Annexure_1

Department of Commerce
Draft Syllabus for M Com under PGCF 2025

University of Delhi

Faculty of Commerce and Business

Department of Commerce

Master of Commerce

Syllabus for Year 1 of the 2-year Program

effective from Academic Year 2025-26

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 Department of Commerce
Draft Syllabus for M Com under PGCF 2025

Contents
1 Department of Commerce 4

2 Postgraduate Curriculum Framework 5

3 Core courses 11
COMC001 – Advanced Cost and Performance Analysis 12
COMC002 – Managerial Economics 14
COMC003 – Business Research Methods 16
COMC004 – Organizational Behavior and Leadership: 18
COMC005 – Corporate Governance and Business Ethics 20
COMC006 – Strategic Financial Management 22

4 Elective Courses 24
DSEG001 – Business, Society and Commerce 25
DSEG002 – Corporate Laws-Cases and Application 27
DSEH001 – Digital Transformation in Human Resource Systems 29
DSEH002 – Organizational Development and Change Management 31
DSEA001 – Digital Accounting 33
DSEA002 – Advanced Management Accounting 35
DSEF001 – Wealth Management 37
DSEF002 – Security Analysis and Portfolio Management 39
DSEI001 – International Trade Logistics 41
DSEI002 – India and the Global Economy 43
DSEM001 – Digital Marketing 45
DSEM002 – Consumer Behavior 48

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 Department of Commerce
Draft Syllabus for M Com under PGCF 2025

5 Skill Based Courses 50

COMSBC01 - Financial Planning 50
COMSBC02 - Modelling for Financial Decisions 52
COMSBC03 – Applied Econometrics 54
COMSBC04 - Trade Analytics 56
COMSBC05 - Retail Formats 58
COMSBC06 - Decoding Union Budgets 60

6 Generic Elective 61
COMGE01 - Management and Organizational Behavior 61
COMGE02 - Basics of Accounting 63
COMGE03 - Indian Ethos and Leadership 65
COMGE04 - Personal Finance 67
COMGE05 - Entrepreneurship 69
COMGE06 - Customer Relationship Management 71
COMGE07 - Entrepreneurial Finance 73
COMGE08 - ESG and Business Sustainability 75
COMGE09 - Financial Modelling Using Excel 77
COMGE010 - Marketing for Start Ups 79

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 Department of Commerce
Draft Syllabus for M Com under PGCF 2025

Department of Commerce
The Department of Commerce, University of Delhi, was formally established as a
distinct academic entity in 1967, and is housed within the iconic Delhi School of
Economics (DSE) campus. Over the decades, the Department has consistently adapted
to the evolving academic and socio-economic landscape of India, exploring new
frontiers in knowledge creation, policy interface, and technological innovation in the
field of commerce and business education.

In its illustrious journey spanning over five decades, the Department has played a
pioneering role in reshaping commerce education in India, aligning it with national
priorities and global developments. It takes pride in being India’s premier institution
for curriculum development, teaching, and research in the discipline of commerce. The
Department’s consistent commitment to academic excellence was internationally
acknowledged in 2017, its Golden Jubilee year, when it was ranked 1st in India and
85th in Asia by the Times Higher Education Rankings.

At the core of its academic offerings lies the flagship postgraduate programme – Master
of Commerce (M.Com). This rigorous two-year full-time programme continues to serve
as the bedrock for advanced learning, research, and academic leadership in commerce.
It offers a strong foundation not only for academic careers but also for managerial,
consulting, entrepreneurial, and public policy roles. The course is highly respected
across academia and industry, and its alumni occupy leadership positions across the
globe in sectors spanning education, business, government, and international
organizations.

In keeping with the dynamic needs of a rapidly changing economy, the Department has
expanded its academic horizon by offering three specialized MBA programmes, viz.,
MBA in International Business, MBA in Human Resource Development, and MBA in
Business Analytics.

These programmes are meticulously designed to address emerging industry needs,

incorporating cutting-edge technological tools, data-driven decision-making, and global
best practices, while remaining rooted in the Indian economic and business context.
The MBA in Business Analytics, in particular, reflects the Department’s commitment to
integrating technology and analytics into management education, responding to the
growing importance of AI, big data, and digital transformation in India’s development
journey.

Through its academic and research initiatives, the Department of Commerce continues
to contribute meaningfully to India’s knowledge economy, fostering a generation of
scholars and professionals who are equipped to address complex challenges and create
impactful solutions in both national and global settings.

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 Department of Commerce
Draft Syllabus for M Com under PGCF 2025

Post Graduate Curriculum Framework

Starting from July 2025, the Master of Commerce (M.Com.) programme for new
entrants will be structured according to the Postgraduate Curriculum Framework
(PGCF), aligned with the National Education Policy (NEP) 2020. This framework offers
students the flexibility to pursue either a two-year degree, as traditionally offered by
the department, or a one-year degree option for those who have completed a four-year
undergraduate degree.

The programme is organized into a blend of core (DSCs), discipline specific electives
(DSEs), generic electives (GEs) and skill-based courses (SBCs), following the structure
detailed below. Each academic year is divided into two semesters. Students are
required to complete a combination of Core and Elective courses each semester to fulfil
the credit requirements.

For the award of the M. Com degree, students must successfully earn a minimum of 44
credits per academic year. Consequently, the two-year M. Com degree requires a total of
88 credits, while the one-year degree option requires 44 credits. Course content and
readings are curated based on the latest developments in commerce, finance,
management, and related fields. These materials include textbooks, research papers,
and industry reports, with updates made regularly to ensure relevance.

The Department of Commerce has identified five specialisations for academic growth
and research focus, viz., Accounting, Finance, Human Resource, International Business,
and Marketing. Under the PGCF, the students would be given the option to take an exit
after doing first 2 semesters of M. Com program to obtain a PG Diploma.

The mode of assessment for each course is determined by the respective instructor.
Instructional methods may include lectures, practical workshops, case studies,
computer labs, and tutorials. Practical sessions provide hands-on experience in areas
such as accounting software, financial analysis, and statistical tools. Tutorials
complement the core lectures by fostering discussions, case problem-solving, and group
activities.

The choices of the students for elective courses each semester are spread across the
specialisations department offers. In order to obtain PG Diploma in a given
specialisation, one is required to have earned at least 8 credits in that specialisation.
The students should finalize their elective selections within the first two weeks of the
semester.

The Department of Commerce adheres to the academic calendar, admission criteria,

and other rules of the University of Delhi. The semester-wise distribution of courses
and credits for the two-year M.Com. programme is outlined below.

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 Department of Commerce
Draft Syllabus for M Com under PGCF 2025

Draft Structure
M Com (PGCF)
2025-26

Sem. Core Courses (DSCs) Credits

COMC001 - Advanced Cost and Performance Analysis 4 3-1-0
1 COMC002 - Managerial Economics 4 3-1-0
COMC003 – Business Research Methods 4 3-0-1
COMC004 - Organizational Behavior and Leadership 4 3-1-0
2 COMC005 - Corporate Governance and Business Ethics 4 3-1-0
COMC006 - Strategic Financial Management 4 3-1-0
3 COMC007 - Business Analytics and Decision Science 4 3-1-0
COMC008 - Strategic Marketing Management 4 3-1-0
4 COMC009 - Global Trade and Investment Policy 4 3-1-0
COMC010 - International Taxation and Regulatory Strategy 4 3-1-0

Sem. Elective Courses (DSEs) Credits

DSEG01 - Business, Society and Commerce 4 3-1-0
DSEH01 - Digital Transformation in Human Resource Systems 4 3-1-0
DSEA01 - Digital Accounting 4 3-1-0
1 DSEF01 - Wealth Management 4 3-1-0
DSEI01 - International Trade Logistics 4 3-1-0
DSEM01 - Digital Marketing 4 3-1-0
DSEG02 - Corporate Laws-Cases and Application 4 3-1-0
DSEH02 - Organizational Development and Change Management 4 3-1-0
DSEA02 - Advanced Management Accounting 4 3-1-0
2 DSEF02 - Security Analysis and Portfolio Management 4 3-1-0
DSEI02 - India and the Global Economy 4 3-1-0
DSEM02 - Consumer Behavior 4 3-1-0

Skill Based Courses (SBCs) Credits

COMSBC01 Financial Planning 2 1-0-1
COMSBC02 Modelling for Financial Decisions 2 1-0-1
COMSBC03 Econometrics 2 1-0-1
COMSBC04 Trade Analytics 2 1-0-1
COMSBC05 Retail Formats 2 1-0-1
COMSBC06 Decoding Union Budgets 2 1-0-1

Generic Electives (GEs) Credits

COMGE01 Management and Organizational Behaviour 4 3-1-0
COMGE02 Basics of Accounting 4 3-1-0
COMGE03 Indian Ethos and Leadership 4 3-1-0

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 Department of Commerce
Draft Syllabus for M Com under PGCF 2025

COMGE04 Personal Finance 4 3-0-1

COMGE05 Entrepreneurship 4 3-1-0
COMGE06 Customer Relationship Management 4 3-1-0
COMGE07 Entrepreneurial Finance 4 3-1-0
COMGE08 ESG and Business Sustainability 4 3-1-0
COMGE09 Financial Modelling Using Excel 4 2-1-2
COMGE10 Marketing for Start Ups 4 3-1-0

POST GRADUATE CURRICULUM FRAMEWORK (PGCF)

Core Courses

Credits
Sem Courses
per Semester
course credits

I COMC001, COMC002, COMC003 4 12

II COMC004, COMC005, COMC006 4 12

III COMC007, COMC008 4 8

IV COMC009, COMC010 4 8

Discipline Specific Electives

Credits
Sem Courses
per Semester
course credits

I 2 DSEs 4 8

II 2 DSEs 4 8

III 3 DSEs 4 12

IV 3 DSEs 4 12

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 Department of Commerce
Draft Syllabus for M Com under PGCF 2025

Generic Electives and Skill-Based Courses

Credits
Sem Courses
per Semester
course credits

I–IV 1 SBC 2 2

I–IV 1 GE per semester can replace a DSE 4

The M. Com programme aims to provide:

• A conducive environment that holistically engages students through an inclusive

approach,
• Research orientation,
• Developing entrepreneurial skills,
• Sound theoretical foundation,
• Integrating technology,
• Formulating business problems and providing innovative solutions thus molding
them into future visionaries, management leaders that are compassionate yet
efficient.

As per the new structure, there shall be six courses in each semester. Under PGCF,
students will also study, ‘Generic Electives’ and ‘Skills Based’ courses in each semester.
The Generic Elective courses are designed for the students of other disciplines who are
interested in opting for GEs of commerce department subject to fulfilling of eligibility of
criteria as laid down by the Department. The courses have been designed with intent to
provide advanced level specialization in the respective field.

In the light of augmentation in the field of commerce and business, the overall structure
of the course has been changed to widen the scope and depth of the course and
inclusion of research paradigms of commerce stream. Further, the overall structure has
been improved to provide an insight of research in commerce and interdisciplinary
areas and to facilitate those students aspiring for pursuing research.

New courses have been thoughtfully introduced across various specializations to

ensure the curriculum remains aligned with current industry demands and academic
developments. Apart from the specialisations we have introduced papers like Business,
Society and Commerce (to provide exposure to the philosophical base to the
contemporary business environment) and Corporate Laws – Cases and Application (to
strengthen the understanding of corporate laws in India) to improve theoretical and
practical comprehension of the students.

In the area of Human Resource and Organizational Behaviour, the inclusion of Digital
Transformation in Human Resource Systems and Organizational Development and
Change Management equips students with contemporary tools and strategies for
managing dynamic organizational environments and digital HR ecosystems.
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 Department of Commerce
Draft Syllabus for M Com under PGCF 2025

Addressing a critical need in the domain of Accounting, the syllabus now offers Digital
Accounting and Advanced Management Accounting as core specializations, thereby
filling the earlier identified gap and enabling students to gain expertise in both strategic
and technology-integrated accounting practices.

The Finance specialization has been strengthened with industry-relevant courses like
Wealth Management and Security Analysis and Portfolio Management, empowering
students with practical knowledge of financial planning, investments, and portfolio
optimization.

In the International Business stream, International Trade Logistics and India and the
Global Economy reflect the growing significance of global trade, supply chain
operations, and India’s positioning in the world economy.

The Marketing specialization is enhanced with cutting-edge courses such as Digital

Marketing and Consumer Behavior, enabling students to understand evolving consumer
patterns and digital engagement strategies.

A wide range of Skill-Based Courses have been introduced to build practical

competencies across domains. These include: Financial Planning, Life Skills, Modelling
for Financial Decisions, Selling Skills, Anatomy of Corporate Scams, Econometrics, Trade
Analytics, Retail Formats, and Decoding Union Budgets. These courses aim to enhance
critical thinking, analytical skills, ethical awareness, and domain-specific practical
knowledge.

The introduction of Generic Elective Courses ensures interdisciplinary learning and

caters to students from diverse academic backgrounds. Courses like Management and
Organizational Behavior, Basics of Accounting, Indian Ethos and Leadership, Personal
Finance, Entrepreneurship, Customer Relationship Management, Entrepreneurial
Finance, ESG and Business Sustainability, Financial Modelling Using Excel, and
Marketing for Startups promote well-rounded development and encourage
entrepreneurial and ethical thinking. These courses are meant for the students of other
disciplines who are interested in learning about commerce and business.

The curriculum is designed in alignment with the Outcome-Based Education (OBE)

framework, ensuring that every course has clearly defined objectives and learning
outcomes. Furthermore, contemporary topics such as ethical investing, sustainability,
ESG integration, corporate fraud analysis, digital transformation, and global economic
shifts have been incorporated to embed cross-cutting themes including gender,
environmental sustainability, human values, and professional ethics throughout the
programme.

Suggestive readings are carefully curated and provided for each unit to facilitate guided
self-learning, and content has been updated to reflect emerging concepts such as
psychographics, lifestyle analysis, perceptual mapping, and data-driven decision-
making. The structure is dynamic, flexible, and responsive to the needs of today’s
commerce and business environment.

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 Department of Commerce
Draft Syllabus for M Com under PGCF 2025

The programme thus aims to provide students with the opportunity to develop and
broaden their management and leadership skills. The curriculum seeks to develop
managerial knowledge and strategic agility, providing students with a broader skill set
and a fresh perspective and to encourage them to seek out bold, innovative solutions for
today‘s business and societal challenges.

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 Department of Commerce
Draft Syllabus for M Com under PGCF 2025

Core Courses
Year 1 of the 2-year program

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 Department of Commerce
Draft Syllabus for M Com under PGCF 2025

COMC001 – Advanced Cost and Performance Analysis

Master of Commerce
Semester I
DSC-Core Paper
COMC001: Advanced Cost and Performance Analysis

Course Pre-
Type/ requisites
Course
Code Course Title Lectures Tutorials Practical Credit
Advanced Cost and NIL
Performance
COMC001 Analysis 3 1 0 4

Objective: This course is designed to equip students with the essential knowledge and
analytical skills needed to effectively control and monitor costs, apply various cost
management techniques, and utilize accounting data to support strategic decision-
making within corporate settings.

