course outlines of elective courses - pgppm
TRANSCRIPT
Outlines of
Elective Courses
Post Graduate Programme in
Public Policy and Management
(PGPPM)
COURSE STRUCTURE for PGPPM
Term I Credits Term II Credits
Policy Process and Analysis 3 Strategic Management of Public
Organizations
3
Micro and Institutional Economics 3 Macroeconomics 2
States, Markets and Globalization 2 Managing People and Performance 3
Decision Analysis 2 Corporate Finance 3
Financial Accounting 2 Legal and Institutional Dynamics 1
Social Marketing 3 Research Methods 3
Total credits for Term-I 15 Total credits for Term-II 15
Term III1
8
Credits
Public Policy in International Comparative
Perspective
at Maxwell School of Citizenship
and Public Affairs, Syracuse
University, USA
Field Study (1 week)
Report to the PGPPM Office
Finalise dissertation guides, topics & presentations (2 weeks)
Term IV: Credits Term V Credits
Open Electives – offered by 6 Public Finance 2
PGPPM / PGSEM / E-PGP Designing and Managing Projects and
Programmes
2
Indian Social and Human Development 2
Electives – PGPPM 2
Total credits for Term-IV 6 Total credits for Term-V 8
Term VI Data collection, Preparation of 3 chapters of dissertation,
Submission and Presentation
Issue of relieving letters and return to respective work places
1 All Government sponsored candidates will be undertaking Term III at Maxwell School of Maxwell School of Citizenship
and Public Affairs, Syracuse University, USA. Open and overseas candidates may decide to undertake this but at an
additional cost. Alternatively, open and overseas candidates will take electives offered by the other long duration
programmes at IIMB and undertake a project involving a government department as a case study, under guidance of an
IIMB faculty member.
Course: Application of Data Mining Techniques in Public Policy
Faculty: Prof. V. Nagadevara, QMIS Area
Text: Readings and handouts to be provided. Other references are listed below.
Term: IV Term;
Credits: Two.
Overview of Course
Many government organizations routinely collect large amounts of data. Data driven
decision making in different sectors of the economy has grown enormously in the last few years,
and today it is a multi-billion dollar industry. This course covers the principles of data processing
for decision making in and policy formulation.
The specific focus of the course shall be:
1. The course shall provide the students with a data based view of making decisions.
2. The students shall be equipped with the basic data processing tool kit;
3. The course covers concepts and fundamentals of Data Mining for better decision
making and policy formulation.
Student assignments are oriented toward hands on training in
o Defining the problem
o Gather right data
o Prepare and process data
o Discovery of trends and extraction of useful information from data.
o Reporting results
Course Outline
Objective: The course aims primarily at developing the student's conceptual understanding
and technical data processing skills for decision making and policy formulation. The structure of
the course is linked to the various stages of data processing. The conceptual aspects of this
segment of the course involve the meaning and use of data and specifically, its use in decision
making and modeling approaches relevant to very large databases. Practical applications will
primarily be based on IBM's suite of Business Intelligence software available in the IBM-IIMB
BI Lab, and Clementine from SPSS. These segments will involve specific exercises in data
warehousing, OLAP, data mining and interpretation for decision making and analysis.
Pedagogy: The pedagogy of the course is a mix of lectures, readings, hands-on training
exercises for student teams, and a term paper.
Workload & Evaluation: The students are evaluated on individual and joint work throughout
the course. The workload and breakdown of grading are as follows:
1. Assignments: There will be an assignment each to be done by student teams. This will
involve data analysis in the BI lab. The team will be responsible for a written report and will
make a presentation to the class for discussion. There will be peer evaluation of the content
and style of the team presentation effort. 40 percent assignments & 10 percent presentation.
2. Term Paper: An individual term paper is due. The students will choose your topic in
consultation with the faculty from topics dealt with in the course; and. the paper will be
evaluated based on guidelines provided in advance. 40 percent.
3. Final Exam: At the end of the term there will be a final one-day take-home comprehensive
individual exam on the topics and exercises. 20 percent.
Suggested References:
Books
1. Data Warehousing, Data Mining and OLAP, Alex Berson and Stephen J.
Smith,
2. Customer Relationship Management; Seth, Parvathiyar & Shainesh (Eds.)
3. Berry, Michael J. A. and Gordon Linoff, “Mastering Data Mining The Art and
Science of Customer Relationship Management”, John Wiley & Sons, 2000
4. Business Intelligence: The IBM Solution; Mark Whitehorn and Mary
Whitehorn, Springer Publications
Periodicals
1. Sloan Management Review
2. Harvard Business Review
3. Decision Sciences
4. Decision Support Systems
Reference Materials
1. IBM Documentation
2. SPSS White Papers on Data Mining
3. Project Reports.
Session-wise topics
Session No. Topic
1 Introduction to Data Mining
2 Clustering
3 Classification Trees
4 Discriminant Analysis
5 Artificial Neural Networks
6 Factor Analysis
7 Associations/MBA
8 Preprocessing of Data
9 Hands-on with SPSS' Clementine/XLMiner?
10 Hands-on with SPSS' Clementine/XLMiner?
11 Help on Projects
12 Data Preparation
13 Text Mining
14 Project Presentations
ELECTIVE COURSE FOR 4th term for PGPPM
MANAGEMENT OF COMMERCIAL CONTRACTS & PUBLIC POLICY ISSUES
OFFERED BY:
PROF.S.KRISHNAMURTHY,B.COM.,FCA., VISITING FACULTY
OBJECTIVES , METHODOLOGY & COVERAGE
Effective management of Commercial Contracts is a daunting task requiring adequate and
practical knowledge, more so in the current context of Globalisation & E-Commerce. The
advancements in Information Technology has been creating “border-free trade” regimes
furthering the global competition.
To tackle the complications in trans-national trade & contracts, a host of International
Institutions & Conventions such as FIDIC, WTO, ICC, UNCITRAL, UNCTAD, WCO,
WB/IMF, UN/EDIFACT, etc., have introduced several rules, regulations and models for various
types of Commercial Contracts. These are intended to bring about uniformity in understanding of
commercial contracts and international trade issues. In the current context of Public-Private
Partnership and Whole Government Contracts, it is important that Senior Public Executives are
adequately equipped to manage these issues.
This course aims at familiarizing the participants in all relevant aspects of applied law, rules,
procedures in Management of Commercial Contracts, through topic by topic exposition, Self-
Instruction Exercises, Case Studies / Role-play and Query Clarifications.
COVERAGE OF TOPICS
♣ Overview of Commercial Contracts: Types & Kinds of Contracts.
♣ Basic Concepts: Offer, Acceptance, Consideration, Lawful Object, Competence, Free-
will, etc.
♣ Contractual Risk Perceptions & Drafting of Good Commercial Contracts.
♣♣♣♣ International Commercial Terms (INCOTERMS and COMBITERMS OF ICC).
♣♣♣♣ Warranty, Guarantee, Condition, Essence, Performance, etc.
♣ Force majeure, Variations/Escalations, Re-let, Risk-purchase.
♣ Practical Issues on Penalty and L.D.
♣ Arbitration & Dispute Settlement.
♣ Contract Models: ICC, UNCITRAL,FIDIC MODELS FOR LARGE CONTRACTS etc.
♣ Interface of Contract Issues with WCO, WTO, etc.
♣ MANAGEMENT OF CONTRACTS SUCH AS BOT, BOOT, LSTK, COUNTER-
TRADE ETC.
♣ Payment Mechanism: Letters of Credit , Collection docs rules such as UCP600/URC 522
♣ Incorporation of Tax Issues in Contracts: Customs, excise, sales tax, services tax
& VAT.
♣ Commercial Terminologies.
Note: ICC: International Chamber of Commerce; UNCITRAL: United Nations Commission on
International Trade Law; FIDIC: Federation Internationale des Ingenieurs Conseils; WCO:
World Customs Organisation; EDIFACT :Electronic Data Interchange For
Administration, Commerce & Transport
GRADING: 25 POINTS X 1 CASE STUDIES …………. 25 POINTS
OBJECTIVE-OPEN BOOK FINAL EXAM 100 POINTS
----------------
TOTAL 125 POINTS WORKED TO %
========================
COURSE MATERIALS: WILL BE GIVEN BY THE FACULTY.
Management of Regulation Course Outline
PGPPM Term – 4
Instructor: G Ramesh
Course Objective
This course seeks to provide deep understanding of the theory and practice of Regulation. This
will provide both conceptual as well as practical knowledge of Regulation. The Course will first
cover the theory of Regulation from economic perspective, agency and institutional perspective,
and sociological perspective. It will be followed by discussion at domain level wherein these
perspectives will be applied. In the end it will also discuss special concepts like Independent
Regulation, Regulatory Rent, Regulatory Space, etc. and it will discuss frameworks for studying
regulatory impact. It will cover both Indian and International Perspective and experience.
Context
Regulation forms a critical component Public Policy Management (in fact it used to be a core
course till last year). It is critical for administrators to know the aspects of regulation as they play
the regulatory role in some form or other.
