4th semester Question paper

SUBJECTS OF M.COM 4th SEMESTER

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4.22 Entrepreneurship Management

Unit I: Introduction: definition-nature-scope and importance its relevance in different economic systems- its significance to Indian economy under the new economic order. 

Unit II: Setting-up of an entrepreneurial venture 
a) Identifying and conceiving opportunities in agriculture, trade, industry, transports, insurance and related service organizations.
b) Converting conceived business opportunities into reality: location, infrastructure facilities, Aid from Government, semi-up of an enterprise on hand (case studies in setting up of as enterprise covering a minimum of five years of initial period). 

Unit III: 
Management of the Venture 
a) Stages of development- small, medium and large scale. 
b) Management of functional areas viz. production, purchase, Marketing, Finance, Personnel, Finance, at different stages development in terms of planning and control and decision making management of conflict
c) Environment facing different kinds of ventures at different stages of developmentgovernmental laws.
d) Self-development of the entrepreneur-self-evaluation of the individual and institution at different stages of enterprise and entrepreneurial growth, motivation for individual and institutional development- training needs of the entrepreneur evaluation of the organization structures. 
e) Creativity and Techno-economic innovation for entrepreneurs management of family business-socio-psychological factors influencing entrepreneurship development. 

Unit IV: Professional entrepreneurship and professional managers- their role in managing on enterpriseposition in the Indian management scene-agencies promoting entrepreneurial development - role of concessions, subsidies incentives- A technical assistance. 

Unit V: Entrepreneurs in India- study of profiles- recent trends- scope use profitability profit-oriented and non-profit oriented organization.

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 4.16 Tax Planning 

Unit I: Meaning concept of tax planning and tax management- distinction between tax planning, tax evasion and tax avoidance with illustrations. Tax planning through selection of suitable form of business organization, selection of type of business and industry and location; diversion of income and application of income. 

Unit II: Tax planning through the provisions of section 10 of the Income Tax Act. Relating to 'tax free incomes' - tax planning in regard to salary income of an individual; deductions and exemptions allowed in computing income non salaries and income from house property. Tax planning in regard to setting up and dates of commencement of business, make or buy decision; valuation of stock and export and domestic sales decision.

 Unit III: Capital assets in the context of capital gains and assets outside the purview of capital gainstaxation of long term and short term capital gains and exemptions thereof for tax planning purposes. 

Unit IV: Tax planning in regard to residuary and non-residuary headings of income from other sources; taxability of interest on government securities and dividend-from Indian companies- Tax planning and clubbing of incomes under section64 of the IT Act. Important factors to be considered in regard to tax planning in case of an individual with reference to splitting of income and investment of surplus funds in selected securities. Tax planning and tax deducted. At source and advance payment of tax by an individual assesses. 

Unit V: Tax planning by a partnership firm assessed as such and as association of persons. Tax planning by company through the timing of payment of statutory dues, joint ventures abroad and foreign collaboration and transfer from holding company to subsidiary. Function of the tax planning department of a company Fringe benefit tax


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 Marketing of Services  

4.15 Marketing of Services 

Unit I: Introduction to service marketing service-definitions, characteristics, reasons for growth in service sector with special reference to India- Marketing mix for service; marketing segmentation-market information system.

Unit II: Service strategy, market oriented service strategy. Demand variation in service and its management. Determinations of service quality, its management, Dimensions of total quality management; Service triangle; service models.

 Unit III: Service Products: development of a new service, differentiation, service product mix, packaging, branding, strategy for service; approaches to pricing of services- objectives, pricing strategies. Service location and providers, working of a service distribution system.

 Unit IV: People in Marketing of services: role of employees, managing customer participation, internal marketing objectives, influence of employee behaviour in service quality. External marketingneed, promotional campaign design, word of mouth communication. The service inter-action process, enhancing customer participation. 

Unit V: Marketing of Financial Services: Concept-factors governing the customer behavior and psychology- marketing mix of financial services-Marketing of financial services in Indian Environment. 

Unit VI: Marketing of Health Services; characteristics of health services; type of health services- product planning and development- segmentation - pricing and promotion strategy in the Indian Environment. 

Unit VII: Marketing of tourism: Tourism product, development and management of tourist spot; pricing, strategic tourism promotion, tourism marketing prospects and promotion in North East region.