Learning Outcomes: On completion of this course, the student should be able to:

• Describe strategic cost analysis concepts along with Activity-based techniques

and apply these for managing a profitable and competitive enterprise.
• Know the various approaches, considerations, and techniques in strategic price
setting.
• Explain and apply advanced costing techniques including Life cycle costing,
Target costing, Kaizen costing, and Total Quality Management.
• Comprehend modern approaches to productivity enhancement, process re-
engineering, the analysis of value chains, Just-in-Time (JIT) Inventory
Management, and strategic decision making under constraints.

Contents:

Unit I (10 hours)

Cost Management Systems; Strategic cost management; Cost concepts. Big Data and
Data Analytics in Cost Accounting; Sourcing and Storing Data. Activity-Based Costing
(ABC). Activity-Based Management (ABM); Activity-Based-Budgeting (ABB); Capacity
utilization.

Unit II (10 hours)

Factors influencing pricing decisions; Evaluation of different pricing methods;
Economic approach; Pareto analysis; Pricing a new Product; Short run vs. long run
pricing; Sensitivity analysis; Bottom line pricing.

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Unit III (13 hours)

Life Cycle Costing; Life Cycle Budgeting. Target Costing; Value Engineering. Kaizen
costing; Bench marking. Total Quality Management (TQM); measuring and reporting
quality cost information for decision making.

Unit IV (12 hours)

Measuring productivity and changes in activity and process efficiency; Productivity in
service firms and not-for-profit organizations; Process reengineering (PR). Value chain
analysis; Value chain linkages. Just-in-Time (JIT) inventory management. Theory of
Constraints (TOC); ABC and TOC.

Tutorial Exercise: Students may select any existing real-life consumer product,
analyze its presumed selling price, assess cost elements incorporating ABC techniques,
and suggest modifications for process improvements based on quality considerations
and value drivers. Students may also visit any manufacturing unit to identify cost issues
(such as defects and rework) and develop a Kaizen plan which drives cost reduction.

Suggested Readings:

● Blocher, Edward J., Juras, Paul, Smith, Steven. (2024). Cost Management: A
Strategic Emphasis (10th ed.). McGraw Hill Education (India) Ltd.
● Eldenburg, Leslie G. & Wolcott, Susan K. (2011). Cost Management:
Measuring, Monitoring, and Motivating Performance (2nd ed.). John Wiley
and Sons.
● Farmer, Karen C. Fredin, Amy, Baag, Pankaj K. (2024). Cost Accounting: With
Integrated Data Analytics, An Indian Adaptation. John Wiley & Sons Inc.
● Hansen, Don R., Mowen, Maryanne M. & Heitger, Dan L. (2021). Cost
Management, Accounting and Control (5th ed.). Cengage Learning (India) Ltd.
● Hilton, Ronald W., Maher, Michael W. & Selto, Frank A. (2004). Cost
Management: Strategies for Business Decisions. McGraw Hill Irwin.
● Lal, Jawahar (2016). Strategic Cost Management. Himalaya Publishing House.
● Shank, John K. & Govindarajan, Vijay. (2008). Strategic Cost Management. The
Free Press.

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 Department of Commerce
Draft Syllabus for M Com under PGCF 2025

COMC002 – Managerial Economics

Master of Commerce
Semester I
DSC-Core Paper
COMC002: Managerial Economics

Course Pre-requisites
Type/
Course
Code Course Title Lectures Tutorials Practical Credit
DSC - Managerial NIL
COMC002 Economics 3 1 0 4

Objective: The objective of the course is to acquaint students with the basic principles
of micro and macroeconomics for developing the understanding of theory of the firm,
markets and the macro environment, which would help them in managerial decision-
making processes.

Learning Outcomes: On completion of this course, the student should be able to:

• apply the techniques of production function and cost analysis.

• comprehend market forms and apply pricing techniques to determine the price
of factors of production.
• apply the knowledge of national income accounting and cost of living
measurement in real world situations.
• analyze the need for monetary and fiscal policy interventions and the costs
associated with them.

Contents:

Unit I (12 hours)

Nature and scope of managerial economics; Demand function; Cardinal and ordinal
approaches to the derivation of the demand function. Revealed preference approach;
Supply function; elasticity of demand and supply. Production function; Concept of
productivity and technology; Cost function. Cost and output Relationship.

Unit II (13 hours)

Market forms- perfect competition, monopolistic competition, monopoly power,
oligopolistic behavior; Cournot and Stackelberg models; Factor Pricing- demand and
supply of factors of production.

Unit III (10 hours)

National Income Accounting; unemployment, Inflation. The product markets, financial
markets and labor markets; Role of monetary and fiscal policy.

Unit IV (10 hours)

Economic fluctuations and business cycle; Open economy macroeconomics; Exchange
rate, and debates in macroeconomics policy.
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Draft Syllabus for M Com under PGCF 2025

Tutorial Exercise: Students would be asked to analyze a real-world firm's pricing and
output decisions under different market structures and would be allowed to participate
in role play as policymakers to address inflation and unemployment using fiscal and
monetary tools.

Suggested Readings:

• Stiglitz, J.E., and Walsh, C.E. (2006). Economics, W. W. Norton & Company.
• Salvatore, D., and Rastogi, S.K. (2020). Managerial Economics: Principles and
Worldwide Applications, OUP.
• Dornbusch, R., Fischer, S., and Startz, R. (2018). Macroeconomics, McGraw Hill.
• Mankiw, N.G. (2021). Macroeconomics, Macmillan Learning.
• Koutsoyiannis, A. (1975). Modern Microeconomics, Palgrave Macmillan
• Branson, W. H.(1989). Macro Economics Theory and Policy, East – West Press.
• Blanchard, O. (2021). Macroeconomics, Pearson Education Ltd.
• Varian, H.R. (1992). Micro-Economic Analysis. W. W. Norton & Co.

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Draft Syllabus for M Com under PGCF 2025

COMC003 – Business Research Methods

Masters of Commerce
Semester I
DSC - Core Paper
COMC003: Business Research Methods

Course Pre-
Type/ requisites
Course
Code Course Title Lectures Tutorials Practical Credit
Business NIL
DSC - Research
COMC003 Methods 3 0 1 4

Objective: The course aims to provide the learners with the fundamental concepts,
methods and techniques of required to successfully undertake various steps in the
research process. The course will also equip learners with the analytical skills to
Interpret findings and communicate them clearly for decision-making.

Learning Outcomes: On completion of the course, the learners should be able to:

• formulate the research problem and understand the major research designs.
• determine data sources and design questionnaire and surveys
• apply sampling techniques and develop understanding of data collection and
fieldwork.
• analyze and interpret data and use the basic statistical tools in business
research.

Contents:

Unit I (10 hours)

Formulating Research Problem; Research questions, Research Objectives, and Research
Hypotheses, Research design Process, Types: Exploratory, Descriptive, and
Experimental designs, Qualitative Research approach: Grounded theory,
phenomenology, ethnography,

Unit II (12 hours)

Primary Data and Secondary Data: Sources and their Usefulness; Levels of
Measurement, Comparative & Non comparative scaling; Reliability and Validity
Assessment, Observation & Questionnaire Designing for Qualitative & Quantitative
research, Cross-sectional, Longitudinal, and panel data.

Unit III (8 hours)

Sampling Design process, Probability & non-probability sampling, Sample size
determination for qualitative & quantitative research, Sampling vs. Non-Sampling

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Draft Syllabus for M Com under PGCF 2025

Errors.

Unit IV (15 hours)

Data preparation & cleaning, Hypothesis testing procedure, Univariate analysis;
Bivariate Analysis; Multivariate analysis – interdependence and dependence analysis.
Time series analysis, research ethics and report writing.

Practical Exercise: The learners would be asked to define a real-world business

research problem and choose an appropriate research design for conducting research
based on primary or secondary data. By applying suitable statistical inferential
techniques, the learners would analyse and interpret the results and write the report.

Suggested Readings:

• Cooper, D. R., & Schindler, P. S. (2014). Business research methods. (12th ed.).
New York, United States: McGraw Hill International Edition.
• Greene, W. H. (2017). Econometric Analysis. Pearson Pvt. limited
• Bryman, A., Bell, E., & Harley, B. (2022). Business research methods. Oxford
University Press.
• Zikmund, W. G., Babin, B. J., Carr, J. C., & Griffin, M. (2013). Business research
methods. (9th ed.). South Western: Cengage Learning.
• Neuman, W.L., (2014). Social Research Methods: Qualitative and Quantitative
Approaches, Pearson Education Limited.
• Denzin Norman K., and Lincoln Yvonna S., (2018). The Sage Handbook of
Qualitative Research. Sage Publications, Inc. (5th ed.)

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Draft Syllabus for M Com under PGCF 2025

COMC004 –Organizational Behavior and Leadership

Masters of Commerce
Semester II
DSC - Core Paper
COMC004: Organizational Behavior and Leadership

Course Pre-
Type/ requisites
Course
Code Course Title Lectures Tutorials Practical Credit
Organizational NIL
DSC - Behavior and
COMC004 Leadership 3 1 0 4

Objective: This course aims to develop a comprehensive understanding of human

behavior in organizational settings and the role of leadership in shaping organizational
outcomes. It draws insights from Indian traditions to understand how people work,
lead, and respond. The course also explores the role of a leader in digital workplace
dynamics.

Learning Outcomes: By the end of the course, students will be able to:

● Explore core concepts of organizational behavior and leadership in traditional

and digital contexts.
● Analyze the impact of personality, perception, motivation, and emotions on
performance.
● Interpret team dynamics and group behavior in organizational settings including
virtual teams.
● Evaluate leadership styles and their influence on organizational culture and
outcomes.

Contents:

Unit I (14 hours)

Foundations of organizational behavior; Positive Organizational

behaviour, Personality, Perception, Values, attitudes, Self and identity at work
including impact of AI on work behavior; Indian perspectives on personhood (e.g.,
Purusharthas, Trigunas, Karma theory).

Unit II (10 hours)

Motivation theories: content and process; meaning of work, and work motivation;
Indian perspectives on motivation: Nishkama Karma, Lokasangraha; Emotions and
emotional intelligence at work, technology-mediated emotions.

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Unit III (10 hours)

Group Dynamics; Cohesiveness and productivity; Agile Team Structures and Self-
Managing Teams, Group Decision Making; Managing organizational conflict; Managing
misbehavior at work.

Unit IV (11 hours)

Power, influence, and leadership in hybrid organizations; Leadership theories, Cross-
cultural leadership styles, Ethical and spiritual leadership; Indigenous models: Krishna
as a strategist, Rama as a moral exemplar, Chanakya's leadership principles.

Tutorial Exercise: Students will analyze a leadership case drawn from business, public
service, or historical narratives (e.g., Gandhi, Narayana Murthy). A short group
presentation will interpret the leader’s style, ethical stance, and outcomes using OB
frameworks.

Suggested Readings:

● Robbins, S. P., & Judge, T. (2021). Organizational Behavior. Pearson.

● Yukl, G. (2012). Leadership in Organizations. Pearson.
● McShane, S. L., & Von Glinow, M. A. (2021). Organizational Behavior. McGraw
Hill.
● Sharma, S. (2012). Management in the Gita. Rupa.
● Hackman, J. R. (2002). Leading Teams. Harvard Business Review Press.
● Paul, R. Lawrence (1987). Historical Development in OB in Chapter 1, Handbook
of OB by Jaw W Lorsch (ed) Englewood Cliffs, NJ: Prentice-Hall, 1-10
● Luthans, Fred. (2002). The need for and meaning of Positive Organizational
Behaviour. Journal of Organizational Behaviour. 23. 695-706.
● Herzberg, F. (1968). One More Time: How Do You Motivate Employees. Harvard
Business Review, 46 (1), 53-62.
● Daniel Goleman (1998). What makes a leader. Harvard Business Review, 76, 93-
102.
● Avolio, B.J., Sosik, J.J., Kahai, S.S., & Baker, B. (2014). E-leadership: Re-examining
transformations in leadership source and transmission. The Leadership
Quarterly, 25(1), 105-131.

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COMC005 – Corporate Governance and Business Ethics

Masters of Commerce
Semester II
DSC - Core Paper
COMC005: Corporate Governance and Business Ethics

Course Pre-requisites
Type/
Course
Code Course Title Lectures Tutorials Practical Credit
Corporate NIL
DSC - Governance and
COMC005 Business Ethics 3 1 0 4

Objective: This course is designed to equip students with the ability to comprehend
and design corporate governance frameworks, with a focus on stakeholder dynamics
and assurance systems. It aims to prepare them with the knowledge and skills
necessary for future leadership and board-level roles.

Learning Outcomes: Upon successful completion of this course, students will be able
to:

• Develop a framework for effective corporate governance by understanding the

roles and responsibilities of various stakeholders in large corporations, and how
their interactions lead to different governance structures across countries.
• Serve effectively as board members, help build professional boards, and as
senior managers, contribute to strengthening board performance.
• Establish and monitor systems that has strong financial oversight to prevent
corporate fraud.
• Appropriately address ethical issues in business and governance, such as
conflicts of interest and related party transactions.

Contents:

Unit I (15 hours)

Stakeholders & their Role; Board Architecture & Governance framework; Board
leadership conflation, CEO succession & firm trajectory, Comparative analysis of
governance systems globally.

Unit II (10 hours)

Theoretical Development of Corporate Governance: Ownership and control,
Stakeholder Conflicts vs Harmonic Relations, Principal Cost Theory, Institutionalization
of Corporate Governance: Scott’s Pillars, Shareholder Primacy vs Stakeholder
Legitimacy; Regulatory framework.

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Unit III (10 hours)

Financial Oversight & Assurance systems; Internal control; IT governance; Reliability of
financial statements; Audit Effectiveness & Accountability mechanism; Risk compliance
& management; Related party transactions.

Unit IV (10 hours)

Business Ethics: Meaning and importance; Ethical theories and business decisions;
Code of ethics, building an ethical culture ; Ethical dilemma in decisions; Stakeholder
accountability channels, Crony capitalism and corporate funding.

