MHROD - Delhi School of Economics

Give me course fee for M.com offered by the MHROD - Delhi School of Economics ?

[Pathak]

MHROD - Delhi School of Economics is a well known institute which is offered admission in the following courses ..

Course offered :
Master of International Business (MIB)
Master of Human Resource and organizational Development {MHROD}
M.Com
M.Phil
Ph.D

Fee details :
M.com fee :
Details Rs./-
Admission Fee 10.00
Tuition Fee 216.00
University Enrolment Fee 150.00
Annual Charges 8.00
Library Fee 6.00
Athletic Fee 20.00
Cultural Fee 5.00
W.U.S.-DUC 5.00
W.U.S. Health Centre 120.00
Prevention of Sexual Harassment Fund 10.00
Students Union fee 25.00
NSS 20.00
Library Deposit (Refundable) 1000.00
Library Development Fees (C & I 445) 200.00
University Development Fees (C & 527) 300.00
DSE Amenities Fund (C & I 586) 500.00
DSE. Development Fund (C & I 586) 1000.00
DOC Development Fund ( C & I 586) 100.00
Total Rs. 3695.00

M.com part 2 fee :
Admission Fee 10.00
Tuition Fee 216.00
University Enrolment Fee 150.00
Annual Charges 8.00
Library Fee 6.00
Athletic Fee 20.00
Cultural Fee 5.00
W.U.S.-DUC 5.00
W.U.S. Health Centre 120.00
Prevention of Sexual Harassment Fund 10.00
Students Union fee 25.00
NSS 20.00
Library Deposit (Refundable) 1000.00
Library Development Fees (C & I 445) 200.00
University Development Fees (C & 527) 300.00
DSE Amenities Fund (C & I 586) 500.00
DSE. Development Fund (C & I 586) 1000.00
DOC Development Fund ( C & I 586) 100.00
Total Rs. 3695.00

Placement details :
List of past recruiters :
Cushman & Wakefield
Grow Talent
IMRB
Accenture
Absolute Data
Cushman & Wakefield
Copal Partners
Delloite
Keane India
TMI
Reach Potential
Citi Group
Deloitte
DE Shaw
GE Money
ICICI Bank
ICICI Prudential
ICICI Prudential
Reliance Retail
Tata Tele Services Limited
Ceat Ltd.
Dailin AC
Honda Motor Cycles
Pulsar KC
TNT India
Taj Group
NDTV
Spencers
Pantaloons
Reliance Communications
Max New York Life Insurance
ABN-Amro Bank
American Express Bank Ltd
Bank of America
Citi Financial
HSBC
Videocon
PepsiCo
Holdings India Ltd.
Amul
Dr. Reddy’s Lab
Glaxo smithkline
ITC
Hewlett Packardb etc…

Contact details :
Department of Commerce
Faculty of Commerce and Business
Delhi School of Economics
University of Delhi
Delhi-110007
Telephone: (011) 2766-7891, 2766-7725 Extn: 1630
Fax: (011) 2766-6781
info@ commercedu.com

Can you provide me the syllabus of Master of Human Resource and Organizational Development (MHROD) offered by Delhi School of Economics?

[Quick Sam]

Master of Human Resource and Organizational Development (MHROD) is taught at Department of Commerce, Faculty of commerce & Business, Delhi School of Economics, University of Delhi.

M.H.R.O.D programme of the Department of Commerce has been designed to cater to the growing needs of industry and business for professionally qualified young man and women in the area of Human Resource and Organizational Development.

