Course Structure

IITK MBA course is carefully structured and integrated with class room teaching, case discussions, hands-on industry experience with internship and project work. It grooms its graduates to become capable of managing modern enterprises effectively and independently.

Learning Model

IITK MBA pedagogy focuses on interactive learning through case studies, group discussions, projects, seminars and business games. IITK MBA also has a unique flexibility in course structure that enables students to design their own MBA. Continuous industrial interaction, seminars and live projects are a part of the curriculum. Organizational environments are simulated to sharpen the skills of decision making, leadership, team building. The curriculum trains the students to bridge the gap between technology and business solutions.

Foundation Courses

The students have twelve compulsory foundation courses encompassing all management fields imparting all the basic skills and knowledge desired from any business manager in the contemporary world. These include accounting, finance, computing, business communication, operations management, marketing, economics, business statistics, organizational behavior and human resource management.

Summer internship

The second semester is followed by a summer internship spanning two months where the students get a hands on experience in reputed organizations pre-arranged by the Institute providing them a chance to put the management theories into practice.

Specialization

The third and fourth semesters are meant for specializations depending on the field of interest special study projects are taken up by students. IITK offers a nice blend of courses ranging from marketing research and total quality to materials management and infrastructure policy and finance.

Electives

A wide choice of elective is offered to the student permitting them to broaden their area of familiarity and strengthen their background in varied topics such as entrepreneurship, optimization, software engineering, TQM/six sigma, technology management, econometrics, international business, database design, computer integrated manufacturing systems (CIMS), SAP, strategic management, knowledge management and organizational behavior.

Seminars

Concurrently, students attend a series of departmental seminars and participate in discussions and written critiques as an inherent part of the program.
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Course Details

MBA 601: Accounting for Management, 3-0-0-4

Course Contents: Balance sheet, profit and loss concepts, accounting principles and mechanics, Inventory Valuation and Depreciation accounting, Ratio and Fund flow analysis. Introduction to cost Accounting. Various methods of cost determination and cost accounting systems such as activity based costing systems and responsibility accounting. Use of costing systems in decision making. Extensive case studies will employed in this course.

MBA 606: Economic Analysis for Management, 3-0-0-4

Course Contents: Basic concepts in business economics, Economics of Market, Utility theory, Determination of Price, Production Function, Theories of Competition, Theory of Supply and Demand, Micro Level Firm Behaviour, Market Structure and Price, Concept of GDP, Theories of Money Supply, theory of Macro Economics. National Income and domestic product. Keynesian theory of income determination, Monetary approach, Inflation, balance of Payments, Structure of Indian economy, Indian economic growth and development.

MBA 607: Financial Management, 3-0-0-4

Course Contents: Fund and Cost Flow Analysis, Working capital management, Determination of capital structure of the firm, Cost of Capital, Capital asset pricing models, Leverages, Investment Analysis, Portfolio Management, Debt Management, Dividend Policy, Concept of Financial Strategy, Course will be based on case study and journal articles.

MBA 608: Measuring and Driving Corporate Performance, 3-0-0-4

Course Contents: This course is relevant to all managers and consultants. It focuses on developing expertise in designing the means of measuring corporate performance, identifying the scope for improvement, and in evolving managerial action to achieve improvement. A number of accounting concepts and techniques, covered in the foundation course, are basic skills required for this course. Another premise of this course is that organizations have different strategies, and different control systems are required to implement their strategies and achieve superior performance. The course is organized in three modules. The first module deals with techniques to measure and enhance profitability and quality of products and services. Tools such as Activity Based Management, Target and Kaizen costing, Flexible Budgeting, and Activity-based Budgeting are key topics in this module. The 2nd module deals with the setting of performance goals and incentives, and the use of diagnostic tools and control systems to achieve the goals. Strategic Profitability Analysis, Economic Value Added (EVA), and Balanced Scorecard are some of the tools used in this module. A third module introduces the student to the Information Systems aspects of management control. It deals with the control-needs of Information flow, and its consolidation in multi-locational setting.

MBA 609: Financial Intermediaries, Financial Institutions, and Regulators, 3-0-0-4.

