: What is strategy?
1.1.1: The characteristics of strategic decisions
1.1.2: Levels of strategy
1.1.3: The vocabulary of strategy 60 4
Page 23
1.2: Strategic management
1.2.1: The Strategic position
1.2.2: Strategic choices
1.2.3: Strategy in action
1.3: The Macro- Environment : The PESTEL framework
1.4: The Strategic Position & Industry Structure
1.4.1: Competitive forces - Porter's Five Forces Framework
1.4.2: The dynamics of industry structure
1.4.3: Competitors and Market
1.4.3.1: Strategic groups
1.4.3.2: Market segments
1.4.3.3: Identifying the strategic customer
1.4.3.4: Understanding what customers value - critical
success factors 1.4.3.5: Opportunities and threats
Unit 2. Business- Level Strategy
2.1: Introduction
2.2: Identifying strategic business units 2.3:
Bases of competitive advantage
2.3.1: Porters Generic Competitive Strategies 2.3.1: Cost / Price -based strategies
2.3.2: Differentiation strategies
2.3.3: Focused strategy
2.3.4: The hybrid
2.4: Sustaining competitive
advantage
2.5: Competition and collaboration
2.6: Game theory
2.6.1: The 'prisoner's dilemma': the problem of cooperation
2.6.2: Sequential games
2.6.3: Changing the rules of the game
2.7: Emotional Intelligence & Business Strategy
Unit 3. Corporate -Level Strategy
3.1: Introduction
3.2: Strategic directions
3.2.1: Market penetration
3.2.2: Consolidation
3.2.3: Product development
3.2.4: Market development
3.2.5: Diversification
3.3: Value creation
3.4: Portfolio matrices
3.4.1: The growth/share (or BCG) matrix
3.4.2: The directional policy (or GE -McKinsey) matrix
3.5: Emotional Intelligence & Corporate Strategy
Unit 4. Managing Strategic Change
4.1: Introduction
4.2: Diagnosing the change situation
4.2.1: Types of strategic change
4.2.2: The importance of context
4.2.3: Diagnosing the cultural context
4.2.4: Forcefield analysis
Page 24
4.3: Change management: styles and roles
4.3.1: Roles in managing change
4.3.2: Styles of managing change
4.4: Levers for managing strategic change
4.4.1: Challenging the taken for granted
4.4.2: Changing operational proc esses and routines
4.4.3: Symbolic processes
4.4.4: Power and political processes
4.4.5: Change tactics
4.5: Managing strategic change programmes
4.6: Emotionally Intelligent Leadership: for Successful Management of
Strategic Change
Reference
Strategic Thinking: 3rd Ed., KoganPage - Simon Wootton & Terry Horne
(2010) Strategy: Introduction to Game Theory: 3rd Ed., WW Norton & Co
- Joel Watson
(2013)
Good Strategy Bad Strategy: The difference & why it matters: Profile
Books -Richard P. Rumelt (2011)
Gam es of Strategy: 4th Ed., WW Norton & Co - Dixit, Skeath & Reiley
(2015)
Executing Your Strategy: How to break it down & get it done: Harward
Business School Press - Mark Morgan, Raymond E. Levitt, William
Malek (2007)
Competitive Advantage: Creating & Sustaining Superior Performance:
The Free Press - Michael E. Porter (1985)
2.11 Practical / Field Work Component Core Course: 8
credits. 15 weeks EMOTIONAL INTELLIGENCE &
BEHAVIORAL INTELLIGENCE ASSESSMENT
PRACTICAL:
UNIT 1: Defining Process for the Tests: Students will be divided into
three groups. Each group has to choose min. 6 Tests from the list. Each
group will have to discuss a defined process of design & conduction of
the Test & parameter to be covered along wi th it's relevance & minute
down their consensus on understanding each of the selected parameter
& process for each selected test (2 credit).
UNIT 2: Practicing the Assessment Tests: Each group to experiment
with & practice each of the selected Tests within their group & minute
down the results (2 credit).
UNIT 3: Presenting the Tests: Each student will present at least one of 4
Page 25
the tests in the class with the help of the group member & other groups
will give their feedback
(2 credit).
UNIT 4: Concludi ng on the Tests Design & Process & Report
Submission: After the presentation by each student & group feedback /
discussion, class will conclude on the most effective design, process &
execution of each of the tests. Then each student will submit his / her report on the concluded design, process & effective execution of each
tests. Report to be submitted in hard as well as soft copy (2 credit).
SEMESTER -III
3.12 FUNDAMENTALS OF HUMAN RELATIONS:
Unit 1: Human Relations & Brief History
1.1: What is Human Relations
1.2: Human Relations Timeline / Brief History of Human Relations
1.2.1: The Early Years & Industrial Revolution - Early to Mid 1800s
1.2.2: Bureaucracy, Scientific Management & World War I - Early 1900s
1.2.3: Labor Unions Gaining Power & end of World War II - Before Mid
1900s (Birth
of Human Relations)
1.2.4: Human Relations Philosophy, Theories & Management - After
Mid 1900s
(Maslow, Theory X & Y, TQM)
1.2.5: Group Dynamics - Early 2000s
1.2.6: Emotional Intelligence, Social Media - Curre nt
1.3: The Importance of Human Relations Skills
1.3.1: Human Fundamental Rights
1.3.2: Emphasis on People as Human Resources
1.3.3: Renewed Emphasis on Working in Groups
1.3.4: Increasing Diversity
at Work Place 1.3.5: The
Global Marketplace
1.4: Case Stu dy Discussion on Human Relations Skills Topics
1.5: Study of Videos & Films on Human Relations followed by Group
Discussion
Unit 2: Human Relations & You
2.1: Human Relations & You
2.1.1: You, the Employee
2.1.2: You, the Manager / Leader
2.1.3: You, the Entrepreneur
2.1.4: You, the Family Person
2.1.5: You, the Social Human Being
2.1.6: You, the Global Citizen
2.2: What Human Relations is Not
2.2.1: Not to use understanding for manipulation
2.2.2: Not a cure -all
2.2.3: Not a quick -fix for deep
personal pr oblems 2.2.4: Not
just a common sense 2.3: Self
Esteem
2.4: Self Awareness & Self Disclosure 60 4
Page 26
2.4.1: Activity in the Class regarding Self Awareness & Self
Disclosure 2.5: Johari Window
2.5.1: Group Activity in Class on
Johari Window
Unit 3: Human Relations &
Communication
3.1: Basics of Communication Medium & It's Impact on
Human Relations 3.1.1: Verbal, 3.1.2: Non- Verbal, 3.1.3:
Written,
3.1.4: Individual (One to One) Communication,
3.1.5: Mass (One to Many) Communication
3.2: Inter -Personal Relations
3.2.1: Formal,
3.2.1: informal
3.3: Transactional Analysis
3.3.1: Case Study Group Discussions & Role Plays on Transactional
Analysis
Unit 4: Human Relations & Group Dynamics
4.1: Group Dynamics
4.1.1: Case Study Discussion on Group Dynamics 4.2: Conflict
Management
4.2.1: Case Study Discussion on
Conflict Management 4.3:
Commitment
4.3.1: Case Study Discussion on Commitment 4.4: Accountability
4.4.1: Case Study Discussion on Accountability
4.5: Trust
4.5.1: Case Study Discussion on Trust
List for Reference :
I'm Ok, You're Ok: Arrow - Thomas A. Harris (1995)
The Five Disfunctions of a Team: Jossey Bass / Wiley - Patrick Lencioni
(2002) Evaluation:
3.13 STRATEGIES TO IMPROVE HUMAN RELATIONS:
Unit 1: Fundamentals of Improving Human Relations
1.1: Investment of Quality Time in Knowing
Others Personally 1.2: Open Communication & Active Listening 1.3: Values, Beliefs & Perceptions 1.4: Mutual Respect
1.5: Trust
1.6: Mindfulness
1.7: Welcoming Diversity & Difference
1.8: Case Study Discussions, Group Discussions & Group wise 60 4
Page 27
Presentation on Fundamentals of Improving Human Relations
Unit 2: Improving Human Relations through Conversation Skills
2.1: What effective communication is and how to
develop this skill? 2.2: Non verbal signals 2.3: Crucial
Conversations
2.3.1: What is Crucial Conversation & How
to Master it? 2.3.2: How to stay focused on what you really want? 2.3.3: Make it Safe
2.3.4: Master My Stories
2.3.4.1: Case Study Discussion & Role Plays on 'Master My Stories'
Unit 3: Improving Human Relations through Key Inter -Personal &
Group Skills
3.1: Influencing Skills
3.1.1: Case Study Discussion & Role Plays
3.2: Negotiation Skills
3.2.1: Case Study Discussion & Role Plays
3.3: Presentation Skills
3.3.1: Case Study Discussion & Role Plays
3.4: Public Speaking Skills
3.4.1: Formation of Groups, Group -wise Speech Topics & Practice of
Public Speaking by Students while offering them inputs after each session
Unit 4: Human Relations & Leadership
4.1: Knowing People: Pers onal Touch
4.2: Motivational Forces / Inspiration Driving Employee
Performance 4.3: Self -Disclosure, Earning Employee
Trust & Lead by Example 4.4: Clearly Communicating: Vision, Strategy & Priorities 4.5: Leader as a Servant
4.6: Emotional Balance: Balance of Task &
People Orientation 4.7: Development of Leaders
& Careers of Employees 4.8: Mentoring & Coaching
4.9: Case Study Discussions on Effective Leadership with Human
Relations Skills & study of Video & Films on Human Relations oriented
Leadership
List for Reference:
Interpersonal Communication: Everyday Encounters: 8th Ed., Cengage
Learning -
Judith T. Wood (2016)
A Servant Leader: How to Build a Creative Team, Develop Great Morale
& Improve Bottom -line Performance: Crown Business - James A. Autry
(2004)
Servant Leadership: Answer Literatures - Oluwagbemiga Olowosoyo
(2014)
I'm Ok, You're Ok: Arrow - Thomas A. Harris (1995)
3.14 PERSONALITY & PSYCHOLOGY ASSESSMENT:
Unit 1. An Overview of Psychological Testing & Assessment
1.1: Psychological Testing and 60 4
Page 28
Assessment Defined 1.1.1: Concept
of Personality & Behaviour 1.1.2:
Testing in Contrast to Assessment
.2: Tools of
Psychological
Assessment 1.2.1:
The Test 1.2.2: The
Interview
1.2.3: The Portfolio
1.2.4: Case
History Data
1.2.5:
Behavioural Observation
1.2.6: Role
Play Tests
1.2.7:
Computers as Tools 1.2.8:
Other Tools
1.3: How are Assessments Conducted?