Regulation is discussed in the context of state and market, and especially in the context of
privatization. It has moved away from being a regulatory state to a formulation that accepts state
and markets in some kind of partnership. It has also drifted from being a ‘disappearing rump’ to
that of a necessary catalyst in the new phase of regulatory capitalism. It has especially gained
credence in the context of global recession and debate about regulatory failures. The belief in the
market is shaken and so also the effectiveness of regulatory institutions. There is a global cry for
relook at regulatory frameworks and institutions. At home we have corporate and market events
like Satyam failure, and at domain level failure in power or water sectors. There is also
globalization which is redefining the regulatory sphere. All these make an interesting
contribution to the understanding and study of Regulation.
Course Design
The list of topics is provided below. The domains can be decided depending on participants
interest.
The sessions deal with the multiple roles of the Indian state, as an owner, as an equity upholder,
as a service provider, as a whistle blower, as a fosterer of competition for citizen well-being to
name a few. It is also a socially embedded institution where power and politics play an important
role. Another area of interest will be Regulatory Reform.
Pre-meltdown, regulatory philosophy varied from country to country. Some adopted the
economist’s wisdom that regulation is needed only when monopoly conditions exist to a more
comprehensive social engineering. In practice, regulation went beyond the markets ‘to address
social risk, market failure or equity concerns through the rule based direction of social and
individual action’
Non-market regulatory practice is a growing field state and non-state activity, much of it without
the ideological hang up as in the case of markets.
Methodology:
This being a conceptual course sessions will be based on lecture method and class discussion.
Participants will be expected to contribute based on readings. We will follow one basic book on
Understand of Regulation by Robert Baldwin and martin Cave (OUP). This will be
supplemented with specific readings for each session. The reading list will be supplied at the
time of registration.
It will have at least two guest speakers of eminence.
Evaluation
It will be based on class participation (20%), one short assignment (20%) and a term paper which
will enable you draw both on the course learning and your service experience (60%). The topic
may please be selected in consultation with the faculty. The paper is to be submitted one week
after the course gets over.
Course Instructor: Prof G Ramesh
A Block, Ist floor, Telephone 080-26993303
Session Topics
01. Understanding regulation pre and post melt down
02. Economic and Institutional Theories
03. Changing perceptions of the State in India and post meltdown
Global rethinking
04. Politics of Markets: New insights in the study of markets
05. State as a land-lord: From Joint forest management
To community forest management
06. State as an owner of enterprises: The continuing story of Balco:
From command and control to Divestiture, and after
07. State as a service provider: The Case of health policy and services
08. State mimicking the market: controlling the many players in the
Capital market – It can also seen as case for single regulator
Satyam Episode, too many regulators and so no regulation?
09 Self Regulation : Medical Education
10. Regulating Risk: Banking
11. Regulation when the same commodity is sold in multiple markets:
The case of Water, what is it that we are regulating?
12. Legislating level playing field: competition law and its controversies
13. Regulatory Governance: The new institution of independent
Regulators
14. Regulatory Concepts
15. Evaluation of Indian regulation and lessons from international best Practice
Title: Current Trends in State-Market Relations
Instructor: Chiranjib Sen
Course outline: This course explains the evolving relationship between governments, business and
markets in selected contemporary economies (India, Republic of Korea, China and the US). It deals with
trends in economic reform and structural change, the impact of globalization, economic growth and
crisis with special reference to developing and transitional countries. It will also discuss the recent
financial crisis, and the policy response—with respect to macro-economic policy and regulation.
Number of Sessions: 14
I. States, Markets and Growth in Contemporary Asian Economies
• Economic Ideologies—Laissez Faire, Planning, and the Developmental State
• Indian Economic Reform and Growth Dynamics—What Role for the State?
• The Evolution of the Developmental State—the case of South Korea
• China’s Economic Reforms, Unbalanced Growth and Emerging Strategies
II. Independent Regulatory Institutions in India
• Competition Policy
• Institutional Aspects of Reform--Evolution of Indian Regulatory Institutions
• Case Study of Telecommunications Regulatory Reform in India
III. The Global Financial Crisis
• Origin of the current financial crisis
• “Market Fundamentalism” and Financial Sector Deregulation in the USA
• The Asian Financial Crisis of 1997
• Policy Responses to the Financial Crisis—Paradigm Shift?
• Implications for Indian recovery
Evaluation:
The evaluation for the course will be based on an in-class exam (60 %) , and a group paper
(40%) There will be 3 to 5 members per group depending on size of class.
Readings:
A comprehensive and finalized list of readings will be provided closer to the time given the current and
topical nature of this course.
A preliminary set of readings and source material is given below:
• William J. Baumol, Robert E. Litan and Carl J. Schramm, Good Capitalism, Bad Capitalism,
Chapters 4 and 6
• Peter A. Hall and David Soskice (Editors), Varieties of Capitalism,
o Chapter 1(Introduction),
o Chapter 8 (Culpepper, ‘Public Policy and Politics of Decentralized Cooperation in
France and Germany’)
o Chapter 10 (Vitols, ‘Varieties of Corporate Governance: Comparing Germany and the
U.K.’)
• Arvind Panagariya, India: The Emerging Giant, Chapters 4 and 5
• Eun Mee Kim, Big Business, Strong State—Conflict and Collusion in South Korean
Development 1960-1990, Chapters 2,3,5 and 6
• Susanne Soederberg, Corporate Power and Ownership in Contemporary Capitalism, Chapter 3
• Edward Balleisen and David A. Moss (editors), Governments and Markets—Toward a New
Theory of Regulation,
o Chapter 9 (Benkler, ‘Law, Policy and Cooperation’)
o Chapter 16 (Eisner, ‘Markets in the Shadow of the State’)
• John Cassidy, How Markets Fail—the Logic of Economic Calamities, pp 205-334
• Y.V. Reddy, Global Crisis, Recession and Uneven Recovery, Chapters 25,26 and 27
INDIAN INSTITUTE OF MANAGEMENT
BANGALORE (IIMB)
EXECUTIVE POST-GRADUATE PROGRAMME
(E-PGP)
Academic Year 2010-11
INTERNATIONAL NEGOTIATING SKILLS
(INS)
A 15-hour Elective
10 Sessions of 90’ each
____________________________________
SYLLABUS
Professor in Charge: Pr. Alexandra Y. BENZ-DENAXAS
Professor and Consultant
Visiting Faculty at IIMB since 2004
INTERNATIONAL NEGOTIATING SKILLS
(INS)
Pr. Alexandra Y. BENZ-DENAXAS, Professor and Consultant
I - OBJECTIVES
The course pursues several objectives:
• Invite Participants to practice the basics of the negotiating Art according to the Harvard
Negotiating Project concepts and theories. Develop their own individual and team
negotiating skills, adopting a large perspective of what "negotiating" is, beyond
exclusively buying and selling activities.
• Develop Participants’ awareness of what is called “the international dimension”.
Improve their understanding of the impact of cultural difference on Communication and
Negotiation. Help them gain more insight and reactivity, as well as increased personal
efficiency and ease, in their international interfaces, more generally.
• At the same time, explore and apply the concepts and theories taught in Business Schools
under the name of "Intercultural" or "Cross-Cultural" Management (a fast-growing
chapter of "Organizational Behavior"), and apply them to the grounds of communication
and negotiation, in a large number of circumstances and in diversified cultural
environments.
• Explore some typical negotiating patterns and stereotypes: the U.S., the Chinese, the
French, the German, the Japanese negotiators…, through practical cases.
• Experiments, through games and exercises, in order to get participants to know
themselves and their negotiating partners better, and practice the techniques learned.
• Explore some success and failure stories through Case Studies. Help students find the
most appropriate approaches, attitudes and behaviors - as individuals and team members -
in specific situations of international negotiating.
II - ORGANIZATIONAL ASPECTS
The course is at the crossroads of Strategy, Contract Law and Organizational Behavior,
combining technical as well as behavioral aspects of Communication and Negotiation. It is
largely based on Instructor’s international experience, supported by the finest academic
literature.
It alternates exposés with practical work, including workshop-like sessions, spreading
altogether over 15 sessions of 90' each. It is progressive and integrative. Team and
individual work is expected from all Participants.
• Participation and continuous personal/team work: some reading, applying and much
thinking; individual and team exercises in class; case work home assignments; negotiation
simulations in class and outside class; simulations and/or formal presentations of results in
the classroom.
• All Team case work pieces presented or remitted in written, are graded. Instructor will
retain the highest mark among the (hopefully many) pieces remitted or presented by each of
the Teams or Participants.
• Case Team work counts for 1/3 in the final grade, the individual Learning Journal (see
below) for 1/3 and the Final Exam also for 1/3.
Textbook and Readings
Participants are requested to read the following Textbook (paperback), distributed during the first
session:
"GETTING TO YES - NEGOTIATING AN AGREEMENT WITHOUT GIVING IN"
Roger Fisher & William Ury, Random House, Business Books, latest edition
Other compulsory readings appear in the "Reading Package", together with the Cases. Please
note that the articles and Cases appear in the “Reading Package” in the order in which
they have to be studied and are referred to in the Syllabus.