Course Contents: This course is about financial systems, players, and their methods. It is meant for all those who have anything to do with finance or corporate strategy. It is descriptive at core, peppered with analytical parts. The analytical parts will help students to participate with numbers and decisions in the context of the financial system. This will be done through small problem-exercise/case-discussion/term paper. The course first explores the Intermediaries in the share market: brokers, depositories, underwriters, registrars, and the market itself. For each, we analyse their Role, functions and dysfunctions, the economics of their operation, structure of their markets, and their regulation. Another part of this module deals with intermediaries that help in buying goods and services viz., Leasing, Hire purchase, and Consumer finance enterprises. Economics of their operations in India, and their long-term strategy are key analytical aspects in this module. In its 2nd module, the course will look at Financial Institutions: all India Development Finance institutions (FIs), state level institutions, and Foreign Financial institutions (FFIs). Analytical focus will be on Project Appraisal, broad portfolios, and new financial products. In the Banking part of this module, the course will deal with retail banking, merchant banking, and investment banking. Banking instruments, cash management in banks, investment planning and strategy will be the analytical focus. Finally, the course will deal with the regulation of the financial sector, viz., the operation of RBI and SEBI.

MBA 611: Organization Structure and Design, 3-0-0-4

Course Contents: Introduction to Organizations, Organization Goals, Organizations and Markets, Organization Structures and Systems, Strategy, Structure & Technology, Organization Environment and Culture, Various Design Options, Power and Politics, Organization Conflict, Change and Restructuring, Growth and Evolution, Learning Organizations and organization Effectiveness, Service Organizations, Organizations as Networks. State of-art research papers and case studies will be used for the selected topics.

MBA 612: Managing Change in Organizations, 3-0-0-4

Course Contents: Problematising organizations: Stakeholders; environment, structures, cultures and organizations; recalcitrant instruments linear and nonlinear changes, Systems Perspective of change, Frameworks for conceptualizing change and organizational change people, process, technology issues, Restructuring of PSUs, Creative destruction, Information technology and organization change Total quality management and organization change, Reengineering and restructuring, Self-regulating, organization Integrating evolutionary and revolutionary changes, Challenges of continuous change.

MBA 613: Organizing for Service, 3-0-0-4

Course Contents: The Context of Service Organizations. - Organizing for Customer Participation. - Organization Structure and the Open System Design. - Structuring high Performance Service Businesses. - Impact of Technology on Service Business Functions. - New Interfaces & Boundary Spanning Roles. - Organizing and Leading Shared Services and BPO Projects. - Organizing for Strategic Flexibility in Service Organizations. - Management of Conflict and Creativity. - Behavior Models in Services.

MBA 616: Human Resources Management, 3-0-0-4

Course Contents: Meaning of Work and Humans as Resource, Human Resource Planning and Selection, Motivation and Compensation Management, Performance Appraisal, Career Management, Training and HRD, Group Dynamics and Leadership, Trade Unions and Industrial Disputes, Public Policy and Collective Bargaining, Due Process, Empowerment and Participation, Technology & HRM , Japanese HRM.

MBA 617: Social Political and Legal Environment of Business, 3-0-0-4

Course Contents: Industrial revolution and industrialization, Political economy of underdevelopment, Sociology of development, Indian rural and urban society, Influence of religion and karma, Multiplicity of languages, cultures, castes, Feudalism, Work ethic, Constitution of India, Party system, Fundamental rights, Local self government, Directive principles of state policy, Welfare state and Civil society, Social stratification, Environmental issues and legislation, and social movements, Corporate social responsibility and business ethics, Judicial system, Business law, Contract act, Arbitration, Companies Act, Sale of goods act, partnership act, negotiable instruments act, Income tax Act, Environmental legislation.

MBA 621: Managerial Communication, 3-0-0-4

Course Contents: the Manager, Interpersonal Communication, Ongoing Communication Process and flow, Organizational Managerial Communication, Personal Language, use and Communication System, The Media and Tools of Communication Climate, Low Structure: One to One Communication, High Structure: One to One Communication, Meetings and Conferences, Interactional Presentation, Keys to Functional Writings, Formats for Business letters and Memos, Exposure to e-Communication, Planning and Producing Effective Business Reports, Business and Managerial Communication Research. There will be atleast one case/exercise in each class.

MBA 622: Manufacturing Strategy, 3-0-0-4

Course Contents: Product and factory life cycle, strategic dimensions of technology, characteristics of job shops and flow shops, learning curve effects, economies of scale, resolution of conflicts between manufacturing and marketing, concept of PWP, design of organization structure of manufacturing divisions, interactions of design department with manufacturing, marketing, service and purchasing. Concept of aligning of manufacturing and the corporate strategy.