1.4: Historical, Cultural, and Legal/Ethical Considerations
Unit 2. The Science of Psychological Measurement
2.1: A Statistics
Refresher
2.1.1: Scales of
Measurement
2.2: Of Tests and Testing
2.3: Reliability
2.4: Validity 2.5: Utility
2.6: Test Development
Unit 3. The Assessment of Intelligence, Aptitude & Personality
3.1: Intelligence and Its Measurement
3.2: Tests of Intelligence
3.3: Preschool and Educational Assessment
3.4: Assessment of Aptitude
3.5: Personality Assessment: An Overview
3.6: Personality Assessment Methods
3.7: Assessment of Interests
Unit 4. Testing and Assessment in Practice
4.1: Clinical and Counselling Assessment
4.2: Neuropsychological Assessment
4.3: Psychological interpretation and report writing
4.4: Assessment, Careers, and Business
List for reference
Encylopedia of Psychological Assessment: 1
st Ed, Vol. 1 & 2: New
Delhi: Sage Publicati ons - Fernandez -Ballestros, R. (2003)
Career development interventions in the 21st century: 3rd Ed., Upper
Saddle River, NJ: Pearson Education - Niles, S. & Harris -Bowlsbey, J.
(2009)
Page 29
Counselling in Schools: New Delhi: Sage Publications Ltd - Bor, R., Jo
Bbner -Landy, Gilli, S., & Brace, C. (2002).
Counselling Adolescents: New Delhi: Sage Publications - Geldard, K., &
Geldard, D
.(2004)
Learning about learning disabilities: 4th Ed., Elsevier Academic press -
Wong, B., & Butler,D.L. (2012)
Attention Defi cit Hyperactivity Disorder Research Developments.
Hauppauge, NY:Nova Science Publishers, Inc. - Larimer , M.P. (2005)
Dyslexia and Other Learning Difficulties: The Facts. Oxford, UK: Oxford
University Press - Selikowitz, M. (1998)
Attention Deficit Hyperactivity Disorder. Bloomsbury Academic -
O'Regan, J.F (2005)
3.15 STRATEGIC HUMAN RESOURCE DEVELOPMENT:
Unit 1. The Role of Learning, Training & Development in
Organizations
1.1: Defining the terms: Training, Education, Learning, Development ,
Coaching &
Human Resource Development
1.2: The Human Resources Compass
1.3: HRD Roles
1.3.1: Fostering
Ethical Culture
1.3.2:
Socializing
Employees
1.4: Today's Challenges in Training, Learning
and Development 1.4.1: Case Study Discussion
1.5: Intellectual Capital
Unit 2. Strategy & Human Resource Development
2.1: The Case for HRD
2.2: HRD Strategy
2.3: The Problem with
Strategy: Pitfalls 2.4:
Strategic Analysis & Planning for HRD 2.5: The Balanced Scorecard
Unit 3. Learning Organization, Learning & Developm ent: Need
Identification & Planning
3.1: Definition & Characteristics of Learning Organization
3.2: The Knowledge Management Process
3.3: Identification of Learning, Training & Development Need
3.4: The Planning & Designing of Learning, Training & Developm ent
3.4.1: Fundamentals of Adult Learning
3.4.2: The Adult Learner: Theory to Practice
3.5: Workplace Diversity & Training
3.6: Multilingual & Multi -culture HRD
Unit 4. Delivering Learning, Training & Development
4.1: External & Internal Trainers 60 4
Page 30
4.1.1: Exploring Internal Resource Capabilities within
an Organization 4.2: E -Learning
4.3: The design of effective group based Training & Development
Methods
4.4: Problem based Training
4.5: Management Training & Development
4.5.1: Problems, Paradoxes & Perspect ives in Management Training &
Development 4.5.1: Executive Coaching
4.6: Assessment & Evaluation of Learning, Training &
Development 4.7: Marketing Human Resource Development
List for reference
The Brave New World of Ehr: Human Resource Management in the
Digital Age: Jossey -Bass Wiley - Gueutal & Stone (2005)
Corporate Planning & Strategic Human Resource Management: Nirali
Prakashan -
Ms. Radha Raj (2007)
The Future of Human Resource Management: John Wiley & Sons -
Losey, Meisinger & Ulrich (2005)
3.16 CORPORATE REPUTATION & CORPORATE
BRANDING:
Unit 1. Corporate Reputation
1.1: The Rise of Corporate Reputation
1.1.1: Definitions of Reputation
1.1.2: Why does Reputation matter?
1.1.3: Levels of Reputation - average or aggregate?
1.1.4: The Strategic use of Reputation
1.1.4.1: Case Study of Patanjali
1.1.5: Corporate Reputation as 'Gestalt'
1.2: The Scope of Corporate Reputation
1.2.1: Connecting Employees with the company
1.2.2: The Building blocks of Corporate Reputation
1.2.3: Influences on Corporate Reputation
1.3: What is the Price & Value of Corporate Reputation?
1.3.1: The Reputational Audit
1.3.2: The Financial Value of Reputation
1.3.2: Case Study of Google
1.4: The broad Indicators of Corporate Reputation
1.5: The Development of Meas ures of Corporate Reputation
1.5.1: Specific Tools of Reputation Measurement
1.5.2: Measuring tangible and intangible facets of Corporate Reputation
1.5.3: Harris -Fombrun Reputation Quotient
1.5.4: The Corporate Character Scale
Unit 2. The significance of Corporate Culture
2.1: Introduction
2.2: Who is responsible for corporate reputation?
2.2.1: Is reputation management embedded in the culture of the
organisation?
2.3: What is Corporate Culture? 60 4
Page 31
2.4: The Types of Organisational Culture
2.4.1: Case Study of Traditional Japanese Organization's Culture
2.5: Quality of Management and People Management
Unit 3. Corporate Branding
3.1: Branding
3.1.1: Branding background
3.1.2: Definitions of a Brand 3.1.3: Characteristics of Brands
3.1.4: Types of Branding
3.2: M oving towards Corporate Branding
3.2.1: Case Study of Toyota
3.3: The importance of Trust to a Brand
3.3.1: Case Study of Apple
3.4: The link between Branding and Reputation
3.5: Brands, Reputation and Corporate Social Responsibility
3.5.1: The triple bottom line
3.5.2: The emotional power of brands
3.5.3: Case Study of TATA
Unit 4: The Rise of Corporate Brands
4.1: Defining Corporate Brands
4.1.1: Differences between Product Brands and Corporate Brands
4.1.2: Brand Promise
4.2: Values, Culture and Pers onality
4.3: The Rise of Corporate Brands
4.3.1: The growth of the service industry and
corporate branding 4.3.2: Strategic problems:
gaps in the Corporate Brand 4.3.3: Success and
failure of corporate branding 4.4: Measuring Corporate Brands 4.5: The Future of Brands
Reference
Corporate Branding: Purpose / People / Process: Copenhagen Business School Press - Schultz, Antorini & Csaba (2005)
Emotional Branding: The New Paradigm for Connecting Brands to
People: Allworth Press - Marc Gobe (2010)
Corporate Branding: Areas, Arenas & Approaches: Routledge - T.C.
Melewar & S.F.Syed Alwi (2015)
The Best of Branding: Best Practices in Corporate Branding: McGraw
Hill - James Gregory (2003)
3.17 BRANDING YOURSELF @ DIGITAL MEDIA:
Unit 1. Self Promotion & Personal Branding
1.1: Self Promotion
1.1.1: What Is Self -Promotion ?
1.1.2: Why Is Self -Promotion Important?
1.1.3: What Self -Promotion Is Not
1.1.4: What Can Self -Promotion Do for You and Your Career?
1.1.5: Who Needs Self -Promotion?
1.2: Personal Brandi ng 60 4
Page 32
1.2.1: What Is Personal Branding?
1.2.2: Go Brand Yourself
1.2.3: How to Build Your Brand
1.2.4: The Five Universal Objectives of Personal Branding
1.2.4.1: Discover Your Passion
1.2.4.2: Be Bold. (It's Okay to Talk About Yourself)
1.2.4.3: Tell Your St ory. (Your Story Is What Makes You Special)
1.2.4.4: Create Relationships
1.2.4.5: Take Action (Even a Small Step Is a Step Forward)
1.3: The Basics of Building Your Personal Brand
1.4: Strategic Brand Identity Analysis
1.5: Your Brand Identity & Brand Statement
Unit 2: Personal Branding Through Digital Media
2.1: Blogging
2.2: LinkedIn 2.3: Twitter
2.4: Facebook
2.5: Sharing Videos & Photos
2.5.1: YouTube
2.5.2: Vimeo
2.5.3: Instagram
2.5.4: Video Do's and Don'ts
2.6: Other Digital Media Platforms
2.8: SEO
Unit 3. Launching & Measuring Your Brand
3.1: Personal
Brand Campaign
3.1.1: Model
Case Studies
3.2. Unique Ways to Launch Your
Branding Campaign 3.3: Measuring
Success 3.3.1: Google Analytics
3.3.2: Nine Tools to Use for Measurement
3.4: How to Network
Unit 4. Advance Level Personal Branding & It's Application
4.1: Public Speaking
4.1.1: Toastmasters
4.1.2: Industry & Civic Groups
4.1.3: Conferences
4.2: Getting Published: An Author
4.3: PR Campaign
4.3.1: Professional Assistance
4.4: Application of Personal Branding: Dream Job
/ Business 4.5: Acting as a Professional
Books for reference
Selling Yourself to Others: The New Psychology of Sales: Pelican
Publishing - Kevin Hogan & William Horton (2002)
The Art of Digital Marketing: Wiley - Ian Dods on (2016)
Managing Brand You: 7 Steps to Creating Your Most Successful Self:
Page 33
AMACOM -Jerry Wilson & Ira Blumenthal (2008)
3.18 COUNSULTATION TECHNIQUES FOR COMMON
LIFE PROBLEMS:
Unit 1: Fundamentals of Counselling & Consultation
1.1: Counselling & Counselling Theories
1.1.1: What is Consultation, Counselling & Therapy?: How they Differ?
What are the similarities?
