...Mitra Human Anatomy- Prof. A. K. Dutta Text Book of Human Physiology- Dr. C. C. Chatterjee Common Pathological Conditions • Basic concepts of pathogenesis of common diseases • Basic concepts of interpretation of investigations reports Suggested Reading: Robbin’s Textbook of Pathology – Robbin, Cotran, Kumar Textbook of Microbiology – Ananantanarayan & Paniker Basic concepts of Pharmacology: Commonly used Medicine in a hospital, Narcotic drugs, use and abuse of drugs. Dispensing of medicine, Drugs store, drug stock / purchase of medicine, oxygen, I/V Fluid, Chemicals etc. Suggested Reading: Textbook of Pharmacology: Dr. K. D. Tripathi PAPER – 2: Hospital Based Healthcare & Its changing scenario-Code MHA 102 Overview of Hospital • Concept of Modern Hospital & Privatization in Health Sector • Public Sector Hospitals and Level of care / offered facilities • Effects of Globalization in Health care • Concept of Corporate Hospital in developing countries • Infrastructure and lay out of an ideal corporate hospital • Functioning of modern hospitals & changing need of patients • Hospitality in Hospital Care • Invasive and non-invasive diagnostic facilities in modern hospital • Care offered in Specialty and Super...
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...decade, mainly driven by deregulation in many key markets. It was virtually non-existent in 2000, but has risen in importance since to account for a significant share of distribution. The main business model has also diversified from simple distribution agreement to joint ventures and integrated financial services provisions. There is no doubt that bancassurance has been a great success in Asia over the past decade. However, from the perspective of an industry practitioner, I would like to draw on three important yet inter-related issues regarding the future of bancassurance. First, the economics of bancassurance to insurance companies.Second, the prospects of non-life distribution through banks.Third, the role bancassurance in closing the region's protection gap. Let me cover the first issue. In many markets, particularly emerging Asian markets like China and India, insurers have successfully leveraged of bancassurance to maintain or expand their market share in the early phase of market liberalization and deregulation. It is, on the other hand, well-known that insurers complaint all the time about the high distribution commission associated with bank channels. There are other constraints like higher lapse ratio and difficulties in selling complicated (higher-margin) products. As a result, we are already see in some cases insurers reverting to focus on traditional agents. In any case, we observed that insurers in many regional markets are shifting their focus from market share...
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...Health Reforms in India Name Institution Date Health Reforms in India Introduction Reforms describe positive changes that are effected in a system or practice, typically with regard to political, social or economic aspects, with a view to realizing better outcomes from the system, process or institution. Reforms in different sectors within a region or state are geared towards improving efficiency in the process. Successful implementation of reforms results in improvement in the process outcomes. For example, when a country implements reforms within its justice system, improvements could be witnessed through an easier processing and completion of cases and better treatment of suspects and convicts. One of the areas which have seen reforms in various countries of the world is healthcare. Perhaps as a result of increasing appreciation of the value of a healthy population in socio-economic and political development, coupled with an ever increasing threat to human health, authorities in different countries, including the US and India are implementing a wide range of health reforms. In India, in particular, the government is undertaking reforms with a view to improving the access to quality healthcare for the citizens. This paper discusses health reforms in India, with a focus on the specific aspects of the reforms, and the extent to which it has improved healthcare delivery in the Asian country. The paper also provides a few recommendations on...