MBA 623: Strategic Management, 3-0-0-4

Course Contents: General Management Function, Introduction to the corporate strategy, concept of organizational purpose, environmental scanning and formulation of objectives, strategy for growth such as concentric growth and diversification, role of values in strategy formulation and evaluation, managing diversity and growth, choice of organizational structure and designing control systems to support the implementation of the strategy. Role of implementation issues in strategy formulation. Impact of organizational culture, structure, systems in strategy implementation and Merger and Acquisitions.

IME 624: Corporate Innovation & Entrepreneurship, 3-0-0-4

Course Contents: Organizations new or old need today, more than ever, managers who can innovate and create new opportunities. In the first module this course will take an applied approach to learn the imperatives of lateral thinking and accelerated innovation in large organizations under relentless pressure of discontinuity. It will explore integrative framework for individuals, virtual teams, using CPC and other rapid development/deployment IT tools for accelerating targeted innovation and new product concept to market processes. In the second module this course will develop from theories of entrepreneurship an applied approach for managing disruptive innovation to create new high growth businesses. The crafting approach to finance, operations and other entrepreneurial strategies, real time monitoring and adaptive control systems for small businesses and the role of clusters, community of practitioners for strategic flexibility will be some of the emerging paradigms covered in this course.

MBA 626: Management of Technology, 3-0-0-4

Course Contents: Policy Technology Choice: Linkage; National Technology Policies; Technology, Competition and Industrial Structure; formulating the technology strategy, Technology Development and Acquisition process; Managing Technologies, Technology in Indian Industries, Strategic R&D management and Technological Consortia Licensing and joint Ventures, Managing Technology Spillovers; Justification of new technology; management accounting and technology; Integration of New with Old technology, Assimilation of Technology; Intellectual Property Rights and their Implications for Industry Policy and Technology Management.

MBA 627: Managing High Technology, 3-0-0-4.

Course Contents: Many competitive strategy models, no longer works in high technology firms. Continuous innovation is the only way to survive in global, convergent, highly volatile industries in Telecom, Pharma, Life science, Biotechnology, Semiconductor and Consumer electronics domains. This course will take a close look at strategy, practices in high technology firm who depend on the mastery of the dynamic tension between stability and change, efficient use of core technologies and effective exploration of pacing to break through changes simultaneously. This elective course will also explore new software tools for managing policy dynamics and multi option strategies. - The high technology strategy interface, IP audit and the strategy of renewable, incremental and radical innovation. - Strategic technology maps, technology platforms and option architecture. - The challenge of high technology convergence and diffusion, network economics and connected corporations. - The paradox of formal systems and flexible strategies. - Global high technology products and services proactive IP management strategies in global organizations. - Forecasting and real time integration of Enterprise Systems. - Organizing for perennial renaissance Hard, soft and creative paradigms in High technology management.

MBA 628: International Business Management

Course Contents: This course is relevant to all executives who plan or operationalise business strategies across multiple countries -for international marketing, international sourcing, or international ownership. It focuses on learning about the global business environment, strategic opportunities and competeness for internationalising, design and marketing of appropriate products and services, and key aspects in operationalising the strategy through organization structure, human resource, international coordination and leadership. While working towards these learning objectives, the course will maintain a close proximity to some themes of particular interest. We shall invite frequent attention to businesses that originate or operate in India/Asia. We will also be conscious of Governance relationships of investors from developed countries that affect their businesses in less developed ones. Cultural patterns as well as the Regulatory environment in different countries will be a recurrent theme in our discussions. And, we shall be conscious of how organizations may, through business without borders, stretch their capacities, and develop new competences and relationships. Much of the course will be through Case- discussions. Country and product based presentations will also be utilised for building specific understanding.

MBA 631: Marketing Management, 3-0-0-4

Course Contents: Marketing Environment, Company analysis (strength, weaknesses, opportunities and threats), the concept of marketing mix., four Ps of marketing, and the concept of marketing strategy. The concept of market segmentation and differentiation, product positioning and its applications in demand forecasting. Consumer Behaviour and Marketing Research. International marketing. Marketing economy and public policy issues. E-marketing. In this course concepts will elaborated by the use of cases and research papers.

MBA 632: E-Marketing. 3-0-0-4

Course Contents: Marketing Fundamentals (environment, competition, consumer behaviour segmentation, Targeting, and positioning, 4Ps product, price, promotion, place), Marketing strategy, Digital marketing Opportunities, E-Paradigm, Internet Networking, Enterprise Middleware, Right Enterprise Applications, operational challenges web sales and marketing, web services, ASP and other financial choices, Real-time Analytic, Frontline Access, Miscellaneous Emerging opportunities.