1.2: Issues which bring People to Counselling &
Consultation 1.3: Objectives & Principles of
Counselling & Consultation 1.4: The Structure of
Counselling: A 10 Stage Process 1.5:
Counselling & Consultation Skills
Unit 2: Counselling & Consultation Techniques For Common Life
Problems: I
(To be taught with the help of Case Studies Workshop & Group
Discussion wherein
Faculty to play a role of Facilitator Cum Moderator while providing Study
Material &
Structure for the Workshop)
2.1: Counselling for Depression and Anxiety
2.1.1: Use of NLP Technique for Negative Emotion Management
2.2: How to Help Victims of Domestic Violence and Abuse
2.3: Heal ing Childhood Sexual Abuse
2.3.1: Use of Time Line Theory of NLP
2.4: Healing the Pain of Grief
2.4.1: Consultation and use of NLP for
Healing of Trauma 2.5: Working With Anger
2.5.1: Consultation & use of NLP for Anger & Negative Emotions Management
Unit 3: Counselling & Consultation Techniques For Common Life
Problems: II
(To be taught with the help of Case Studies Workshop & Group
Discussion wherein
Faculty to play a role of Facilitator Cum Moderator while providing Study
Material &
Structure for the Wor kshop)
3.1: Steps to Marriage Counselling
3.2: Steps for Healing Adultery and Infidelity
3.3: Steps to Making Peace
3.4: Loss of Parental Caring
Unit 4: Consultation Practice
4.1: Learn Empathy: Building Skills for
Caring 4.2: Life Story Questionnaire &
Power Questioning 4.3: Building & Working
in a Counselling Relationship 4.4: Testing &
Assessment for Counselling & Consultation 4.5: Ethical & Cultural Considerations
4.6: When to refer the Client to qualified practitioner in: Psychologist /
Therapist / Psy chiatrist
Books for reference
60 4
Page 34
Theories of Psychotherapy & Counselling: Concepts & Cases: 5th Ed.,
Cengage Learning - Richard S. Sharf (2012)
Counselling & Psychotherapy: Theories & Interventions: 5th Ed., Wiley -
David Capuzzi & Douglas R. Gross (2014)
Counselling: Methods & Techniques: Wisdom Pres - Sumitra Swami
(2013)
Counselling Adolescents: The Proactive Approach for Young People: 4th
Ed., Sage Publications - Kathryn Geldard (2015)
Theory & Practice of Group Counselling: 8th Ed., Brooks Cole - Gera ld
Corey (2011)
3.19 EMPLOYEE ENGAGEMENT:
Unit 1. The Case for Employee Engagement: Connections Versus
Transaction
1.1: The Employee Engagement Spectrum
1.2: Engagement Factors
1.2.1: Peace
1.2.2: Anxiety
1.2.3: Schedule
1.2.4: Technology
1.2.5: Turnover
1.2.6: Productivity
1.2.7: Revenue and Profitability
1.3: Question to Ask Yourself
1.3.1: What connections do we have with our employees?
1.3.2: What reasons, emotions, and aspirations do we provide our
employees with
which they can connect?
1.3.3: How could we create different types of connections with our
employees?
1.3.4: What have we done that would reduce the bond we have with our
employees?
1.3.5: How have we focused on movement toward stronger engagement levels?
1.3.6: How have we focus ed on labels and lost sight of the bigger
picture?
1.3.7: What impact have our engagement efforts had on productivity? 1.3.8: How have our engagement efforts improved customer loyalty?
1.3.9: How have we improved the organization' s results through our
engagement
efforts?
Unit 2. Factors Impacting Engagement Data & Engagement Drivers
2.1: Factors Impacting
Engagement Data 2.1.1:
Narrow Research 2.2.1:
Poor Survey Design 2.3.1:
Biased Approach 2.2: Engagement Drivers
2.2.1: Culture 60 4
Page 35
2.2.2: Success Indicators
2.2.3: Priority Setting
2.2.4: Communication
2.2.5: Innovation
2.2.6: Talent Acquisition
2.2.7: Talent Enhancement
2.2.8: Incentives and Acknowledgement
2.2.9: Customer - Centered
2.3: Questions to Ask Yourself on Engagement Drivers
2.3.1: What kind of Culture do we espouse & What kind of Culture
actually exists?
2.3.2: How does our culture impact our success?
2.3.3: How does our culture impact trust in our organization?
2.3.4: What are our success measurements?
2.3.5: To what extent do these success measures align with our
culture?
2.3.6: To what extent do our success measures relate to the value we
bring to our
customers?
2.3.7: Are priorities and goals shared or marketed to employees?
2.3.8: How many different types of communication vehicles does our
organization
has / utilize?
2.3.9: To what extent are we aware of and understand our informal
communication networks?
2.3.10: How have we helped each employee see their role in
innovating? 2.3.11: To what extent does bureaucracy limit our ability to maintai n a competitive edge?
2.3.12: How are we currently branding ourselves using our recruiting
and selection systems? How should we?
2.3.13: How do we create early successes for each new employee?
2.3.14: When people leave, how much history and knowledge walk out
the door with
them?
2.3.15: Where are we over -reliant on an expert or specialist to get
information? 2.3.16: How many experienced people do we lose because
we pay new hires more than existing employees?
2.3.17: To what degree are we grateful that we have the employees we
do?
2.3.18: To what extent does stock price, shareholder value, and so forth
drive
organizational behaviour over actual business cycles or customer
interests?
2.3.19: To what degree is our organizational structure supporting
customer interests
and business cycles?
2.4: Global to Local Lenses
2.4.1: Why These Drivers Are Important
2.4.2: Distinct Differences between different subgroups
(based on Age) 2.4.2.1: Age 18 to 29: Concerned with
compensation and getting the necessary information needed
to do the job.
2.4.2.2: Age 30 to 40: Concerned with issues regarding a safe culture
and trust in senior leadership.
Page 36
2.4.2.3: Age 40 to 49: Having a coach or mentor is very important to this
group.
Another area of concern for this segment is trust in senior leadership.
2.4.2.4: Age 50 to 59: They see direct supervisors putting themselves before their
employees.
2.4.2.5: Age 60 to 69: The major areas of concern for this group is top management & change culture within an organization. 2.5: Engagement
Surveys
Unit 3. Engaging Leaders, Engaging Cultures
3.1: Collaboration
3.2: Awareness vs. Adoption
3.3: The Art and Science of Leadership
3.4: Business Acumen
3.5: Career Transitions
3.6: Tunnel Vision
3.7: Self - Interest
3.8: Succession Planning
Unit 4. Reaping The Rewards of Engagement
4.1: Four Levels of Engagement
4.1.1: Employee Engagement is Ignored
4.1.2: Employee Engagement is an Event
4.1.3: Employee Engagement is a Process
4.1.4: Employee Engagement is a Strategy
4.2: Engagement in Difficult Economies
4.2.1: Focus on Transparency
4.2.2: Focus on Senior Leadership Efforts
4.2.3: Focus on Consistency
4.2.4: Focus on Celebrating
4.2.5: Focus on the Customer
4.3: A New Definition of Engagement
4.3.1: Clearer Connections
4.3.2: Improved Trust
4.3.3: I ncreased Resourcefulness
4.4: Impact of Engagement
Books for reference
The Strategy Focused Organization: How Balanced Scorecard
Companies Thrive in the New Business Environment: Harward
Business School Press - Robert S. Kaplan & David P. Norton (2001)
Work Organization & Human Resource Management: Springer -
Carolina Machado & J. Paulo Davim (2014)
3.20 BALANCED SCORE CARD & BUSINESS
STRATEGY:
Unit 1. Foundation of Balanced Score Card
1.1: Conceptual Foundation & History of Balanced Score Card
1.2: Why does business need a Balanced Score Card?
1.3: Balanced Score Card Explained
1.3.1: Financial Perspective
1.3.2: Customer Perspective
1.3.3: Internal Business Process Perspective 60 4
Page 37
1.3.4: Learning & Growth Perspective
1.4: Balanced Score Card Foundations & Pre -requisites
1.4.1: Vision & Values
1.4.2: Shareholder Analysis
1.4.3: Strategy Formulation
1.4.4: The Theory of Strategic Choice
1.4.5: Strategic Architecture
1.4.6: Strategic Action Plan
Unit 2: Linking Balanced Score Card to Business Strategy
2.1: Cause &
Effect
Relationship
2.2: Overall Performance Drivers
2.3: Using Diagnostic Measures to Balance
Strategic Measures 2.4: Development of
Balanced Score Card for 2.4.1: Corporate Head Quarters 2.4.2: Strategic Business Units
2.4.3: Joint Ventures
2.4.4: Support Departments
2.4.5: NGO's & Governmental Enterprises
2.5: Linking of Balanced Score Cards across the levels within
Organization
Unit 3: Balanced Score Card Implementation Process Steps
3.1: Executive
Commitment
3.2: Scorecard
Champion 3.3:
Team Formation
3.4: Project Plan
3.5: Overall Scorecard Structure incl.
Cascading 3.6: Templates for different
levels within Organization 3.7: Workshops
3.8: Strategy Mapping & Alignment of Scorecard Parameters across levels 3.9: Pilot Run
3.10: Organization level Implementation & Monitoring
Unit 4: Closing The Loop: Alignment, Communication & Results
4.1: Aligning Stakeholders with Strategic
Action Plan 4.2: Translating Strategy into
Aligned & Related Activities 4.3: Internal
Communication 4.4: External Communication 4.5: Measurement 4.6:
Feedback
4.7: Appraisals
linked to
Results 4.8:
Case Study
Books for reference
The Strategy Focused Organization: How Balanced Scorecard
Companies Thrive in the New Business Environment: Harward
Page 38
Business School Press - Robert S. Kaplan & David P. Norton (2001)
Discussion
Alignment: Using the Balanced Scorecard to Create Corporate
Synergies: HBR Press - Robert S. Kaplan & David P. Norton (2006)
The Balanced Scorecard: Enhance your Performance through Strategic
Goals: A Practical Primer: Volume 1: CreateSpace Independent
Publishing - Dr. Gusfa Donald, Kenneth Gusfa, Daniel Stanley (2011)
Balanced Scorecard: Step- by-Step for Government & Non- profit
Agencies: 2nd Ed., John Wiley & Sons - Paul R. Niven (2008)
3.21 STRATEGIC MARKETING: APPLICATION OF NLP &
EI:
Unit 1. Marketing in Today's Economy
1.1: Marketing challenges and opportunities in the new economy
1.1.1: A shift in power to customers
1.1.2: A massive increase in product selection
1.1.3: Greater audience and media fragmentation towards
Digital Media 1.1.4: Changing customer perceptions of value
and frugality 1.1.5: Shifting demand patterns
1.1.6: Increasing concerns over privacy, security, and ethics
1.1.7: Unclear legal jurisdictions, especially in global markets
1.1.8: Ethical & Cultural Sensitivity issues
1.1.9: Case Study Discussion
1.2: Revisiting Basic Concepts of Marketing 1.3: Major Marketing Activities and Decisions
1.3.1: Strategic and tactical planning.
1.3.2: Social responsibility and ethics.
1.3.3: Research and analysis.
1.3.4: Developing competitive advantages and Strategic focus.
1.3.5: Marketing strategy decisions
1.3.5.1: Market Segmentation and target marketing,
1.3.5.2: Product, 1.3.5.3: Pricing, 1.3.5.4: Distribution 1.3.5.5
Promotion
1.3.5.6: Positioning & Competitive Advantages
1.3.6: Implementing and Controlling marketing activities.