Class Participation and Assiduity
Class participation is not graded per se. However, it is well known that class participation is
highly related to Participants’ scores in the Cases and individual study. Please inform the
Instructor and the Administration if you have to be absent during one class, and try to catch up
with other Participants and the Instructor, upon your return.
The Instructor is at Participants' disposal between sessions at all times. Please contact her at:
- by e-mail: [email protected] or [email protected]
- for a visit, by appointment, office E-202, Tel. Ext. 3304
III - PROGRAM
Session 1
Program of Session
INTRODUCTION
• Presentation of Participants and Instructor
• Mutual expectations
• Presentation of course content
• Course organization and teaching techniques: participative/active teaching; group work, and
individual work; trying new attitudes; taking risks; exercises and simulations.
• Ongoing learning and performance evaluation through case work and Learning Journal. Case
work (or Topic) assignments: grading all your cases, and choosing the best grade
• The promise of the Course: better preparation of all negotiations, better listening, more
insight of other Parties’ objectives and strategies, accrued understanding of negotiating
environment, as well as more presence of mind and reactivity during communication and
bargaining processes with foreign partners.
PART I – Concepts
Session 2
Reading Assignments
"Negotiating Globally”, Nancy J. Adler, extract from International Dimensions of
Organizational Behavior, South-Western, USA, 4th edition, 2002
Program of Session
1. DEFINITIONS
• Introduction to “Negotiation”
• What is "Negotiation"?
• The Negotiating Process: Preparing, Bargaining, Assessing
• Distributive/integrative negotiation
2. THE HARVARD NEGOTIATION PROJECT (HNP): BASIC PRINCIPLES
- Issues vs. People
- Interests vs. Positions (Game: The Orange Parable)
- Options for Mutual Gains
- Objective Criteria
- Reservation Points
- ZOPA
- BATNA
- Concessions, Tradables and Value Creation
Session 3
Reading Assignment
"Getting to Yes" (Textbook), Chapters 1 to 5
“Six Habits of Merely Effective Negotiators”, James K. Sebenius, in HBR, April 2001
Program of Session
1. THE HARVARD NEGOTIATION PROJECT (HNP): BASIC PRINCIPLES
(cont’d)
• Game: "EXCESS LUGGAGE AT THE AIRPORT", and debriefing in class
Session 4
Reading Assignments
"Getting to Yes" (Textbook), Chapters 6 to the end
“Price Negotiations”, Claude Cellich & Subhash C. Jain, from Global Business Negotiations
- A Practical Guide, Thomson South-Western, USA, 2004
Program of Session
1. QUESTIONS AND ANSWERS ON THE HNP
2. MOVIE - "It’s a Deal: Win-Win Negotiation”
A DVD presenting an application of the HNP concepts in Show Business
• Games: Silly Games to Teach Useful Lessons…
ULTIMATUM GAME
Session 5
Reading Assignment
CASE STUDY (1): THE PHOTOCOPIER PROBLEM (source unknown)
"Negotiating on the Internet”, C. Cellich et al., from Global Business Negotiations –
A Practical Guide, Thomson South-Western, USA, 2004
"Ten Ways Culture Affects Negotiations", Jeswald W. Salacuse, excerpts from Making
Global Deals, Houghton Miffin Co., 1991
"Thought Patterns", Robert G. Bander (Seminar on "Advanced Expository Written
English", NYU, USA)
"The Toolbox" of Intercultural Communication, Negotiation & Management (A.Y.
Benz)
Program of Session
1. PRESENTATION AND DEBRIEFING OF THE CASE
2. NEW MEDIA AND NEW ENVIRONMENTS
- Negotiating over the Telephone and on the Internet
3. HOW CULTURE AFFECTS COMMUNICATION AND NEGOTIATION
(Jeswald W. Salacuse’ Model and others):
• Impact on the Substance and Negotiating Process
• Expectations and negotiating territories
• Environment
4. The “TOOL BOX” OF INTERNATIONAL BUSINESS AND
MANAGEMENT,
AND OF INTERNATIONAL NEGOTIATION
PART II - Preparing and Planning
Session 6
Reading Assignments
“Special Barrier No. 2: Culture”, Jeswald W. Salacuse, from The Global Negotiator,
Palgrave McMillan, New York, 2003
“Prenegotiations Planning”, C. Cellich & S.C. Jain, from Global Business Negotiations - A
Practical Guide, Claude Cellich & Subhash C. Jain, Thomson South-Western, USA, 2004
The Global: Negotiator's Checklist", Appendix A, Jeswald W. Salacuse, from The
Global Negotiator, Palgrave McMillan, New York, 2003
CASE STUDY (2): "RENAULT-NISSAN" CASE WORK ASSIGNMENT, "Renault &
Nissan: A Marriage of Reason", INSEAD Case N° 01/2001-4928, 2001, INSEAD-EAC,
Singapore
Program of Session
1. PRESENTATION AND DEBRIEFING OF THE CASE
2. ESTABLISHING INTERNATIONAL JOINT VENTURES
- Typically integrative negotiations
- Respective goals: common interests and diverging ones
- Long-term and short-term interests
- Collecting enough information
- Innovative options
3. CONTRAST OF SEVERAL NEGOTIATING MODELS (I)
- The U.S. Negotiator
- The French Negotiator
Session 7
Reading Assignment
CASE STUDY (3): "BATTERY COMPANY IN HUNGARY”
“Cross-Border Negotiations”, James K. Sebenius, in HBR, March 2002
Program of Session
1. PRESENTATION AND DEBRIEFING OF THE CASE
Simulation in class: 1 Hungarian Team, 1 North-American Team (USA, Canada)
2. NEGOTIATING IS MORE THAN WHAT YOU THINK
- Dragging people to the negotiating table
- Influencing and convincing to get approval IS Negotiation
3. PREPARING FOR THE NEGOTIATION
- Predictability: substance, process and negotiating styles
- Building an Effective Team on your side
- Building a Preparation Check-List and Assigning the Work
- Exploring and Collecting Information
- Exploring the Business Environment
- Becoming “experts”
- Organizing the Logistics
- World-Class Tips: Gifts, Receptions, Entertainment
4. CONTRAST OF SEVERAL NEGOTIATING MODELS (II)
- The German Negotiator
- East-European Negotiators
PART III – Bargaining
Session 8
Reading Assignments
CASE STUDY (4): "COBALT SYSTEMS & SILVERLIGHT ELECTRONICS"
"Initiating Global Business Negotiations: Making the First Move”, from Global
Business Negotiation, C. Cellich et al., in Global Business Negotiation, Thomson, South
Western, latest edition
“The Use of Questions in Negotiating”, Gerard Nierenberg, from Creative
Business Negotiating
Program of Session
1. PRESENTATION AND DEBRIEFING OF THE CASE
Simulation in class: 1 South Korean Team, 1 U.S. Team
2. MAPPING THE OTHER PARTY’S VALUES
- Values, norms, standards; images and symbols in cross-cultural negotiating
- Asking questions
3. NEGOTIATING ON THE INTERNET
Session 9
Reading Assignments
‘The Art of War and the Art of Negotiation as Taught by Sun Tzu”, Angel Tse and
Gregory E. Kesten, The InterNeg Group
"The Chinese Negotiation", John L. Graham & N. Mark Lam, in HBR on Doing
Business in China, HBS, Boston, Mass., USA. 2004
CASE STUDY (5): “CANADIAN-CHINESE NEGOTIATION"
Program of Session
1. PRESENTATION AND DEBRIEFING OF THE CASE
2. CONTRAST OF SEVERAL NEGOTIATING MODELS (III)
- A Chinese cultural model
- A South-Korean cultural model
- A Japanese model
Session 10
Reading Assignments
“Negotiating from a Position of Weakness”, Deepak Malhotra & Max H.
Bazerman, in Negotiation Genius, HBS, Bantam Books, Random House, USA, 2007
“On Strong Negative Emotions – They Happen. Be Ready.” Roger Fisher and
Daniel Shapiro, from Building Agreement – Using Emotions as You Negotiate,
Random House, U.K., latest edition
“Negotiating Power – Getting and Using Influence”, Roger Fisher, in American
Behavioral Scientists, Vol. 27 No. 2, November/December 1983, Sage Publications, Inc.