Master of Human Resource and Organisational Development (MHROD) Syllabus
MHROD - Delhi School of Economics
Part I
Semester I
Paper 611 MANAGEMENT CONCEPTS AND PRACTICES
612 HUMAN RESOURCE MANAGEMENT
613 BUSINESS AND ETHICAL VALUES
614 MANAGEMENT OF INDUSTRIAL RELATIONS
615 MANAGEMENT ACCOUNTING
616 BUSINESS STATISTICS AND RESEARCH METHODOLOGY
617 COMPUTER APPLICATIONS I
Semester II
Paper 621 HUMAN RESOURCE DEVELOPMENT
622 ORGANISATIONAL BEHAVIOUR
623 ORGANISATIONAL DEVELOPMENT
624 BUSINESS ENVIRONMENT
625 INDUSTRIAL RELATIONS LAWS
626 ECONOMIC AND ACCOUNTING ASPECTS OF HUMAN CAPITAL
627 COMPUTER APPLICATIONS II
Part II
Semester III
Paper 631 HUMAN RESOURCE PLANNING AND SELECTION
632 TRAINING AND DEVELOPMENT
633 COMPENSATION MANAGEMENT AND EMPLOYEE WELFARE
634 ORGANISATIONAL PSYCHOLOGY
635 NEGOTIATIONS AND UNION MANAGEMENT RELATIONS
636 MANAGEMENT INFORMATION SYSTEM AND E -BUSINESS
637 TRAINING REPORT
Semester IV
Paper 641 MANAGEMENT OF TRANSFORMATION
642 CROSS CULTURAL MANAGEMENT
643 STRATEGIC MANAGEMENT
644 FINANCE FOR DECISION MAKING
645 MARKETING CONCEPTS AND PRINCIPLES
646 EMPOWERMENT AND PARTICIPATIVE MANAGEMENT
647 PROJECT REPORT
Notes:
1. In each paper (except 617, 627, 637, and 647) 70% weightage is for writte n examination and 30%
weightage is for internal assessment.
2. Each paper is of 100 marks having 4 credits each. The total number of credits in the MHROD
programme is 112 and total marks in the MHROD programme is 2800.
611 MANAGEMENT CONCEPTS AND PRACTICES
Time: 3 hours Max. Marks: 100
Objectives
The objective of this course is to develop an understanding of the processes of management related with the
basic functions, and management challenges in the emerging perspective.
Contents
Unit I
Introduction : Concept, Nature, Process and Significance of Management. Managerial Roles (Mintzberg).
An Overview of Functional areas of Management – Marketing, Finance, Production, HRM, IT, R&D.
Development of Management Thought: Classical, Neo -classical, System and Contingency Approaches.
Unit II
Planning and Control : Concept, Process and Types. Decision -making concept and process. Bounded
rationality. Management by objectives.
Corporate Planning: Environment analysis and Diagnosis, Strategy Formulations.
Managerial Control: Concept and process. Designing an Effective Control System. Techniques : Traditional and
Modern (PERT and CPM).
Unit III
Organising: Concept, nature, process and significance. Authority and Responsibility relationships -Delegation,
Decentralisation. Departmentation basis and formats (Project and Matrix) Formal and Informal Organisation.
Changing patterns in Organisation structures in the Knowledge economy.
Unit IV
Directing: Motivating and Leading People at work - basic concepts. Communication- nature, process, networks
and barriers. Effective Communication.
Unit V
International Management Practices : A comparative study of management practices in India, Japan, USA
and China with particular reference to Planning, Organising, Directing, Staffing and Controlling. Recent
developments in the field of Management in a global perspective.
Suggested Readings :
1. Weihrich, Heing and Harold Koontz, Management: A Global Perspective, Mc-Graw Hill, New-
Delhi, 1997.
2. Stoner, James A. F., A. E. Freeman, and D. A. Gilbert (Jr.), Management, Prentice Hall of India P
Ltd., 6th ed., 2000.
3. Ivancevich, John M., J. H, Donnelly (Jr.), and J. L. Gibson, Management: Principles and Functions,
AITBS, Delhi, 4th ed., 1998.
4. Peter F. Drucker, The Practice of Management
5. Robert Y. Durand, Business Organisation, Management and Responsibilities.
6. Luthans, Fred Introduction to Management , Mc Grow Hill, 1996
7. Louis A. Allen, Management and Organization.
8. Cleland, David I. & Kind, William R. System Organisation and Management.
9. Aoeoff, H.I. Corporate Strategy.