1.3.7: Developing and maintaining long- term Customer Relationships
1.4: Challenges involved in Developing Marketing Strategy
1.4.1: Unending continuous change
1.4.2: The increasing demands of customers
1.4.3: Decline in brand loyalty & increase in price sensitivity among
customers 1.4.4: Increasing customer cynicism about business and
marketing activities. 1.4.5: Competing in mature markets with increasing commoditization & little real (long term) differentiation among product
offerings. 1.4.6: Global Competition
1.5: Case Study Discussion on Application of Neuro Linguistic Processes & Emotional Intelligence
Unit 2. Strategic Marketing Planning Process
2.1: Corporate, Business Unit & Functional Strategic Planning
2.1.1: Alignment with Organization Vision, Mission & Objectives
2.1.2: Cascading of Organizational Goals
2.2: The Strategic Marketing Plan 60 4
Page 39
2.2.1: The typical Structure or outline of a Marketing Plan
2.2.1.1: Executive Summary
2.2.1.2: Environment Scanning & Situation analysis
2.2.1.3: SWOT Analysis
2.2.1.4: Marketing Goals and Objectives
2.2.1.5: Marketing strategies
2.2.1.6: Marketing Implementation
2.2.1.7: Evaluation and Control
2.3: Purposes & Sig nificance of Marketing Plan
2.4: Maintaining Customer Focus & Balance in Strategic Planning
2.4.1: Balanced Score Card approach
2.4.2: Case Study on Customer Oriented Marketing Plan
2.5: Case Study Discussion on Application of Neuro Linguistic Processes &
Emotional Intelligence
Unit 3. Marketing Strategy Formulation 3.1:
Competiti
ve
Advantag
e 3.1.1: Generic
Strategy
3.1.1.1: Cost
Leadership 3.1.1.2: Differenti
ation
3.1.1.3:
Focus
3.1.1.4: Issues with 'Stuck in the middle'
3.1.1.5: Case Study Discussion
3.2: Identifying Sources of Competitive Advantage
3.2.1: Actual Product Performance
3.2.2: Perception of Product / Service
3.2.3: Technology / Patent Protection
3.2.4: Brand
3.2.5: Low Cost Operations
3.2.6: Legal Advantage
3.2.7: Alliances, Relationships & People
3.2.8: Market Knowledge & Network
3.2.9: Flexibility
3.2.10: Entry barrier to competitors
3.2.11: Case Study Discussion
3.3: Market Position
3.3.1: Market Leader Strategies
3.3.2: Market Challenger Strategies
3.3.3: Market Follower Strategies
3.3.4: M arker Niche Strategies
3.3.5: Case Study Discussion
3.4: Offensive & Defensive Strategies
3.5: Ansoff Product & Market Strategy Matrix
3.5.1: Market Penetration
Page 40
3.5.2: Market Development
3.5.3: Product Development
3.5.4: Diversification
3.5.5: Case Study Discussion
3.6: Product Life Cycle based Strategies
3.6.1: Introduction Phase
3.6.2: Growth Phase
3.6.3: Maturity Phase
3.6.4: Decline Phase
3.6.5: Case Study Discussion
3.7: Case Study Discussion on Application of Neuro
Linguistic Processes & Emotional Intelligence
Unit 4. Marketing Strategy Implementation
4.1: Strategy Implementation: Stressing the
Importance 4.1.1: Success Vs Failure:
Major Reasons 4.1.2: Case Study
Discussion
4.2: Fundamentals Principles / Key Elements in
Implementation 4.2.1: Leadershi p
4.2.2: Culture
4.2.3: Resources
4.2.4: Structure
4.2.5: Control
4.2.6: Skills
4.2.7: Alignment
4.2.8: Systems
4.3: Assessing Ease of Implementation
4.3.1: Relationship between Change & Importance
4.3.2: Strategic Fit
4.4: People, Power & Politics
4.5: Internal Marketing
4.6: Customer Relationship Management Strategy
4.7: Applying Project Management Techniques
4.8: Case Study Discussion on Application of Neuro
Linguistic Processes & Emotional Intelligence
Books for reference
Marketing Planning & Strategy : 6th Ed., South Western College Pub -
Subhash C.
Jain (2000)
Marketing Management: 14th Ed., Prentice Hall, Pearson Education -
Kotler & Keller
(2012)
Strategic Marketing: Creating Competitive Advantage: 2nd Ed., Oxford
University Press - Douglas West, John Ford, Essam Ibrahim (2011)
Strategic Marketing: Text & Cases: The Indian Perspective: Viva Books
- S. Shajahan (2010)
Strategic Marketing: Pearson Prentice Hall - Todd Mooraddin, Kurt
Page 41
Matzler & Larry
Ring (2011)
Strategic Marketing Management: 8th Ed., Cerebellum Press - S.C.
Johnson & Alexander Chernev (2014)
3.22 PRACTICAL IN PERSONALITY, INTELLIGENCE &
APTITUDE ASSESSMENT:
UNIT 1: Defining Process for the Tests: Students will be divided into
three groups. Each group has to choose min. 4 Tests from the list. Each group will have to discuss a defined process of Counselling Assessment Test & parameter to be covered along with it's relevance & minute down
their consensus on understanding each of the selected processes for
each selected test (2 credit).
UNIT 2: Practicing the Assessment Tests: Each group to experiment
with & practice each of the selected Tests within their group & minute
down the results (2 credit).
UNIT 3: Presenting the Tes ts:
Each student will present at least one of
the tests in the class with the help of the group member & other groups
will give their feedback
(2 credit).
UNIT 4: Concluding on the Tests Design & Process & Report
Submission: After the presentation by each student & group feedback /
discussion, class will conclude on the most effective design, process &
execution of each of the tests. Then each student will submit his / her
report on the concluded design, process & effective execution of each
tests. Report to be submitted in hard as well as soft copy (2 credit).
Books for Reference
Psychological Testing & Assessment: An Introduction to Tests &
Measurement: 7th Ed., McGraw Hill Primis - Cohen -Swerdlik (2009)
Comprehensive Handbook of Psychological Assessment: Vol. 3:
Behavioral Assessment : John Willey - Stephen Haynes & Elaine
Heiby (2004)
An introduction to Psychological Assessment and Psychometrics: New
Delhi: Sage Publications - Coaley,K.(2009).
Handbook of Psychological Assessment: 3rd ed.,Oxford:
Elsevier science -Goldstein, G. & Hersen, M. (2000).
Comprehensive Handbook of Psychological Assessment: Vol. 4,
Industrial and Organizational assessment : NY: Wiley - Hersen, M.
(2004).
Guiding Principles and Recommendations for the Assessment of
Competence. Professional Psychology: Research and Practice,
38 (5),
441- 451 - Kaslow, N.J., Rubin, N.J., Bebeau, M.J., Leigh, I.W.,
Lichtenberg, J.W., Nelson, P.D., Portnoy, 4
Page 42
S.M., & Smith, I.L. (2007).
Encylopedia of Psychological Assessment: 1st Ed, Vol. 1 & 2: New
Delhi: Sage Publications - Fernandez -Ballestros, R. (2003)
3.23 PRACTICAL IN EMPLOYEE ENGAGEMENT:
UNIT 1: Defining Process for the Tests: Students will be divided into
two groups. Each group has to design & conduct both the Tests:
"Organizational Employee Engagement Culture & Status Test" &
"Employee Engagement Test". Each group will have to discuss a defined process of these two tests along with the major factors & drivers
to be covered along with it's relevance & minute down their consensus
on understanding each of the selected factors & drivers both the tests (2
credit).
UNIT 2: Conducting the Tests: Groups to conduct survey in min. two
of the outside organizations while maintaining the level of
professionalism while dealing with outside organizations & submit the
'Satisfaction Survey Report' signed by the executives of the surveyed
organizations (2 credit).
UNIT 3: Evaluating & Presenting the Tests: Each Group will present
at least one of the tests along with it's results in the class with the help
of the group members & other group will give their feedback (2 credit).
UNIT 4: Concluding on the Tests Design & Process & Report
Submission: After the presentation by each student & group feedback /
discussion, class will conclude on the most effective design, process &
execution of each of the tests. Then each student will submit his / her
report on the concluded design, process & effective execution of these
tests. Report to be submitted in hard as well as soft copy (2 credit)
Books for Reference
Employee Engagement: A Roadmap for Creating Profits, Optimizing
Performance & Increasing Loyalty: Jossey -Bass - Brad Federman
(2009)
Employee Engagement for Dummies: Willey Publications - Bob Kelleher
(2013)
Report from Gallup Consulting: Q12 Meta- Analysis - Harter, Schmidt,
Killham & Asplund
4
3.24 PRACTICAL IN CORPORATE & BUSINESS
STRATEGY:
UNIT 1: Defining Process for the Survey: Students will be divided into
two groups. Each group has to design & conduct below Surveys:
i) Corporate Strategic Direction
ii) Corporate Portfolio Analysis
iii) Business Strategy for Competitive Advantage
iv) Business Strategy Execution
Each group will have to discuss a defined process of above surveys
along with the major factors to be covered along with their relevan ce &
minute down their consensus (2 credit). 4
Page 43
UNIT 2: Conducting the Survey: Groups to conduct survey in min. two
of the outside corporate organizations (who has corporate group office
& various business verticals / units) while maintaining the level of
professionalism while dealing with these outside organizations & submit
the 'Satisfaction Survey Report' signed by the executives of the
surveyed organizations (2 credit).
UNIT 3: Evaluating & Presenting the Surveys: Each Group will
present all the 4 survey s along with their analysis & results in the class
with the help of the group members & other group will give their
feedback (2 credit).
UNIT 4: Concluding on the Survey Design & Process & Report
Submission:
After the presentation by each student & group feedback / discussion,
class will conclude on the most effective design, process & execution of each of the surveys. Then each student will submit his / her report on the concluded design, process & effective execution of these surveys
along with their lea rnings from it. Report to be submitted in hard as well
as soft copy (2 credit).
Books for Reference
Exploring Corporate Strategy: 8
th Ed., Prentice Hall - Gerry Johnson,
Kevan Scholes
& Richard Whittington (2008)
Competitive Strategy: Techniques for Analysing Industries &
Competotors: The Free Press - Michael E. Porter (1998)
Harward Business Review: HBR's 10 Must Reads on Strategy (1996)
Strategic Thinking: 3rd Ed., KoganPage - Simon Wootton & Terry Horne
(2010) Strategy: Introduction to Game Theory: 3rd Ed., WW Norton & Co
- Joel Watson
(2013)
Good Strategy Bad Strategy: The difference & why it matters: Profile
Books -Richard P. Rumelt (2011)
Games of Strategy: 4th Ed., WW Norton & Co - Dixit, Skeath & Reiley
(2015)
Executing Your Strategy: How to break it down & get it done: Harward
Business School Press - Mark Morgan, Raymond E. Levitt, William
Malek (2007)
3.25 PRACTICAL IN CORPORATE COMMUNICATION &
BRANDING:
UNIT 1: Defining Process for the Survey: Students will be divided into
two groups. Each group has to design & conduct below Surveys: 4
Page 44
i) Corporate Communication: Process & Methods
ii) Corporate Brand: Process & Brand Measurement
Each group will have to discuss a defined process of above surveys
along with the major aspects to be covered along with their relevance &
minute down their consensus (2 credit).
UNIT 2: Conducting the Survey: Groups to conduct survey in min. two
of the outside corporate organizations (who has corporate group office & various business verticals / units) while maintaining the level of
professionalism while dealing with these outside organizations & submit
the 'Satisfaction Survey Report' signed by the executives of the
surveyed organizations (2 credit).
UNIT 3: Evaluating & Presenting the Surveys: Each Group will
present these 2 surveys along with their analysis & results in the class
with the help of the group members & other group will give their feedback (2 credit).