“Turning Negotiation into a Corporate Capability”, Danny Ertel, in HBR, May/June
1999
CASE STUDY (6): "NEGOATING IN VIETNAM – A RISING ASIAN ECONOMIC
TIGER"
Home Assignment
1. PRESENTATION AND DEBRIEFING OF THE CASE
2. ETHICS AND TRUST
- Negotiating from a Weak Position
- Negotiating with Difficult People
- Ethics in Negotiating: What to Do to Combat Unfair Behaviors and Practices
- Trust in International Negotiations
3. ASSESSING THE NEGOTIATION & MAINTAINING RELATIONSHIPS
4. TURNING NEGOTIATION INTO A CORPORATE CAPABILITY
5. CONCLUSION: NEGOTIATING POWER
6. Q & A
Evaluation of Module
• Case work remitted or presented in class 1/3
• Learning Journal (to be remitted no later than one week after
the last course session) 1/3
• Final Exam 1/3
IV - BIBLIOGRAPHY
1. Recommended Books in Negotiation
• Global Business Negotiations - A Practical Guide, Claude Cellich & Subhash C. Jain, Thomson
South-Western, USA, 2004
• The Speed of Trust - The One Thing That Changes Everything, Stephen Covey, Simon &
Schuster, New York, 2006
• Getting to Yes - Negotiating an Agreement Without Giving In, Roger Fisher & Scott Brown, The
Harvard Negotiation Project, Penguin Books, latest edition
• Getting Together - Building Relationships as We Negotiate, Roger Fisher & Scott Brown,
Penguin Books, latest edition
• Building Agreement Using Emotions as You Negotiate, Roger Fisher & Daniel Shapiro, Random
House Business Books, London, 2005
• Cross-Cultural Business, Behavior - Marketing, Negotiating and Managing Across Cultures,
Richard R. Gesteland, Viva Books Private Ltd., New Delhi, Ed. 2004
• Managing Cultural Differences - Global Leadership Strategies for the 21st Century, Philip R.
Harris, Robert T. Moran & Sarah V. Moran, Butterworth-Heinemann, USA, 2004, 6th Edition
• Harvard Business Review on Negotiation and Conflict Resolution, Harvard Business School
Press, Boston, Mass., USA, latest edition
• The Essentials of Negotiation, Business Literacy for HR Professionals, Harvard Business School
Press, Boston, Mass., USA, 2005
• Negotiating Worldwide - A Practical Approach, Donald W. Hendon & Rebecca Angeles Hendon,
Infinity Books, Maya Publishers, New Delhi, 2002
• Everyday Negotiation - Navigating the Hidden Agendas in Bargaining, Deborah M. Kolb &
Judith Williams, Wiley, India, 2007
• The Manager as Negotiator,, David A. Lax & James K. Sebenius, The Free Press, McMillan,
Inc., NYC, USA, 1986
• Negotiation - Readings, Exercises and Cases, Roy J. Lewicki et al., Irwin McGraw-Hill,
Boston, USA, latest edition (on Mediation, in particular)
• Negotiation, Roy J. Lewicki, David M. Saunders & Bruce Barry, Tata McGraw-Hill
Publishing Co. Ltd., New Delhi, India, 2006
• Negotiation, Richard Luecke, Harvard Business Essentials Collection, Harvard Business
School Press, Boston, 2003
• Expand the Pie - How To Create More Value in Any Negotiation", Grande Lum, Irma Tyler-
Wood & Anthony Wanis-St. John, Castle Pacific Publishing, USA, 2003
• Negotiation Genius - How to Overcome Obstacles and Achieve Brilliant Results at the
Bargaining Tale and Beyond, Deepak Malhotra & Max H. Bazerman, HBS, Bantam Books,
New York, USA, 2007
• Mastering Business in Asia - Negotiation, Peter Nixon, John Wiley & Sons (Asia),
Singapore, 2005
• Negotiation Analysis - The Science and Art of Collaborative Decision-Making, Howard
Raiffa et al., Prentice-Hall of India, New Delhi, 2005
• International Negotiation - Perspectives and Challenges, Sumati Reddy, Editor, The ICFAI
University Press, Hyderabad, 2005
• Understanding and Negotiating Business Contracts, Jon Rush, UBSPD UBS Publishers’
Distributors Pvt. Ltd., New Delhi, 2004
• The Global Negotiator - Making, Managing and Mending Deals Around the World in the
21st Century, Jeswald W. Salacuse, Palgrave MacMillan, New York, 2003
• Doing Business Internationally - The Guide to Cross-Cultural Success, Danielle M. Walker
et al., Tata McGraw-Hill Publishing Company Ltd., New Delhi, 2nd edition, 2003
Also explore two websites giving for free (or selling) material, cases, books, articles…. on
Negotiation:
• InterNeg interneg.org
A site offered by Concordia University, Montreal and Carleton University
Ottawa, Canada
• Harvard Negotiation Project www.pon,harvard/edu
www.pon.org
www.elearning.hbsp.org/businesstools
Similar websites, offered by Harvard University
2. For More In-Depth Study of Cultural Differences Affecting Negotiation
and Communication, In General
• The International Dimensions of Organizational Behavior, Nancy J. Adler, 3rd edition,
International Thomson Publishing, Southwestern College, USA
• Intercultural Communication in the Global Workplace, Linda Beamer & Iris Varner, McGraw-
Hill Irwin, Boston, USA, 3rd edition, 2005
• Understanding Cultural Differences - Germans, French and Americans, Edward T. Hall and
Mildred Hall, Intercultural Press, USA, latest edition
• Cultures and Organizations – Software of the Mind – Intercultural Cooperation and its
Importance for Survival, Profile Books Ltd., London, 2003 edition
• International Management Behavior, Henry W. Lane et al., Blackwell Business, Oxford, U.K.,
2005
• American Cultural Patterns - A Cross-Cultural Perspective, Edward C. Stewart & Milton J.
Bennett, Revised Edition, Intercultural Press, Inc., P.O. Box 700, Yarmouth, Maine, latest edition
Also explore recent publications by INTERCULTURAL PRESS, Inc., P.O. Box 700, Yarmouth,
Maine 04096 USA - Website: www.interculturalpress.com
MANAGING FOR VALUE CREATION
Programme : EPGP
Batch : 2010 – 11
Credits : 1.50
Instructor : Dr. Prasanna Chandra
Course Description
The primary objective of management should be to create long-term value in a legal, ethical, and
socially responsible manner.
This course discusses the rationale for value creation, explains the drivers of value, and
explores the levers employed by companies to create value. The course draws on disciplines
such as finance, accounting, strategy, behavioral economics, and organizational behaviour.
Apart from discussing the basic techniques, principles, and frameworks of value creation,
the course will illustrate the strategies, initiatives, and practices of leading edge companies from
India and other countries. In particular, the course will highlight what corporate India has done in
the post-liberalisation era.
The course will also throw light on the unresolved issues and puzzles of value creation.
Perhaps the class will raise a lot more questions than it will answer.
Study Material
Basic Text : Prasanna Chandra, Financial Management : Theory and Practice, 7th edition,
Tata McGraw Hill (FM, hereafter)
Additional Material A set of articles and cases.
Pedagogy
Lectures + In-class exercises + Student – motivated discussion
Evaluation
Class Participation : 20% Weightage
End-term Examination : 80% Weightage
Course Content and Schedule
Sessions 1 & 2 : Why, What, and How of Value
• Rationale for Value Creation
• Value Creation in India
• Alternative Valuation Paradigms: the Accounting Model and the
DCF Model
• Corporate Valuation in Practice
• Value Hexagon
Readings :
1. Michael C. Jensen “Value Maximization, Stakeholder Theory, and
the Corporate Objective Function,” Journal of Applied Corporate
Finance, Volume 14, Number 3.
2. “Corporate Valuation,” Chapter 32 of FM
3. Prasanna Chandra, “Corporate Valuation in Practice.”
4. Prasanna Chandra, “Berkshire Hathaway: Value Creation Par
Excellence. ”
5. Prasanna Chandra, “Infosys Technologies: An Exemplar
Intangible-Intensive Company.” Chapter 39, Sec 5, from FM.
Session 3 & 4 : Strategic Investment and Financing Decisions
• Portfolio and Business Strategies
• Investment in Capabilities
• Capital Structure Decision
• Dividend Decision
Readings :
1. Alan C. Shapiro, “Corporate Strategy and the capital Budgeting
Decision,” Journal of Applied Corporate Finance
2. Prasanna Chandra “Strategy and Resource Allocation.”
3. Prasanna Chandra, “Strategic Innovation and Wealth Creation.”
4. Gary Hamel, “Killer Strategies That Make Shareholders Rich,”
Fortune; June 23, 1997.
5. Prasanna Chandra, “Financing Octagon.”
Sessions 5 & 6 : Value Metrics and Value Based Management
• Value Metrics
• Approaches to Value Based Management
• Organisational Architecture
• Effective Value Based Management
Readings :
1. Chapter 33 “Value Based Management,” from FM
2. Prasanna Chandra, “Value Metrics”
3. James A. Brickley et.al “Corporate Governance, Ethics, and
Organizational Architecture,” Journal of Applied Corporate
Finance, Volume 15 Number 3, Spring 2003.
Sessions 7 & 8 : Mergers, Acquisitions, and Restructuring
• Track Record of Mergers and Acquisitions
• Financial Aspects of Mergers and Acquisitions
• How to Be a Successful Acquirer
• Creating Value through Restructuring
Readings :
1. Chapter 34 “Mergers, Acquisitions, and Restructuring” from FM
2. Nirmalya Kumar, “How Emerging Giants are Rewriting the Rules
of M&A,” HBR South Asia, May 2009.
