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26th September 2014, 04:13 PM
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Delhi School Of Economics Mhrod
Hello myself Ranu, I want some information about the Delhi School Of Economics Mhrod.
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#2
27th September 2014, 08:34 AM
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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] |