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...APPLIED MANAGEMENT SCIENCES Aruna Chandra Hall (Near Post Office), Panjab University, Sector 14, Chandigarh-160 014 (India) Telefax: 0172-2701403 Phone: 0172-2534889 Email: uiams@pu.ac.in Website: uiams.puchd.ac.in SYLLABUS OF THE 1ST YEAR TRIMESTER – I CODE MBA-011 MBA-021 MBA-031 MBA-041 MBA-051 MBA-061a MBA-061b PAPER Principles and Practices of Management Quantitative Techniques for Managerial Decision Making. Managerial Economics Human Resource Management Accounting for Management Seminar on Executive Communication Workshop on Information Technology for Management CREDITS 4 4 4 4 4 2 2 MARKS 100 100 100 100 100 50 50 TRIMESTER – II CODE MBA-072 MBA-082 MBA-092 MBA-102 MBA-112a MBA-112b PAPER CREDITS Quantitative Methods and Operations Research 4 Economic Environment for Business 4 Production and Operations Management 4 Financial Management 4 Seminar on Negotiation Skills 2 Workshop on Management Information Systems 2 o Introduction to Retail Management (R. Mgt.)* 4 SECTORAL SUBJECT – 1 MARKS 100 100 100 100 50 50 100 o Principles of Banking and Insurance (B & I)* o Introduction to IT and Telecommunications (IT & Tel)* o Introduction to Infrastructure (Infra. Mgt.)* o Industrial Pharmacy and Pharmaceutical Technology (Pharma. Mgt.)* o Hospital Planning and Organization (Hosp. Mgt.)* MBA-122 *R. Mgt= Retail Management; B&I= Banking & Insurance; IT & Tel.= IT & Telecommunication; Infra. Mgt.=Infrastructural Management; Pharma. Mgt.=Pharmaceutical Management;...
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...Vol.2 Issue 7, July 2012, ISSN 2249 8826 Online available at http://zenithresearch.org.in/ ROLE OF INSURANCE IN ECONOMIC DEVELOPMENT OF INDIA MONALISA GHOSAL* ABSTRACT The economic development of India was dominated by socialist –influenced policies, stateowner sector, and red tape and extensive regulations, collectively known as ‘License Raj’. The Indian economic development got a boost through its Economic reforms in 1991 and again through its renewal in the 2000. Insurance serves a number of valuable economic functions that are largely distinct from other types of financial intermediaries. Insurance contribution materially to economic growth by improving the investment climate and promoting a more efficient mix of activities then would be undertaken, in the absence of risk management instrument. Insurance sector in India is one of the most booming sectors of the economy and is growing at the rate of 15-20 percent per annum. In India, insurance is a flourishing industry, with several national and international players competing with each others and growing at rapid rates. Indian insurance companies offer a comprehensive range of insurance plans, a range that is growing as the economy matures and the wealth of the middle classes increases. Due to the growing demand for insurance, more and more companies are now emerging in the Indian insurance sector. The economy of India is the eleventh largest in the world by nominal GDP and the forth largest by Purchasing Power Parity...
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...Contents i Financial system in India Sections 1.0 Financial system in India - Introduction - Evolution - Direction of household sector savings Chart 1.1 Tables 1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.8 1.9 1.10 1.11 1.12 1.13 Household sector savings in financial and physical assets Proportion of gross household savings in financial assets Banks and financial institutions: Financial assets Indian financial system: Key financials Capital markets: Resources mobilised Stock market: At a glance Mutual funds vis-à-vis bank deposits Mutual funds: Sales and redemptions Mutual funds: Categorywise resourse mobilisation Incremental mutual fund collections to bank deposits Banks: Investments in shares NBFCs: Total assets and deposits NBFCs: Net owned funds vis-a-vis public deposits 10 10 11 11 12 13 14 14 14 15 15 15 16 Financial system in India: Overview 9 8 8 8 8 CRIS INFAC BANKING ANNUAL REVIEW: AUGUST 2002, 136 PAGES i Financial system in India 1.0 This chapter provides an overview of the financial system in India and its evolution, especially in the post-1991 reform period. The evolution of the Indian financial system can be viewed, broadly in two phases, pre-1991 and post-1991. In the post-1991 phase, a series of steps were taken to liberalise and develop the financial system. As a result of the reforms, the depth and width of the financial markets in India, in terms of the number of financial instruments and the number of active participants in the market, has improved. Subsequent...