MBA 633: Marketing Research, 3-0-0-4

Course Contents: Nature and scope of Marketing research: (a) the Marketing Research Process, (B) Research design and Implementation, Data collection : (a) Secondary Sources of Marketing Data, (b) Standardized Sources, (c) Information Collection: Qualitative and Observational Methods, (d) Information from Respondents, (e) Attitude Measurement, (f) Experimentation, (g) Sampling fundamentals, Data Analysis: (a) Hypothesis Testing: Basic concepts and tests of Associations, (b) Correlation Regression Analysis, (c) Discriminant and Canonical Analysis, (d) Factor and Cluster Analysis, (e) Multidimensional Scaling and Conjoint Analysis, (f) Presenting the results.

MBA 634: Consumer Behaviour, 3-0-0-4

Course Contents: Consumers in the Market place: (a) An introduction to Consumer Behaviour, Consumers as individuals: (a) Perception, (b) Learning and Memory, (c) Motivation, Values and Involvement, (d) Attitudes, (e) Attitude change and Persuasive Communication, (f) Self, Consumers as decision Markers: (a) Individual decision Making, (b) The Purchase Situation, Postpurchase Evaluation and Product Disposal, (c) Group Influence, Opinion Leadership, (d) Organizational and Household Decision Making, Consumers and Sub Cultures: (a) Income and Social Class, (b) Ethic, Ratial and Religious Subcultures, Consumers and Cultures: (a) Cultural Influences on Consumer Behaviour, (b) Lifestyles and Global Culture, (c) Sacred and Profane Consumption.

MBA 635: Marketing of Service, 3-0-0-4.

Course Contents: Service businesses today are global from inception yet needs intricate localization. Managing on line on demand multiplicity makes marketing of services challenging. Service marketing is a thriving area of academic pursuit and excellent textual as well as research findings will support this course. Strategic Marketing of Services -Segmentation and Targeting of Service - Positioning Service Marketing as Process Service Product Service Delivery Servicescapes Some Cases: - Four customers in search of solution (Segmentation) - Vertical Net (eBusiness Strategy)

MBA 636: Advertising and Marketing Strategy, 3-0-0-4.

Course Contents: This course is an advanced marketing elective that focuses on the job of the product/brand manager. There are two modules in the course. The first module is on advertising and the second on strategic issues of market planning. The first module is designed to examine agency as business, the fundamentals of advertising theory and the evaluation of different kinds of advertising. The second module will stress on (1) the development and implementation of marketing strategies with focus on issues like organizational capabilities, resource base, market structure, and competitive behaviour (2) branding strategy with emphasis on product positioning.

MBA 637: Business to Business Marketing, 3-0-0-4.

Course Contents: Business to Business Marketing encompasses those management activities that enable a supplier firm to understand, create, and deliver value to other businesses, governments, and/or institutional customers. Business to business marketing is also referred to as business market management an industrial marketing. In year past, the topical area applied largely to industrial manufacturing firms. Today, business to business marketing provides practical frameworks, concepts, and tools for organizations as diverse as management consulting firms, investment banks, software solutions providers, and integrated supply management operations, among many other leading-edge technology and service companies. As business to business marketing expands its scope and stature, this course aims at reinvigorating training in marketing beyond the tired old, 4Ps plus industrial examples format. This course will emphasize the interrelatedness of concepts such as multifunctional teams, strategic alliance environmental sensitivity, inter-organizational trust, organizational learning and adherence to ethical principles. Furthermore, with the advent of relationship and network theories, this course emphasises that business marketer must learn not only to create value, but also to equitably share value with customer firms. Understanding of business buying and marketing behaviour within the context of relationship/network theories is the central learning from this proposed elective. Given this background, the overall objectives of this course are to create an understanding of the current state-of-art of organizational buying behaviour and business-to-business marketing.