3. Prasanna Chandra, “Valuation in the Merger of TOMCO and
HLL”
4. Prasanna Chandra, “Valuation in the Merger of ICICI with ICICI
Bank”
Sessions 9 & 10 : Corporate Risk Management
• Why Risk Matters
• Management of Financial Risks
• Management of Business Risks
• Guidelines for Risk Management
• Lessons from the Global Financial crisis
Readings :
1. Chapter 40, “Corporate Risk Management,” from FM
2. Thomas L. Barton et.al “Lessons Learned from Case Studies”
3. Patrick Cusatis et.al. “Some New Evidence That Spinoffs Create
Value,” Journal of Applied Corporate Finance
4. Prasanna Chandra, “Global Financial Crisis.”
Supplementary Readings
The following books have helped me in appreciating various dimensions of value creation. You
may consult them to deepen your understanding of issues that interest you.
1. T. L. Barton et.al, Making Enterprise Risk Management Pay off: How Leading
Companies Implement Risk Management, FT : Prentice Hall, 2002.
2. R.E.S. Boulton, B.D. Libert, and S.M. Samek, Cracking the Value Code, Harper
Business, 2000.
3. J. Brickley, C. Smith, and J. Zimmerman, Managerial Economics and Organisational
Architecture, McGraw-Hill, 1997.
4. P. Cappelli et.al The India Way, Harvard Business Press, 2010.
5. B. Cornell, Corporate Valuation: Tools for Effective Appraisal and Decision Making,
Business One Irwin, 1993.
6. L.A. Cunningham The Essays of Warren Buffett: Lessons for Corporate America,
Carolina Academic Press, 2001.
7. D. Depamphilis, Mergers, Acquisitions, and other Restructuring Activities, Academic
Press, 2000.
8. G. Donaldson, Corporate Restructuring: Managing the Change Process from Within,
Harvard Business School Press, 1994.
9. A. Ehrbar, EVA-The Real Key to Creating Wealth, John Wiley & Sons, 1998.
10. E.I.U., Strategic Financial Risk Management, University Press, 2000.
11. W.E. Fruhan, Financial Strategy: Studies in the Creation, Transfer and Destruction of
Shareholder Value, Irwin, 1979.
12. T. Khanna et.al Winning in Emerging Markets, Harvard Business Press, 2010.
13. T. Koller, and J. Murrin, Valuation: Measuring and Managing the Value of Companies,
John Wiley & Sons, 2005.
14. B.L. Madden, CFROI Cash Flow Return on Investment Valuation: A Total System
Approach to Valuing a Firm, Butterworth-Hienemann, 1998.
15. J.D. Martina and J.W. Petty, Value Based Management, Harvard Business School Press,
2000.
16. J.M. McTaggart, P.W. Kontes, and M.C. Mankins, The Value Imperative, The Free Press,
1994.
17. R.A. Morin and Sherry L. Jarrell Driving Shareholder Value, Tata McGraw Hill, 2004.
18. A. Rappaport, Creating Shareholder Value: The New Standard for Business
Performance, Free Press, New York, 1986.
19. C. Read et.al eCFO : Sustaining Value in the New Corporation, John Wiley & Sons,
2001.
20. M.L. Sirower, The Synergy Trap, Free Press, 1997.
INDIAN INSTITUTE OF MANAGEMENT, BANGALORE
EXECUTIVE POST GRADUATE PROGRAM (EPGP)
2010-2011
Elective course offering
Reinventing through Entrepreneurial and Intrapreneurial Leadership (REIL)
Course Outline & Session Plan
Faculty:
D. V. R. Seshadri (IIMB)
Ten sessions of 90 minutes each
Version 1.0 (This may be subject to minor changes)
Dated: 25th October 2010
Introduction
Organisations today are increasingly being buffeted by the relentless pressures of change,
stemming from globalization, technological changes, etc. One of the pathways of companies to
weather these storms is through unleashing the entrepreneurial spirit latent in its employees. This
results in such employees carving out new paths and initiating new ventures. They end up
defying the status quo in their organizations, and in general break fresh ground. The unleashing
of entrepreneurial energies in large organizations has been well-studied by scholars, resulting in
an increasing body of knowledge. This exciting field of study is referred to as ‘corporate
entrepreneurship’ or alternately ‘intrapreneurship.’ This is a major driver for organizational
renewal or ‘reinvention.’
This course seeks to enable participants to understand the entrepreneurial / intrapreneurial
mindset as opposed to the ‘employee’ mindset. Entrepreneurism is inextricably connected with
leadership, since entrepreneurship and more specifically intrapreneurship involves mobilizing
teams of people towards a cause much greater than the individuals involved, often in the face of
significant resistance from forces within and outside the organization that seek to preserve the
status quo. Intrapreneurship is also closely linked with reinventing oneself and concurrently the
organization that one is associated with. A more elaborate note on Reinvention is attached
(Appendix). In this course, we treat entrepreneurism, intrapreneurism, corporate venturing and
reinvention as essentially synonymous. Enabling the participants to discover this fiber within
themselves is a key deliverable of this course.
Course Objectives
The course seeks to help participants to:
1. Understand that reinvention of the corporate starts with each individual. There are three
levels of reinvention in the context of managers in organizations: Reinventing the
organization, Reinventing the job/role and Reinventing oneself. These are inextricably
interlinked. We will touch upon each of these levels in the course.
2. Help each participant to understand his/her individual personal frameworks (understanding
entrepreneuring/intrapreneuring in general and also what is ‘my kind’ of entrepreneuring.)
3. Understand reinvention efforts underway in a variety of situations and companies and use
this learning to appreciate the relevance of reinvention.
4. Develop a basic understanding of the concepts and frameworks of reinventing the
corporation.
5. Develop the motivation, knowledge, skills and attitudes, which will enable participants to
become reinventors / intrapreneurs.
Implications of this perspective on Reinvention
There are several basic issues that emanate from this perspective on reinvention:
At a very fundamental level, it is important to understand who we are and what our role is in the
larger scheme of things. Unless there is clarity on this basic issue, the relevance of reinvention
will not be very clear. This issue relates to the ‘Who’ of reinvention.
A logical question a reinventor may pose is: ‘Yes, I am convinced that I have it in me to reinvent
the organization and embark on an intrapreneurial journey. I understand that reinvention is an
exciting and worthwhile journey, much better than looking at my job as a helpless employee and
a ‘victim of the corporate system.’ But I do not know what reinvention means!’ This relates to
the ‘What’ of reinvention.
Having understood who we are and our role on the larger canvas, and also what reinvention is all
about, a very important issue that needs to be addressed is: ‘Why would I want to undertake this
journey?’ One of the important questions this course seeks to address relates to this aspect. Here
we seek to understand the ‘Why’ of reinvention.
Accordingly the course is structured into three distinct modules, more fully described in the
following. Each of them seeks to answer a set of core questions, which are important to
understand the process of reinvention.
The ‘How’ of reinvention is discussed in a follow-up course titled ‘Market-Oriented Innovation
Management’ (MOIM).
Course Content
The three modules comprising the course are:
Module-I: Understanding our identity and our relationships to the larger scheme of things:
Whom do we reinvent?
• Where do we begin this reinvention journey?
• Whom do we reinvent?
• Understanding Defining Moments.
Module-II: What does ‘reinventing’ myself mean?
• How is reinventing different from other career paths? Here we take a close look at
reinventing in our existing job/role/slot rather than the elusive search for an ideal job.
• What does it take to reinvent myself?
• What is the mindset of reinventors in large organizations?
Module-III: Why should I reinvent myself and my role?
• What is the need for reinventing myself?
• What are the benefits I get by reinventing?
• Should I or should I not embark on this journey?
• What does this journey entail?
Here we understand that the job is only a trigger for reinventing ourselves. The benefits of
reinventing ourselves are many more. Each of us is larger than our job or career. This course
provides an opportunity to undertake this examination.
At a deeper level, the course will help participants to begin an inward journey to address the
following issues:
• Rediscover my context, rediscover my deeper self and thereby embark on the journey of
‘Who am I?’ and ‘What is the purpose of my life?’
• Tapping into my untapped treasures and resources
• Understanding my mind and emotions
• Living in a state of perpetual happiness
• Reducing stress
• Evolving each participant’s life vision and life mission
• Discovering a steady anchor within myself in a world of change
• Being and becoming – calmness amidst change
Pedagogy
It is recognized that the participants come from diverse backgrounds and with considerable work
experience. The course seeks to be truly transformational at a very personal level, in that it seeks
to affect a permanent mind-shift of the participants, to think, act and lead entrepreneurially.
The pedagogy will be based on:
• Lectures by the course faculty
• Use of cases with a view to understand the underlying concepts. The set of case studies
will cover:
o Organisations reinventing themselves
o Individuals in organizations reinventing their jobs
o Individuals in organizations reinventing themselves
• Sharing of experiences on reinvention by participants
The course will be offered in a ten-session format.
EVALUATION
The evaluation will be primarily in the form of class participation and one reflection paper.
The first component will be based on regularity of attending the classes, and contributing to the
learning process. Each participant must be prepared thoroughly for each class. This can be
achieved by studying the assigned readings for each class and being regular to the class.