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...Curriculum - 2013-14 Semester –I Thinking and Communication Skills (Practical) Accounting for Decision Making Philosophy for Management Economics for Managers Managerial Statistics Managerial Skills (Practical) Semester-II Financial Management Management Information System Marketing Human Resource Management Production And Operation Management Legal Aspects of Business Semester- III Summer Internship (8 weeks)(Practical) Entrepreneurship Strategic Management Business Analytics (Practical) Elective-1 Elective-2 Elective-3 Elective-4 Semester- IV Elective-5 Elective-6 Industrial Elective (Practical) Total Credit L 0 2 3 2 2 0 T 0 4 0 2 4 0 P 4 0 0 0 0 6 C 2 4 3 3 4 3 19 4 3 4 2 4 3 20 2 3 3 2 3 3 3 3 22 3 3 5 11 72 MB 13207 MB 13208 MB 13209 MB 13210 MB 13211 MB 13212 MB 13313 MB 13314 MB 13315 MB 13316 2 2 3 2 3 2 0 2 2 0 2 2 2 2 2 2 0 4 2 2 0 2 2 0 2 2 0 2 2 2 2 2 2 0 0 0 0 0 0 0 4 0 0 4 0 0 0 0 0 0 10 MB 13417 Functional Electives Marketing Finance Systems Human Resource Operations Vertical Electives Pharma Hospitality Enterprise Resource Planning Agriculture Hospital and Health Care Retailing Auto Industry Project Management Media and Communication Banking Financial Service Insurance 2 MB 13FM01 MB 13FM02 MB 13FM03 MB 13FM04 MB 13FM05 MB 13FM06 MB 13FM07 MB 13FM08 MB 13FM09 MB 13FM10 MB 13FM11 MB 13FM12 MB 13FM13 MB 13HR01 MB 13HR02 MB 13HR03 MB 13HR04 MB 13HR05 MB 13HR06 MB 13HR07 MB 13HR08 MB 13HR09 MB 13HR10 MB 13MM01 MB 13MM02 MB...
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...the competition of this challenging industry. The aim of this study is to analyze why China’s medical tourism industry is not performing as well as countries such as India or Thailand, and also to provide insights on how to go about leveraging on certain medical procedures that China have a comparative advantage in performing. This study resulted in two findings. Firstly, there is a lack of hospitals with JCI accreditation which we found out was due to a lack of motivation from public hospitals to do so, and also a lack of transparency in the management of the Chinese hospitals. Secondly, we found that the three medical procedures with the biggest potential to spearhead the success of medical tourism in China are Heart Bypass Surgery, Hip Replacement Surgery and Traditional Chinese Medicine. Keywords: Medical Tourism China JCI Contents Page Chapter 1 Introduction 1 1.1 What is Medical Tourism 1 1.2 Reasons for the popularity of Medical Tourism 2 1.3 Why do patients seek care at medical tourism destinations? 4 1.3.1 Low Cost 4 1.3.2 Avoid Waiting lists 6 1.3.3 Procedure not available in home country 6 1.3.4 Procedures unavailable or restricted by society and/or legal system 7 1.3.5 Tourism and vacations 7 1.3.6 Privacy and Confidentiality 7 Chapter 2 Global Market overview of Medical Tourism Industry 8 2.1 Rise of Asian Medical Tourism demand 9 2.2 Medical Tourism Facilitator / Agents 10 2.3 International Medical Procedures Costing...
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...MAHATMA GANDHI UNIVERSITY KOTTAYAM REGULATION 1. COURSE OBJECTIVES The MG University MBA program is designed with the following objectives: 1. To develop young men and women in to professional managers to manage all sectors of the organized economic activity. 2. To equip the youngsters with conceptual and interpersonal skills and social purpose for managerial decision-making and its execution in real situations. 3. To develop and encourage the entrepreneurial capabilities of young generation to make them effective change agents. 4. To meet the demand for trained and professional people in the country at the top level management of business and industrial organizations in the light of the new economic and industrial policy of the country. 2. COURSE DURATION The MBA (Full Time) programme of Mahatma Gandhi University shall be spread in two years duration with 4 Semesters. Each semester shall comprise of a minimum of 16 instructional weeks of 5 days each of 5 hours a day (total contact hours 400). Continuous Internal Evaluation during the course period and University examination at the end of each semester shall be conducted. There shall be a semester break of 15 days each in addition to the usual Onam, Christmas and summer holidays. 3. ELIGIBILTY FOR ADMISSION 1. A pass in any Bachelor’s Degree Examination of Mahatma Gandhi University or an equivalent degree of any other universities duly recognized by M.G.University with not less than 50% marks in the aggregate for all parts of...