10. Hampton, David R. Modern Management.
11. Duncan, W. Jack, Essentials of Management.
12. Fulmer, Robert M. The New Management.
13. Mc Farland, Dalton E. Management : Foundations and Practices.
14. Singh, B.P. & and T.N. Chahbra, Management Concepts a nd Practices, Dhanpat Rai, New
Delhi,1998.
15. Singh, B.P. and A.K. Singh, Essentials of Management, Amexcel Books, N. Delhi,1999
16. R.S. Dwivedi, Management – An Integrated Approach
17. C.B. Gupta, General Management, Sultan Chand, New Delhi.
612 HUMAN RESOURCE MANAGEMENT
Time: 3 hours Max. Marks 100
Objectives
The objective of the course is to familiarise the students about the different aspects of managing people in
the organisations from the stage of acquisition to development and retention.
Contents
Unit I
Introduction : Human Aspect of Management, Human Relations, Personnel Management, Human Resource
Management and Human Response Management, Concept, Scope and Importance of Personnel Management,
Human Resource Management and Human Response Management, Changing Role of HRM- Empowerment,
TQM, Quality Circle, BPR, Human Resource vs. Human Capital / Asset, etc.
Unit II
HRM, Job Analysis and Job Design : Assessing Human Resource requirement, Human Resource
Forecasting, Work Load Analysis, Job Analysis, Job D escription and Specifications, , job design approaches,
Job characteristic approach to job design.
Unit III
Recruitment, Selection, Training and Development : Factors affecting recruitment, sources of
recruitment (internal and external), basic selection mo del, psychological tests for selection, Requirement of a
good test for selection. Interviewing. Placement and Induction. Training and Development.
Selection Process, Testing,
Unit IV
Compensation Management, Performance Appraisal and Audit : Compensation Management -
Job Evaluation, Base Compensation and Supplementary Compensation, Innovations in Compensation
Management- ESOP, Flexi-time Schedules, etc. Performance Appraisal : Concept and Objectives, comparing
actual performance with standards,Methods. Tr aditional and Modern Methods - Behaviourally Anchored Rating
Scale, Job Changes - Transfer, Promotions, and Separations, Human Resource Audit.
Unit V
International Human Resource Management: Concept, importance, functions, and models of
International HRM. Challenges to International HR Managers.
: (Four cases to be discussed in the class)
Suggested Readings :
1. Gomez-Mejia, Luis R., D. B. Balkin, and R. L. Cardy, Managing Human Resources, Prentice Hall, New
Jersey, 1998.
2. D'Cenzo, David A. & StephenP. Robbins, Human Resource Management, John Wiley and Sons, New
Delhi, 2001.
3. Ian, Beardwell, and Len Holden, Human Resource Management, Macmillan, Delhi, 1998.
4. Dessler, Garry, Human Resource Management, Prentice Hall of India, 7 th ed., 1998.
5. Saiyadain, Mirza S., Human Resource Management, Tata McGraw-Hill Pub. Co. Ltd., New Delhi, 2000.
6. Chhabra T. N., Human Resource Management, Dhanpat Rai and Co. Pvt. Ltd. New Delhi. 1999.
7. Singh B. P. and T. N. Chhabra, Personnel Management & Industrial Relations, Dhanpat Rai and Co.
Pvt. Delhi, 2000.
8. Flippo, Edwin B., Principles of Personnel Management, McGraw Hill, New York.
9. Dwivedi, R.S., Managing Human Resources: Personnel Management in Indian Enterprises, Galgotia
Publishing Company, New Delhi, 2000.
10. Harzing, A. W. and Joris Van Ruysseveldt, International Human Resource Management: An
Integrated Approach, Sage Publication, London, 1999.
11. Dowling, Peter J., D.E. Welch and R. S. Schuller, International Human Resource Management:
Managing People in a Multiple Context, South Wester n College Publishing, Cincinnati, 1999.
613 BUSINESS AND ETHICAL VALUES
Time: 3 hours Max. Marks 100
Objectives
The basis objective is to make the students realise the importance of values and ethics in business
particularly from the point of view of their applicability.
