#1
27th April 2013, 01:53 PM
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MHROD - Delhi School of Economics
Give me course fee for M.com offered by the MHROD - Delhi School of Economics ?
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#2
29th April 2013, 04:56 PM
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Re: MHROD - Delhi School of Economics
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 |
#3
22nd May 2015, 04:29 PM
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Re: MHROD - Delhi School of Economics
Can you provide me the syllabus of Master of Human Resource and Organizational Development (MHROD) offered by Delhi School of Economics?
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#4
22nd May 2015, 04:32 PM
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Re: MHROD - Delhi School of Economics
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; |
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