MBA 640: Intellectual Property Management, Value Creation, Value Capture, 3-0-0-4

Course Contents: Module-I: Intellectual Property Management. Market Capitalization, Intellectual Capital (IC), Components of Intellectual Capital, Tangible and Intangible Assets of Firms, Goodwill, Linkage between IC, Corporate Strategy, and Profits, Relationship between Intellectual Capital and Intellectual Property, Knowledge Economy and the need for Intellectual Property Management, Various Types of Intellectual Property - Trademarks, Copyrights, Patents, Trade Secrets, and Industrial Designs, International IP Treaties/Agreements on IP Rights, Types of Patents, Patenting Procedure, IP Infringement, Strategic IP Management for Technology Commercialization and Competitive Advantage, Offensive and Defensive IP Strategies, Global Innovation Index and IP Management, Intellectual Property Strategies in Indian Context - Universities, CSIR and Commercial Firms Module-II: The Dynamics of Value Creation and Value Capture. Mapping of Intellectual Performance Drivers, Seven Primary Phases in the IP Audit for Growing Industries, Intellectual Assets, Market Valuation of Intellectual Property, Marketing of IP, Angel and Venture Capital Decision Models for IP, Value Creation and Value Capture Module-III: Patent Mapping. Demonstration of Patent Search, Patent Analysis and Patent Landscaping to identify Technology Trends and Gaps in a field of commercial interest

MBA 641: Computing for Management, 3-0-0-4

Course Contents: Introduction to data base management system, Introduction to a high level language, Introduction to Data Structures, Computer Organization, Nerworks.

MBA 642: Database Management, 3-0-0-4

Course Contents: Decision Process and Database Management, Evolution of Databases, Schemas and subschemas, global view of data, datastructures, file organization, criteria for database design, canonical databases, normal forms, relational data model, relational algebra and calculus, query languages, query optimization, SQL, security, integrity and protection, recovery methods, Role of database administrator, concurrent operations, distributed databases, industrial applications.

MBA 643: Simulation of Business Systems, 3-0-0-4

Course Contents: Simulation Philosophy and Methodologies, Review of Basic Probability and Statistics, Random number Generation, Programming Considerations, Languages and Data Structures, Verification and Validation, Simulation Languages, Animation, Design and Execution of Simulation Experiments, Applications: Case Flow and Risk Analysis by Simulation Using Spreadsheets, Simulation of Production System, Inventories, Queues and Production Scheduling.

MBA 644: Knowledge Strategies & Knowledge Systems, 3-2-1-4.

Course Contents: Successful knowledge management requires strategic management of information system and organizational culture. Hence this course will focus on process as well as technology systems for anticipation, creation and use of knowledge as a strategic resource for competitive advantage. Harnessing tacit knowledge using the SECI and other models deal with people issues of learning, sharing and integrating knowledge. Strategies for managing explicit knowledge deal with technologies and systems for storage, retrieval, recombination and analytics of modules in a global organization. Students will design Knowledge Management Systems for functional applications in different industry domains using various tools like document management, content management, search and pattern analysis, groupware, BI & EIP.

MBA 645: Management Information Systems, 3-0-0-4.

Course Contents: Foundation Concepts: Basic information systems concepts about the components and the operations, managerial, and strategic roles of information systems; Technology: Major concepts, developments, and managerial implications involved in computer hardware, software, telecommunications and database management: technologies; Applications How the Internet, intranets, extranets and other information technologies are used in modern information systems to support electronic commerce, enterprise collaboration, business operations, managerial decision making, and strategic advantage; Development Developing information system solutions to business problems using a systems approach to problem solving and variety of business application development methodologies; Management The challenges of managing information systems technologies, resources, and strategies, including global IT management, strategic IS planning and implementation, and security and ethical challenges.

MBA646: Business Integration with Information Technology, 3-0-0-4.

Course Content: Need for integration, Evolution of ERP Components of ERP Enterprise evaluation, Business process mapping, Business Process Re-engineering, Understanding and evaluating ERP packages, Technology evaluation, Networking issues, ERP implementation, Human resource issues and change management, SAP system, Project on SAP system, Case studies

MBA 651: Quantitative Methods for Decision Making, 3-0-0-4

Course Contents: Introduction to decision analysis and process. Elementary probability theory, conditional probability, Bayesian decision analysis, EVPI, moment generating functions, the central limit theorem, Descriptive and deductive statistics, Hypothesis testing and Regression