Contents
Unit I
Ethical Values in Business - An Introduction : Values - Concept, types and formation of values,
Ethics, Values and Behaviour, Values of Indian Managers, Moral Management. Hierarchism as an
Organisational Value wit h special reference to Indian Scenario. Relevance of Ethics and Values in
Business. Success Stories of Organisations giving importance to Ethical Values in Business.
Unit II
Value Based Management : Understanding of values from different perspectives with special
reference to Schein. Value Based Programmes : A Qualitative Appraisal, Cultural changes and the
manager's travails. Principles of Management based on Ethics and Values. International Comparison of
Value Based Management with particular reference to USA, Japan, and India.
Unit III
Wisdom Based Management : Meaning and difference between Knowledge and Wisdom.
Knowledge Worker vs. Wisdom Worker. Concept of Knowledge Management and Wisdom
Management Wisdom Based Management. Difficulties in Implementing KM and WBM. Experiences
of Organisations where KM and WBM have been implemented.
Unit IV
Quality of Life and Detached Vs. Attached Involvement : ". Quality of life and Quality of Work
Life (QWL). Detached vs. attached involvement from the perspective of " GITA KARAM YOGA,
NISHKAM KARMA" and "SAKAM KARMA Meaning, sources and consequences of Stress, Stress
Management and Detached Involvement. Case Studies on Impact of Training and Development
programmes on developing values in Individuals.
Unit V
Measuring Progress and Understanding Success: Measuring Progress - Economic,
environmental, social and personal. Understanding Success from a comprehensive perspective taking
into account both quantitative and qualitative aspects. Creating a shared vision.
Suggested Readings :
1. Chakraborty, S. K. Ethics in Management : Vedantic Perspectives Delhi, Oxford University
Press, 1995
2. Chakraborty, S. K. "Human Values for Managers” Prentice Hall of India
3. Shekhar R.S. , "Ethics in Management"
4. Chakraborty, S.K. Managerial Effecti veness and Quality of Worklife : Indian Insights, New
Delhi, Tata McGraw Hill Publishing Co. Ltd., 1987
5. Sherlekar, S. A. Management (Value - Oriented Holistic Approach), Delhi, Himalaya
Publishing House. 1997
6. Ranganathananda, Swami, “Human Values in Manag ement”, Bhartiya Vidya Bhawan,
Mumbai, 1997.
614 MANAGEMENT OF INDUSTRIAL RELATIONS
Time: 3 hours Max. Marks 100
Objectives
This course deals with analyzing both the traditional pluralistic perspectives of industrial relations (IR)
as they have evolved over the years and the transformation that the subject has undergone at the global
level. The hallmark of contemporary IR is its tendency to become unitarist and to merge in the wider
rubric of the emerging discipline of human resource management (HRM). The course emphasizes
various issues in management of IR in the HRM-dominated context of the modern business
environment and developing in the participants skills in managing these issues in general and in the
Indian context in particular.
Contents
Unit I
Introduction: Industrial Relations: Nature, issues, concepts and models; Unitarist, Pluralist, and
Marxist perspectives of IR––Industrial relations system in India: Structure and its evolution, role of
the State, and tripartism in Indian cont ext.
Major contemporary international changes affecting strategy and industrial relations and perspectives
for India. Corporate strategy and industrial relations.
Unit II
Industrial Conflict and Disputes Resolution: Dynamics of conflict and collaboration. Trends
in industrial conflict. Nature, causes and types of industrial disputes: handling interest and rights
disputes––Statutory and Non-statutory Industrial Relations Machinery in India ––Methods of industrial
disputes resolution: Conciliation, mediation, arbitration, and adjudication.
