2023 2024 Student Forum > Management Forum > Main Forum

 
  #2  
27th September 2014, 08:34 AM
Super Moderator
 
Join Date: Apr 2013
Re: Delhi School Of Economics Mhrod

Hello Ranu, as you want information about the Delhi school of Economics Mhrod . Firstly, Mhrod stands for The Master of Human Resource and Organizational Development programme.
This is a post graduate degree course. The duration for this course is two years. This course has been designed by the Department of Commerce for the needs of industry and business for professionally qualified young man and women in the area of Human Resource and Organizational Development.
Eligibility for Admission:
Graduate in any discipline.
Reservation for the seats:
SC, ST, PH, OBC, CW, and FS categories as per University of Delhi rules.
Seats available for the different categories:-
General -31
OBC – 17
SC – 9
ST – 5
For the syllabus of this course I am providing you the link for the syllabus of The Master of Human Resource and Organisational Development programme.

Master of Human Resource and Organisational Development
(MHROD)
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.

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.

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.

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.

For more information about the Mhrod course I am providing you the address of the department of Commerce which is a department of University of Delhi.

Address:-
University of Delhi South Campus
South Campus, Benito Juarez Marg, South Campus, Moti Bagh South, New Delhi, DL 110021 ‎
Contact No:-011 2766 2865 ‎

Maps:-
[MAP]https://maps.google.co.in/maps?q=university+of+delhi+address&ll=28.585577,77 .163827&spn=0.009534,0.017831&client=opera&oe=utf-8&channel=suggest&fb=1&gl=in&cid=95985799907647565 40&t=m&z=16&iwloc=A[/MAP]


Quick Reply
Your Username: Click here to log in

Message:
Options

Thread Tools Search this Thread



All times are GMT +5. The time now is 10:47 PM.


Powered by vBulletin® Version 3.8.11
Copyright ©2000 - 2024, vBulletin Solutions Inc.
SEO by vBSEO 3.6.0 PL2

1 2 3 4