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4.21 International Business

 1. Foreign Direct Investment and Multinational Corporations - MNC culture, MNCS and LDCs, joint ventures.

 2. Regional Economic Integration, SAARC, ASEAN, European Economic Community, EEU, NAFTA, SAF TA, SAPTA. 

3. India and WTO - Free and Fair trade, Trade in Services, Removal of trade barriers, Tariff and nontariff barriers Dispute settlement mechanism, Innovation and Intellectual property Rights. 

4. Export Impolicy, Duty entitlement Pass Book (DEPB), Letter of credit, Bank finance for export and import, documentation, customs duty Foreign exchange management, Foreign exchange exposure, risk management, transfer of international payments- Western Union Money Transfer. 

5. Convertibility of Rupee currency, current and capital account transactions, Issues and Perceptions-heading techniques, derivatives and future IMF and World Bank. 

6. Foreign Investment Institutions, Instruments: GD Rs, ADRs, FIIs-their role in Indian Capital Market. Double Taxation Avoidance Agreement (DTAA).

 7. Merger, Acquisition, takeover International merger and acquisition (M&A) International Strategic Alliance.

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4.14 Strategic Management 

1. Corporate strategy & Planning: Concept Strategy-organizational purpose and missions- Objective and Goals- Policies-Programme Strategies, Kinds of Strategies- McKinsey 7-S framework Corporate Policy & Planning in India-Definition-Characteristics-benefits Why Corporate planning fails. 

2. Board of Directors: Role & Function- Responsibility of BOD's- Size, Types and composition of Boards- Boards in Public & Private Sector Enterprises, Enhancing Boards Effectiveness, Top Management- CEO- Role & Functions of top management- Corporate values. 

3. SWOT Analysis: Environmental analysis- Constituents and Impacts Assessing the impact of Opportunities Competitive Analysis- Economist's Viewpoint- Marketing Viewpoint- Porter's Framework- Competitor. Analysis- Strategy-Performance Strengths & Weaknesses- Reaction; internal Corporate Analysis- Criteria for determining & measuring Strengths & WeaknessesIdentifying Strengths & Weakness- Concept of Synergy. 

4. Strategic Analysis: Cost Dynamics- Cost levels in, India-Causes & Effects of High Cost in IndiaBreak-Even. Analysis Sensitivity Analysis-portfolio Display Matrics- Boston Consulting Group‘s Growth Share Matrix; McKinsey Matrix- Artur D. Little Company's matrix; Operating & Financial, Analysis- Techniques of strategic Financial Analysis- Financial Ratios, Return on Sales & Investment. 

5. Strategic Choices: Strategic alternatives- classification- selection; Diversification- Types-Related & Unrelated- Integration-synergy; diversifications vs. Expansion- Mergers & acquisitions- Merger Motivations- screening process- Valuation for Mergers & Acquisitions- Merger policies. 

6. Implementation & evaluation of Strategy: Resource Allocation-Organisation structureLeadership-Communication of strategy-evaluation of strategy- evaluation & control process- key variables-performance standards Analysis & follow up action for control-problems of control Systems, turnaround strategies. 

7. Case Studies: What is case? - Objective of Case Method-Benefits Analytical Tools- SWOT Analysis-Ratio analysis- Portfolio Analysis-Strategic Audit-Guide for Case Preparation.

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Mcom 2nd semester Subjects and Question paper PDF

SUBJECTS OF M.COM 2nd SEMESTER

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2.6 Economic Legislations

Unit I: Competition Act, 2002

 Objective and definitions- Prohibition of certain agreements, abuse of dominant position and regulation of combinations- Competition commission of India: duties, powers and function of commission- Duties of Director General, Penalties- Provisions relating to finance, account and audit- Miscellaneous provisions.

Unit II : Foreign Exchange Management Act. 1999

 Objects and definitions- Regulation and management of foreign exchange, Dealings in foreign exchange, holding of foreign exchange etc, current account transactions, capital account transactions, export of goods and services, realization and repatriation of foreign exchange, exemption, authorized person- contravention & penalties- Adjudication & appeal, directorate of enforcement- Miscellaneous provisions. 

Unit III: Standards of Weights and Measures Act 1976 

Objects, detailed study of the provisions relating to packaged commodities under the ActApplicable provisions concerning penalties and offences.


 Unit IV: Securities and Exchange Board of India Act. 1992 

Object, organization and management of SEBl- powers and functions of the board-registration certificate- provisions relating to finance. Accounts and audit- penalties and adjudicationSecurities appellate tribunal.