UNIT 4: Concluding on the Survey Design & Process & Report
Submission:
After the presentation by each student & group feedback / discussion,
class will conclude on the most effective design, process & execution of
each of the surveys. Then each student will submit his / her report on the concluded design, process & effective execution of these surveys
along with their learnings from it. Report to be submitted in hard as well
as soft copy (2 credit).
Books for Reference
Corporate Reputation: Brand & Communication: Pearson - Stuart Roper
& Chris Fill
(2012)
Business Communication Today: 9
th Ed., Pearson Prentice Hall -
Courtland Bovee & John Thill - 2008
Communicating: A Social, Career & Cultural Focus: 12th Ed., Pearson -
Berko, Wolvin A., Wolvin D., Aitken (2008)
Business & Professional Communication: 2nd Ed., Pearson -
Steven Beebe & Timothy Mottet (2013)
The New Strategic Brand Management: Creating & Sustaining Brand
Equity Long Term: 4th Ed., KoganPage - J.N. Kapferer (2008)
The 22 Immutable Laws of Branding: Harper Business - Al Ries &
Laura Ries (2002)
Corporate Branding: Purpose / People / Process: Copenhagen
Business School Press - Schultz, Antorini & Csaba (2005)
Emotional Branding: The New Paradigm for Connecting Brands to
People: Allworth Press - Marc Gobe (2010)
Corporate Branding: Areas, Arenas & Approaches: Routledge - T.C.
Melewar & S.F.Syed Alwi (2015)
The Best of Branding: Best Practices in Corporate Branding: McGraw
Hill - James Gregory (2003)
Page 45
SEMESTER - IV
4.26 DECISION MAKING, PROFESSIONALISM &
ETHICS:
Unit 1. Fundamental Principles of Decision Making
1.1: Need: Important Vs Urgent
1.1.1: Focus on Important
1.2: First Principles, Then, Techniques
1.2.1: Principles Test
1.2.2: Objective / Life Goal Test
1.2.3: Values & Ethics Test
1.3: Know your Brain Messages & Triggers, Distortions, Deletions,
Generalizations
1.4: Emotionally Intelligent Decision Making
1.4.1: Evaluate Impact on Others
1.4.2: Inputs from Stakeholders
1.5: Development of Mind for Decision Making in VUCA
Unit 2. Decision Making Process, Tools & Techniques
2.1: Decision Types & Their Treatment
2.1.1: Cognitive Conflict (Importance Vs Uncertainty)
2.2: Decision Making Process
2.2.1: Decision Making Phases
2.2.2: Process Orientation
2.3: Decision Making Check -Lists
2.4: Decision Making Techniques: Tables, Matrixes, Trees & Tools
Unit 3: Professionalism
3.1: Integrity
3.1.1: Why Integrity precedes professional
competence 3.1.2: Follow rules
3.1.3: Where rules do not exist, use fair judgment
3.1.4: When it doubt, do not do what is convenient but seek counsel
3.1.5: Test of Pub lic Scrutiny
3.1.6: Hall mark of a Professional: Self -certification & Excellence
3.1.7: Case Study Discussion
3.2: Self -Awareness & Self -Management
3.2.1: Self Knowledge: Personality & Values
3.2.2: Being Authentic
3.2.3: Courtesy & Humility
3.2.4: Thought Clarity & Goal Orientation
3.3: Managing Time, Volume & Complexity
3.4: Etiquette / Social Behavior
3.4.1: Inclusion & Gender
3.4.2: Cross Cultural Sensitivity
3.4.3: Diversity
3.4.4: Ethics & Politics
3.4.5: Behavioral EQ
3.4.5: Communication Management
3.4.6: Case Study Discussion
3.5: Accountability & Empowerment
3.6: Personal Branding & Networking
Unit 4. Ethics
4.1: Human Nature, Human Values and Ethics 60 4
Page 46
4.2: Exploring Connections between Ethics, Religion, and Science
4.3: Key Ethical Theories
4.3.1: Being an Excellent Person: Virtue Ethics
4.3.2: Increasing the Good: Utilitarian Ethics
4.3.3: Doing Your Duty: The Ethics of Principle
4.3.4: Signing on the Dotted Line: Ethics as Contract
4.3.5: The Golden Rule: Common Sense Ethics
4.3.6: Turning Down the Testosterone: Feminist Care Ethics
4.4: Applying Ethics to Real Life
4.4.1: Discoveries related to Human Life: Biomedical Ethics
4.4.2: Protecting the Habitat: Environmental Ethics
4.4.3: Serving the Public: Professional Ethics
4.4.4: Keeping the Peace: E thics and Human Rights
4.4.5: Getting It On: The Ethics of Sex
4.4.6: Ethics and Animals
4.5: Ethical Dilemmas of Future & Global Issues
List for reference
Ethics & Professionalism: University of Pennsylvania Press (1988)
Decision Making: Its Logic & Pract ice: Rownan & Littlefield Publishers
Inc - John Mullen & Byron Roth (1991)
The Three Secrets of Wise Decision Making: Single Reef Press - Berry
F. Anderson
(2002)
Effective Decision Making: eBook - Edoardo
Binda Zane (2016) Thinking: Edge Foundation
Inc. - John Brochman (2013)
A Textbook on Professional Ethics & Human Values: New age
International - R.S. Naagarazan (2006)
4.27 ENTREPRENEURSHIP, BUSINESS ACUMEN &
BUSINESS PLANNING:
Unit 1: Entrepreneurship
1.1:
Entrepreneursh
ip Defined 1.2:
Common Myths
1.2.1:
Entrepreneurs
are Born 1.2.2:
Individual starts
Companies
1.2.3: All Entrepreneurs are Charismatic
1.3: 9 Steps of Entrepreneurship Process / Things to Plan during Start -
up
1.3.1: Who is your Customer
1.3.2: What can you do for your Customer
1.3.3: How do you Scan Market & Competition & then, Position your 60 4
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Product / Solution
1.3.4: How does your customer Acquire your Product /
Solution 1.3.5: How & from Where your Acquire
Resources & Finance 1.3.6: How do you make Money from your product / solution 1.3.7: How & Where do
you Design & Build your Product / Solution 1.3.8: How
do you Manage your Business Processes & People
1.3.9: How do you Scale your Business 1.4: Five things
to take care of / to give more importance to 1.4.1: Knowing & Dealing wit h Contracts & Laws
1.4.2: Dealing with Vendors, Key Customers & Business Partners with
long term objective
1.4.3: Developing Team & Retaining Key Talent
1.4.4: Dealing with Collections, Cash Flow & Profitability
1.4.5: Continuous Scanning of Market & Leadi ng Change /
Transformation
Management
Unit 2: Business Acumen
2.1: What is Business Acumen
2.2: Five Drivers of Business Acumen (To be taught along with Case Study) 2.2.1: Driver: Cash
2.2.1.1: Accounts Payable & Receivable
2.2.1.2: Cash Conversion Cycle
2.2.1.3: Free Cash Flow
2.2.1.4: Weighted Average Cost of Capital
2.2.2: Driver: Profit
2.2.2.1: Top Line
2.2.2.2: COGS 2.2.2.3: SG&A 2.2.2.4: EBIT & EBITDA 2.2.2.5: Bottom Line
2.2.3: Driver: Assets
2.2.3.1: Asset Strength & Utilization
2.2.3.2: Liquidity
2.2.3.3: RoA & RoE 2.2.4: Driver: Growth
2.2.4.1: Organic vs. Inorganic Growth
2.2.4.2: Guidance
2.2.5: Driver: People
2.2.5.1: Engagement
2.2.5.2: Talent Management
2.2.5.3: Training, Developing, Coaching & Mentoring
2.2.5.4: Job Rotation
2.2.5.5.Group case studies&
Simulation
Unit 3: Simplifying the Financials (To be taught along with Case
Study)
3.1: Income Statement
3.2: Balance Sheet
3.3: Statement of Cash Flows
3.4: Annual and other periodic reports
Unit 4: Business Planning (To be taught along with Case Study)
4.1: What is a Business Plan & Why write a Business Plan
4.2: How to Prepare a Detailed Business Plan
4.2.1: A brief statement of your objectives.
4.2.2: Your assessment of the market you plan to enter.
Page 48
4.2.3: The skill, experience and finance you will bring to it.
4.2.4: The particular benefits of the product or service to your
customers.
4.2.5: How you will set up the business.
4.2.6: The longer -term view.
4.2.7: Your financial targets.
4.2.8: The money you are asking for and how it will be used.
4.2.9: Appendices to back up previous statements, including especially
the cash flow
and other financial projections.
4.2.10: History of the business (where applicable).
4.3: How to Prepare a 5 Point Concise Business Plan
4.3.1: The Strategic Plan: F orming the Heart of Your Story.
4.3.2: The Operational Plan: Bringing Your Plan to Life.
4.3.3: The Organizational Plan: Defining Your Company Structure.
4.3.4: The Resources Plan: Analysing the Support You Need to Put
Your Plan Into
Action
4.3.5: The Cont ingency Plan: Taking Evasive Action in a
Crisis Situation 4.4: Selling your Business Plan
4.28 CHILD & ADOLESCENT CONSULTING:
Unit 1: Introduction to & Key Aspects of Child & Adolescent
Consulting & Counselling
1.1: Historical & Contextual Trends in Counselling Children &
Adolescents 1.2: Consulting & Counselling needs of Children and Adolescents 1.3: Legal & Ethical Issues in Counselling & Consulting
Children & Adolescents 1.4: Culturally Responsive Consulting
1.5: Attachment, Trauma & Repair from I nfant to Adolescent
Development:
Counselling Implications from Neurobiology
1.6: Characteristics of Child and Adolescent Consultant
Unit 2: Counselling Process: Implications for Child & Adolescent
Counselling
2.1: Locations of Needs (School, Family, Residential care, Community)
2.2: Nature of Issues (Emotional, Behavioural, Conduct, Developmental,
Learning)
2.3: The Counselling Process
2.4: Counselling Theories & Approaches
2.4.1: Psychodynamic Theories
2.4.2: Humanistic Approaches
2.4.3: Cognitive Behavioural Approaches
2.4.4: Family & Organization System Approaches
2.4.5: Constructivist Approaches
Unit 3: Consulting / Counselling Practice: Specifics for Child &
Adolescent Counselling
3.1: Consulting / Counselling with Very Young Children (Age: Up t o 4) &
their Families
3.2: Consulting / Counselling with Young Children (Age: 5 - 8) & their
Families
3.3: Consulting / Counselling with Older Children (Age: 9 - 11)
3.4: Consulting / Counselling with Young Adolescents (Age: 12 - 14)
3.5: Consulting / Coun selling with Older Adolescents (Age: 15 - 19)
3.6: Consulting / Counselling Emerging Adults (Age: 18 - 21) 60 4
Page 49
3.7: When to refer client to a qualified practicing Psychologist /
Psychotherapist /
Psychiatrist?