The second component will be individual reflection paper that will cover the following:
1. ‘Drama’ of my life: This would include one or more defining moments encountered by
each participant at the level of I, we and/or organization, and how such defining moments
have transformed the participants at a fundamental level.
2. Each participant’s purpose of existence, long term vision, road map on how to get there,
and address any fears and anxieties that may be holding back the participant.
3. Key learnings and take-aways from the course for the participant.
4. Clear agenda for the future for the participant.
This reflection paper will be 5 to 10 pages long. Participants are expected to bring the conceptual
learning of the course into their reflection papers through application to their individual
situations. The participants are required to submit a reflection paper, in which they are expected
to reflect deeply on the issues discussed during the course and tie them up with their own
realities. For these reflection papers to be rated highly, any general note or a rehash of the
material in the books and papers prescribed for the course will not do. The reflection papers
should integrate the key ideas discussed in the course and should demonstrate the application of
these concepts to each participant’s specific life situation. These reflection papers will be treated
in strict confidence and returned back to the participants. The respective reflection papers will
also be an 'agenda for the future' for each participant. Any participant seeking to have some
counseling from course faculty as a consequence of the class discussions, reflection papers, etc.,
can do so based on mutual convenience.
Deadline for submission of the Reflection paper: Within one week of the last session of the
course. No extension of the deadlines for submissions will be entertained. Please plan your time
suitably to adhere to this deadline.
All submissions will be held in strict confidence and returned securely to the respective
participants after evaluation.
The weights for each of the evaluation components are as follows:
1. Regularity and participation in class discussions
Based on attendance, participation, preparedness, etc. (Individual): 200 points
The evaluation for this component will be based on meaningful and constructive individual
class-participation that facilitates the learning of the class, as well as regular attendance.
Half of these points will be awarded for being regular to the course.
The remaining half of the class participation marks will be assigned for making useful
contributions to the learning process of the class.
2. Reflection Paper
Maximum 15 pages
Weightage (Individual): 300 points
Total: 500 points
The reflection paper must be characterized by lucidity and brevity. Quality and not quantity will
be the criterion for assessment. Adhering to the page limits shown above will help in more
positive evaluation of the reflection papers. The reflection papers should be error-free, and neatly
typed using single line spacing, Times New Roman format and 12-point font size.
Session Plan
Session
#
Day,
Date
Topic Readings /
Remarks
1 Week-1
Spirit of Entrepreneurship
Chapter 1 of IM*
(Innovation Management)
Cases:
1. From the limits of self to the
unlimited Self: A Case Study of
Aravind Eye Hospital
2. Aravind Eye Care System -
Vision 2020: Stepping Out of the
Shadows of a Giant and the
Journey Ahead
Articles:
1. The Heart of Entrepreneurship
2 Week-1
Spirit of Entrepreneurship
Chapter 2 of IM
Cases:
1. Narayana Hrudayalaya Heart
Hospital: Cardiac Care for the
Poor
Articles:
1. The Five Minds of a Manager
2. Building Your Company’s Vision
3 Week-2
Intrapreneurship in Action
Chapter 3 of IM
Cases:
1. Reinventing Project Management
at Tata Steel (A): Implementation
of Cold Rolling Mill (CRM)
2. Reinventing Project Management
at Tata Steel (B): Revamp of
Blast Furnace F
3. Merchant Mill Heroes of Tata
Steel
Articles:
1. Innovation Through
Intrapreneuring
2. How to know your life’s purpose
4 Week-2
Intrapreneurship in Action
Chapter 4 of IM
Case:
1. Goodrich Aerospace
Other cases on Intrapreneurship:
1. Art Fry of 3M
2. David Grossman of IBM
3. Chuck House of Hewlett Packard
4. Michael Philips of Bank of
California
5. Ken Kutaragi of SONY
Article:
1. The Myth of the Generic
Manager
5
Week-3
Understanding Defining
Moments
Three Caselets on Defining Moments
Article:
1. The Discipline of Building
Character
6 Week-3
Recognising my life’s drama
Embarking on a Discovery of
‘Who am I?’
Read:
Yuganta: The end of an epoch, by
Iravati Karve
7. Week-4
Confronting my fears and
anxieties
Dissolving the baggage I carry
What do we all seek in our lives?
What is holding us back?
Three Caselets on Jataka Tales
Watch movies on:
Happiness,
Hardship,
Self-esteem,
Anger
Love
Self-confidence
(Before class)
8. Week-4
Preparation for Embarking on
the
Entrepreneurial/Intrapreneurial
Journey
Inspired Leadership
Workshop by Dr. Thimmappa
Hegde
Full
day
Work-
shop
Week-4
Inspired Leadership Workshop by Dr. Thimmappa
Hegde
9. Week-5
Entrepreneurial/Intrapreneurial
Perseverance
Cases:
1. Dyson
2. Air Deccan
Articles:
1. How Entrepreneurs Craft
Strategies that Work
2. The Questions Every
Entrepreneur Must Answer
10. Week-5
Entrepreneurial/Intrapreneurial
Resilience
Case:
1. Global Optical Disc. Company
Ltd.
* IM = “Innovation Management: Strategies, Concepts and Tools for Growth and Profit” by
Profs. Shlomo Maital, DVR Seshadri, Sage Publications Pvt. Ltd., January 2007.
References
1. Corporate Venturing, Zenas Block and McMillan
2. Leading the Revolution, Gary Hamel
3. Scientist’s Search for Truth, Swami Virajeshwara
4. The New Earth, by Eckhart Tolle
5. Man’s Search for Meaning, by Viktor Frankl
6. The High Performance Entrepreneur, by Subroto Bagchi
7. HBR on Entrepreneurship
Appendix
Note on Reinvention
Reinvention at any level (individual, group, or organization) fundamentally involves taking
ownership, which implies operating with an entrepreneurial mindset. However, with regard to
reinventing in the corporate context, since the person leading the reinvention is not an
autonomous entrepreneur, he / she is more appropriately referred to as ‘intrapreneur’, i.e., a
person who has chosen to take on psychological ownership in his / her work situation, thereby
manifesting entrepreneurial traits. It is very unlikely that reinvention at any level can occur
without this basic transformation of perspective, from ‘employee’ to ‘psychological owner’, i.e.,
intrapreneur. In this sense, reinvention and entrepreneurial mindset are inextricably linked. This
path of reinvention, intrapreneuring and taking on entrepreneurial (ownership) roles, which are
largely synonymous, are not the paths that are chosen by the vast majority of people in any
profession, since this path involves a lot more of the person than would typically be described in
the formal job description of the person. However the reason it is important is that it is
challenging, fulfilling, personally and professionally rewarding, and is urgently required by
corporations both big and small, the world over, to thrive meaningfully in today’s uncertain
times.
While the context in which this manifestation of reinvention through entrepreneurial /
intrapreneurial behaviour is enacted may vary (private sector, NGO, public sector, government,
etc.), the fundamental fiber of the person who chooses this path is essentially similar. This course
seeks to enable the participants to discover this fiber within themselves and strengthen it, so that
irrespective of the context, the person can seek fulfillment through taking on psychological
ownership of the organization s/he is associated with. This is the heart and soul of
intrapreneurship and of reinvention of the individual and consequently the reinvention of the
organization one is associated with.
Indian Institute of Management Bangalore
EPGP
20010 - 2011
Strategic Management in the Entertainment Industry
Faculty : S. Raghunath
Objective of the module:
The entertainment industry is changing fundamentally and fast. This represents a very real
challenge to general managers responsible for planning a strategy and implementing it
successfully. The objective of this course is to provide an overview of the entertainment
industry, business models, value drivers and current strategic issues in the various sectors that
together constitute the industry.
Second, it identifies the common themes surfacing in the strategic environment and the
challenges these pose, as well as particular aspects of entertainment organizations that influence
the activities of strategic choice and implementation.
It explores the strategic models, concepts and approaches that are particularly relevant to this
strategic context and these types of organizations, seeking to demonstrate their relevance through
application to entertainment industry cases.
By joining this class, I assume that you plan to become a key contributor to the entertainment
industry either as an executive or as a general manager. The course will consist of two parts:
• Analysis of the entertainment industry’s external environment with the breakdown of
various sectors that together make up the industry, discussion of the common themes in
the strategic environment that are influencing strategic activity and an overview of the
concept and status of convergence.
• The second part explores a number of strategic levers an organization can employ in the
entertainment industry to achieve mastery of its environment. These are drawn from
adaptive and interpretative areas of strategic theory, these include types of responses to
technological change, options for organization structure, increasing levels of creativity
and innovation, interpretative elements such as cognition and culture, and leadership.
Course Content
The course has the following themes:
• What is unique about the context of the entertainment industry
• Trends in the environment that are shaping the strategic agenda in the field
• Firm strategy and performance in the entertainment industry
• The impact of technological change
• The role of creativity and innovation
• Cognitive structures and cultural beliefs and their role in strategy processes
• How the structures of organizations in the entertainment industry are adapting in
response to the changed strategic environment
• Specific requirements and challenges surrounding strategic leadership in the
entertainment industry.