Tutorial Exercises: Students will analyze contemporary case studies to understand

the nuances of corporate governance, and examine the boards of listed companies from
different countries, along with corporate governance reports, to evaluate board
structures and their functioning

Suggested Readings:

• Cadbury, A. (1992). Report of the committee on the financial aspects of corporate

governance. Gee Publishing.
• Companies Act, 2013. Parliament of India.
• De Falco, S. E. (2024). Corporate governance: Theories, actors, and control systems
in the age of new capitalism. Springer.
• Donaldson, L., & Davis, J. H. (1991). Stewardship theory or agency theory: CEO
governance and shareholder returns. Australian Journal of Management, 16(1),
49–65. https://doi.org/10.1177/031289629101600103
• Ferrell, O. C., & Fraedrich, J. (2022). Business ethics: Ethical decision making &
cases (13th ed.). Cengage Learning.
• Jensen, M. C., & Meckling, W. H. (1976). Theory of the firm: Managerial
behaviour, agency costs and ownership structure. Journal of Financial
Economics, 3(4), 305–360. https://doi.org/10.1016/0304-405X(76)90026-X
• Jhunjhunwala, S. (2024). Corporate governance: Creating value for stakeholders.
Palgrave Macmillan.
• Monks, R. A. G., & Minow, N. (2011). Corporate governance (5th ed.). John Wiley
& Sons.
• Securities and Exchange Board of India (SEBI). (2015). Listing Obligations and
Disclosure Requirements Regulations, Chapter IV. https://www.sebi.gov.in
• Sharma, J. P. (2016). Corporate governance, business ethics and CSR. Ane
Publishing.
• Shleifer, A., & Vishny, R. W. (1989). Management entrenchment: The case of
manager-specific investments. Journal of Financial Economics, 25(1), 123–139.
https://doi.org/10.1016/0304-405X(89)90099-8
• Tricker, B. (2019). Corporate governance: Principles, policies, and practices.
Oxford University Press.

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COMC006 – Strategic Financial Management

Masters of Commerce
Semester II
DSC - Core Paper
COMC006: Strategic Financial Management

Course Pre-requisites
Type/
Course
Code Course Title Lectures Tutorials Practical Credit
Strategic NIL
DSC- Financial
COMC006 Management 3 1 0 4

Objective: This course aims to equip students with strategic and analytical tools
essential for complex financial decision-making in organizations. It will help the
students to develop the capability to critically assess and apply financial theories and
models to real-world strategic financial challenges faced by business enterprises.

Learning Outcomes: On completion of this course, the student should be able to:

• Analyze strategic capital budgeting decisions under situations of complexities.

• Design capital structure policies and recognize its importance in the presence of
market imperfections.
• Value equity and value firms using different techniques.
• Evaluate capital investment decisions with embedded options.
• Assess the impact of corporate restructuring on firm value.

Contents:
Unit I (12 hours)
Strategic alignment of capital budgeting decisions; NPV vs. IRR conflicts, limitations of
IRR and MIRR; Evaluation of mutually exclusive projects with unequal life spans;
Impact of inflation; Capital budgeting under multiple constraints using mathematical
programming; Risk analysis in capital budgeting: certainty equivalent and risk-adjusted
discount rate approaches; sensitivity, scenario, simulation, and decision tree analyses.

Unit II (12 hours)

Interrelationship between corporate strategy and financial policy; capital structure,
cost of capital, and leverage; Capital structure theories: Trade-off theory, agency
problems (debt overhang, short-sighted investment, asset substitution, reluctance to
liquidate, agency cost of free cash flows), and information asymmetry (Ross signaling
argument, Pecking Order Theory).

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Unit III (12 hours)

Firm valuation: DCF models, estimating discount rates (levered vs. unlevered beta),
cash flow projections; Dividend discount models; free cash flow valuation (to equity
and firm); valuation of synergies and intangibles; valuation and financing of M&As,
LBOs, spin-offs, divestitures; Relative valuation: price-to-fundamentals multiples,
EV/EBITDA multiple; Managerial defenses against hostile takeovers.

Unit IV (9 hours)
Types of risk: securities, interest rate, foreign exchange; Use of derivatives for risk
management: security, interest rate, and currency derivatives; Real options: option to
expand, abandon, timing, flexibility, and operating options.

Tutorial Exercise: Students would be asked to analyze corporate financial decisions

pertaining to evaluation of risk, restructuring and complex situations using
spreadsheets. They would be required to value equity, real options and acquisition
decisions using spreadsheets.

Suggested Readings:

• Brealey, R. A., Myers, S. C., Allen, F., & Edmans, A. (2022). Principles of Corporate
Finance. McGraw Hill.
• Chandra, P. (2023). Projects: Planning, Analysis, Selection, Financing,
Implementation, and Review. McGraw Hill India.
• Chandra, P. (2020). Strategic Financial Management: Managing for Value
Creation. McGraw Hill Education (India) Private Limited.
• Damodaran, A. (2001). Corporate Finance: Theory and Practice. Wiley.
• Damodaran, A. (2012). Damodaran on Valuation: Security Analysis for Investment
and Corporate Finance. Wiley.
• Donaldson, G. (1961). Corporate debt capacity: A study of corporate debt policy
and the determination of corporate debt capacity. Harvard Graduate School of
Business Administration.
• Pandey, I. M. (2021). Financial Management. Pearson India.
• Saravanan, P., Sugavanam, J., & Jayaprakash, B. (2014). Strategic Financial
Management. Oxford University Press.

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Elective Courses
Year 1 of the 2-year programme

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DSEG001 – Business, Society and Commerce

Masters of Commerce
Semester I
DSE – Elective Paper
DSEG001: Business, Society and Commerce

Course Pre-requisites
Type/
Course
Code Course Title Lectures Tutorials Practical Credit
Business, NIL
DSE – Society and
DSEG001 Commerce 3 1 0 4

Objective: This course examines the interplay between business, commerce, and
society. It introduces students to philosophical, sociological, and scriptural perspectives
on commerce, focusing on its transformation in both historical and contemporary
contexts.

Learning Outcomes: On successful completion of the course, students will be able to:

● Interpret the role of business as a social institution.

● Analyze cultural, historical, and ethical dimensions of commerce.
● Apply scriptural and philosophical frameworks.
● Evaluate social impacts of global, digital, and informal commerce.

Contents:

Unit I (12 hours)

Historical evolution of commerce in India; Commerce as a social institution; morality of
markets; social contract and common good, legitimacy, and purpose of business.
Gandhi’s Sarvodaya, Kautilya’s Arthashastra on regulation and ethics.

Unit II (10 hours)

Classical and contemporary philosophical perspectives on commerce; Commerce and
the good life; Morality in business leadership and decision-making.

Unit III (11 hours)

Capitalism and its critiques: rethinking markets, institutions, and value; Public interest
vs private gain: navigating competing logics; Economic Growth and Human well-being;
Money-Happiness debate,

Unit IV (12 hours)

Institutions shaping commerce; Digital platforms, surveillance capitalism, and gig work
ethics; Future of commerce: AI, minimalism, degrowth, and sustainable models.

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Tutorial Exercise: Students will write a reflective assignment on contemporary issue

in business. Class discussions will involve ethical dilemmas in the platform or informal
economies.
Suggested Readings:

● Sandel, M. (2012). What Money Can’t Buy: The Moral Limits of Markets. Penguin.
● Polanyi, K. (2001). The Great Transformation. Beacon Press.
● Rangarajan, L. N. (1992). Kautilya’s Arthashastra. Penguin Classics.
● Bhagavad Gita (any edition) – Chapters on Karma Yoga and Svadharma.
● Zuboff, S. (2019). The Age of Surveillance Capitalism. PublicAffairs.
● Harari, Yuval N. (2024). Nexus - A Brief History of Information Networks from
the Stone Age to AI. Penguin Randam house.
● Sen, A. (1999). Development as freedom. Oxford University Press
● Smith, Adam. (1759). The Theory of Moral Sentiments. Penguin Classics
● Easterlin, R. A. (2001). Income and happiness: Towards a unified theory.
Economic Journal, 111(473), 465–484.
● Stiglitz, J. E., Sen, A., & Fitoussi, J. P. (2010). Mismeasuring our lives: Why GDP
doesn't add up. The New Press.
● Jackson, T. (2009). Prosperity without growth. UK. Earthscan.
● Piketty, T. (2014). Capital in the Twenty-First Century. Harvard University Press.

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DSEG002 – Corporate Laws-Cases and Application

Masters of Commerce
Semester II
DSE - General Paper
DSEG002 - Corporate Laws-Cases and Application

Course Pre-requisites
Type/
Course
Code Course Title Lectures Tutorials Practical Credit
Corporate NIL
Laws-Cases
DSE- and
DSEG002 Application 3 1 0 4

Objective: This course aims to enhance critical thinking through the analysis of case
laws related to corporate regulations, while applying the key provisions of Companies
Act of 2013 and other prominent corporate laws, including their amendments and
relevant notifications.

Learning Outcomes: On completion of this course, the student should be able to:

• To examine the regulatory aspects and the broader procedural framework

involved in different types of companies covering the Companies Act, 2013 and
the Rules there under.
• To critically evaluate the legal and procedural aspects relating to the company
board, company meetings, and distribution of dividends.
• To analyze and apprehend the business decisions taken in company meetings
with the implications of judicial pronouncements.
• To integrate the surveillance measures by SEBI and to evaluate the working of
depositories, their functions, duties, and obligations, including participants
therein for investor protection.

Contents:

Unit I (12 hours)

Background of company law: Relevance and reflections, Corporate Structures and its
creation; Judicial doctrines and landmark judgements; Company in capital market:
Prospectus; Share capital: Issue, its categories, alteration; Stock Splits & Buyback; Debt
capital.

Unit II (11 hours)

Directors: Classification, Judicial pronouncements clarifying legal positions and powers
of board; Disclosure of Interest; Related Party transactions; Company Board:
Composition & its functioning, Key judgements involving managerial personnel; Class
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action suits; Meetings of shareholders and board: Requisites & Contraventions.

Unit III (10 hours)

Dividends, Financial statements and accounting standards, XBRL, NFRA and Audit;
Inspection, inquiry & investigation; Arrangements and Amalgamation, Prevention of
oppression & mismanagement; Insolvency & Bankruptcy Code 2016: Corporate
insolvency and resolution process, Liquidation v Resolution, Comparison of bankruptcy
laws of USA, UK and India.

Unit IV (12 hours)

Depositories Act 1996: Rights and obligations of depositories; Participants, issuers and
beneficial owners; Inquiry and inspections; Penalties.
SEBI Act, 1992: Formation, objectives, functions and powers of the SEBI; Insider
trading; SEBI Guidelines for securities issues, monitoring and surveillance.

Tutorial Exercise: Students would be asked to analyze a real-world case studies and
judicial pronouncements to highlight the key management or processual failures. They
would be assigned with vulnerability and impact assessment of regulatory issues
highlighted in the actual corporate world.

Suggested Readings:

• Kapoor, G.K. and Dhamija, Sanjay. (2025). Company Law- A comprehensive text
book on Companies Act, 2013. Taxmann Publications Private Limited.
• Kershaw, D. (2012) Company Law in Context: text and materials. Oxford
University Press.
• Sharma, J.P. (2023). Company Law. Bharat Law House Private Ltd.
• Singh, A. (2018). Company law. Eastern Book Company.
• Ramaiya, A. (2020) Guide to Companies Act, LexisNexis.
• SEBI Act, 1996.
• Depositories Act, 1992

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Draft Syllabus for M Com under PGCF 2025

DSEH001 – Digital Transformation in Human Resource

Systems

Masters of Commerce
Semester I
DSE – OB & HR
DSEH001- Digital Transformation in Human Resource Systems

Course Pre-requisites
Type/
Course
Code Course Title Lectures Tutorials Practical Credit
Digital NIL
Transformation
in Human
DSE- Resource
DSEH001 Systems 3 1 0 4

Objective: This course explores how digital technologies are reshaping Human
Resource Management across functions such as recruitment, learning, performance,
engagement, and analytics. It situates digital HR within the broader transformation of
work and organizations in the era of Industry 4.0, artificial intelligence, and hybrid
work models.

Learning Outcomes: By the end of the course, students will be able to:

● Analyse the concepts and drivers of digital transformation in HR.

● Analyze digital platforms and tools used across HRM domains.
● Evaluate the implications of people analytics, AI, and algorithmic decision-
making.
● Design interventions or readiness frameworks for digital HR adoption in
organizations.
● Reflect critically on the ethics, fairness, and strategic alignment of digital HR
practices.

Contents:

Unit I (12 hours)

Understanding digital transformation in HRM, Drivers of transformation, Industry 4.0
and the evolving role of HR. Digital HR maturity models and strategic alignment. Ethical
and cultural implications of technology adoption in HR. Data literacy, statistical
thinking, business intelligence fundamentals.

Unit II (11 hours)

Human Resource Information Systems (HRIS), e- recruitment and applicant tracking
systems, digital onboarding tools, performance management apps, learning

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management systems (LMS), employee engagement apps, chatbots, and mobile HR

interfaces. Integration challenges and user adoption.

Unit III (11 hours)

People analytics and data-driven HR; Algorithmic decision-making in recruitment,
appraisal, and promotion. Fairness, transparency, and bias in AI tools. Metrics and KPIs
in digital HR. Building a data-driven culture in HR teams. Dashboard design, storytelling
with data, and ethical concerns.

Unit IV (11 hours)

Future of work and digital HR strategy; gig economy, hybrid work models, flexible
employment, Designing digital HR strategies for resilience and agility, HR professionals
as digital change agents.

Tutorial Exercise: Students will conduct a digital HR audit (real or hypothetical) of an

organization to evaluate its digital maturity, identify gaps, and propose a roadmap or
intervention. Presentations will be peer-reviewed in class.

Suggested Readings:

• Caldwell, R. (2022). HR Analytics and Digital HRM. Routledge.

• Westerman, G., Bonnet, D., & McAfee, A. (2014). Leading Digital. Harvard
Business Review Press.
• Levy, S. (2018). People Analytics: How social sensing technology will transform
business and what it tells us about the future of work. Harvard Business Review
Press
• Manuti, A, de Palma,Pasquale D. (2023). Digital HR- A Critical Management
Approach to the Digitalization of Organizations in the New Normal, Palgrave
Macmillan
• Schwab, K. (2016). The fourth industrial revolution. World Economic Forum.
• Bondarouk, T., Parry, E., & Furtmueller, E. (2017). Electronic HRM: Four decades
of research on adoption and consequences. The International Journal of Human
Resource Management, 28(1), 98–131.
• Scully-Russ, E. (2019). Industry 4.0 and HRD: The people dimension of digital
transformation. Human Resource Development International, 22(1), 5–13.

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DSEH002 - Organizational Development and Change

Management

Masters of Commerce
Semester II
DSE – OB & HR
DSEH001-Organizational Development and Change Management

Course Pre-requisites
Type/
Course
Code Course Title Lectures Tutorials Practical Credit
Organizational NIL
Development
DSE- and Change
DSEH002 Management 3 1 0 4

Objective: This course offers a critical and nuanced exploration of planned

organizational change as both a behavioral and structural process. It situates
Organizational Development (OD) within the broader social, economic, and
technological transformations of the workplace. Drawing from systems thinking,
behavioral science, and Indian philosophical perspectives, it aims to foster ethical and
inclusive change leadership.

Learning Outcomes: By the end of the course, students will be able to:

• Comprehend the philosophical and theoretical foundations of OD and change

management.
• Critically assess intervention models and organizational diagnostics.
• Reflect on the human and ethical dimensions of change including resistance,
emotions, and power.
• Apply OD strategies in digitally transforming, multicultural, and value-driven
organizations.

Contents:

Unit I (12 hours)

Origins and evolution of OD; behavioral science and systems perspective. OD values:
participation, human potential, ethical reflection. OD in the Indian context: Gandhian
decentralization, self-management (Swarajya), and ethical leadership. Role of internal
and external OD consultants; professional dilemmas.