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...PRACTICE OF BANKING COMPUTER FUNDAMENTALS TOTAL INCOME TAX STRATEGIC MANAGEMENT MANAGEMENT ACCOUNTING COMPUTER APPLICATION IN BUSINESS PROJECT MANAGEMENT ENTREPRENEURIAL DEVELOPMENT TOTAL 04 04 04 04 04 24 04 90 90 90 90 90 540 90 10 10 10 10 10 60 10 100 100 100 100 100 600 100 04 04 04 04 04 24 04 04 04 04 04 04 04 28 04 04 04 04 04 04 04 28 04 04 04 04 04 04 24 90 90 90 90 90 540 90 90 90 90 90 90 90 630 90 90 90 90 90 90 90 630 90 90 90 90 90 90 540 10 10 10 10 10 60 10 10 10 10 10 10 10 70 10 10 10 10 10 10 10 70 10 10 10 10 10 10 60 100 100 100 100 100 600 100 100 100 100 100 100 100 700 100 100 100 100 100 100 100 700 100 100 100 100 100 100 600 1 VI 6.1 6.2 6.3 6.4 6.5 6.6 MANAGEMENT INFORMATION SYSTEM ELECTIVE – 1 ELECTIVE – II ELECTIVE – III ELECTIVE – IV PROJECT REPORT VIVA VOCE TOTAL 04 04 04 04 04 90 90 90 90...
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...UNIVERSITY DEPARTMENTS ANNA UNIVERSITY CHENNAI : : CHENNAI 600 025 REGULATIONS - 2009 CURRICULUM I TO IV SEMESTERS (FULL TIME) MASTER OF BUSINESS ADMINISTRATION (MBA) SEMESTER – I |Code No. |Course Title |L |T |P |C | |BA9101 |Statistics for Management |3 |1 |0 |4 | |BA9102 |Economic Analysis for Business |4 |0 |0 |4 | |BA9103 |Total Quality Management |3 |0 |0 |3 | |BA9104 |Organizational Behaviour |3 |0 |0 |3 | |BA9105 |Communication Skills |3 |0 |0 |3 | |BA9106 |Accounting for Management |3 |1 |0 |4 | |BA9107 |Legal Aspects of Business |3 |0 |0 |3 | |BA9108 |Seminar I – Management Concept |0 |0 |2 |1 | | |Total | | | |25...
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...Submitted to University of Mumbai in Partial fulfillment Of the requirement of the Degree of B.Com ³BANKING & INSURANCE´ Under guidance of PROF. RUEEN PATEL VPM¶S K.G Joshi College of Arts N.G Bedekar College of Commerce Thane (E) Academic Year: 2010-11 BYJEMINI.J.PATIL ACKNOWLEDGEMENT In completing this project I am deeply conscious of my debt to all those, without whose warm support, enragement & guidance this project was not possible to complete. I am specially greatful to Prof Rueen Patel my guide to this project, She actually gave the life to this project and guidance of my parents & friends this project took shape. They also provided me much needed criticism & encouragement. Jemini Patil DECLARATION I am Jemini J. Patil studying in T.Y.Banking & Insurance hereby declare that I have done a project on ³Financial Services provided by Banks´. As required by the university rules, I state that the work presented in this thesis is original in nature and to the best my knowledge, has not been submitted so far to any other university. Whenever references have been made to the work of others, it is clearly indicated in the sources of information in references. Student (Jemini. J. Patil) Place: Thane Date: October, 2010 EXECUTIVE SUMMARY Banks are the Financial Institution which satisfies the individual & group goals with proper systems of rules, regulations, policies, services, procedures & strategies. To achieve the goals and objectives the main...