MBA 654: Strategic Innovation for Sustainable Business Advantage, 3-0-0-4

Course Content: Module-I: Innovation Concepts and Principles. Historical Perspectives, Innovation Myths and Realities, Challenges, Triggers and Sources for Creativity and Innovation, Innovation by individuals, communities and Corporations, Innovator’s Profile, Innovation Cycle, Phases of Innovation Cycle, Differences between Structured and Unstructured Innovation, Link between Corporate Vision, Strategy and Innovation, Components of Strategic Innovation, Organizational Architecture for Strategic Innovation, The Role of Government Policy in Innovation, The Roles of Venture Capitalists and Business Angels in Innovation, Eight Barriers to Innovation, Twelve Principles for Breaking Innovation Barriers, Innovation Principles for Sustainable Competitive Advantage and Generation of Wealth and Value Module-II: Innovation Approaches and Frameworks. Incremental, Breakthrough and Disruptive Innovation, Design based Innovation, Open vs. Closed Innovation; Kotler’s Four Levels of Innovation: Business Model Innovation, Process Innovation, Market Innovation and Product/Service Innovation; Innovation Frameworks: Hansen-Birkinshaw, Tracy-Wiersema, Sawhney-Wolcott; Reverse Innovation, Essential Principles and Practice of Reverse Innovation, Changing the Mind and the Management Model; Jugad Innovation, Essential Principles and Practice of Jugad Innovation, Jugad Innovation’s Future for Emerging Markets, Illustrative commercial examples for Innovation Module-III: Innovation Project. A practical project that illustrates the Innovation principles.

MBA 661: Production and Operations Management, 3-0-0-4

Course Contents: Concepts, Context and Decision Process in Production System; Manufacturing and Service Systems; Policy Decisions; Product Decisions; Process Decisions; Forecasting Methods, Product Design and Process Selection in Manufacturing and Service; Value Analysis; Facilities Location and Layout, Capacity Planning; Job Design and Work Measurement, Learning Curves, Production Planning Models, Lot Sizing and Aggregate Planning; Line Balancing; Inventory Systems Costs, EOQ, Continuous and Periodic Review Models, Stochastic Models and Safety Stock; Inventory Systems for Dependent Demands, Material Requirements Planning; Operations Scheduling; Quality Control; Integration JIT and Kanban Systems.

MBA 663: Total Quality Management, 3-0-0-4

Course Contents: Total Quality Management, quality management Philosophies, Leadership, Employee involvement and customer Value Evaluation, Kaizin, Problem Solving and Quality Management, problem solving Fundamentals, Problem Identification, Definition, Diagnosis, Alternative Generation and Evaluation, Elementry concepts related to 7 Old and 7 New Tools for quality Assurance, Basic Statistical Concepts, Control of Accuracy and Precision, Process Capability, SPC, Acceptance Sampling, MIL-STD-105D. Quality Management Systems, ISO 9000, Quality Engineering, Quality Function Development, Introduction to Design of Experiments, Process Optimization and Robust Product Design, Steps to Six Sigma, Management of Service Quality, Management of Software Quality, Course will include projects and industry case studies.

MBA 664: Supply Chain Management, 3-0-0-4

Course Contents: Strategic Framework for Supply Chain, Materials Management Functions, Forecasting and market Analysis, Purchasing and Procurement, Physical Supply, Managing Inventories, MRP and Capacity Planning, Inventory Valuation, Logistical Management, Materials Handling, Warehousing/Storage and Retrieval, Transportation and Distribution, IT and Role of E-Business, Financial Evaluation.

MBA 665: Manufacturing Planning and Control, 3-0-0-4

Course Contents: Framework of Manufacturing Planning, Forecasting Models, Hierarchical Planning System, Facility Location and Layout, Resource Scheduling, Flexible Manufacturing analysis, design and Planning, Just-in-Time Manufacturing, Simulation and Performance Evaluation, Lean and Agile Manufacturing.

MBA 666: Project Management, 3-0-0-4

Course Contents: Characteristics of Projects, Project Economics, Screening and Selection, Evaluation, Structuring Organizational and Work Breakdown, Scheduling, Budgeting, Resource Management, Life-Cycle Costing, Project Control, R&D Projects, Computer Supports, Project Termination.

MBA 671: Managing Service Operations, 3-0-0-4

Course Contents: Service as Product, Design of Service Systems, Location and Layout of Service Facilities, Service Engineering including Work Design, Human Factors, Automation and Communication, Productivity and Service Effectiveness, Network Planning including Queuing Networks, Manpower and Resource Scheduling and Distribution Planning. Professional Service: Achieving differentiation through knowledge and relationship, Service and Competitive Strategy; Service delivery systems and IT applications; IT enabled services and Technology Convergence; Managing for World Class; Service Quality and Service Level best practices for call centers and related services, Cross Cultural issues; Pricing and Transfer Pricing of Connected Services, Project Implementation, Learning, Innovation and Knowledge Management in the Service based business.