Linking IR Strategy and HRM strategy: Re -definition of IR issues––Contemporary developments in
global economy and polity and the industrial relations scenario.
Unit III
Negotiations and Collective bargaining: Collective bargaining: Nature and functions; Types
of bargaining; Collective bargaining in the Indian context; Negotiating a collective bargaining
agreement.
Unit IV
Grievances and Discipline : Nature of grievances and grievance procedure. Handling employee
grievances––Labour welfare. Industrial indiscipline. Disciplinary enquiries an overview. Contract of
employment: sources of terms of employment contract; Overview of the Industrial Employment
(Standing Orders) Act 1946––Disciplinary action and termination of employment contract.
Unit V
Workplace Relations: Labour commitment. Labour productivity. Labour welfare statutory and
non-statutory. Industrial democracy and participation in management (an overview). Labour Flexibility
and Industrial Relations issues.
Emerging trends in Union-Management relations. Technology and industrial relations. Human
resource development-implications for strategic industrial relations. Workers’ participation in
management and employee involvement in decision -making.
Suggested Readings:
1. E.A. Ramaswamy (2000), Managing Human Resources , Oxford University Press, Delhi.
2. C. S. Venkata Ratnam (2001), Industrial Relations: Text and Cases , Oxford University Press,
Delhi.
3. Debi S. Saini and Sami A. Khan (eds.) (2000), Human Resource Management: Perspectives for the
New Era, Response Books (A Division of Sage), New Delhi.
4. Singh B. P. and T. N. Chhabra, Personnel Management & Industrial Relations, Dhanpat Rai and
Co. Pvt. Delhi, 2000.
5. Dwivedi, R.S., Managing Human Resources: Industrial Rela tions in Indian Enterprises, Galgotia
Publishing Company, New Delhi, 2000.
6. Christopher Mabey, Graeme Salaman and John Storey (1998), Human Resource Management: A
Strategic Introduction, Blackwell, Oxford.
7. Michael Salamon (1998), Industrial Relations––Theory & Practice, Prentice Hall, London.
8. ILO (ed.) (1997), Labour Adjudication in India, ILO, New Delhi.
9. Paul Edwards (Ed.) (1995), Industrial Relations: Theory and Practice in Britain , Blackwell,
Oxford.
10. Government of India (1969), Report of the National Commission on Labour, Ministry of Labour,
New Delhi.
11. Graham Hollinshead, Peter Nicholls, Stephanie Tailby (1999), Employee Relations, Financial
Times and Prentice Hall, Essex(UK).
12. E. A. Ramaswamy (1994), The Rayon Spinners ––Strategic Management of Industri al Relations,
Oxford University Press, Delhi.
13. E.A. Ramaswamy (1997), Labour, Management & Society , Oxford University Press, Delhi.
14. B.R. Patil (1993), Collective Bargaining: Perspectives and Practices , Universities Press,
Hyderabad.
15. Debi S. Saini (1994), Redressal of Labour Grievances, Claims and Disputes , Oxford & IBH, New
Delhi.
16. Debi S. Saini (ed.) (1994), Labour Judiciary, Adjudication and Industrial Justice , Oxford & IBH,
New Delhi.
17. Greem, G.D. , Industrial Relations, London Pitman, 1987 Second Edit ion
18. Dunlop, John T., The Industrial Relations System, 2 nd Edition, Boston Harvard Business School
Press, 1993.
19. Johri, C.K. Industrialism and Employment Systems in India Delhi, Oxford University
Press,1992.
20. Verma, Promod, Management of Industrial Relation s, New Delhi, Oxford & IBH, 1990.
21. Blanpain, R. (ed.) International Encyclopaedia of Labourer Law and Industrial Relations (Vol. 6),
The Netherlands, Kluwer, 1989. Contribution on India by C.K. Johri.
22. Bagchi, Amiya Kumar (ed.), New Technology and the Worke rs Response, New Delhi, Sage,1995.
The teacher concerned will separately announce in the class the cases to be discussed as well as the
specific source materials and articles to be referred to.
more detail to attached a word file;