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...endeavoured to strike a balance between theory and practice and classic and contemporary concepts. The MBA programme of Gujarat Technological University (GTU) will be conducted on a semester basis with four semesters spread over two academic years. The duration of each semester will be around 15 weeks. In each semester there will be seven courses/subjects. In the first year all the 14 courses are compulsory. In the second year there will be three types of courses, namely, compulsory, electives and sectorial specialisation. The MBA programme will have four electives, namely, Marketing, Finance, Human Resource and Information Systems. A student can choose any one of the four electives. There will be five sectorial specialization areas, namely, Retail, Pharmaceutical and Healthcare, Rural and Cooperatives, Public Systems and Policy, and Banking and Insurance. A candidate has to opt for one of the sectorial areas. In each semester of the second year there will be three compulsory courses, three electives and one sectorial course, thus making a total of six compulsory courses, six elective courses and two sectorial courses in the second year. Once a student opts for a particular elective and sectorial course in semester III, he/she will continue the same in semester IV. The institution conducting the programme can either offer all the electives and sectorial options or the minimum requirement of two for each. The institution is free to drop an elective or sectorial option in case...
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...Course Overview The objective of the subject is to make students conversant with a set of management guidelines which specify the firm’s product-market position, the directions in which the firm seeks to grow and change the competitive tools it will employ, the strengths it will seek to exploit and the weaknesses it will seek to avoid. Strategy is a concept of the firm’s business which provides a unifying theme for all its activities. Course Syllabus Group I: Defining Strategic Management, Characteristics of Strategic Management Types and Hierarchy, Formulation of Strategy: Various Stages and Components of Strategic Management, Determination of various objectives like corporate, divisions and departmental objectives: Vision, Mission and Purpose, Environmental Scanning: Internal & External environment, Types of Strategies, Guidelines for crafting strategies, Tailoring strategies to fit specific Industry. Group II: Strategic Analysis and Choice: Environmental Threat and Opportunity Profile (ETOP), Organizational Capability Profile – Strategic Advantage Profile, Corporate Portfolio Analysis – SWOT Analysis, Synergy and Dysergy – GAP Analysis, Porter’s Five Forces Model of Competition, Mc Kinsey’s 7s Framework, GE 9 Cell Model, Distinctive competitiveness – Selection of matrix while considering all models discussed above, Implementation of strategy: Analysis and development of organizational policies-marketing, production, financial, personnel and management...
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...Industry Overview – India * The telecom sector in India was a government monopoly until the year 1994 when liberalization was gradually unrolled. * For the first time, cellular services were launched in India in Kolkata in the year 1995. * Vodafone purchased administering interest of 67% owned by Hutch-Essar for a total worth of $11.1 billion on February 11, 2007. * In November 2008 NTT DoCoMo, the Japan based telecom firm acquired 26% stake in Tata Teleservices for USD 2.7 billion. * The Indian telecommunication industry, with about 584 million mobile phone connections as of March 2010. * The industry is expected to reach a size of Rs 3,44,921 crore (US$ 76.92 billion) by 2012 at a growth rate of over 26 per cent, and generate employment opportunities for about 10 million people during the same period. Overview of the Tata Group * Founded by Jamsetji Tata in 1868, Tata’s early years were inspired by the spirit of nationalism. * The total revenue of Tata companies, taken together, was $83.3 billion (around Rs3,796.75 billion) in 2010-11, with 58 per cent of this coming from business outside India. * Employ over 425,000 people worldwide across seven business sectors * There are 31 publicly listed Tata enterprises and they have a combined market capitalization of about $92.46 billion (as on February 9, 2012), and a shareholder base of 3.6 million. Sector | Major companies | Materials | Tata Steel (incl. Corus), Tata...
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