Unit II (11 hours)

Diagnostic frameworks: Force Field, Weisbord’s Six Box, McKinsey 7-S. Action Research:
stages, collaboration, and learning cycles. Collecting and analyzing organizational data:
surveys, observation, interviews. Reflective practice and dialogic OD.

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Unit III (10 hours)

Individual and group-level interventions: coaching, feedback, team building. Structural
and strategic interventions: job redesign, culture change, organizational learning.
Appreciative Inquiry and positive deviance. Incorporating indigenous traditions: circle
processes, storytelling, collective sense-making.

Unit IV (12 hours)

Models of change: Lewin, Kotter, Satir, and Bridges' Transition. Resistance and emotion
in change: empathy, psychological safety, and compassion. Change in digital and hybrid
workspaces; agile and design thinking. Institutionalization and sustaining change:
rituals, stories, symbolic frames.

Tutorial Exercise: Each student group will select a real-life organizational change case
(from public, private, or NGO sector) and present a critical OD diagnosis and a proposed
intervention strategy. Emphasis will be placed on values, ethics, resistance, and power
relations.

Suggested Readings:

● Cummings, T. G., & Worley, C. G. (2020). Organization Development and Change.

Cengage.
● French, W. L., & Bell, C. H. (2006). Organization Development: Behavioral Science
Interventions. Pearson.
● Kotter, J. P. (1996). Leading Change. Harvard Business Review Press.
● Cooperrider, D., & Srivastva, S. (1987). Appreciative Inquiry in Organizational
Life. Research in Organizational Change and Development.
● Senge, P. M. (1990). The Fifth Discipline: The Art and Practice of the Learning
Organization. Doubleday.
● Iyer, R. (2021). Gandhian Management: Theory and Praxis. Oxford University
Press.

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 Department of Commerce
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DSEA001 – Digital Accounting

Masters of Commerce
Semester I
DSE – Accounting
DSEA001- Digital Accounting

Course Pre-requisites
Type/
Course
Code Course Title Lectures Tutorials Practical Credit
DSE- Digital NIL
DSEA001 Accounting 3 0 1 4

Objective: The course aims to equip students with a comprehensive understanding of

digital accounting systems, tools, and practices relevant to modern business
environments. The students will gain practical skills in using leading accounting
software for recording transactions, managing compliance (GST/TDS), payroll, and
generating reports.

Learning Outcomes: On completion of this course, the student should be able to:

• Explain the role of IT and automation tools such as ERP, RPA, and cloud
platforms in modern accounting.
• Use accounting software to record transactions, manage inventory, and generate
basic accounting reports
• Handle GST, TDS, and payroll functions using digital tools.
• Identify key challenges and new trends in digital accounting like cybersecurity,
blockchain, and AI, Green Accounting

Contents:

Unit I (11 hours)

Digital Accounting, Benefits and limitations of Digital Accounting: Traditional vs. Digital
Accounting Systems; Skillset of a digital accountant; Role of IT in Modern Accounting;
Introduction to Cloud accounting, ERP (Enterprise Resource Planning), RPA (Robotic
Process Automation), E-Invoicing, Digital Ledger, OCR; Government initiatives in
digitization of accounting systems in India; Overview of Regulatory and Legal
Framework for Digital Accounting in India

Unit II (12 hours)

Overview of modern accounting software: (e.g. Tally Prime, Zoho Books, QuickBooks,
Spreadsheet); Installation, Interface, and Configuration; Creating Company Accounts
and Chart of Accounts; Recording Transactions: Sales, Purchases, Payments, Inventory
management Receipts; Bank Reconciliation Process; Expense Tracking and Budgeting
Tools; Cloud-based Storage and Data Backup
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Unit III (12 hours)

GST and TDS configuration through software: creating service companies, enabling GST
features, GST and TDS compliance - recording intra/inter-state purchases and sales,
and generating GSTR-1 and GSTR-2 reports; Introduction to Payroll management,
including features, creation of payroll masters, employee groups, units of work,
attendance, pay heads, payroll vouchers, and generating payslips and pay sheets.

Unit IV (10 hours)

Challenges in Digital Accounting: Implementation, Cybersecurity issues etc; XBRL and
Digital Financial Statements; Mobile-based accounting applications; Global Trends in
Digital Accounting: IoT, Metaverse in financial management, Green Accounting
Platforms, Blockchain; AI/ML in Predictive Accounting; International Practices in
Digital Accounting.

Practical Exercise: Students will gain practical experience through hands-on

assignments using appropriate accounting software tools, while developing a
comprehensive understanding of modern accounting practices. Exercises will include
company creation, transaction entry, GST setup, bank reconciliation, payroll
configuration, and report generation. Mini-projects and case-based simulations will
enhance real-world understanding of compliance, automation, and reporting. These
activities aim to develop technical proficiency and business application skills in
students.

Suggested Readings:

• Chatterjee, P. (2021). Fundamentals of accounting software (TallyPrime).

Dreamtech Press.
• Gelinas, U. J., Dull, R. B., & Wheeler, P. R. (2018). Accounting information systems
(11th ed.). Cengage Learning.
• Romney, M. B., & Steinbart, P. J. (2021). Accounting information systems (15th
ed.). Pearson.
• Saini, R. K. (2022). GST and digital compliance: A practical guide. Taxmann
Publications.
• Turner, L., & Weickgenannt, A. (2020). Accounting information systems: Controls
and processes (3rd ed.). Wiley.
• Warren, C. S., Reeve, J. M., & Duchac, J. E. (2018). Financial accounting (27th ed.).
Cengage Learning.

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DSEA002 – Advanced Management Accounting

Masters of Commerce
Semester II
DSE – Accounting
DSEA002- Advanced Management Accounting

Course Pre-requisites
Type/
Course
Code Course Title Lectures Tutorials Practical Credit
Advanced NIL
DSE- Management
DSEA002 Accounting 3 1 0 4

Objective: The course aims to equip the students with the knowledge of concepts,
methods and techniques of management accounting and enable them to use various
techniques of cost ascertainment, budget preparation and variance analysis, while
focusing on its need for managerial decision making.

Learning Outcomes: On completion of this course, the student should be able to:

• Comprehend the distinctions among financial, managerial, and cost accounting, and
recognize the role and responsibilities of a management accountant.
• Identify cost according to their associated activities and apply costing
techniques for computing cost of products or services.
• Prepare and analyze the income statements using variable costing and
absorption costing and make various managerial decisions.
• Create different forms of budgetary statements, identify and control cost at a
responsibility center assigned to a manager, analyze and report performance of
the assigned responsibility center.

Contents:

Unit I (8 hours)
Nature and functions; Financial vs. Management Accounting; Cost vs. Management
Accounting; Role of Management Accountant; Cost concepts and classifications. Activity
Based Costing - Concept and Uses; Flow of Costs in ABC; Traditional Costing System vs.
ABC

Unit II (17 hours)

Preparation of Income Statements under variable and absorption costing. Cost-Volume-
Profit (CVP) Analysis - Concept, Break-Even Analysis; Multiple Product Analysis;
Optimal use of Limited Resources. Types of managerial decisions – Make/ Buy, Add/
Drop, Sell/ Process Further, Operate/Shutdown, Special Order, Product-Mix and Pricing
Decisions.
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Unit III (10 hours)

Nature and functions; Preparation of different types of budgets; Fixed versus Flexible
Budgeting; Zero-based budgeting; Performance budget. Standard Costing - Concept,
advantages; Types of standards; Variance analysis: Materials, Labour, Overheads, Sales
variances, Managerial uses of variances.

Unit IV (10 hours)

Concept of divisionalisation; responsibility accounting; Responsibility centers;
Responsibility performance reporting; financial measures of performance, Non-
financial performance measures. Transfer Pricing: Concept, Objectives, Requisites,
Methods of transfer pricing; Transfer pricing in multinational companies. Performance
Measurement: Traditional performance measures and Balanced Scorecard.

Tutorial Exercise: Students may visit any factory or service provider and on this basis
try to analyze the profitability of the product or service using the Activity-Based
Costing method, and analyze break-even points using CVP analysis. The students may
evaluate different decision-making techniques using real-life business cases.

Suggested Readings:

● Garrison, R. H., Noreen, E. W., & Brewer, P. C. (2024). Managerial Accounting (18th
ed.). McGraw Hill Education.
● Hilton, R. W., & Platt, D. E. (2023). Managerial accounting: Creating value in a
dynamic business environment (13th ed.). McGraw Hill Education.
● Horngren, C. T., Sundem, G. L., Burgstahler, D., & Schatzberg, J. O. (2014).
Introduction to management accounting (16th ed.). Pearson Education.
● Balakrishnan, Ramji, Sivaramakrishnan, K. & Sprinkle, Geoffrey B. (2008).
Managerial Accounting. John Wiley and sons.
● Colin, Drury. (2001).Management and Cost Accounting. Thomson Learning.
● Davis, Charles E. & Davis, Elizabeth. (2013).Managerial Accounting. John Wiley and
Sons.
● Lal, Jawahar (2016). Advanced Management Accounting, Text, Problems and Cases.
S. Chand & Co., New Delhi.
● Maher, Michael W., Stickney, Clyde P. & Weil, Roman L. (2011). Managerial
Accounting, An Introduction to concepts, Methods and uses. South-Western College
Pub.

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DSEF001 – Wealth Management

Masters of Commerce
Semester I
DSE – Finance
DSEF001- Wealth Management

Course Pre-requisites
Type/
Course
Code Course Title Lectures Tutorials Practical Credit
DSE- Wealth NIL
DSEF001 Management 3 1 0 4

Objective: This course aims to equip students with the analytical skills necessary to
make informed financial decisions. It intends to develop their ability to assess various
financial scenarios and apply the most suitable instruments and strategies to effectively
generate, manage, and preserve wealth.

Learning Outcomes: After studying this course the student will be able to:

• Evaluate the necessity, scope, and current status of financial wealth.

• Critically evaluate the investment instruments suitable for wealth creation in
varied times spans.
• Apply appropriate financial instruments to manage personal and corporate
wealth.
• Analyze investment in primary and secondary market to create passive income.

Contents:

Unit I (12 hours)

Concept of wealth, personal and business wealth; Instruments of wealth creation -
Bonds, Equity Shares, Mutual Funds, Fixed Deposits, PPF, Gold & Bullion; Innovative
investment products like Exchange Traded funds (ETFs), Real Estate Investment Trusts
(Reits), Infrastructure Investment Trust (Invits), Alternative Investment funds for High
net worth individuals, very high net worth individuals and ultra-high net worth
individuals.

Unit II (11 hours)

Application of compounding and indexing; Balancing Mutual Funds; Value Investing,
Growth Investing, Contrarian Investing, Passive Investing, Income Investing, Applying
CAGR, SIP/ SWP/ STP for wealth creation and management. Common Investing
mistakes.

Unit III (10 hours)

Concept of Initial Public Offer (IPO) FPO, Offer for sale, Private placement; IPO Process;
Eligibility & Norms for IPO; Role of Credit Rating Agency; Categories of IPO- Traditional
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and Contemporary.

Unit IV (12 hours)

Critical analysis of investment instruments; Warren Buffet's approach of investing,
Identification of competitive durable advantage of equity; Equity with moat; Fishers’
investment strategy, Identification of common stocks with uncommon profits.

Tutorial Exercise: Students will select stocks, mutual funds, and other investments to
build wealth, monitoring them in real-time on virtual platforms using financial
calculators and AI tools.

Suggested Readings:

● Buffet, Marry and Clark, David (2011). Warren Buffett and the Interpretation of
Financial Statement.
● Dorsey Pat, (2018), The Five Rules for Successful Stock Investing, Wiley
● Fisher, A. Philip (2010). Common Stocks and Uncommon Profits. Wiley.
● Griffin Tren, (2015), Charlie Munger: The complete Investor, Columbia Business
School.
● Graham, Benjamin (2017). The Intelligent Investor.
● Khurshed, Arif (2016). Initial Public Offerings: The mechanics and performance of
IPOs, Harriman House Publishing.
● Sarin.R, (2020) Unlocking Wealth: Secrets to Getting Rich at Any Age
● Spier, Guy (2014). The Education of Value Investor. Palgrave.

Suggested Websites:
● www.moneycontrol.com,
● www.morningstar.in,
● www.marketsmojo.com,
● www.yahoofinance.com,
● www.finology.in

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DSEF002 – Security Analysis and Portfolio Management

Masters of Commerce
Semester II
DSE – Finance
DSEF002- Security Analysis and Portfolio Management

Course Pre-requisites
Type/
Course
Code Course Title Lectures Tutorials Practical Credit
Security NIL
Analysis and
DSE- Portfolio
DSEF02 Management 3 1 0 4

Objective: The course aims to equip the students with essential tools, techniques,
models, and investment theory necessary to analyze securities and portfolios to make
sound investment decisions and optimal portfolio choice.

Learning Outcomes: On completion of this course, the student should be able to:

• Test market efficiency and analyze stocks using fundamental and technical
analysis.
• Analyze and value fixed income securities.
• Construct and evaluate portfolios using alternative models.
• Apply alternative asset pricing models to determine security and portfolio
returns.

Contents:

Unit I (11 hours)

Fixed income securities: types, risk and return of fixed income securities, Bond
fundamentals; Types of bonds; Valuation of bonds; Bond yields (yield to maturity, yield
to call, realized annual yield); Bond price- yield relationship; Malkiel’s theorem;
Duration and its determinants; Convexity of a bond, its relationship with duration and
determinants; Immunization strategies; Innovations in bond market.

Unit II (11 hours)

Efficient Market Hypothesis (EMH)- Forms of market efficiency and their implications,
Empirical testing, Stock market anomalies; Approaches to security valuation;
Fundamental analysis- Economy, Industry, Company Analysis (EIC framework);
Technical analysis – Odd lot theory; Dow theory; Analyzing charts, patterns and
indicators, Elliott wave theory: Impulse & corrective waves.

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Unit III (12 hours)

Setting portfolio objectives, Risk-return analysis and impact of taxes and inflation,
utility analysis, traditional and modern portfolio theory, single- and multi-index models,
constant correlation models; Alternative portfolio selection models – safety first model,
skewness preference model, and stochastic dominance models.
Standard Capital Asset Pricing Model (CAPM), non-standard forms of CAPM; Asset
pricing theory and its extensions; Fama-French three factor and five factor models;
Carhart Model; empirical tests of asset pricing models.

Unit IV (11 hours)

Simple buy and hold strategy, active portfolio management – Treynor – Black and Black
Litterman models; Portfolio performance evaluation (Sharpe index, Treynor Index,
Jensen’s alpha, sortino ratio, Information ratio and Fama’s decomposition measure).
Futures- features, types and payoffs; Pricing of stock/market index futures; Options-
features, types, styles, payoffs. Innovations in the derivatives market.