 Unit V: The Essential Commodities Act 1955 

Object, power of the central government, seizure and confiscation of essential commodities, summary trial.


 Unit VI: Law relating to pollution control and environment protection

Sailent features of the Air (prevention and Control of Pollution) Law, Water and Environment (Protection) Law-various Boards and their functions and powers; duties of occupier of specified industries to ensure adherence to standards; offences by companies. Legal and regulatory framework, procedures of obtaining various environments clearances: role and functions of Environment Tribunal Authority. 


Unit VII: The Right to Information Act 2005 

Preliminary, right to information and obligation of public authority, The Central Information Commission, the State Information Commission, powers and functions of the information Commissions, appeals and penalties

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2.7 Organizational Behaviour 

Unit I: Behaviour in Organization:

Concept-Goals importance different approaches to human behaviour, Organizational Goals: Concept-goal setting-process, individual goal, organizational goals-goal succession-goal displacement-goal distortion-goal compatibility. 

Unit II: Personality Development and Theories:

 different theories and their needs, importancemanagement of sick personality workers- Rationality and its limits.


 Unit III: Perception concept

-process-application, Learning : concept process-classical conditioningoperational conditioning application.

 Unit IV: Transactional Analysis:

 concept-types, transaction proper-life script-strove analysis, game analysis utility development of interpersonal relationship. 

Unit V: Organizational Climate

 nature of climate-factors affecting OC-impact of OC. influence of culture in organization-management culture.

 Unit VI: organizational Effectiveness

 effectiveness and efficiency factors affecting OE 

Unit VII: Group dynamics

 Formal groups-reasons for growth-group structure-group conflict-weaknessesbenefits of IFO. 

Unit VIII: Management of conflict in Organization

 conflict at individual level, group level and organizational level-modes of conflict management. 

Unit IX: Controlling and directing organizational behaviour

leadership-theories and practices, motivationtheories and practices. 

Unit X: Stress and behavior of the general adaptation syndrome, stress responses, basic forms of stress, frustration and anxiety, source of stress, consequences of job stress, stress and jobs, performance, job burnout, coping with stress.

Unit XI: Study of cases relevant to the above chapters. 

CLICK HERE to download PDF of question papers relating to Operations Research & Computer in Business 

Group-A: Operations Research

 Unit I: Origin and development of Operations Research (O.P.), phases of O.R., characteristics of O.R. model, role of O.R. in managerial decision making, use and limitations of O.R. 

Unit II: Linear Programming Problem (LPP): Meaning, uses and limitations, formulation of general LPP, solutions of LPP, solutions of LPP by graphic method and simplex method, artificial variable technique, duality in linear programming, economic interpretations of dual variables. 

Unit III: Assignment and Transportation Problems: Concept of assignment problem; transportation problem: definition, mathematical formulation of transportation problem, to find the initial basic feasible salutation, to derive optimal solution by Modi Method, difference between a transportation problem and an assignment problem. 

Unit IV: Theory of Games and Investment Analysis: Theory of Games: Origin, two person and zero-sum (rectangular) game, strategy, maximin and minimax criteria of optimality, saddle point, solution of a rectangular grime with an without saddle point, limitations of games in competition; Investment Analysis: methods of investment analysis, breakeven analysis, payback period method, average (accounting) rate of return method, time adjusted or discounted cash flow (DCF) method, discounted rate, certaintyequivalent approach, expected monetary value and Hillier and Hertz's models. 

Group-B: Computer Business

Unit V: System Analysis and Design: concept of system; characteristics of a system, elements of a system; types of systems, systems models; open or closed systems; man-made information system; computer based information system. Information System Development: The process of system development, system life cycle; system development methodologies. System Analysis: System planning and initial investigation, information gathering, toolsinterview, questionnaire; tolls used in structured analysis data flow diagram (DFD), data dictionary, structured English, decision trees, decision tables. System Design: The process and stages of system design, logical and physical design, design methodologies, input/output and forms design; file organization and data base design. System Implementation: System testing quality assurance, hardware/software selection, system security.


 Unit VI: Introduction to E-Commerce: Meaning and concept; .scope and promise; E-commerce and E-business; lure of E-commerce; different categories of E-commerce; encryption and authentication; elements of encryption, encryption keys; different devises of authentication, digital signatures, categories of digital. signature, cryptographic algorithms, digital certificates, secure socket layer (SSL) secure electronic transaction (SET) biometrics; future of E-commerce. 