Pedagogical method:
Your educational experience in this class will consist of three primary areas:
Daily case preparation and class discussion:
Cases will be due for discussion on most days. You may prepare for the case analyses
individually.
With prior intimation a study group will be present their "Position Outline" (PO) in the
class. This may be presented by the group during the session.
Forming a Study Group:
It is required that you form a group of two members to serve as a study group for this course.
It is to your advantage to form your team with people you can work with and who have
complementary skills. For example, if you are strong in finance, you might look for a team mate
who is good with marketing, OB issues, etc.
I strongly urge you to seek diversity on your team. You will learn more and probably
produce better work.
Project Work:
The primary objective of this project is to give you an in depth opportunity to see how the concepts
in this course are applied in practice. You can conduct some interviews with relevant managers for
this project.
Write a consultant’s brief on how to create and manage successful firms in the entertainment
industry. It would develop a model of successful firms which is graphically presented and
elaborated upon.
Readings:
The readings that I have identified for the course enable you to develop an understanding of
entertainment industry advocated by strategy literature. You will have an opportunity to
examine a representative portion of the literature to gain insights relevant to the cases.
In each session, study groups will be identified to present readings summary to the
class. The reading summary should contain the following.
• Highlights from the readings
• Summary of conclusions/results
The identified study group will make a summary presentation in each class. In sessions
with multiple readings, multiple groups will be intimated for the presentations.
The course will be determined by three components:
Class Participation 30%
Readings Summary and Position Outline 30%
Group Project 40%
Faculty Profile
S Raghunath is a Professor of Corporate Strategy and Policy. He specializes in Strategic
Alliances and Strategic Leadership. He offers the general management programme for Film and
Television Industry Professionals based on his field research and case studies. He is also the
Programme Director for International Master’s Programme for Practising Management.
Dr. Raghunath is on the board of directors of several hi-tech companies and is a member of the
India board of Academy of International Business (AIB) and on the board of governors of the
Society of Certified Investment Bankers and the Strategic Management Forum of India. He is a
Registered Consultant with the Office of Project Services, UNDP, and New York.
He has published several papers, case studies and book chapter and has been quoted in
publications such as Economic Times, Business Line and the Computer Today. He was a
Visiting Scholar at the Graduate School of Business, Stanford University (1990-1991) where he
engaged in research in strategy making in IT companies. He was also a Visiting Professor at the
University of Buckingham, UK; RMIT School of Business, Melbourne, Australia, HEC, Paris
and INSEAD, France.
Strategic Finance
Programme EPGP
Batch 2010-11
Term 7 [Dec 2010-Jan 2011]
Credits 1.50
Objectives
The course will build on the corporate finance conceptual foundation covered in the core course
and apply this conceptual knowledge to real-life. The course will cover capital investments (both
standard DCF and real options), cost of capital, and capital structure, financing & payout policy.
The course will not cover real options in depth, and not cover governance and M&A (these
topics are covered by other elective offerings).
Pedagogy
The course will use a mix of cases and lectures. Three sessions (intermissions) focus on theory;
the remaining will use cases with an occasional lecture thrown in. By and large numerical
illustrations (often implemented on Excel) will be used rather than equations . I will use
equations only in self-defense.
Evaluation
Case analysis [Group]: 40% [2 * 20%]
End-term examination: 60%
Course Schedule
1 Introduction Finance theory has little resemblance to the real world, but still has some
utility
Case: The Story of Burmah Oil
2 Capital investments-1: Standard Discounted Cash Flow Murdoch and free markets
might be an oxymoron
Case: British Satellite Broadcasting versus Sky Television
3 Capital Investments-2: Standard Discounted Cash Flow and Regulation Two important
equations: Bhutto + poor contracts = No power AND Enron + favourable contracts
=No Enron
Case: Using Incentive Regulation: The Costs of Poor Contracts and of Delay
4 Intermission-1: Valuing options When you see a financial option-run
Brealey and Myers: Chapter 21 and 22
5 Capital investments-3: Real options Why it was optimal for Col. Gaddafi to insult
George Bush Sr
Case: Valuing offshore oil properties with option pricing models
6 Cost of capital-1: Do not be fooled by the “abridged”
Marriott Corporation: The Cost of Capital (Abridged)
7 Intermission-2: Agency theory Why markets may be happy when the CEO dies suddenly
Grinblatt & Titman: Ch 15
8 Intermission-3: Valuing corporate securities A good day to be ill
Whaley :Ch 12
9 Capital structure, financing & payout-1: “Carnegie the dauntless has uttered his call To
battle: "The brokers are parasites all!" [Ambrose Bierce-The Devil’s dictionary]
Case: MCI Communications, 1983
10 Capital structure, financing & payout-2 Debt as a substitute for operations
management & HR
Sealed Air Corporation’s Leveraged Recapitalization (A)
INDIAN INSTITUTE OF MANAGEMENT BANGALORE
Understanding Corporate Failures
EPGPPM 2010-2011: 1.5 credits
Faculty
P. D. Jose.
Course Overview, Content & Pedagogy
Please note: This is a tentative outline and the final outline may differ somewhat from the structure indicated in the
following sections.
While case studies of successful businesses and organizations are covered extensively in strategy
courses, there is limited exposure to how and why organizational decline and eventually failure
occurs. Further the study of how non-market strategies influence organizational survival and
performance has been influenced multiple disciplinary approaches and spawned several competing
and complimentary theories. This course explores the many causes behind business and
organizational failure. It attempts to do this by drawing on several perspectives, ranging from
Industrial organizational theory, organizational ecology, and organization studies to emerging
relationships between the non-market environment, strategy and organizational failure. This course
attempts to review and synthesis the varied approaches. Using a mix of cases, readings, lectures,
videos and exercises we will attempt to enhance our understanding of the alternative models of
strategy and organization in the context of success and failure.
Our perspective in this course would be that of an organisational leader (not necessarily a business
organisation). We will study the nature of organisational decline and the challenges confronted by
managers when dealing with organisational decline, crisis, and renewal.
Text, Readings and Cases
A course pack containing reading material and cases will be circulated. While there is no one
prescribed text for this course there are several excellent books which examine managerial corporate
and other organisational failures. A good text that will be referred to extensively in the course is
“Why Smart Executives Fail: And what you Can learn from Their Mistakes” by Sydney Finkelstein.
Course Evaluation
• End-term examination (open Book) 40%
• Group project report and presentation 40%
• Case Analysis 20%
Session-wise Schedule
Module Readings
Why Smart Executives Fail: And what you can learn from Their Mistakes Sydney Finkelstein
Penguin Group 2003
Organisational Failure: A Critique of Recent Research and a Proposed Integrative Framework.
IJMR, 2004 Mellahi, Kamel and Wilkinson, Adrian.
Session 1 & 2
Topic The Context and the Causes of Firm Failure
Case People Express Airlines: Rise and Decline
Review http://www.whysmartexecutivesfail.com/
P. Baumard and W.H. Starbuck, Learning from failures: Why it may not happen,
Long Range Planning 38 (2005) (3), pp. 281–298
Sustaining Advantage, Ghemawat
Session 3&4
Topic Corporate Failure Prediction Models (Faculty: MS Narasimhan)
Reading Ratio analysis and the prediction of firm failure, Altman, Journal of Finance, 25
(1970).
Session 5
Topic Systems Failures & Organisational Disaster I
Case Union Carbide’s Bhopal Plant (A)
Reading Understanding and Managing Complexity Risk, Eric Bonabeau , SMR 2007
Prosaic Organisational Failure, Clarke and Perrow
Review www.bhopal.net, www.bhopal.org, www.bhopal. com
Session 6
Topic Systems Failures & Organisational Disaster II
Case Columbia's Final Mission
Reading Lessons from Everest: The Interaction of Cognitive Bias, Psychological Safety, and
System Complexity Michael A. Roberto, CMR, 2002
Session 7&8
Topic Governance Failures
Case Innovation Corrupted: The Rise and Fall of Enron
Video Enron: The Smartest Guys in the Room
Reading Lessons from Everest: The Interaction of Cognitive Bias, Psychological Safety, and
System Complexity Michael A. Roberto, CMR, 2002
Failing to learn and learning to fail (intelligently): How great organizations put failure
to work to improve and innovate, M. Cannon and A.C. Edmondson, Long Range
Planning 38 (2005) (3)
Session 9
Topic Technology Driven Failures
Video Case Iridium Global Satellite Phone System: Lost in Space
Reading Making fast strategic decision in high-velocity environments, AMJ, Eisenhardt 1989
Learning from Corporate Mistakes: The Rise and Fall of Iridium."
Organizational Dynamics, 29 (2) Finkelstein, S. and Sanford, S. H, 2000.