Tutorial Exercise: Students would be asked to create a portfolio of securities (fixed

and equity) and analyze its performance using spreadsheets. They would be required to
construct optimal portfolio strategies and value stock/market index, futures & options
using spreadsheets and track it on real time virtual platforms.

Suggested Readings:

● Bodie, et al. (2020). Investments. McGraw Hill.

● Chandra, P. (2021). Investment Analysis and Portfolio Management. Tata McGraw
Hill.
● Elton, E. & Gruber (2014). Modern Portfolio Theory and Investment Analysis. John
Wiley and Sons.
● Farrell, J.L. (1996). Portfolio Management: Theory and Application. McGraw-Hill.
● Francis, J. and Ibbotson, R. (2002). Investments: A Global Perspective. Prentice
Hall.
● Fischer, Donald E. & Ronald J. Jordan (2018). Security Analysis and Portfolio
Management. PHI Learning.
● Grinold & Kahn (1999). Active Portfolio Management. McGraw Hill Professional.
● Haugen, R.A. (2000). Modern Investment Theory. Pearson Education.
● Hull, J.C. & Basu (2022). Options, Futures and Other Derivatives. Pearson.
● Mayo, Herbert B. (2006). Investments. Thomson South Western.
● Reilly, Frank K. & Brown, Keith C. (2012). Investment Analysis and Portfolio
Management. Cengage Learning.
● Sharpe, William F. & Alexander, Gordon J. (2002). Investments. PHI Learning.

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 Department of Commerce
Draft Syllabus for M Com under PGCF 2025

DSEI001 – International Trade Logistics

Masters of Commerce
Semester I
DSE – International Business
DSEI001- International Trade Logistics

Course Pre-requisites
Type/
Course
Code Course Title Lectures Tutorials Practical Credit
DSE- International NIL
DSEI001 Trade Logistics 3 1 0 4

Objective: The course is to provide students with a comprehensive understanding of

the principles, practices, and strategic importance of logistics in the global trade
environment. The course aims to equip learners with the knowledge and analytical
skills required to manage international logistics operations effectively, including
transportation modes, warehousing, packaging, inventory control, and containerization.
Through real-world examples, case studies, and industry standards, the course
prepares students to address logistical challenges and design efficient, compliant, and
cost-effective trade logistics solutions.

Learning Outcomes: After the completion of the course, the learners will be able to:

• Explain the evolution and components of international trade logistics and their
relevance in global commerce.
• Identify and categorize types of warehouses, material handling systems, and
inventory control techniques.
• Apply packaging and labelling standards to meet international trade regulations
and market preferences.
• Assess different transportation modes, shipping systems, and containerization
processes in an international logistics context.

Contents:

Unit I (10 hours)

Genesis of international trade logistics, Importance of Logistics in International trade,
Key players in international logistics, Logistics Performance Index, National Logistics
Policy, 7R’s of logistics, Materials Management

Unit II (11 hours)

Warehousing: Definition, purpose and Type of Warehouses; Free Trade & Warehousing
Zones: Concept and Functions, the case of Jebel Ali Free Trade Zone and its role in GCC
logistics, Elements of Material Handling; Principles of Material Handling; Types of
Material Handling - Equipment; Factors Affecting choice of Material Handling
Equipment, Inventory Control: Definition, Purpose and Types of Inventory Control
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Techniques

Unit III (12 hours)

Need of Packaging in Trade Logistics; Packing vis-a-vis Packaging; Packaging and
Transport Hazards; Packing List/ Packing Note; Precautions in Use of Packaging
Materials; Kinds of Packaging; Labeling in International Trade; Considerations in
Labeling for International Trade; Labels and Preferences for Colors, Numbers and
Shapes; Labels as Promotional Tool; European Eco Label for Clothing and Textiles;
Markings of Export Consignments; Types of Marking; Increasing Role of CE Marking

Unit IV (12 hours)

International Transportation Modes (Ocean, Air, Rail, Road); Shipping (Liner vs Tramp),
Chartering, Intermodal, Unimodal and Multi modal Transportation; Evolution of
Containerization, development of containerization in India; Types of Containers (as Per
ISO), Types of containers; Palletization, ISPM-15, Standardization of pallets; Unitization;
Dry ports – Inland Container Depot, Container Freight Station

Tutorial Exercise: Student would be required to assignment on the practices of

logistics management of select companies. Further, they would be required to have
comparative exposure on international transportation practices.

Suggested Readings:

● Khurana, P. K. (2014). Export Management. Galgotia Publishing Co.

● Singh, R. (2015). International Trade Logistics. Oxford University Press.
● National Logistics Policy in India (2022). Invest India,
https://www.investindia.gov.in/team-india-blogs/national-logistics-policy-india
● Rapid progress made in improving logistics (2023). Press Information Bureau,
http://pib.gov.in/PressReleasePage.aspx?PRID=1957407
● PM GatiShakti National Master Plan & National Logistics Policy (2024).
https://eodb.dpiit.gov.in/PublicDoc/Download/Ll6aNqvl4tSdLwMK0_ppp_WHz
A_eee__eee_
● Logistics Performance Index Reports (2023). World Bank,
https://lpi.worldbank.org/
● Global Container Shortage – An opportunity for India (2021). Invest India,
https://www.investindia.gov.in/team-india-blogs/global-container-shortage-
opportunity-india
Note: Suggested readings will be updated by the Department of Commerce and
uploaded on Department’s website.

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DSEI002 – India and the Global Economy

Masters of Commerce
Semester II
DSE – International Business
DSEI002- India and the Global Economy

Course Pre-requisites
Type/
Course
Code Course Title Lectures Tutorials Practical Credit
India and the NIL
DSE- Global
DSEI002 Economy 3 1 0 4

Objective: The objective of the course is to acquaint the students with the evolving role
of India in the global economic landscape, so that they develop an understanding of the
policies and institutions that have shaped India’s global engagements. The course will
equip the students to identify opportunities and challenges for India in global trade and
investment environment.

Learning Outcomes: On completion of this course, the student should be able to:

• trace the evolution of India’s economic policy in the context of its engagement
with the rest of the world;
• analyse India’s trade and investment patterns and the policies driving trade and
investment;
• evaluate India's role in major multilateral economic institutions;
• assess the prospects, opportunities and challenges arising for India from
globalisation, regional integration and geopolitical realignments.

Contents:

Unit I (10 hours)

Evolution of global economic order (pre- and post-Bretton Woods); Globalization and
implications for India; Structural transformation of the Indian economy post-
liberalisation in 1991; Policy initiatives to boost India’s economic dominance (e.g.
Atmanirbhar Bharat, PLI, Start-up India)

Unit II (12 hours)

Composition and direction of India's trade – goods and services; Evolution of foreign
trade policy of India; India’s participation in bilateral and multilateral trade
agreements; India’s policies to promote exports and participation in Global Value
Chains.

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Unit III (11 hours)

Trends in foreign investment flows to India; Evolution of Foreign Direct Investment
(FDI) policy in India; FDI policies and India's investment climate; Indian multinational
enterprises and global expansion; Trends in India's external debt and foreign exchange
reserves.

Unit IV (12 hours)

India’s role and engagement with multilateral institutions (WTO, IMF, World Bank, and
UNCTAD); India’s participation in international forums for global cooperation (e.g.
BRICS, G20, SCO); South-South cooperation; Global disruptions and challenges (Covid-
19, trade wars, geopolitical realignments) and India’s policy responses

Tutorial Exercise: Students would be asked to analyse trends and patterns of India’s
trade and investment in India. They can be provided examples of various global or
regional economic scenarios to play role as policymakers to address challenges arising
out of those scenarios.

Suggested Readings:

• Bhagwati, J. (2004). In Defense of Globalization. Oxford University Press.

• Jaishankar, S. (2024). Why Bharat Matters. Rupa Publications, India.
• Panagariya, A. (2010). India: The Emerging Giant. Oxford University Press.
• Srinivasan, T.N., & Tendulkar, S. (2003). Reintegrating India with the World
Economy. Peterson Institute for International Economics.
• Government of India. Economic Survey. Ministry of Finance, Department of
Economic Affairs (latest edition).
• Government of India. (2023). Foreign trade policy 2023–2028. Ministry of
Commerce & Industry.
• UNCTAD (various years). World Investment Report.
• Reserve Bank of India. Handbook of Statistics on Indian Economy (latest edition).

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Draft Syllabus for M Com under PGCF 2025

DSEM001 – Digital Marketing

Masters of Commerce
Semester I
DSE – Marketing
DSEM001- Digital Marketing

Course
Type/
Course Title Lectures Tutorials Practical Credit Pre-requisites
Course
Code
DSE - Digital
3 1 0 4 NIL
DSEM001 Marketing

Learning Objective: The course aims to provide knowledge to the students regarding
the analytical and theoretical framework to explore the emerging world of Digital
Marketing. It will give the exposure to the students about the concepts, tools,
techniques and relevance of digital marketing in the current scenario and also enables
them to practical application of the Digital Marketing tools.

Learning Outcomes: After completion of course, learners will be able to:

• Conceptualize, test continuously to optimize the product search on different digital

platforms.
• Drive traffic to a website and will be critically evaluating the effectiveness of an
online campaign to improve the Return on Investment for any digital marketing
program.
• Explore significant digital marketing tools, like, SEO, on-page optimization, off-page
optimization, social media platforms, online advertising, blogging etc.
• Use AI in Digital Marketing.
• Recognize the concept of digital marketing and its role in overall branding and
marketing of products and services.

Unit I (10 hours)

Concept, Scope and Importance of Digital Marketing, Traditional Marketing vs Digital
Marketing, Understanding the strategic need for digital and social media marketing,
Digital marketing plan and strategy, Personas in Digital Marketing, Developing, Using
and Refining Personas, The Personas and User Journeys, Consumer Journey Mapping
Frameworks, Digital Marketing Mix and Digital Models, Case-based Discussions.

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Unit II (12 hours)

SEO and it’s working, On-page and Off-page SEO, Keyword research techniques,
Technical SEO, Mobile SEO, Social SEO, Local SEO, and International SEO, SEO Audits,
SEO Tools, etc., Improving website ranking, Google AdWords, Google Ad Campaign,
Google Analytics, (PPC) Pay Per Click.

Unit III (10 hours)

Social Media Optimization, its Benefits, Different Platforms, Affiliate Tracking on a
Website, Handling Affiliates, Handling Fraudulent Transactions, Tips and Tricks, The
P.O.E.S.M. Framework, Facebook marketing, YouTube and Video marketing, X
Marketing, Instagram Marketing: types and strategies.

Unit IV (13 hours)

Introduction of Artificial Intelligence in Marketing, AI working, Benefit of AI in
Marketing Automation, Content creation with AI, AI Tools available for Digital
marketing, Understanding Visitors’ Behaviour using Multiple Metrics, Slicing and Dicing
Data, Understanding Growth Patterns, Building a Marketing Strategy through Traffic
Patterns, Channel Performance, Setting Goals, and Creating Reports and Dashboards,
Measuring ROI as an Integrated Approach and Strategy Creation

Tutorial Exercises: The students would be asked to examine the important tools to
collect data using bulk downloads, tapping APIs, and scraping web pages. They would
be designing e-mail marketing campaigns using mail chimp or other free software
available online and also advertising campaign and run it on various social media
handles like, Facebook, Instagram, X, LinkedIn, etc.

Suggested Readings:
• Kumar and Kaur (2023). Digital Marketing, Taxmann publications.
• Maity, M. (2022). Digital Marketing. Delhi, India: Oxford Universty Press.
• Kapoor, N. (2021). Concept Building Approach to Digital Marketing. Delhi, India:
Cengage Learning India Pvt. Ltd.
• Hartman, K. (2020). Digital Marketing Analytics: In Theory and In Practice (Black &
White Print Version). (n.p.): Independently Published.
• Mathur, V., & Arora, S. (2020). Digital Marketing. Delhi, India: PHI Learning Pvt.
Ltd.
• Hemann, C. & Burbary, K. (2018). Digital Marketing Analytics: Making Sense of
Consumer Data in a Digital World. United Kingdom: Pearson Education,
Incorporated.
• Sponder, M. & Khan, G. F. (2017). Digital Analytics for Marketing. United Kingdom:
Taylor & Francis.

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• Kotler, P., Kartajaya, H & Setiawan,I. (2017). Marketing 4.0: Moving from
Traditional to Digital. Wiley.
• Winston, W.L. (2016). Marketing Analytics: Data-Driven Techniques with Microsoft
Excel. Wiley.
• Ian, Dodson I. (2016). The Art of Digital Marketing: The Definitive Guide to Creating
Strategic, Targeted, and Measurable Online Campaigns. Wiley.
• Kotler, P., Kartajaya, H & Setiawan,I. (2017). Marketing 4.0: Moving from
Traditional to Digital. Wiley.
• Winston, W.L. (2016). Marketing Analytics: Data-Driven Techniques with Microsoft
Excel. Wiley.
• Ian, Dodson I. (2016). The Art of Digital Marketing: The Definitive Guide to Creating
Strategic, Targeted, and Measurable Online Campaigns. Wiley.

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DSEM002 – Consumer Behavior

Masters of Commerce
Semester II
DSE – Marketing
DSEM002- Consumer Behavior

Course Pre-requisites
Type/
Course
Code Course Title Lectures Tutorials Practical Credit
DSC - Consumer NIL
DSEM002 Behaviour 3 1 0 4

Objective: The course offers an in-depth understanding of consumer buying processes

and the various factors that influence them. It focuses on applying this knowledge to
support effective and strategic marketing decision-making.

Learning Outcomes: On completion of this course, the student should be able to:

• Examine consumer behaviour and its relationship with key marketing concepts.
• Analyse the process of consumer decision-making and apply it in marketing
contexts.
• Describe the psychological and personal variables that influence consumer
behaviour.
• Evaluate the relationship between attitudes and behaviour through relevant
theoretical models.
• Explain the socio-cultural factors that shape consumer decision-making.

Contents:

Unit I (10 hours)

Importance and nature of consumer behaviour; Types of consumers and their role;
Consumer behaviour and the marketing concept; Emerging Indian consumer trends;
Consumer research – overview of process, complexities and ethical issues.
Unit II (12 hours)
Buying motives and theories of motivation; Consumer buying process; Stages and levels
of consumer decision making; Theories of motivation and their application; Perception,
perceptual mapping and positioning; Learning theories and attitude formation and
change, Personality, psychographics, lifestyle and consumer involvement, Consumer
sentiment analysis and AI-driven profiling.

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Unit III (12 hours)

Family, household, and family life cycle influences; Reference groups, opinion leaders
and word-of-mouth communication; Social class and social stratification in India;
Cultural and sub-cultural influences on consumer behaviour; Consumer socialization
and inter-generational influences; Cross-cultural consumer behaviour in globalized
digital markets, Digital communities, influencers and identity consumption.
Unit IV (11 hours)
Overview of contemporary models: deterministic and probabilistic approaches; Major
consumer behaviour models; Business buying behaviour: characteristics and
processes; Application of consumer behaviour insights in marketing strategy,
Sustainable consumption and green consumerism.