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2.9. Financial Management and Control

 Unit I: Introduction to Financial Management- objectives, nature and scope of finance function, components of financial system. 

Unit II: Financing Decision- operating and financial leverage, capital structure theories, Net income approach, net operating income approach, traditional approach, factors affecting capital structure, optimal structure, over capitalization and under-capitalization. 

Unit III: Working capital management, estimation of working capital requirements, working capital policy-conservation, moderate and aggressive, cash management, receivables management, financing current assets-sources, regulations of bank finance and recommendation of various committees. 

Unit IV: Long-term investment decisions-principles and methods of appraisal- concept and measurement of cost of capital-risk and return analysis of capital investments. Computation of various types of return. 

Unit V: Inflation and financial management, effects of inflation on current assets, fixed assets, liabilities working capital and profit, inflation and capital budgeting.

Unit VII: Constituents and preparation of project Report: contents, evaluation of projects and techniques of evaluation. 

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2.10. A Security Analysis & Portfolio Management

 Unit I: Investment: concept of investment, investment objectives, security and non-security form of` investment, concept of portfolio management, phases of portfolio management; risk and return, types of risk measurement of risk. 

Unit II: Securities market: securities market and their functions, methods of raising capital, stock market in India, security market Indices- purpose, factors influencing construction of index, methods of constructing index. 

Unit III: Analysis of equity investment: economic analysis, industry and company analysis, technical analysis, efficient market hypothesis.

 Unit IV: Portfolio Analysis: meaning, portfolio risk and return, mark with risk-return optimization, single index model, Sharpe index model, portfolio data, efficient frontier; portfolio selection- risk and investor preference, capital asset pricing model. 

Unit V: Portfolio Revision: meaning, significance and strategies; portfolio evaluation meaning, performance measurement of portfolios, Sharpe‘s, Treynor's and Jensens's measure of portfolio performance. 

Unit VI: Derivative: meaning and evaluation of derivatives, options, futures, portfolio management using  futures and options.  

Operation Research and Computer in Business -Unit 1- Operation Research

Origin and development of Operation Research 

The main origin of Operation Research (OR) was during the world war ll . At that time, the military management in UK called upon a team of scientists to study the strategic and tactical military problems . The OR team were not actually engaged in military operations and in fighting the war. But , their scientific and systematic approaches involved in OR provided a good intellectual support to the strategic initiatives of the military commands. In other words , they were only advisors and significantly instrumental in winning the war . Hence , OR can be associated with 'an art of winning the war without actually fighting the war '.

                            Motivated and encouraged by the results obtained by the British OR teams, the United States military management engaged in such activities .  Successful applications of the U.S. teams included the invention of new fight patterns , planning sea mining and effective utilization of electronic equipments . Similar OR teams also started functioning in Canada and France.

                            Following the end of the war , the success of military teams attracted the attention of Industrial Managers . The most common problem of them was - what method should be adopted so that the total cost is minimum or total profit is maximum ? The first mathematical technique in this field (called the Simplex Method Of Linear Programming ) was developed in 1947 by American mathematician , George B. Dantzig. Since then , new technologies and applications have been developed through the efforts and cooperation of individuls in academic institutions and industry both.

                            Now-a-days , a large number of management consulting firms are engaged in OR activities . Apart from military and business applications , the OR activities include transportation system , libraries , hospitals , city planning , financial institutions , etc.

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Design of Operation Research

The procedure for conducting OR project about forty years ago was not too much systematic as compared to the present procedure . The present procedure of OR study involves in the following major heads :

i) Formulating the problem : In this phase , the given problem is formulated in the form of an appropriate model . The formulation should include -the decision to be taken , the objective , the controlled variables , the uncontrolled variables that may affect the possible solution , constraints on the variables.

ii) Constructing a mathematical model : In this phase , the mathematical model representing the system under study is constructed . the mathematical model should include -decision variables and parameters and objective functions.

iii) Deriving the solution from the model : This phase is devoted to the computation of those values of the decision variables that maximize (or minimize ) the objective function.

iv) Testing the model and the solution : After completing the model , it is once again tested as a whole for the error if any.

v) Controlling the solution : This phase establishes control over the solution with any degree of satisfaction.

vi) Implementing the solution : Finally , the tested result of the model is implemented to work.