Unit 4: Some Challenging Contexts
4.1: Working wit h Child Abuse & Neglect
4.2: Working with Children & Adolescent with Disabilities & Healthcare
Needs 4.3: Working with Suicidal Adolescents
4.4: Special Needs Children including intellectually different students
(the gifted and
the mentally handicapped)
4.5: Specific Issues in Specific Education Settings
List for Reference:
Counselling Children & Adolescents in Schools: Sage
Publications - Hess, Magnuson & Beeler (2012)
Counselling Children: A Practical Introduction: 3rd Ed., Sage
Publications - Kathryn Geldard & David Geldard (2008)
Adolescent Counselling Psychology: Theory, Research & Practice:
Routledge -Terry Hanley & Neil Humphrey (2013)
4.29 SUCCESSION PLANNING & MANAGEMENT:
Unit 1: Fundamentals of Succession Planning & Management
(SP&M)
1.1: Defining Succession Planning and Management (SP&M)
1.1.1: Distinguishing SP&M from Replacement Planning, Workforce
Planning, Talent
Management and Human Capital Management
1.2: Making the Business Case for Succession Planning and
Management 1.2.1: Case Study on succession Planning
1.2.2: Reasons for a Succession Planning and Management Program
1.2.3: Reasons to Launch Succession Planning and Management
Depending on
Global Location
1.2.4: Ensuring Leadership Continuity in Organizations
1.3: The Most Famous Question in Succession: To Tell or Not To Tell
1.4: Management Succession Planning, Technical Succession Planning
or Social
Network Succession Planning: What Are You Planning For?
1.5: Best Practices and App roaches in SP&M
1.6: Trends Influencing Succession Planning and Management
Unit 2: Preparation for SP&M Program
2.1: Key Characteristics of Effective
SP&M Program 2.1.1: Common
Mistakes and Missteps to Avoid 2.1.2:
Case Study in failure of SP&M
Program 2.2: Life cycle of SP&M Programs
2.3: Competency Identification, Values Clarification, and Ethics
2.3.1: Key Steps for a Fifth -generation Approach to SP&M
2.3.2: How to conduct and use Competency Identification Studies for
SP&M
2.3.3: Newest Developments in I dentification, Modelling and 60 4
Page 50
Assessment of: Competencies, Values & Ethics
2.4: Making the Case for Major Change
2.4.1: Assessing Current Problems and Practices
2.4.2: Demonstrating the Need
2.4.3: Determining Organizational Requirements
2.4.4: Linking SP&M Activities to Organizational and Human Resource
Strategy 2.5: Benchmarking Best Practices and Common Business
Practices in Other Organizations
2.6: Obtaining and Building Management Commitment
2.6.1: The Key Role of the CEO in the Succession Effort
2.6.2: The Key Daily Role of Managers in the Succession Effort
2.6.2: Case Study in Senior Management's Role in Success of
Succession Planning
Program.
Unit 3: Assessing the Present & Future
3.1: Starting a Systematic Program
3.1.1: Strategic Choices in Where an d How to Start
3.1.2: Conducting a Risk Analysis and Building a Commitment to Change
3.1.3: Writing Policy and Procedures
3.1.4: Clarifying the Roles of the CEO, Senior Managers and Others
3.1.5: Addressing the Legal Framework
3.1.6: Establishing Strategies for Rolling Out the Program
3.2: Refining the Program
3.2.1: Preparing & Communicating Program Action Plan
3.2.2: Training on Succession Planning and Management
3.2.3: Counselling Managers About Succession Planning Problems in
Their Areas
3.3: Assessing Present Work Requirements and Individual Job
Performance
3.3.1: Identifying Key Positions
3.4: Creating Talent Pools: Techniques and
Approaches 3.4.1: Thinking Beyond Talent
Pools
3.5: Assessing Future Work Requirements and Individual Potential
3.5.1: Identifying Key Positions and Talent Requirements for the Future
3.5.2: The Growing Use of Assessment Centers and Portfolios 3.6: The
Latest Issues in Potential Assessment
Unit 4: Operating and Evaluating an SP&M Program
4.1: Developing Internal Successors
4.1.1: Testing Bench Strength
4.1.2: Formulating Internal Promotion Policy
4.1.3: Preparing & Evaluating Individual Development Plans
4.1.4: Developing Successors Internally
4.1.5: The Role of Leadership Development Programs
4.1.6: The Role of Coaching 4.1.6.1: Case Study in Executive Coaching
4.1.7: The Role of Mentoring
4.2: Assessing Alternatives to Internal Development
4.2.1: The Need to Manage for ''Getting the Work Done'' Rather than
''Managing Succession''
4.2.2: Innovative Approaches
4.3: Integrati ng Recruitment with Succession Planning
4.3.1: What Is Recruitment and What Is Selection?
Page 51
4.3.2: When Should Recruitment Be Used to Source Talent?
4.3.3: Internal Versus External Recruitment: Integrating Job Posting with
Succession
Planning
4.3.4: Recruiting Talented People from Outside
4.3.5: Innovative Recruitment Approaches to Attract High Potentials
4.4: Integrating Retention with Succession Planning
4.4.1: What Is Retention and Why Is It Important?
4.4.2: Who Should Be Retained?
4.4.3: What Com mon Misconceptions Exist in Managing Retention
Issues? 4.4.4: Using a Systematic Approach to Increase the Retention
of Talented People 4.5: Using Technology to Support SP&M Programs
4.5.1: Online and High- Tech Methods 4.6: Evaluating SP&M Programs
4.6.1: W hat Metrics Should Be Used to Evaluate SP&M Programs?
4.6.2: What Should Be Evaluated?
4.6.3: How Should Evaluation Be Conducted?
4.6.4: How Can SP&M Be Evaluated with the Balanced
Scorecard and HR Dashboards?
Reference
Succession Planning That Works: The Critical Path of Leadership
Development: Friense Press - Michael Timms (2016)
The Leadership Pipeline: How to Build the Leadership Powered
Company: 2nd Ed., Josse -Bass - Ram Charan, Stephen Drotter & James
Noel (2011)
4.30 BUSINESS & CORPORATE COMMUNICATION
SKILLS:
Unit 1. Business Communication Foundations
1.1: Understanding Why Communication Matters
1.1.1: Communication Is Important to Your Career
1.1.2: Communication Is Important to Your Company
1.1.3: What Makes Business Communication Effect ive?
1.2: Communicating as a Professional
1.2.1: Understanding What Employers Expect from You
1.2.1: Communicating in an Organizational Context
1.2.3: Adopting an Audience- Centered Approach
1.3: Exploring the Communication Process
1.3.1: The Basic Communication Model
1.3.2: The Social Communication Model
1.3.3: Improving Listening Skills
1.4: Committing to Ethical Communication
1.4.1: Distinguishing Ethical Dilemmas from Ethical Lapses
1.4.2: Making Ethical Choices
1.5: Mastering Nonverbal
Communication Skills 1.6:
Spoken English Skills 1.6.1: Do's & Don'ts
1.6.2: Business Spoken English Protocols
Unit 2: Advanced Aspects of Business Communication
2.1: Enhancing Your Sensitivity to Culture and Diversity
2.1.1: The Advantages and Challenges of a Diver se Workforce 60 4
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2.1.2: Key Aspects of Cultural Diversity
2.1.3: Understanding How Culture Affects Communication
2.1.4: How to improve Intercultural Communication
2.2: Using Technology to Improve Business Communication
2.2.1: Keeping Technology in Perspective
2.2.2: Using Tools Productively
2.2.3: Guarding Against Information Overload
2.2.4: Reconnecting with People Frequently
2.3: Improving Your Communication in Teams
2.4: Making Your Meetings More Productive
2.5: Business Writing Process
2.6: Professional Pre sentation
Unit 3. The Dimensions of Corporate Communication 3.1: Introduction
3.1.1: Establishing the Scope of Corporate Communication
3.1.2: Reasons to use Corporate Communication
3.1.3: Dimensions of Corporate Communication
3.1.4: The Roles and Tasks of Corporate Communication
3.2: Corporate Communication Activities
3.3: Integrated Corporate Communication
3.4: Contexts for Corporate Communication
3.4.1: The influence of culture on corporate communication
3.4.2: Communication Climate 3.4.3: Communicating Corporate Objectives:
vision and mission 3.4.4: Communicating Corporate Responsibility 3.5: Criteria for effective Corporate Communication 3.5.1: Messages and
organisational positioning
Unit 4. Symbols, Tools, Media & Methods of Corporate
Communication
4.1: Introduction
4.1.1: Message Framing
4.1.2: The use of Symbols in developing Corporate Reputation
4.2: Rebranding for Strategic Change
4.3: The Tools for Corporate Communication
4.4: Media for Corporate Communication
4.4.1: Using Media to Differentiate and Grow
4.5: Methods, Types & Sensitivities in Corporate Communication
4.5.1: Investor Relations
4.5.2: Public Affairs
4.5.3: Lobbying
4.5.4: Internal Communications
4.5.5: Managing Customers -
Media Relations 4.5.6 Issues
Management 4.5.7: Defensive
or Cri sis Communications 4.6:
Measuring Corporate Communication
List for Reference
Communicating: A Social, Career & Cultural Focus: 12
th Ed., Pearson -
Berko, Wolvin A., Wolvin D., Aitken (2008)
Page 53
Business & Professional Communication: 2nd Ed., Pearson - Steven
Beebe & Timothy Mottet (2013)
The Art of Communicating: Harper One - Thick Nhat Hanh (2013)
Listening & Human Communication in the 21st Century: Wiley Blackwell
- Andrew D. Wolvin (2010)
4.31 CONSUMER BEHAVIOURAL INTELLIGENCE:
Unit 1: Introduction Consumer Behavior
1.1: Background to Consumer / Buyer Behavior
1.2: The Role of Information & Marketing Research in Understanding
Buyer Behavior 1.3: The Importance of Understanding Buyer Behavior
1.4: Changing Consumer D emands & Behavior 1.4: Case Study
Discussion
Unit 2: Psychological Introduction Consumer Behavior
2.1: Drive. Motivation & Hedonism
2.2: Goals, Risk & Uncertainty
2.3: Personality & Self -Concept
2.4: Perception
2.5: Learning
2.6: Attitude Formation
2.7: Attitude Change
Unit 3: Sociological Issues in Consumer Behavior
3.1: The Environment, Class, Culture
& Diversity 3.2: Psychographic:
Values, Personality & Lifestyles 3.3:
Peer & Reference Groups 3.4: The Family
Unit 4: Decisions & Their Aftermath
4.1: New & Repeat
Buying Behavior 4.2: Innovation
4.3: High Involvement Purchase Behavior
4.4: Post Purchase Behavior
4.5: Services Markets
4.6: Behavioural Segmentation 4.7: Organizational Buying Behaviour
4.8: Consumer Behaviour & The Marketing Mix
4.9: Case Stu dy Discussion
List for Reference:
Handbook of Consumer Psychology. New York: Taylor & Francis Group
- Haugtvedt,
C. P. &Herr, P.M. Kardes, F. R. (2008)
Fundamental Theories on Consumer Behaviour: An Overview of the
Influences Impacting Consumer Behaviour. "Ovidius" University Annals,
Economic Sciences Series, 11 (2), 837- 841 - Daniela, M. A. (2011)
The seven sins of consumer psychology. Journal of Consumer
Psychology, 23 (4), 60 4
Page 54
411-423 - 3. Pham, M. T. (2013)
Consumer Behaviour. UK: Edinburgh Business School - Priest, J.,
Carter, S., & Statt,
D. A. (2013)
The dynamics of consumer behavior: A goal systemic perspective.