Tutorial Exercise: Students would be asked to perform case analysis on consumer

decision-making process and design marketing mix strategies for various types of
product and service categories.

Suggested Readings:

● Schiffman, L. G., Wisenblit, J., & Kumar, S. R. (2021). Consumer behavior (12th
ed.). Pearson Education India.
● Blackwell, R. D., Miniard, P. W., & Engel, J. F. (2020). Consumer behavior (12th
ed.). Cengage Learning.
● Hawkins, D. I., Mothersbaugh, D. L., & Mookerjee, A. (2023). Consumer behavior:
Building marketing strategy (15th ed.). McGraw-Hill Education.
● Solomon, M. R. (2024). Consumer Behavior: Buying, Having, and Being (14th ed.).
Pearson.
● Kotler, P., Kartajaya, H., & Setiawan, I. (2023). Marketing 5.0: Technology for
Humanity. Wiley.
● Tuten, T. L., & Solomon, M. R. (2024). Social Media Marketing (4th ed.). Sage.
● Assael, H. (2004). Consumer behavior and marketing action (8th ed.). South-
Western Cengage Learning.
● Paul, P. J., & Olson, J. C. (2005). Consumer behavior and marketing strategy (7th
ed.). McGraw-Hill Education.

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5 Skilled Based Courses

COMSBC01 - Financial Planning

Master of Commerce
Semester I
Skill Based Course: Financial Planning

Course Pre-requisites
Type/
Course Code Course Title Lectures Tutorials Practical Credit
Financial NIL
COMSBC01 Planning 1 0 1 2

Objective: The Course in Financial Planning intent to enable critical thinking in

students with respect to analysis and application of innovative solutions to varied
financial problems.

Learning Outcomes: After studying this course, the student will be able to:

• Critically evaluate the premise of financial planning, the investment instruments

suitable for attaining different financial goals.
• Apply appropriate financial instruments to manage individuals’ finances and
make roadmap to financial independence.
• Examine the alternatives of large financial purchase, retirement and credit
planning.

Contents:
Unit I (8 hours)
Financial planning process and life cycle approach, Ascertainment of financial goals;
Application of investment alternatives in financial plans: debt, equity, mutual funds.
Critical analysis of investments, Insurance and tax saving instruments; Use of
compounding in financial plans, Integrating SIP/ SWP/ STP in financial plan, Risk
identification and assessment for individual; Managing Investment Risk, Assessing
appropriate life insurance and health insurance; Primary clauses in life and healthcare
insurance agreement.

Unit II (7 hours)
Assessment of credit; Consumer and housing finance; EMI: Calculations & Long-term
Impact; Credit card management; Reverse mortgage; Credit history, Retirement

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solutions, Critical analysis of retirement planning, pension plans including taxes and
inflation. Application of compounding and indexing; Building financial plans using
spreadsheets.

Note: Relevant software will be used for pedagogical purpose. Each Unit will have
exercises based on virtual platform in sync with actual markets on real time basis.

Practical Exercises: Student will ascertain financial goals and map the most suitable
instruments based on individual risk profile, examine the CAGR of debt funds, large,
mid, small, multi, flexi Cap funds and risk associated. Highlight the entry, exit and
holding of funds, examine rent or buy decisions for large purchases, estimate
appropriate time to minimize the cost of large purchase.

Suggested Readings:

● Bogle. C John, (2017) The little book of common sense investing, Wiley
● Hagstrom G Robert, (2019), The warren buffet way, third edition, Wiley
● Madura, Jeff (2016). Personal Finance. Pearson.

Use the following websites to create virtual plans and track them on real basis.
www.moneycontrol.com,
www.valueresearch.com,
www.Finology.in
www.yahoofinance.com ,
www.screener.in,

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COMSBC02 - Modelling for Financial Decisions

Master of Commerce
Skill Based Course: Modelling for Financial Decisions

Course Pre-requisites
Type/
Course Code Course Title Lectures Tutorials Practical Credit
Modelling NIL
for Financial
COMSBC02 Decisions 1 0 1 2

Objective: To provide hands-on learning on financial modelling using spreadsheets for

Business Analysis. Also, build dynamic financial models to assist the management to
make necessary financial decision.

Learning Outcomes: On completion of this course, the student should be able to:

● Analyze models for making capital budgeting decisions and evaluate capital
structure for the business.
● Apply modelling tools and techniques for pricing bonds, securities, portfolios
and options.

Contents:

Unit I (8 hours)
Financial modeling and application, tools for modeling, steps of modeling, Structure and
Challenges; Projected discounted cash flows, DCF valuation, Pay Back Period, NPV and
IRR; Necessary Projections, Data Tables, Sensitivity Analysis and Scenario Analysis,
Project cost simulation – Complete Model for capital budgeting decisions, Modeling
Financial Leverage, capital structure and weighted average cost of capital

Unit II (7 hours)
Modeling Price and Yield for different types of bonds; modeling dynamics of bonds,
interest rate risk modeling and prediction of prices – duration and convexity,
developing models to determine and analyze security risk and return; Portfolio Risk
and Return; and Efficient Frontier, Developing financial models for pricing Binomial
Options and Black–Scholes model.

Practical Exercise: Students would be asked to extract companies historical stock

prices and build a portfolio. They can analyze the optimum portfolio they should hold
using variance covariance analysis.

Suggested Readings:

● Beninga, S. and Mofkadi, T. (2022). Financial Modeling. MIT Press.

● Day, A.L. (2012). Mastering Financial Modeling. Pearson Education.

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● Moschella, J. (2017). Financial Modeling for Equity Research: A Step-by-Step Guide to

Earnings Modeling. Gutenberg Research Publishing.
● Proctor, K.S. (2004). Building Financial Models with Microsoft Excel. John Wiley & Sons.
● Sengupta, C. (2011). Financial Modeling using Excel and VBA. John Wiley & Sons.
● Tija, J.S. (2018). Building Financial Models. McGraw Hill.

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COMSBC03 - Applied Econometrics

Master of Commerce
Skill Based Course: Econometrics

Pre-
Course Type/ requisites
Course Code Course Title Lectures Tutorials Practical Credit
Applied NIL
COMSBC03 Econometrics 1 0 1 2

Objective: The objective of this course is to acquaint learner with the application of
econometric theory and methods to the economic relationships for informed decision
making.

Learning Outcomes: On completion of this course, the learner should be able to:

● Comprehend the basic theories and methods of Econometrics.

● Apply the knowledge of econometric methods to solve real life problems.

Contents:

Unit I (8 Hours)
Introduction to Econometrics; Simple linear regression- two variable and multi
variable; ordinary least square (OLS) Method and its assumptions; Dummy variable
regression models.; Violation of Assumptions of OLS.

Unit II (7 Hours)
Introduction to qualitative response regression models- Logit and Probit; Introduction
to time series econometrics- Stationarity and Unit Root, ARIMA

Practical Exercises: (30 Hours)

The learners are required to:
1. Download 10-year historical data of any bond. Construct an AR(1) mean
equation. Determine if the regression errors are normally distributed using its
descriptive statistics, Histogram and Jarque-Bera test.
2. Extract historical data for any index and test the presence of heteroskedasticity
using White Test.
3. Collect data on the prices and customer ratings of smartphone models. Create a
dummy variable Brand_Premium which equals 1 if the phone is from a premium
brand and 0 otherwise. Run a regression of Price on Customer_Rating and
Brand_Premium to analyze how both product quality perception and brand
category affect pricing.
4. Survey 50 individuals about whether they purchased a specific product after
seeing an online advertisement (Purchased: 1 = yes, 0 = no). For each
respondent, record how many times they saw the ad (Ad_Views), their age (Age),
and whether they follow the brand on social media (Follows_Brand: 1 = yes, 0 =
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no). Run a logistic regression with Purchased as the dependent variable and
Ad_Views, Age, and Follows_Brand as independent variables. Analyze which
factors significantly influence the likelihood of a purchase decision.
5. Download past 15 years’ quarterly data of India’s GDP and GDP growth rate.
Check for the stationarity of both the series using ADF test. Forecast the GDP for
the next quarter using ARIMA.

Suggested Readings:

• Angrist, J. D., & Pischke, J.-S. (2009). Mostly harmless econometrics: An empiricist’s
companion. Princeton University Press.
• Athey, S., & Pakes, A. (2007). Econometric tools for analyzing market outcomes.
• Gujarati D.N. and Porter D.C. (2010). Essentials of Econometrics. McGraw Hill,
International Edition
• Hill, R.C., Griffiths, W.E. and Lim, G.C. (2024). Principles of Econometrics. Wiley.
• Koutsoyiannis, A. (2001). Theory of Econometrics, Mc Millan Press Ltd.
• Maddala G.S. (1997) Econometrics. McGraw Hill.
• Studenmund A.H. (2017). Using Econometrics: A Practical Guide. Pearson
Education Ltd.
• Wooldridge, J. M. (2025). Introductory econometrics: A modern approach.
Cengage Learning.

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Draft Syllabus for M Com under PGCF 2025

COMSBC04 - Trade Analytics

Master of Commerce
Skill Based Course: Trade Analytics

Pre-
Course Type/ requisites
Course Code Course Title Lectures Tutorials Practical Credit
Trade NIL
COMSBC04 Analytics 1 0 1 2

Objective: The objective of the course is to equip learners with the ability to
systematically analyse international trade data using quantitative methods and trade
indices. Students will learn to identify and interpret key trade performance indicators.
They will also gain practical skills in data pre-processing, visualization, and predictive
Modelling.

Learning Outcomes: After the completion of the course, the learners will be able to:

• identify the key data sources and classify the international trade data
• analyse and interpret trade performance indices
• apply descriptive and predictive analytics tools to analyse trade patterns
• design visual and statistical trade dashboards using tableau

Contents:

Unit I (7 Hours)
Key Indices to measure trade competitiveness - Revealed Comparative Advantage,
Export Import Concentration (Herfindahl-Hirschman Index (HHI); Theil Index), Trade
Complementary Index; Data Sources – bilateral and multilateral trade data, HS Codes.

Unit II (8 Hours)
Public Databases (UN Comtrade, ITC Trade Map, World Bank WITS). Data Cleaning and
pre-processing, Descriptive and predictive analysis (seasonal and trend analysis), Data
Visualization.

Practical Exercises:

● Download and clean trade data from UN Comtrade or ITC; standardize HS codes,
currencies, and handle missing values.
● Compute Revealed Comparative Advantage for selected products and analyse
export competitiveness.

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● Measure export concentration using the Herfindahl-Hirschman Index across

products and partners.
● Assess the compatibility of export supply with import demand between two
countries.
● Create an interactive dashboard showing top products, partners, and trade
trends using Tableau or Power BI.
● Compile a trade profile using indices, analytics, and visualizations; summarize
insights in a professional report.

Suggested Readings:

● WTO World Trade Report

● OECD Trade Policy Papers

Note: Suggested readings will be updated by the Department of Commerce and

uploaded on Department’s website.

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COMSBC05 - Retail Formats

Master of Commerce
Skill Based Course : Retail Formats

Course Pre-requisites
Type/
Course Code Course Title Lectures Tutorials Practical Credit
Retail
COMSBC05 1 0 1 2 NIL
Formats

Objective: The objective of the course is to acquaint students with the importance of
retail management and its impact on customer and supplier relationship management.
The students would explore different types of retail stores, their characteristics, and
how they cater to specific customer needs.

Learning Outcomes: On completion of this course, the student should be able to:

• comprehend the importance of retail management and its influence on

consumer and supplier loyalty.
• develop marketing competencies in retailing to become a successful retailer and
to take a successful decision.
• analyze the factors behind emerging trends in retailing.
• become informed and strategic retail professionals.

Contents:

Unit I (7 hours)
Meaning, Nature, Scope, Objectives, Types of retail formats, Modern retail formats,
Theories of Retailing, Developments in retailing in Indian perspective. Emerging trends
in retailing.

Unit II (8 hours)
Retail marketing mix, Advertising and sales promotion, Choosing a store/retail location,
Store planning, Inventory management, Customer relationship management, Supplier
relationship management, Importance of E-retailing.

Practical Exercise: Students would be asked to visit different retail stores and analyse
the retail technologies used in those stores. Students would do customer surveys or
reviews to identify areas for improvement in those stores. They would be asked to
analyse different retail layouts and suggest to optimize retail space in the most effective
way and to bring customer delight.

Suggested Readings:
• Berman, B., and Evans, J.R. (2007). Retail Management: A Strategic Approach,
Prentice Hall.

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• Berman, B., and Evans, J.R., Chatterjee, P. (2017). Retail Management: A Strategic
Approach, Pearson.
• Vedamani, G.G. (2003). Retail Management: Functional Principles and Practices,
Jaico Publishing House.
• Levy, M. and Weitz, B.A. (2017), Retailing Management, McGraw Hill Higher
Education.
• Davidson,W.R., Sweeney, D.J., and Stampfl, R.W. (1988). Retailing Management,
John Wiley & Sons.

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COMSBC06 - Decoding Union Budgets

Master of Commerce
Skill Based Course: Decoding Union Budgets

Pre-
Course Type/ requisites
Course Code Course Title Lectures Tutorials Practical Credit
Decoding NIL
COMSBC06 Union Budgets 1 1 0 2

Objectives: This course is to enable students to critically analyze and understand the
structure, components, and socio-economic implications of the Union Budget of India.
The course will equip learners with a comprehensive understanding of the taxation
aspects of the Union Budget, including tax policy formulation, direct and indirect tax
structures, and their implications on the economy and different stakeholders.

Learning Outcomes: After the completion of the course, the learners will be able to:
● Analyze key budgetary components and their macroeconomic impact.
● Interpret tax proposals in the budget and their macroeconomic implications.
● Critically evaluate budget priorities and their implications for development.
● Evaluate the socio-economic impact of tax policies on individuals, businesses,
and government finances.

Contents:

Unit I (15 Hours)

Government Budgets- Structure, Component, Key Terminologies; Fiscal Policy and
Taxation; Structure of tax revenue in union budgets; Constitutional provisions for
taxation

Unit II (15 Hours)

Economic Survey and Budget Linkages; Analyzing the Budget Speeches; Sectoral
Impact; Trend and Issues in Indian Fiscal Policy; Analyzing tax proposals; Evaluation of
economic and social impact of taxation

Tutorial Exercise: Students would be asked to compare the provisions of budget of

different years. Further, they would be required to analyze the implications of budget
provision on tax structure vis-à-vis Indian Economy.

Suggested Readings
● Union Budget Documents (Ministry of Finance)
● Economic Survey of India
Note: Suggested readings will be updated by the Department of Commerce and
uploaded on Department’s website.

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6 Generic Elective Courses

COMGE01 – Management and Organizational Behavior

Master of Commerce
Generic Elective Course: Management and Organizational Behavior

Pre-
Course Type/ requisites
Course Code Course Title Lectures Tutorials Practical Credit
Management NIL
and
Organizationa
COMGE01 l Behavior 3 1 0 4

Objective: This course introduces foundational concepts of management and

organizational behavior to students from diverse academic backgrounds. It is designed
to cultivate an understanding of how organizations function, how people behave in
work settings, and how effective managers lead, communicate, and motivate teams.
Drawing on examples from public life, Indian traditions, and contemporary practice, the
course emphasizes accessible learning for non-specialists.