Session 10 Synthesis and Summation and Feedback
COURSE STRUCTURE for PGPPM
Term I Credits Term II Credits
Policy Process and Analysis 3 Strategic Management of Public
Organizations
3
Micro and Institutional Economics 3 Macroeconomics 2
States, Markets and Globalization 2 Managing People and Performance 3
Decision Analysis 2 Corporate Finance 3
Financial Accounting 2 Legal and Institutional Dynamics 1
Social Marketing 3 Research Methods 3
Total credits for Term-I 15 Total credits for Term-II 15
Term III2
8
Credits
Public Policy in International Comparative
Perspective
at Maxwell School of Citizenship
and Public Affairs, Syracuse
University, USA
Field Study (1 week)
Report to the PGPPM Office
Finalise dissertation guides, topics & presentations (2 weeks)
Term IV: Credits Term V Credits
Open Electives – offered by 6 Public Finance 2
PGPPM / PGSEM / E-PGP Designing and Managing Projects and
Programmes
2
Indian Social and Human Development 2
Electives – PGPPM 2
Total credits for Term-IV 6 Total credits for Term-V 8
Term VI Data collection, Preparation of 3 chapters of dissertation,
Submission and Presentation
Issue of relieving letters and return to respective work places
2 All Government sponsored candidates will be undertaking Term III at Maxwell School of Maxwell School of Citizenship
and Public Affairs, Syracuse University, USA. Open and overseas candidates may decide to undertake this but at an
additional cost. Alternatively, open and overseas candidates will take electives offered by the other long duration
programmes at IIMB and undertake a project involving a government department as a case study, under guidance of an
IIMB faculty member.
Global Financial Institutions and Economic crisis.
PGPPM course Term V.
No. of Credits: 2
This course aims at introducing PGPPM students to the basics of international financial architecture, role
of these institutions in the context of economic crisis and the directions for future change. It will look at
specific cases of economic crisis in East Asia and Latin America and study their lessons for the emerging
economies. The course will explore issues specific to emerging economies like India and their role in
changing financial structure. Readings for the course would include magazine and Journal articles and
news paper reports. There will be two quizzes (30 percent each) and a final comprising 40 percent. There
will two, one and a half hour session, per week.
Part I. Evolution and structure of global finance. (Session 1-4)
1. Bretton Woods system – The Need for cooperation and reconstruction.
2. I.M.F , World Bank – The end of Bretton Woods?
3. I.M.F , World Bank – Bouquets and brickbats.
Part II Global finance in the time of crises. (Session 5-13)
1. Economic crisis – What is it?
2. Canonical models of banking and financial crisis.
3. The Great Depression.
4. Mexican Crisis.
5. The East Asian Crisis.
6. BOP crisis in India.
7. Current Financial Crisis.
8. Lessons Learnt and Role of Financial Institutions.
Part III Reforming the global financial architecture. (Session 14-15)
1. Restructuring the IMF and the WB for new challenges.
2. Preventing financial crisis.
3. Managing financial crises.
4. Role of emerging economies in the new financial architecture.
Readings
Part I
Eichengreen, Barry, Globalizing Capital: A history of the international monetary system,
Princeton Press.
Brodo, Michael D., and Eichengreen, B., A retrospective on the Bretton Woods system: Lessons
for international monetary reforms, The University of Chicago Press.
Dooley, M, Garber, P and Folkerts-Landau, D., International Financial Stability – Asia, interest
rates, and the Dollar, Deutsche Bank
Part II
Cerra, V and Saxena, S, 2002, “What caused the 1991 currency crisis in India”, IMF Staff
papers, Vol. 49, No.3
Krugman, P, “Fire-Sale FDI”, web memo.
Flood, R. and Garber, P. (1984) "Collapsing exchange rate regimes: some linear examples",
Journal of International Economics 17:1-13
Krugman, P. (1979) "A model of balance of payments crises", Journal of Money, Credit, and
Banking 11: 311-325
Krugman, P. (1998a) "Bubble, boom, crash: theoretical notes on Asia's crisis", mimeo
Krugman, P. (1998b) "What happened to Asia?” mimeo
Palma, G., 2000, “Three routes to financial crisis”, CEPA working paper III, Working Paper No.
18.
Stiglitz, J., 2000, “What I learned at the World Economic Crisis”, New Republic, April 17th
2000.
Stiglitz, J., 2002, “Lessons from Argentina’s debacle”, Strait’s Times, January 10th, 2002.
Stiglitz, J., 2007, “Ten years after the Asian financial crisis, we are not out of the woods yet”,
Daily Star, 3rd July 2007.
Tiwari, R.,2003, “Post-crisis exchange rate regimes in South-East Asia: An empirical survey of
de-facto policies”, University of Hamburg.
Part III
Akyuz, Y., 2005,”Reforming the IMF: Back to the drawing board”, TWN, November 2005.
IEO Reports on IMF exchange rate, governance and conditionality.
European Parliament report on IMF reforms.
Ahluwallia, Montek S., 2007, “Reforming the global financial architecture”, Commonwealth
Secretariat.
(More readings will be added along the way.)
Business Process Management (BPM)1 – A Brief Course Outline
PGPPM Elective – Term V 2010 (January-March)
Instructor: Dr. Krishna Sundar
INTRODUCTION Business Process Management allows companies/organizations to build the framework to
create strategic alignment, measure business processes using metrics aligned with
business/organization goals, and identify performance gaps that have a major impact on
the customer/citizen experience and on achieving desired business results. Business Process Management is an enterprise-wide, structured approach to providing the
services and products that customers value the most. As the entire gap between
customer/citizen expectations and the organization’ s ability to perform begins to
emerge, Processes that are inefficient or ineffective in delivering what customers require
are clearly identified and targeted for improvement. Once Organization begins to measure
performance in terms of critical, customer-driven requirements, employees no longer
think of themselves as functional managers responsible for functional outputs. Instead,
they see their roles in the context of a greater, more important goal –i.e., satisfying and
creating loyal customers. As process thinkers, they consider the potential impact of
their actions and decisions upstream and downstream and ultimately on the
organization’s/company's ability to deliver what it promises to its customers. Business Process Management transforms reactive organizations into innovative leaders -
with the speed and agility to anticipate change before the market demands change. Objective
This course aims to create a strategic and tactical overview of the BPM discipline by
exposing the student to the basic concepts and skills used in a BPM environment and the
issues and challenges of introducing BPM into the organization, BPM tools, risks and
rewards of BPM, and approaches to define, implement
and manage BPM in an organization. Key Learning Outcomes
After completion of the course students will be able to:
Z Identify processes in his/her environment
Z Perform basic analysis of processes
Z Business Process Reengineering
Z Understand Business Process Management (BPM) as a discipline in the
enterprise architecture environment
Z Recognize the benefit and challenge of BPM
Z Understand the role that BPM plays in organizational governance
Z Understand the BPM lifecycle
Z Understand the use of BPM methodologies
Z Recognize the importance of Process Monitoring
Z Understand how to manage processes at different levels
Z Process Performance Evaluation & Key Performance Indicators (KPIs) ZUnderstand how strategy drives BPM initiatives
ZLearn through real life case studies of BPM implementations ZBPM as a facilitator to develop & implement Balance Score Cards Pedagogy
Z Cases, Lectures, Hands on Learning thro’ class room demonstrations/exercises Reading Material
Z Course Pack will contain all suggested readings Evaluation
Z Take home assignment & Project based evaluation
1 Detailed Course outline would be provided before start of the term
Financial Markets, Instruments and Institutions
Instructor: Dr. Sankarshan Basu
Course Credit: 2 credits
Course span: 24 hours (16 sessions of 1.5 hours each) Objective:
This course aims to provide an idea on the role and functioning of financial markets,
financial products that are traded in such financial markets and institutions associated with
financial markets. The focus of the course will be in the context of global financial markets
and institutions. However, specifics of the Indian financial markets will also be covered. The
course covers the following topics.
• Need for financial markets and advantages offered by such markets
• Organization of financial markets
• Regulations governing financial markets
• Institutional set-up
• Different types of instruments
• Overview of trading of financial instruments
• Indian financial system
The exact session plan is attached in the following sheet.
Essential Reading: Foundations of Financial Markets and Institutions; 3rd
Edition; Fabozzi, et.al.; Pearson Education Asia
Additional Readings: Options, Futures and other Derivatives; 7th
Edition;
John C. Hull and S. Basu; Pearson Education Asia
Notes and handouts as relevant
Session Plan
Session Intended Coverage
1 – 2 • Need for Financial Markets
• Advantages of financial markets
• Introduction to Financial Markets
• Need for Financial Markets
• Types of markets (classified based on products and users)
3 • Institutional set-up of the financial markets
• Origin of the markets
4 • Need for regulators in financial markets
• Regulations governing financial markets
o Different regulators o Roles of regulators o Effectiveness and approaches of regulators
5 - 6 • Types of instruments in the market – both exchange traded and OTC
• Need for the various instruments and the benefits that they offer
7 – 11 • Basic product pricing
o Bond pricing o Equity pricing o Derivative pricing
12 – 14 • Introduction to trading methodologies of financial instruments,
• Issues in Risk management in the context of financial instruments
o Types of Risk o Ways to manage these risks
15 – 16 • Indian Financial System – An Overview
• Products in the Indian markets
• Issues in Indian markets