MBA 672: Advanced Manufacturing Systems, 3-0-0-4

Course Contents: Manufacturing System Decisions and Functions, Product Development, Conceptual Design, Automation and Integration, CIMS Technology, Concurrent Engineering, Process Engineering and CAPP, Numerical and Computer Control, Robotic Systems and AGV, Group Technology and Cellular Manufacturing, Information Systems and Factory Area Networks, World Class Manufacturing. In the second module this course will develop from theories of entrepreneurship an applied approach for managing disruptive innovation to create new high growth businesses. The crafting approach to finance, operations and other entrepreneurial strategies, real time monitoring and adaptive control systems for small businesses and the role of clusters, community of practitioners for strategic flexibility will be some of the emerging paradigms covered in this course.

MBA 675: Infrastructure Regulation, Policy and Finance, 3-0-0-4.

Course Contents: Role of Infrastructure in Economic Development, Natural Monopoly and Economics of Infrastructure Regulation, Rate of Return Regulation, Performance Based Regulation, Pricing for Infrastructure Sector, Role of Subsidies, Reforms in the Infrastructure Sector (Power, Telecom, Roads, Ports, Urban Services) Restructuring and Privatisation in Infrastructure Sector, Reform Acts, Competition in Infrastructure Sector (Bulk Power, Telecom, Transportation), Issues in Infrastructure Finance, Modes of Project Financing, Risks in Infrastructure Sector, Development of Infrastructure Projects -BOO, BOOT, BOLT etc.

MBA 676: Security Analysis, Derivatives and Portfolio Management, 3-0-0-4.

Course Contents: Financial Markets, Investment Alternatives, Risk and Return, Portfolio Theory and Capital Asset Pricing, Capital Asset Pricing Theory and Arbitrate Pricing Theory, Efficient Market Hypothesis, Security Analysis and Valuation, Valuation of equity and Fixed-income securities, Fundamental Analysis, Technical Analysis, Investment Strategies, Derivatives, Options, Futures, Swaps, Black-Scholes model, Value at risk, Estimating volatility and correlations, Hedging and Portfolio Management

MBA 677: Project Financing and Management, 3-0-0-4

Course Contents: Generation and Screening of Project Ideas, Project Appraisal and Evaluation, Financial Projections, Investment Criteria, Cost Benefit Analysis, Project Finance, Financing Infrastructure Projects, Sources of Finance, Multilateral Project Financing, Consortium Financing, Venture Capital, Risk Analysis, Project Life Cycle, Techniques for Project Management.

MBA 697: Summer Project, 0-0-0-0.

Course Contents: During the summer after first two semesters, each student will take up a summer project in an industrial or service organization for 8-10 weeks. During this period, the student will work under the guidance of an executive of the host organization, complete the assignment, prepare a written report, and make a presentation during the third semester.

MBA 698: Seminar, 0-0-0-0

MBA 699: Special Studies/Project, 0-0-8-4

In this course, each student will take up a management project or management topic under the guidance of a specific faculty. Towards the end of the semester, the student
will present a final report of the project

Seminars

MBA at IITK provides students with opportunities to hone their skills by interacting with eminent people from the industry. Workshops on leadership, personality development and seminars on topics including insurance, banking, intellectual property rights and telecom are frequently held. There are lecture series where distinguished speakers from the corporate world share their hands-on experience with the aspiring managers. The students have been enriched through such interactions with the eminent speakers in the past.

Some of the eminent people who have visited us are :