Learning Outcomes: Upon successful completion of this course, students will be able to:

● Comprehend the principles and functions of management.

● Explain key behavioral processes affecting individuals and teams.
● Demonstrate basic competencies in motivation, leadership, and communication.
● Recognize ethical, social, and cultural dimensions of organizational life.
● Apply insights to student initiatives, community projects, and early career experiences.

Contents:
Unit I (12 hours)
Fundamentals of management: evolution, levels and roles of managers, skills and
competencies. Functions of management: planning, organizing, staffing, directing, and
controlling. Contemporary trends: sustainability, diversity, digital work. Indian
contributions to management: Kautilya on organization, Gandhi on trusteeship.

Unit II (11 hours)

Introduction to organizational behavior: individual behavior and differences.
Personality and perception in decision-making. Values, attitudes, and learning. Caselets
on student life and behavioral biases.

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Unit III (11 hours)

Motivation: Maslow’s hierarchy, Herzberg’s two-factor theory, and contemporary
perspectives. Leadership: types, traits, and styles. Communication: types, barriers,
feedback mechanisms. Cultural and gender sensitivity in work environments.

Unit IV (11 hours)

Group and team dynamics: group formation, decision-making, cooperation vs.
competition. Conflict: nature, sources, and resolution. Organizational ethics and values.
Introduction to emotional intelligence and self-leadership. Indian approaches to self-
mastery and discipline (Yoga, Gita, Jain principles).

Tutorial Exercise: Students will form cross-disciplinary teams to design a “student-led

initiative” (e.g., a campus event, community outreach, or digital campaign), applying
concepts of motivation, leadership, communication, and ethical planning.

Suggested Readings:

• Robbins, S. P., & Coulter, M. (2022). Management. Pearson.

• Griffin, R. W. (2019). Organizational Behavior. Cengage.
• Jones, G., & George, J. (2021). Essentials of Management and OB. McGraw Hill.
• Sivakumar, A. (2021). Indian Ethos in Management. PHI.

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COMGE02 – Basics of Accounting

Master of Commerce
Generic Elective Course: Basics of Accounting

Pre-
Course Type/ requisites
Course Code Course Title Lectures Tutorials Practical Credit
Basics of NIL
COMGE02 Accounting 3 0 1 4

Objective: This course is designed to provide students with a fundamental

understanding of accounting principles, concepts, and procedures. It aims to develop
the ability to systematically record, classify, and summarize financial transactions. The
course also prepares students to interpret basic financial information for effective
decision-making in business context.

Learning Outcomes: Upon successful completion of this course, students will be able to:

● Demonstrate a clear understanding of fundamental accounting concepts and

principles.
● Accurately record and classify financial transactions using appropriate
accounting methods.
● Prepare key financial statements including trading and profit and loss account
and balance sheet using computerised accounting
● Analyse and interpret basic financial data to support informed business
decisions.

Contents:

Unit I (12 hours)

Meaning and scope of Accounting; Accounting as an information system; An overview
of Artificial Intelligence and Data Analytics in Accounting; Accounting Concepts,
Principles and Conventions; Accounting Policies; Fundamental Accounting
Assumptions as per AS 1; Accounting as a measurement discipline- valuation principles,
accounting estimates; Accounting Standards; Ind AS and IFRS; Accounting Process;
Bank Reconciliation Statement.

Unit II (10 hours)

Business Income: Revenue Recognition as per AS 9; Valuation of Inventory as per AS 2;
Accounting for Property, Plant and Equipment with reference as per AS-10, Accounting
for Intangible Assets as per AS 26.

Unit III (10 hours)

Financial Statement Analysis: objectives, importance and limitations; Tools for
Financial Statement Analysis; Accounting Ratios; AS-3 Cash Flow Statement,

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Accounting Ethics and Corporate Governance

Unit IV (13 hours)

Role of Accounting Software in Modern Business; Overview of digital accounting
platforms and their business application, Bank reconciliation, GST and tax compliance,
Inventory management and Payroll processing in accounting software.

Practical Exercise: Students shall be required to analyse the financial statements of

selected listed companies to analyse their performance and conduct ratio analysis. The
students may evaluate the applicability of accounting standards using real business
case studies.

Suggested Readings:

● Wood, F., & Sangster, A. (2021). Business accounting (Vol. 1) (15th ed.). Pearson
Education.
● Libby, R., Libby, P. A., & Hodge, F. D. (2022). Financial accounting (11th ed.).
McGraw-Hill Education.
Warren, C., Jones, J. P., & Tayler, W. B. (2020). Survey of accounting (9th ed.).
Cengage Learning.
● Horngren, C. T., Harrison Jr., W. T., & Pearson, T. C. (2019). Financial accounting
(12th ed.). Pearson Education.
● Weygandt, J. J., Kimmel, P. D., & Kieso, D. E. (2022). Financial accounting: IFRS
edition (5th ed.). Wiley.
● Alexander, D., & Nobes, C. (2020). Financial accounting: An international
introduction (7th ed.). Pearson Education.

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COMGE03 – Indian Ethos and Leadership

Master of Commerce
Generic Elective Course: Indian Ethos and Leadership

Pre-
Course Type/ requisites
Course Code Course Title Lectures Tutorials Practical Credit
Indian Ethos NIL
and
COMGE03 Leadership 3 1 0 4

Objective: This course aims to introduce students to the ethical, philosophical, and
leadership traditions rooted in Indian civilizational thought. Drawing on texts such as
the Bhagavad Gita, Arthashastra, Ramayana, and Jain-Buddhist teachings, the course
explores timeless principles of leadership, duty, self-mastery, and service.
Contemporary relevance is highlighted through case studies and reflections on public,
business, and social leaders.

Learning Outcomes: After completing this course, students will be able to:

● Explore the philosophical foundations of Indian ethos and its relevance to

leadership.
● Interpret concepts such as dharma, karma, self-discipline, and ethical
responsibility.
● Reflect on indigenous leadership models and contrast them with Western
paradigms.
● Apply Indian frameworks to decision-making, self-leadership, and service-
oriented action.
● Appreciate pluralistic and inclusive traditions within Indian thought.

Contents:
Unit I (12 hours)
Introduction to Indian ethos: definition, significance, and contrast with Western
frameworks. Philosophical foundations: Purusharthas, Trigunas, Karma Yoga, and
Nishkama Karma. The inner journey of the leader: self-awareness and self-mastery
(Atma Jnana, Sanyam, Tyaga).

Unit II (11 hours)

Scriptural and historical leadership models: Krishna as strategist and philosopher
(Gita); Rama as a moral exemplar (Ramayana); Chanakya’s statecraft and pragmatism
(Arthashastra). Buddhist-Jain approaches to ethical conduct and leadership. Case
discussions of Indian reformers and statesmen.

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Unit III (11 hours)

Ethical and dharmic leadership: role of intention, duty, and consequence in decision-
making. Principles of governance and trusteeship (Lokasangraha, Seva, Swadharma).
Karma vs results: learning from dilemmas and ambiguity. Relevance of Indian thought
to civil services, corporate governance, and community leadership.

Unit IV (11 hours)

Application to modern organizations: Indian ethos in CSR, sustainability, and
stakeholder thinking. Models of inclusive and servant leadership. Organizational culture
and Indian values. Learning from Indian family businesses, non-profits, and spiritual
institutions.

Tutorial Exercise: Students will engage in reflective writing on a selected Gita shloka
or epic episode that illustrates leadership under ethical tension. Each student will
connect it to a real-life leadership challenge in public or private life and present a short
reflection.

Suggested Readings:

● Gita Press. Bhagavad Gita. Gorakhpur.

● Rangarajan, L. N. (1992). Kautilya’s Arthashastra. Penguin.
● Sharma, S. (2012). Management in the Gita. Rupa.
● Sivakumar, A. (2021). Indian Ethos in Management. PHI.
● Iyer, R. (2019). The Moral Compass: Leadership Based on Dharma. HarperCollins.
● Selected articles and chapters from writings on Gandhi, Vivekananda, and
contemporary Indian leaders.

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COMGE04 - Personal Finance

Master of Commerce
Generic Elective Course: Personal Finance

Course Pre-requisites
Type/
Course
Code Course Title Lectures Tutorials Practical Credit
Personal NIL
Finance
COMGE04 3 1 0 4

Objective: This course enables the student to assess personal financial goals and plans
while applying most appropriate instrument to varied financial problems. It aims to
equip students for financial independence and retire early.

Learning Outcomes: After studying this course the student will be able to:

● Apprehend the premise of personal finance and identify the financial goals.
● Critically evaluate the investment instruments suitable for different financial
goals in different time span.
● Apply appropriate financial instruments to manage individuals’ finances and
make roadmap to financial independence.
● Examine the alternatives of credit planning and retirement planning to create a
financial plan.

Contents:

Unit I (12 hours)

Financial planning process and life cycle approach, Ascertainment of financial goals;
Independent opening and operation of trading and demat account. Application of
investment alternatives in financial plans: debt, equity, mutual funds. Integrating SIP/
SWP/ STP.

Unit II (12 hours)

Risk identification and assessment for individual; Tools to mitigate risk; Planning for
life, health and financial emergencies; Determine appropriate life and healthcare
insurance; Use of SWP with insurance products.

Unit III (10 hours)

Assessment of credit; Reverse mortgage; Consumer and housing finance; EMI:
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Calculations & Long-term Impact; Credit card management; Credit history, Retirement
solutions, pension plans including taxes and inflation.

Unit IV (11 hours)

Critical analysis of investments, Insurance and tax saving instruments; Application of
compounding and indexing; Building financial plans using spreadsheets; Evaluation of
financial plan, Roadmap to Financial independence.

Tutorial Exercise: Student will ascertain financial goals and map the most suitable
instruments based on individual risk profile, examine the CAGR of all instruments for
comparison. Creating a financial plan.

Suggested Readings:

● Bogle. C John, (2017) The little book of common sense investing, Wiley
● Hagstrom G Robert, (2019), The warren buffet way, third edition, Wiley
● Keown, A. J. (2017). Personal Finance – Turning money into wealth. Pearson
Publication,
● Madura, Jeff (2016). Personal Finance. Pearson.
● Spier, Guy (2014). The Education of Value Investor. Palgrave.

Suggested websites:

• www.moneycontrol.com,
• www.valueresearch.com,
• www.Finology.in
• www.yahoofinance.com ,

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COMGE05 – Entrepreneurship

Master of Commerce
Generic Elective Course: Entrepreneurship

Course Pre-requisites
Type/
Course Code Course Title Lectures Tutorials Practical Credit
NIL

Entrepreneurs
COMGE05 hip 3 1 0 4

Objective: This course aims to develop an entrepreneurial mindset and equip students
with the knowledge, skills, and tools required to identify innovative opportunities,
create and validate business models, secure funding, manage uncertainty, and build
scalable and sustainable ventures.

Learning Outcomes: On completion of this course, the student should be able to:

● Apprehend the entrepreneurial ecosystem and apply creativity techniques to

identify and validate viable business opportunities.
● Design scalable and sustainable business models by leveraging innovation,
growth strategies, and entrepreneurial leadership principles
● Evaluate funding options and develop go-to-market strategies for launching and
managing early-stage ventures.
● Navigate legal, regulatory, and intellectual property frameworks critical to
establishing and protecting startups.

Contents:

Unit I (12 hours)

Types of startups; Entrepreneurial class theories; Entrepreneurial training; EDP
programmes; Characteristics of entrepreneurial leadership, Components of
entrepreneurial leadership; International Entrepreneurship- Opportunities and
challenges; Entrepreneurial challenges; Source of innovative ideas; Entrepreneurship
and creativity; Techniques for generating ideas, Impediments to creativity.

Unit II (11 hours)

Growth Hacking, Network Effects, and Scaling Operations; Managing Uncertainty and
Pivoting Strategies; Social Entrepreneurship and Sustainable Innovation; Corporate
Entrepreneurship & Intrapreneurship; Exit Strategies: IPO, Acquisition, ESOPs

Unit III (10 hours)

Sources of Capital: Bootstrapping, Angels, VCs, Govt Grants (e.g., Startup India, SIDBI);
Cap Tables, Term Sheets, and Startup Valuation; Building the Founding Team and

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Startup Culture; Go-to-Market Strategy and Customer Acquisition; Early Traction and
Product-Market Fit

Unit IV (12 hours)

Legal issues – Forming business entity, considerations and criteria, requirements for
formation of a Private/Public Limited Company, intellectual property protection-
patents, trademarks and copyrights – importance for startups, legal acts governing
business in India; Opportunities and challenges

Tutorial Exercise: Conceptualize and develop a startup idea by identifying a real-world

problem and designing a complete venture plan. Present a business model canvas,
validate the idea through customer feedback, propose a funding strategy with valuation
logic, outline a go-to-market plan, and address relevant legal considerations.

Suggested Readings:

● Ries, E. (2011). The Lean Startup: How Today's Entrepreneurs Use Continuous
Innovation to Create Radically Successful Businesses. New York: Crown
Publishing.
● Blank, S., & Dorf, B. (2020). The Startup Owner’s Manual: The Step-by-Step Guide
for Building a Great Company. Hoboken: Wiley.
● Osterwalder, A., & Pigneur, Y. (2010). Business Model Generation: A Handbook for
Visionaries, Game Changers, and Challengers. Hoboken: Wiley.
● Mullins, J. (2013). The New Business Road Test: What Entrepreneurs and
Executives Should Do Before Writing a Business Plan. FT Press.
● Barringer, B. R., & Ireland, R. D. (2019). Entrepreneurship: Successfully Launching
New Ventures (6th ed.). Boston: Pearson.
● Kim, W. C., & Mauborgne, R. (2017). Blue Ocean Shift: Beyond Competing – Proven
Steps to Inspire Confidence and Seize New Growth. Boston: Harvard Business
Review Press.
● Bansal, R. (2020). Zero to One in Indian Startups. New Delhi: Bloomsbury India.
● Nandwani, R. (2020). Start-up Sutra: What the Angels Won’t Tell You about
Business and Life. New Delhi: Rupa Publications.
● Mohanty, S. K. (2010). Fundamentals of Entrepreneurship. New Delhi: PHI
Learning.

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COMGE06 – Customer Relationship Management

Master of Commerce
Generic Elective Course: Customer Relationship Management

Course Pre-requisites
Type/
Course
Code Course Title Lectures Tutorials Practical Credit
NIL
Customer
Relationship
COMGE06 Management 3 1 0 4

Objective: This course aims to develop strategic, analytical, and technological

capabilities in managing customer relationships by leveraging data, CRM platforms, and
ethical practices to drive long-term customer value, loyalty, and engagement across
diverse business contexts.