Journal of Consumer Psychology, 22 (2), 208- 223 - Kopetz, C.
E.,Kruglanski, A. W., Arens, Z. G., Etkin, J., & Johnson, H. M. ( (2012)
Social Influence and Consumer Behaviour. New York: The Psychology
Press -Howard, D. J., Kirmani, A., & Rajagopal, P. (Eds.) (2013)
Qualitative Consumer and Marketing Research.Los Angeles: SAGE
Publications -Belk, R. W., Fischer, E & Kozinets R. V. (2013)
Handbook of Qualitative Research Methods in Marketing. USA: Edward
Elgar - Belk,
R. W. (Ed.) (2006)
4.32 GROUP CONSULTING THEORIES & TECHNIQUES:
Unit 1: Introduction to Group Consulting / Counselling
1.1: Group vs. Individual Counselling
1.2: Goals, Functions and Definitions of: Group guidance, Group
Counselling &
Group Therapy
1.3: Types of Groups
1.4: Self Help Groups
1.4.1: Group Members as Therapist
1.5: Psychotherapy & Counselling Groups: Some Overlap
1.6: Benefits of Group Counselling
Unit 2: Th eoretical Approaches to Group Counselling
2.1: Psychodynamic
2.2: The Jungian Perspective
2.3: Adlerian Group work
2.4: The Person- centered Approach
2.5: Gestalt Therapy in Groups
2.6: Psychodrama
2.7: Transactional Analysis
2.8: Behavioural Therapy in Groups
2.9: Rational Emotive Behavioural Therapy & CBT
2.10: Skills Training Lab
Unit 3: Consulting Skills in the Group
3.1: Common Skills: Listening, Paraphrasing, Questioning &
Summarizing
3.2: Coordinating, Linking & Monitoring
3.3: Self Disclosure
3.4: Clarifying
3.5: Interpreting
3.6: Confronting
3.7: Showing Support
3.8: Reflecting Feelings
3.9: Activating
3.10: Ensuring a Safe Environment
3.11: Case Study Discussion & Role Plays on Coaching Skills in the 60 4
Page 55
Group
Unit 4: Practice of Group Consulting
4.1: Setting -up a Group
4.1.1: Leadership & Leadership Styles
4.1.2: Practical Planning
4.2: Stages in Group Life
4.2.1: Orientation
4.2.2: Conflict
4. 2.3: Cohesion
4.3: Various Issues, Defense Mechanisms & Problem Situations in
Groups
4.3.1: Case Study Discussions & Study of Videos
4.4: Group Consulting & Counselling Techniques for Specific Groups
4.4.1: Children,
4.4.2: Adolescents,
4.4.3: Couples,
4.4.4: Divorce Groups
4.4.5: Older Clients,
4.4.6: Addiction Groups
4.4.7: Case Study Discussion on each t ype of Specific Group
4.5: When to refer client to a qualified practicing Psychologist /
Psychotherapist /
Psychiatrist?
List for Reference:
Groups Process and Practice: 7th Ed., Thomson: Brooks/Cole - Corey,
M.S., Corey,
Gerald (2006)
Approaches to Group Work: A Handbook for Practitioners. London:
Prentice Hall -Capuzzi, Dave (2002).
Intentional group counselling: A micro skill approach. Belmont CA:
Wadsworth - Ivey, A.E., Pedersen, P.B. & Ivey, M.B. (2001)
'The Future of Cognitive Behaviour and Rational Emotive Behaviour
Therapy': Palmer and Varma - Ellis A. (1997)
4.33 ANTHROPOLOGY: GLOBAL CULTURAL
SENSITIVITY & DIVERSITY:
Unit 1: Culture
1.1: Concept
1.2: Characteristics of Culture
1.2.1: Culture Is Learned
1.2.2: Culture Is Shared
1.2.3: Culture Is Symbolic
1.2.4: Culture Is Integrated
1.2.5: Culture Is Dynamic
1.2.6: Culture Is All -Encompassing
1.3: Aspects of Culture
1.3.1: Values
1.3.2: Beliefs
1.3.3: Norms 60 4
Page 56
1.3.4: Ideal
versus Real
Culture 1.4:
Cultural Diversity 1.4.1:
Food and
Diversity 14.2:
Dress Codes
and Symbolism
1.4.3: Ethnicity
1.5: Origins of Culture & Culture's Evolutionary Basis 1.5.1: What We
Share with Other Primates 1.5.2: We Differ from Other Primates 1.6:
Universality, Generality, and Particularity
1.7: Culture and the Individual
1.8: Multicultural World & Globalization
Unit 2. Cultural Diversity
2.1: Language & Communication
2.2: Culture & Nature: Interacting with Environment
2.3: Exchange in Economic Systems
2.4: Marriages & Families
2.5: Kinship & Descent
2.6: Personality & Gender in
Comparative Perspective 2.7: The
Organization of Political Life & Power
2.8: Social Inequality & Stratification
2.9: Religion, Spirituality & Worldview
2.10: Art, Aesthetic & Sports
Unit 3. Anthropology
1.1: Humanity
1.1.1: Adaptati on, Variation, and Change
1.1.2: Culture: Cultural Forces Shape Human Biology
1.2: The Four Sub- disciplines of Anthropology
1.2.1: Cultural Anthropology
1.2.1.1: Ethnography
1.2.1.2: Ethnology
1.2.2: Archaeological Anthropology
1.2.3: Biological, or Physic al, Anthropology
1.2.4: Linguistic Anthropology
1.3: Our Focus: Cultural Anthropology: Distinctive Features of Cultural
Anthropology
1.4: Holistic Anthropology, Interdisciplinary Research, and the Global
Perspective
1.5: Anthropological Explanations
1.5.1: The Scientific Method
1.5.2: Anthropology and the Humanities
1.6: Why Study Anthropology?
1.6.1: Critical Thinking and Global Awareness
Unit 4. Method, Theory & Application of Cultural Anthropology
1.1: Ethnography: Introduction
1.2: Ethnographic Techniques
1.2.1: Observation and Participant Observation
1.2.2: Conversation, Interviewing, and Interview Schedules
1.2.3: The Genealogical Method
1.2.4: Key Cultural Consultants
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1.2.5: Life Histories
1.2.6: Problem -Oriented Ethnography
1.2.7: Longitudinal Research
1.2.8: Team Research
1.3: Ethnographic Perspectives
1.3.1: Emic and Etic
1.3.2: Expansion in Analytic Scale
1.3.3: Online Ethnography
1.4: Ethical Issues
.4.1: The Code of Ethics
1.4.2: Anthropologists and Terrorism
1.5: Theories in Cultural Ant hropology
1.6: Applied Anthropology
1.6.1: The Role of the Applied Anthropologist
1.6.2: Applied Anthropology Today
1.6.2.1: Anthropology and Education
1.6.2.2: Urban Anthropology: Urban Vs Rural
1.6.2.3: Medical Anthropology
1.6.2.4: Public & anthropology
1.6.2.4.1: Case Study on Culturally Appropriate Marketing 1.6.2.5:
Anthropology and Business 1.6.2.6:
Careers and Anthropology
List for Reference
Cultural Anthropology: Global Forces, Local Lives: 3
rd Ed., Routledge -
Jack David Eller (2016)
Anthropology: A Global Perspective: 7
th Ed., Pearson -
Raymond Scupin & Christopher DeCorse (2012)
Cultural Anthropology: 2nd Ed., Baker Academic - Paul G. Hiebert (1983)
Culture & Values: A Survey of the Humanities: 7th Ed., Wadsworth
Cengage Learning - Lawrence Cunningham & John Reich (2010)
4.34 CORPORATE CULTURE:
Unit 1. Concept of Organization / Corporate Culture
1.1: What is Corporate Culture
1.1.1: Key Concepts of Organization Culture
1.2: What Corporate Culture is Not
1.3: Three Perspectives on Corporate Culture
1.3.1: The Integration Perspective
1.3.2: The Differentiation Perspective
1.3.3: The Fragmentation Perspective
1.4: Can Culture be Learned?
1.5: Importance of Corporate Culture
1.6: Case Study Discussion
Unit 2. Measurement of Organization / Corporate Culture
2.1: Quantitative Methods
2.2: Qualitative Methods
2.3: Mixed Methods
2.4: The Process of Measurement of Corporate Culture
2.5: Case Study Discussion 60 4
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Unit 3. Organization / Corporate Culture & It's Impact
3.1: Organization Culture & Identity
3.2: Organization Culture & Performance
3.3: Organization Culture & Organization Strategy
3.3.1: Aligning Strategy & Culture
3.3.2: Case Study Discussion
3.4: Organization Culture & Team Work
3.5: Organization Culture & Leadership
3.6: You & Organization Culture: Application of Emotional & Behavioural
Intelligence
Unit 4: Managing Organization Culture
4.1: Culture as a Constraint
4.2: Multiple Level Shaping & Ambiguity of Culture
4.3: Management of Key Dimensions of Corporate Culture
4.4: Leading Culture Change & Transformations
4.5: When Cultures Meet: Acquisitions, Mergers, Joint Ventures & Other
Multicultural Collaborations
4.6: Application of Emotional Intelligence & Human Relations in
Management of
Organization Culture
4.7: Case Study Discussion
Books for reference
Corporate Culture & Performance: The Free Press (A Divn of Simon &
Schuster Inc) - John P. Kotter (1992)
Organization Culture: Vol. 8: Psychology Press - Karel De Witte & Jaap
Van Muijen
(2000)
Organization Culture & Leadership: John Willey & Sons - Edgar H.
Schein (2006)
4.35 INNOVATION & ENTREPRENEURSHIP:
Unit 1. Innovation
1.1: What is Innovation
1.1.1: Is Innovation a 'Big Idea' only?