Limitations of Operation research

The important limitations of OR are given below :

i) The inherent limitations concerning mathematical expressions : Assumptions are made for the models , equations and similar other mathematical expressions in OR and these are used to solve the business problems . If due care is not given in such cases then there is every possibility of wrong application in OR.

ii) High costs are involved in the use of OR techniques : OR techniques are usually very expensive due to the specialized persons to be deployed and also due to the use and maintenance of computers . Thus , the use of OR is costlier affair and this constitute an important limitation .

iii) OR does not take into consideration the intangible factors : The success and failure of a management may depend upon intangible factors such as skill , attitude , vigour of the management . But , OR does not take into account such non-measurable intangible factors.

iv) OR is only a tool of analysis and not the complete decision making process : OR simply suggests best alternative. It alone cannot make the final decisions.

v) Other limitations : The other limitations include - bias of the operational researches , inadequate single objective function , ignorance of internal resistance , reliability of the prepared solution , etc.

Scope(use)of operation research in managerial decisions

OR has entered successfully in different areas of research for military , government and industry . The basic problem in the most of the developing countries is to remove poverty and hunger as quickly as possible . The economists , statisticians , administrators , politicians and the technicians working in a team to solve this problem by using OR approach. OR is useful in the following important fields in taking managerial decisions -
i) Agriculture : In case of agricultural production , we always face the following two situations -
              a) optimum allocation of land to various crops in accordance with the climatic conditions and
             b) optimum allocation of water from various resources like canal for irrigation purposes.

In such cases , OR can determine the best policies under prescribed restrictions.

ii) Finance : OR techniques can be fruitfully applied -
                  a)to determine the per capita income with minimum resources.
                  b)to find out the profit plan for the country.
                  c)to determine the best replacement policies.

iii) Industry : OR is useful to industry in checking optimum allocation of various limited resources such as men, machine , material , capital, time etc, to arrive at optimum decisions.

iv) Marketing : With the help of OR technique , a Marketing Manager can decide -
               a) where to distribute the products for sale so that the total cost of transportation , etc is minimum.
              b) the minimum per unit sale price.
              c) the size of the stock to meet the future demand.
              d) how to select the best advertising media with respect to time , cost etc.
              e) how, when and what to purchase at the minimum possible cost .

v) Personnel management : A personnel manager can use OR techniques -
             a) to appoint the most suitable person on minimum salary.
            b) to determine the best stage of retirement for the employees.
            c) to find out the number of persons to be appointed on full time basis when the workload is seasonal.

vi) Production management : A production manager can use OR techniques :
            a) to find out the number and size of the items to be produced.
            b) in scheduling and sequencing the production run by proper allocation of machines.
           c) in calculating the optimum production mix.
          d) to select, locate and design the sites for the production plants.

Role of OR in management

The role of OR in management is discussed as below -

i) OR provides a tool for scientific analysis : OR replaces the intuitive and subjective approach of decision making by an analytical and objective approach . It also encourages and enforces disciplined thinking about organizational problem.

ii) OR provides solution for different business problems : OR techniques are used in production , procurement , marketing , finance and other allied fields . Its techniques are used by the managers and the executives to allocate the available resources to various products so that at a given time the profit is maximum or the cost is minimum. Again, OR can be used in the problem of uncertainity over future sales and demands to generate 'a least risk plan'.

iii) OR enables proper deploument of resources : OR renders valuable help in proper deployment of resources . Example - Program Evaluation and Review Technique (PERT) is used to determine the probability of completing an event or project within a specified date.

iv) OR helps in minimizing waiting and servicing costs : The queuing theory helps management in minimizing the total waiting and servicing costs.

v) OE enables management to decide when to buy and how much to buy : The main objective of inventory planning is to make a balance between the cost of holding stock and the benefit from the cost handling.

vi) OR assists in choosing an optimum strategy : Game theory is used in competitive situations to maximize profit and minimize loss by adopting the optimal strategy.

vii) OR renders great help in optimum resource allocation : Linear Programming technique is used to allocate scarce resources in an optimum manner in the problem of scheduling , product-mix and so on.

viii) OR facilitates the process of decision making : Decision theory enables businessman to select the best course of action when the information is given in a probabilistic form.

ix) Through OR management can know the reactions of the integrated business system :  The Integrated Production Model technique is used to minimize cost with respect to work force , production and inventory . This technique is designed to investigate how the integrated business system would react to the variations in its component elements or external factors.

x) OR technique helps a lot in the preparation of future managers : OR techniques substitute means for improving the knowledge and skill of youngsters in the field of management.

Q. State whether the following statement is TRUE or FALSE

Model building is the essence of operation research.
Ans. True.