Learning Outcomes: On completion of this course, the student should be able to:

● explain the strategic role of CRM in customer acquisition, retention, and value
creation by applying concepts like customer lifetime value (CLV) and customer
equity
● segment customer data using analytical models and evaluate CRM technologies
to support data-driven decision-making.
● design and assess omnichannel CRM strategies that align with different stages of
the customer journey across B2C and B2B settings.
● develop CRM performance dashboards using KPIs (e.g., NPS, retention rate) and
propose tech-enabled, ethically sound strategies for long-term CRM innovation.

Contents:

Unit I (12 hours)

Evolution of CRM: From Transactional to Relationship Marketing; Types of CRM;
Operational, Analytical, Collaborative; Customer Acquisition vs Retention Economics;
Strategic CRM: Building Relationships that Deliver Value; Customer Lifetime Value
(CLV) and Customer Equity; Organizational Alignment and CRM Strategy Integration

Unit II (11 hours)

Mapping the End-to-End Customer Journey; Designing Omnichannel CRM Programs

(Web, Mobile, Store, Call Center); Designing Loyalty Programs for Engagement and
Advocacy; CRM in B2B vs B2C Contexts ; CRM in Services, Retail, and e-Commerce
;Integrating CRM with Customer Experience Management (CEM)

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Unit III (10 hours)

CRM Performance Metrics: Retention, Churn, NPS, ROI; CRM’s Role in Customer-Centric
Business Models; Digital CRM Trends: Blockchain, Web3, Metaverse Experiences; CRM
and Sustainability: Ethical Relationship Marketing; Strategic Failures and Turnarounds
in CRM; The Future of CRM: Hyperpersonalization, Real-time CRM, Voice AI

Unit IV
(12 hours)
Data-Driven CRM; Segmentation Models: RFM, Demographic, Behavioral, LTV;
Predictive Analytics for Churn and Retention; CRM Dashboards and KPIs; Data Ethics,
Consent Management, and Privacy (GDPR, India DPDP Bill)

Tutorial Exercise: Choose a real Indian brand and perform a CRM audit. Identify
strengths and gaps across acquisition, retention, technology use, and personalization.
Then, propose a redesigned CRM roadmap with touchpoint interventions, KPIs, and AI-
driven improvements.

Suggested Readings:

● Peppers, D. & Rogers, M. (2016). Managing Customer Relationships: A Strategic

Framework. Wiley.
● Kumar, V. & Reinartz, W. (2016). Creating Enduring Customer Value. Journal of
Marketing, 80(6), 36–68.
● Rust, R. T., & Huang, M. H. (2021). The AI Marketing Canvas. Stanford University
Press.
● Lemon, K. N., & Verhoef, P. C. (2016). Understanding Customer Experience
Throughout the Customer Journey. Journal of Marketing, 80(6), 69–96.
● Zeithaml, V., Bitner, M. J., & Gremler, D. (2020). Services Marketing: Integrating
Customer Focus Across the Firm. McGraw-Hill.
● Payne, A., Frow, P., & Eggert, A. (2017). The Customer Value Proposition:
Evolution, Development, and Application in Marketing. Journal of the Academy of
Marketing Science, 45(4), 467–489.
● Kumar, V. (2018). Transformative Marketing: The Next 20 Years. Journal of
Marketing, 82(4), 1–12.
● Rigby, D. K., Reichheld, F. F., & Schefter, P. (2002). Avoid the Four Perils of CRM.
HBR.
● Shaw, R. (2020). Measuring and Valuing Customer Relationships. Routledge.
● Sahni, D., & Kapur, S. (2019). Customer Experience Management in the Indian
Context: Insights and Case Studies. New Delhi: Sage Publications.

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COMGE07 – Entrepreneurial Finance

Master of Commerce
Generic Elective Course: Entrepreneurial Finance

Course Pre-requisites
Type/
Course
Code Course Title Lectures Tutorials Practical Credit
Entrepreneuri NIL
COMGE07 al Finance 3 1 0 4

Objective: This course equips students with financial frameworks essential for
entrepreneurial decision-making. It emphasizes how financial tools and strategies are
used to evaluate, fund, manage, and exit innovative ventures in dynamic and uncertain
environments.

Learning Outcomes: On completion of this course, the student should be able to:

● Analyze the financial needs and constraints of startups during the early stages.
● Apply appropriate valuation techniques and assess ownership implications for
entrepreneurial ventures.
● Evaluate funding alternatives and investment structures with a focus on value
creation and risk-sharing.
● Design financially sound exit strategies aligned with the interests of
entrepreneurs and investors.

Contents:

Unit I (12 hours)

Entrepreneurial finance ecosystem; identifying funding gaps across venture stages;
financial planning and forecasting in startups; sources and structure of seed capital;
cash flow management under uncertainty.

Unit II (11 hours)

Startup valuation under uncertainty; discounted cash flow methods for early-stage
ventures; real options and VC method; cap tables and founder dilution; financial due
diligence and investment readiness.

Unit III (10 hours)

Financing sources: angel investment, venture capital, accelerators, crowdfunding,
strategic partnerships; staging of investments; investor return expectations; financial
term sheets and control rights.

Unit IV (12 hours)

Exit strategies and liquidity events: IPO, trade sale, secondary sale, buyouts; managing
exit timing and process; payout structures; post-exit financial implications; learning

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from failed and successful exits.

Tutorial Exercise: Students would be asked to analyse the financial strategy and
capital structure of real startups using case studies. Role-play activities will simulate
startup fundraising negotiations, term sheet analysis, and exit planning.

Suggested Readings:

• Gompers, P., & Lerner, J. (2020). The Venture Capital Cycle (2nd ed.). MIT Press.
• Metrick, A., & Yasuda, A. (2021). Venture Capital and the Finance of Innovation
(3rd ed.). Wiley.
• Smith, J. K., & Smith, R. L. (2019). Entrepreneurial Finance (2nd ed.). Stanford
University Press.
• Sahlman, W. A., & Stevenson, H. H. (2018). Entrepreneurial Finance: A Casebook
(2nd ed.). Harvard Business School Publishing.
• Kaplan, S. N., & Strömberg, P. (2003). “Financial Contracting Theory Meets the
Real World.” Review of Economic Studies, 70(2), 281–315.
• Lerner, J. (2009). Boulevard of Broken Dreams: Why Public Efforts to Boost
Entrepreneurship and Venture Capital Have Failed—and What to Do About It.
Princeton University Press.

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COMGE08 – ESG and Business Sustainability

Master of Commerce
Generic Elective Course: ESG and Business Sustainability

Course Pre-requisites
Type/
Course
Code Course Title Lectures Tutorials Practical Credit
ESG and NIL
Business
GE - Sustainability
COMGE08 3 1 0 4

Objective: Through a blend of theoretical frameworks and real-world examples,

students will develop a foundational understanding of how to integrate Environmental,
Social, and Governance (ESG) principles of sustainability into business practices for a
more responsible and resilient future . Further they will learn how to assess and
manage ESG risks, understand ESG disclosure frameworks and prepare sustainable
reports.

Learning Outcomes: Upon successful completion of this course, students will be able to:

● Identify the foundational concepts of sustainability and ESG in a business

context.
● Analyze the impact of ESG factors on business performance and risk
management.
● Evaluate various ESG reporting frameworks and standards.
● Develop strategies for integrating ESG considerations into business operations
and decision-making.

Contents:

Unit I (8 hours)
Business sustainability definition; Business Case for Sustainability; Evolution of
sustainability in business; The triple bottom line: People, Planet, Profit; Overview of
ESG and its significance in today's business environment, Global sustainability
challenges and their implications for business.

Unit II (15 hours)

ESG Factors and their Business Implications; Environmental Factors : Climate change,
Resource efficiency and waste management, Environmental risk assessment and
mitigation; Social Factors: Labour practices and human rights, Diversity, equity, and
inclusion, Community engagement and social impact initiatives; Governance Factors:
Corporate governance structures and best practices, Ethical decision-making and
compliance, Transparency and accountability mechanisms.

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Unit III (15 hours)

ESG Reporting and Regulatory Frameworks: Comparative analysis; ESG metrics and
performance indicators: ESG Ratings and Indices; Regulatory landscape and compliance
requirements: business sustainability and responsibility report.

Unit IV (7 hours)
Integrating ESG into Business Strategy: Aligning ESG goals with corporate strategy;
Stakeholder Engagement and Communication; greenwashing; Challenges and best
practices in ESG reporting.

Tutorial Exercise: Students will analyze ESG reports of different companies and
conduct research/audit to identify projects for university and businesses.

Suggested Readings:

● Eccles, R. G., Serafeim, G., & Krzus, M. P. (2014). The integrated reporting
movement: Meaning, momentum, and materiality. Wiley.
● Hitchcock, D., & Willard, M. (2015). The business guide to sustainability: Practical
strategies and tools for organizations (3rd ed.). Routledge.
● Laszlo, C. (2008). Sustainable value: How the world's leading companies are doing
well by doing good. Stanford University Press.
● Porter, M. E., & Kramer, M. R. (2011). Creating shared value. Harvard Business
Review, 89(1/2), 62–77.
● Securities and Exchange Board of India (SEBI). (2021). Business Responsibility
and Sustainability Reporting (BRSR) format. https://www.sebi.gov.in
● Securities and Exchange Board of India (SEBI). (2021). Guidance note on Business
Responsibility and Sustainability Reporting (BRSR). https://www.sebi.gov.in
● Werbach, A. (2009). Strategy for sustainability: A business manifesto. Harvard
Business Press.

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COMGE09 – Financial Modelling Using Excel

Master of Commerce
Generic Elective Course: Financial Modelling Using Excel

Course Pre-requisites
Type/
Course
Code Course Title Lectures Tutorials Practical Credit
Financial NIL
Modelling
COMGE09 Using Excel 2 0 2 4

Objective: To provide hands-on learning on financial modelling using spreadsheets for

Business Analysis. Also, build dynamic financial models to assist the management to
make necessary financial decision.

Learning Outcomes: On completion of this course, the student should be able to:

• Evaluate the basics of financial modelling using spreadsheets.

• Build financial models for business analysis, CVP analysis, forecasting and to make
projected financial statements
• Analyze models for making capital budgeting decisions and evaluate capital
structure for the business.
● Apply modelling tools and techniques for pricing bonds, securities, portfolios and
options.
● Examine different automation techniques for financial models.

Contents:

Unit I (10 Hours)

Building a financial statement model, trend analysis, common-size analysis,
Construction of pyramid of ratios, Financial analysis of company, developing a financial
model for CVP Analysis – Break-Even-Point, Integration and linking of financial
statements; Lag and lead indicators; Forecasting turnover, expenses, current and non-
current assets, liabilities; Adjusting for seasonality, projected financial statements

Unit II (12 Hours)

Projected discounted cash flows, DCF valuation, Pay Back Period, NPV and IRR;
Necessary Projections, Data Tables, Sensitivity Analysis and Scenario Analysis, Project
cost simulation – Complete Model for capital budgeting decisions, Modeling Financial
Leverage, capital structure and weighted average cost of capital

Unit III (15 Hours)

Modeling Price and Yield for different types of bonds; modeling dynamics of bonds,
interest rate risk modeling and prediction of prices – duration and convexity,
developing models to determine and analyze security risk and return; Portfolio Risk

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and Return; and Efficient Frontier, Developing financial models for pricing Binomial
Options and Black–Scholes model.

Unit IV (8 Hours)
Building a dynamic Dashboard for assisting the management to make necessary
financial decision, Introduction to VBA and Macros, Building user-defined Functions,
Macros for Automation, Automation of the Financial Models

Practical Exercise: Students would be asked to analyze a real-world company's

financial statement to forecast company’s earnings. They can compare the performance
of any two companies using ratios. Also, estimate intrinsic value of stocks of these
companies by building financial model.

Suggested Readings:

● Beninga, S. and Mofkadi, T. (2022). Financial Modeling. MIT Press.

● Day, A.L. (2012). Mastering Financial Modeling. Pearson Education.
● Moschella, J. (2017). Financial Modeling for Equity Research: A Step-by-Step Guide
to Earnings Modeling. Gutenberg Research Publishing.
● Proctor, K.S. (2004). Building Financial Models with Microsoft Excel. John Wiley &
Sons.
● Sengupta, C. (2011). Financial Modeling using Excel and VBA. John Wiley & Sons.
● Tija, J.S. (2018). Building Financial Models. McGraw Hill.

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Draft Syllabus for M Com under PGCF 2025

COMGE10 – Marketing for Start Ups

Master of Commerce
Generic Elective Course: Marketing for Start Ups

Course Pre-requisites
Type/
Course Code Course Title Lectures Tutorials Practical Credit
Generic Marketing for NIL
Elective - Start Ups
COMGE10 3 1 0 4

Objective: This course introduces students to core and applied marketing concepts as
they relate to startup ventures. Emphasis is placed on market development, digital
strategy, customer acquisition and brand positioning in emerging and dynamic business
environments.

Learning Outcomes: On completion of this course, the student should be able to:

● Apply advanced marketing theories in the startup context.

● Design and implement marketing strategies with limited resources.
● Evaluate and execute digital marketing and branding tactics for early-stage
ventures.
● Use marketing analytics and research to support decision-making.

Contents:

Unit I (12 hours)

Evolution of marketing: from traditional to digital and lean startup marketing; Core
concepts: customer value, satisfaction, relationship marketing; Startup-specific
marketing environments; STP: targeting niche and emerging markets; Go-to-market
strategies for early-stage firms; Marketing planning under uncertainty.

Unit II (10 hours)

Digital marketing mix and platform selection; Social media and influencer marketing
strategies; Growth hacking and funnel-based approaches (AARRR model); Digital
metrics: CAC, CLV, churn, ROI; Consumer buying process.

Unit III (11 hours)

Product life cycle and MVP development; Innovation adoption and diffusion theory;
Startup pricing models: freemium, subscription, dynamic; Storytelling and brand
architecture; Brand positioning and differentiation on a budget; Building trust and
identity in early-stage brands.

Unit IV (12 hours)

IMC in startups: online and offline mix; Campaign planning and measurement; Ethical
considerations in marketing practices for startups; Legal issues: consumer rights,
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digital marketing compliance.

Tutorial Exercise: IPR’ Capstone Project: Students develop a marketing strategy for a
startup (includes brand, STP, pricing, IMC, and metrics)

Suggested Readings:

● Kotler, P. & Keller, K. L. (2017). Marketing Management. Pearson.

● McCarthy, E. J., Cannon, J. & Perreault, W. (2014). Basic Marketing. McGraw-Hill
Education.
● Chaffey, D., & Ellis-Chadwick, F. (2019). Digital marketing (7th ed.). Pearson
Education.
● Ries, E. (2011). The lean startup. Crown Publishing Group.
● Osterwalder, A., & Pigneur, Y. (2010). Business model generation: A Handbook for
Visionaries, Game Changers, and Challengers (The Strategyzer series). Wiley.
● Godin, S. (2018). This is marketing. Penguin Random House.
● Blank, S., & Dorf, B. (2012). The startup owner's manual: The step-by-step guide
for building a great company. Wiley.

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