1.1.2: The Mind of The Innovator
1.2: Ten Types of Innovations in Three Categories
1.2.1: Configuration
1.2.1.1: Profit Model
1.2.1.1.1: Case Study of Gillet
1.2.1.1.2: Case Study of Google
1.2.1.2: Network
1.2.1.2.1: Case Study of Walmart
1.2.1.2.2: Case Study of Reliance Fresh
1.2.1.3: Structure
1.2.1.3.1: Case Study of Fab India
1.2.1.3.2: Case Study of Southwest Airlines
1.2.1.4: Process
1.2.1.4.1: Case Study of Zara 60 4
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1.2.1.4.2: Case Study of Ikea
1.2.2: Offering
1.2.2.1: Product Features &
Performance 1.2.2.1.1: C ase
Study of Corning Gorilla Glass
1.2.2.2.2: Case Study of Apple
iPad 1.2.2.2: Product System
1.2.2.2.1: Case Study of
Microsoft 1.2.2.2.2: Case Study of McDonalds 1.2.3: Experience: 1.2.3.1: Service
1.2.3.1.1: Case Study of Zappos / Amazon
1.2.3.1.2: Cas e Study of Airbnb
1.2.3.2: Channel
1.2.3.2.1: Case Study of Dell
1.2.3.2.2: Case Study of Nespresso
1.2.3.3: Brand
1.2.3.3.1: Case Study of Ginger 1.2.3.3.2: Case
Study of Intel 1.2.3.4:
Customer Engagement 1.2.3.4.1: Case Study of
Apple 1.2.3.4.2: Case
Study of Barbeque Nation
Unit 2. The Techniques of Innovation
2.1: Principles
2.1.1: Go beyond products
2.1.2: Integrate multiple innovation types / Work across
2.1.3: Spot the shifts & Recognize patterns
2.2: Techniques of Innovation
2.2.1: Techniques for Profit Model
2.2.2: Techniques for Network
2.2.3: Techniques for Structure
2.2.4: Techniques for Process
2.2.5: Techniques for Product Performance
2.2.6: Techniques for Product System
2.2.7: Techniques for Service
2.2.8: Techniques for Channel
2.2.9: Tech niques for Brand
2.2.10: Techniques for Customer Engagement
Unit 3. The Practice of Innovation in Entrepreneurship
3.1: Entrepreneurship in true sense
3.1.1: Is every new small business an Entrepreneurship venture? 3.1.2: Is Entrepreneurship a
behaviour rather than personality trait? 3.1.3: Is
Entrepreneurship & Innovation a low risk? 3.1.4:
Systematic Entrepreneurship
3.2: Purposeful Innovation and the Seven Sources for Innovative
Opportunity
3.2.1: Source: The Unexpected
3.2.2: Source: Incongruities
3.2.3: Source: Process Need
3.2.4: Source: Industry and Market Structures
3.2.5: Source: Demographics
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3.2.6: Source: Changes in Perception
3.2.7: Source: New Knowledge
3.3: The Bright Idea
3.4: Principles of Innovation in Entrepreneurship
Unit 4. The Entrepre neurship Management & Strategies
3.1: Entrepreneurial Management
3.1.2: The Do's & Don'ts of Entrepreneurship
3.1.3: Core Principles of Management
3.2: The Entrepreneurial Business
3.2.1: The New Venture
3.3: Entrepreneurship Strategies
3.3.1: "Fustest wit h the Mostest"
3.3.2: "Hit Them Where They Ain't"
3.4: Ecological Niches
3.4.1: The Toll -gate Strategy
3.4.2: The Specialty Skill Strategy
3.4.3: The Specialty Market Strategy
3.5: Opportunity in Changing Values and Characteristics
3.5.1: By Creating Customer Utility
3.5.2: By Pricing;
3.5.3: By Adaptation to the Customer's Social and
Economic reality; 3.5.4: By Delivering what represents
True Value to the customer.
List for Reference
Business Innovation for Dummies: Willey Publishing - Alexander
Hiam (2010) The Art of Innovation: Doubleday - Thomas Kelly &
Jonathan Littman (2001) Disrupt Yourself: Biblimotion Inc. -
Whitney Johnson (2015) Entrepreneurship: Howard Books - Dave
Ramsey (2011)
Entrepreneurship: A Very Short Introduction: Oxford - Paul West head &
Mike Wright
(2013)
4.36 PROJECT WORK IN EMOTIONAL INTELLIGENCE,
HUMAN RELATIONS & ORGANIZATION SUCCESS:
UNIT 1: To prepare a format of the Project report, Questionnaires &
Interview Check- lists: Detailed preparation before approaching
shortlisted companies so that, the interaction will be managed time
efficiently & professionally.
UNIT 2: Establish contact with the Company & Take Appointments for Interactions:
Through college 'Industry interaction Cell', establish
contact with the short listed company & align with them on the Project
Topic & Objectives & then, take appointments. Each student to keep a
log of such a visits in a prescribed format. 10
Page 61
UNIT 3: Interaction with the Company: Visit Company for interactions,
attend team meetings as an observer, conduct interviews & work along
with the executives of the company on project topic. Each Student need
to follow Do's & Don'ts while interacting with the Industry Executives &
should take a Feedback (in writing) from them on their 'Satisfactio n
while interacting with the Student' & should submit it to college faculty.
UNIT 4: Project Report: Each student to prepare a Project Report &
get it validated by the company executives & college faculty. Project
Report to be prepared in a set structure explained to them as a 'Model
Project Report Format'
4.37 PROJECT WORK IN ORGANIZATIONAL
BEHAVIOURAL INTELLIGENCE & PROFITABILITY:
UNIT 1: To prepare a format of the Project report, Questionnaires &
Interview Check- lists: Detailed preparation before approaching
shortlisted companies so that, the interaction will be managed time
efficiently & professionally.
UNIT 2: Establish contact with the Company & Take Appointments for Interactions: Through college 'Industry interaction Cell', establish
contact wi th the shortlisted company & align with them on the Project
Topic & Objectives & then, take appointments. Each student to keep a log of such a visits in a prescribed format.
UNIT 3: Interaction with the Company: Visit Company for interactions,
attend team meetings as an observer, conduct interviews & work along
with the executives of the company on project topic. Each Student need to follow Do's & Don'ts while interacting with the Industry Executives & should take a Feedback (in writing) from them on their 'Satisfaction
while interacting with the Student' & should submit it to college faculty.
UNIT 4: Project Report:
Each student to prepare a Project Report &
get it validated by the company executives & college faculty. Project
Report to be prepared in a set structure explained to them as a 'Model
Project Report Format'.
10
4.38 SUCCESSFUL STRATEGY EXECUTION:
UNIT 1: To prepare a format of the Project report, Questionnaires & Interview Check- lists: Detailed preparation before approaching
shortlisted companies so that, the interaction will be managed time
efficiently & professionally.
UNIT 2: Establish contact with the Company & Take Appointments
for Interactions: Through college 'Industry interaction Cell', establish
contact with the shortlisted compa ny & align with them on the Project
Topic & Objectives & then, take appointments. Each student to keep a
log of such a visits in a prescribed format.
UNIT 3: Interaction with the Company:
Visit Company for interactions,
attend team meetings as an observer, conduct interviews & work along
with the executives of the company on project topic. Each Student need
to follow Do's & Don'ts while interacting with the Industry Executives & 10
Page 62
should take a Feedback (in writing) from them on their 'Satisfaction
while inte racting with the Student' & should submit it to college faculty.
UNIT 4: Project Report: Each student to prepare a Project Report &
get it validated by the company executives & college faculty. Project
Report to be prepared in a set structure explained to them as a 'Model
Project Report Format'.
4.39 SUCCESS FACTORS IN ENTREPRENEURSHIP:
UNIT 1: To prepare a format of the Project report, Questionnaires &
Interview Check- lists: Detailed preparation before approaching
shortlisted companies so that, the i nteraction will be managed time
efficiently & professionally.
UNIT 2: Establish contact with the Company Owners /
Entrepreneurs & Take Appointments for Interactions: Through
college 'Industry interaction Cell', establish contact with the shortlisted company & align with them on the Project Topic & Objectives & then, take appointments. Each student to keep a log of such a visits in a
prescribed format.
UNIT 3: Interaction with the Company / Entrepreneurs: Meet
Entrepreneurs for interactions, conduct interviews & work along with the
executives of the company on project topic. Each Student need to follow
Do's & Don'ts while interacting with the Entrepreneurs & should take a
Feedback (in writing) from them or their personal Assistance on their
'Satisfact ion while interacting with the Student' & should submit it to
college faculty.
UNIT 4: Project Report:
Each student to prepare a Project Report &
get it validated by the Entrepreneur & college faculty. Project Report to
be prepared in a set structure explained to them as a 'Model Project
Report Format' 10
MARKS GRADE POINTS
GRADE
75 TO 100 7.5 TO 10.0 O
65 TO 74 6.5 TO 7.49 A
60 TO 64 6.0 TO 6.49 B
55 TO 59 5.5 TO 5.99 C
50 TO 54 5.0 TO 5.49 D
0 TO 49 0.0 TO 4.99 F (FAILS)
The performance grading shall be based on the aggregate performance of Internal Assessment and Semester End Examination.
The Semester Grade Point Average (SGPA) will be calculated in the following manner:
Page 63
SGPA = ∑ CG / ∑ C for a semester, where C is Credit Point and G is Grade Point for the
Course/ Subject.
The Cumulative Grade Point Average (CGPA) will be calculated in the following manner :
CGPA = ∑CG / ∑ C for all semesters taken together.
R. __________ PASSING STANDARD FOR ALL COURS ES :
Passing 50% in each subject /Course combined Progressive Evaluation (PE)/Internal
Evaluation and Semester -End/Final Evaluation (FE) examination taken together. i.e.
(Internal plus External Examination)
R. __________
A. Carry forward of marks in case of learner who fails in the Internal Assessments
and/ or Semester -end examination in one or more subjects (whichever
component the learner has failed although passing is on total marks).
B. A learner who PASSES in the Internal Examination but FAILS in the Semester -end
Examination of the Course shall reappear for the Semester -End Examination of
that Course. However his/her marks of internal examinations shall be carried over
and he/she shall be entitled for grade obtained by him/her on passing.
C. A learner who PASSES in the Semester -end Examination but FAILS in the Internal
Assessment of the course shall reappear for the Internal Examination of that Course. However his/her marks of Semester -End Examination shall be carried
over and he/she shall be entitled for g rade obtained by him/her on passing
R. __________ ALLOWED TO KEEP TERMS (ATKT)
A. A learner shall be allowed to keep term for Semester II irrespective of number of
heads/courses of failure in the Semester I.
B. A learner shall be allowed to keep term fo r Semester III wherever applicable if
he/she passes each of Semester I and Semester II.
OR
C. A learner shall be allowed to keep term for Semester III wherever applicable
irrespective of number of heads/courses of failure in the Semester I & Semester II.
D. A learner shall be allowed to keep term for Semester IV wherever applicable if
he/she passes each of Semester I, Semester II and Semester III.
OR
E. A learner shall be allowed to keep term for Semester IV wherever applicable irrespective of number of heads/co urses of failure in the Semester I, Semester II,
and Semester III
F. A learner shall be allowed to keep term for Semester V wherever applicable if he/she passes each of Semester I, Semester II, Semester III and Semester IV.
OR
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G. A learner shall be allowed to keep term for Semester V wherever applicable
irrespective of number of heads/courses of failure in the Semester I, Semester II,
Semester III, and Semester IV.
H. The result of Semester V I wherever applicable OR final semester shall be kept in
abeyance until the learner passes each of Semester I, Semester II, Semester III, Semester IV , Semester V wherever applicable.
OR
I. A learner shall be allowed to keep term for Semester VI wherever applicable
irrespective of number of heads/courses of failure in the Semester I, Semester II,
Semester III, Semester IV and Semester V.