*  Mr. Rajat Sharma, Sr. Vice President, SBI Caps
*  Mr. Ravi Santhanam, COO- UP East, Vodafone
*  Mr. Ritesh Mukhoti, GM, Glenmark Pharma
*  Mr. Asok Chaudhari, CEO, CSX Corporation
*  Mr. Vivek Pandey, GM, Times Group
*  Mrs. Ministhy Nair, DM, Barabanki, UP
*  Mr. Vishal Sharma, Director, Deloitte
*  Mr. S.T. Kalairaj, Market Research In-Charge, Ranbaxy
*  Mr. Sanjeev Puri, CEO, Indian tobacco Division, ITC Ltd.
*  Mr. Aditya Kumar, Solution Transformation Leader, Schneider Electric
*  Mr. Pramod Kumar, VP Market Research, RNB Research
*  Mr I.A. Khan, Adviser (Energy), Planning Commission, Govt. of India
*  Mr. Sreekumar CR, VP field Services, Energy Services, Schneider Electric
*  Dr. Mahesh Uppal , Director, Com First (India)
*  Mr. Vineet Singhal, Chief Project Manager, IOCL
*  Mr. Gopesh Mittal, Consultant, McKinsey & Co.
*  Mr. Anindya Sengupta, Manager, PricewaterhouseCoopers
*  Mr. Srinu Babu Matta, Divisional head, Tata Motors
*  Ms. Shivani Datta, Manager, Ernst & Young
*  Mr Sanjay Kaul, Director and CEO, NICR (NCDEX Institute of Commodity Markets and Research)
*  Mr Kamal Patodia, Sr. Vice President, Hindalco
*  Marty Shivley, Director IP Operations, Microsoft
*  Mr Mukundan Seshadari, CEO, Blue-File IP Services   
*  Mr Jim Patterson, US Patent Attorney   
*  Mr. Dilip Chhabria, CEO, DC Designs
*  Mr Ravi Mohan, MD, CRISIL
*  Prof. Vijay Mahajan, Dean ISB
*  Dr. Milind Dawande, IBM Watson Research Centre
*  Dr. Surinder Batra, Principal Consultant, Center for Interactive Management
*  Dr. Aditya Tyagi, Ex VP, Polaris Software
*  Ms. Waltraut Ritter, HKUST Hong Kong
*  Mr. Abhay Bhushan, Neomagic Corp. Santa Clara

*  Mr. Arun Kaul, MD, PNB GiltsMr. Douglas Breckenridge, CEO, Mindguild
*  Mr. M. Mukhopadhyay, Ex Executive Director, ISPAT
*  Mr. Mahesh Murthy, Ex Head, Channel V
*  Mr. Munish Chawla, MD, IL&FS
*  Mr. R. Gopalakrishnan, Executive Director, Tata Sons
*  Mr. Ravi Khanna, VP, Kodak
*  Mr. Sambhunath Mukhopadhyay, VP, Siemens
  *  Prof. G. Raghuram, IIM-A
*  Prof. Pritam Singh, IIM-L
*  Prof. Rishikesh Krishnan, IIM-B
*  Mudit Kulshreshtra, IGIDR Mumbai
*  Dr A Garg , Advisor, Govt. of Botswana
*  Dr A P Shukla (Retd.), Department of Physics , IIT Kanpur
*  Mr Ashok Gupta, Hindustan Lever Ltd.
*  Mr Sunil Bedekar, Advocate, Supreme Court
*  Mr Shyam Wadhera, Director (Projects), Power Finance Corporation
*  Dr K.M. Abraham, Secretary, Government of India
*  Dr Prakash Singh, BITS Pilani
*  Dr Mamata Jenamani, IIT Kharagpur
*  Dr Justin Paul, IIT Mumbai
*  Dr saral Mukherjee, IIM Ahemdabad
*  Mr Rakesh Rewari, General Manager, SIDBI ExCEO, SIDBI Venture Capital Ltd
*  Prof. P N Rastogi, IIM Lucknow
*  Prof. K.R. Srivathsan, Director- IIITM, Kerala
*  Rishikesh Barpuzari, eValueserve
*  Monika Singla,  Manager, Ranbaxy Laboratories Limited
*  Prof Arindam Banerjee, IIM Ahmedabad
*  Prof. Ramakrishnan krishnamurthy, MDI Gurgaon
*  Mr Paranjoy Thakurta, Noted Journalist

Collaborations

RPI COLLABORATION

The Lally School of Management and Technology was founded in 1963 as an integral part of Rensselaer Polytechnic Institute. Building on a heritage of more than 175 years of leadership in science and engineering, Rensselaer's Lally School develops technologically-savvy, entrepreneurial business leaders who can initiate and guide innovation for commercial success. All programs enable the next generation of business leaders to combine their passion for technology with the management ability to succeed in today's challenging global marketplace.

Department of IME, IIT KANPUR along with Lally School, USA offered course "Manufacturing Strategy and Systems" jointly (during Aug - Nov, 06) using advanced internet technology. This was highly appreciated from both the sides and now it is planned to align MBA curriculum of both the sides so that in future many such courses can be offered.

More information about Lally School of Management can be found from Lallyschool