MBA Course Outline Booklet

Faculty of Management Sciences
NATIONAL UNIVERSITY OF MODERN LANGUAGES
Master of Business Administration (MBA) Program
Complete Course Curriculum
1
Table of Contents
Vision of MBA Program..............................................................................................................................5
Mission of MBA Program.........................................................................................................................5
Objectives of MBA Program.....................................................................................................................5
Learning Outcomes of MBA Program.....................................................................................................5
MBA 3.5 Years............................................................................................................................................6
Scheme of Study..............................................................................................................................................6
MBA 2.5 Years.............................................................................................................................................8
Scheme of Study..............................................................................................................................................8
MBA Executive 2 Years...........................................................................................................................10
Scheme of Study............................................................................................................................................10
BBS 2 Years...............................................................................................................................................11
Scheme of Study............................................................................................................................................11
MBA 1.5 Years..........................................................................................................................................13
Scheme of Study............................................................................................................................................13
Semester – I...............................................................................................................................................15
Course Title: Business Communication and Professional Speech.................................................................16
Course Title: Financial Accounting...............................................................................................................18
Course Title: Introduction to IT.....................................................................................................................20
Course Title: Theory of Management and Practice.......................................................................................22
Course Title: Marketing Management...........................................................................................................25
Semester - II..............................................................................................................................................28
Course Title: Business Mathematics & Statistics..........................................................................................29
Course Title: Business Economics.................................................................................................................31
Course Title: Financial Management.............................................................................................................33
Course Title: Human Resource Management................................................................................................37
Course Title: Managerial Accounting............................................................................................................39
Semester - III............................................................................................................................................42
Course Title: Entrepreneurship......................................................................................................................43
Course Title: Production and Operation Management..................................................................................45
Course Title: Business Research Methodology.............................................................................................47
Semester - IV............................................................................................................................................53
Course Title: Business Law...........................................................................................................................54
Course Title: Knowledge Management.........................................................................................................56
Course Title: Leadership& Organizational Behaviour..................................................................................58
2
Semester – III / IV Specialization Courses............................................................................................61
For MBA (3.5) / MBA Executive / BBS..................................................................................................61
Semester – II Specialization Courses.....................................................................................................61
For MBA (2.5)..........................................................................................................................................61
Course Title: Analysis of Financial Statements.............................................................................................62
Course Title: Corporate Finance....................................................................................................................65
Course Title: Financial Risk Management.................................................................................................67
Course Title: Investment & Portfolio Management.......................................................................................70
Course Title: Career Management and Planning...........................................................................................72
Course Title: Organizational Development...................................................................................................75
Course Title: Compensation Structure Development....................................................................................77
Course Title: Job Analysis and Performance Evaluation...............................................................................79
Course Title: Advertising & Promotion.........................................................................................................81
Course Title: Brand Management..................................................................................................................82
Course Title: New Product Development......................................................................................................85
Course Title: Personal Selling........................................................................................................................87
Course Title: Introduction to Supply Chain Management.............................................................................89
Course Title: Procurement.............................................................................................................................91
Course Title: Inventory Management............................................................................................................93
Course Title: Logistics Management.............................................................................................................94
Semester - V..............................................................................................................................................97
Course Title: Advance Research Methods.....................................................................................................98
Course Title: Corporate Information and Strategy Management.................................................................102
Semester - VI..........................................................................................................................................105
Course Title: Multivariate Data Analysis....................................................................................................106
Course Title: Strategic Management............................................................................................................108
Semester – V / VI Specialization Courses............................................................................................110
For MBA (3.5)........................................................................................................................................110
Semester – III / IV Specialization Courses..........................................................................................110
For MBA (2.5)........................................................................................................................................110
Semester – I / II Specialization Courses...............................................................................................110
For MBA (1.5)........................................................................................................................................110
Course Title: Corporate Governance...........................................................................................................111
Course Title: Strategic Finance................................................................................................................112
Course Title: Mergers, Acquisitions and Corporate Restructurings............................................................115
Course Title: International Finance..............................................................................................................117
Course Title: Recruitment and Selection.....................................................................................................120
Course Title: Personnel Training and Development....................................................................................124
3
Course Title: Conflict and Negotiation Management..................................................................................126
Course Title: Learning Organizations..........................................................................................................129
Course Title: Customer Relationship Management.....................................................................................132
Course Title: Marketing of Services............................................................................................................134
Course Title: International Marketing..........................................................................................................138
Course Title: Strategic Marketing................................................................................................................140
Course Title: Strategic Supply Chain Management.....................................................................................142
Course Title: Green Supply Chain Management.........................................................................................144
Course Title: Enterprise Resource Planning (ERP).....................................................................................145
Course Title: Advance Quality Management & Lean Six Sigma................................................................147
Semester - VII.........................................................................................................................................150
Course Title: Project Appraisal & Management..........................................................................................151
Course Title: E-Business..............................................................................................................................153
4
Vision of MBA Program
To establish as a world-class business school acclaiming distinction for research based, innovative and
dynamic entrepreneurial approach to knowledge based business education leading to a better society
underpinned by conscious sense of social responsibility.
Mission of MBA Program

To develop business leaders by providing conducive environment to our students and staff to conduct
teaching and research in effective and innovative ways to bring practical solutions to the industrial
challenges and opportunities faced by business organizations at national, regional and global level.
Objectives of MBA Program

 Encouraging Critical Thinking and Decision Making.
 Inculcating research skills
 Nurturing the Organizational Management & Entrepreneurial Competency.
 Building effective Communication and Leadership Skills.
 Inculcating Ethical Behavior and Social Responsibility.
 Exposure to Regional & Global Perspectives
Learning Outcomes of MBA Program

Will be able to
 Apply fundamental analytical and reflective thinking techniques to understand industrial
challenges and opportunities, comprehend varying options leading to effective decisions.
 Apply appropriate quantitative and qualitative research techniques in solving business problems.
 Demonstrate competency in the underlying concepts, theory and tools of Organizational
management &entrepreneurship taught in the curriculum.
 display effective communication skills to facilitate achievement of desired targets
 Articulate leadership skills and team management by indulging in various activities.
 Identify, analyze and demonstrate on ground social responsibility areas involving different
stakeholders.
 Appreciate regional and global business related issues.
5
MBA 3.5 Years
(Morning and Afternoon programs)
(7 Semesters)
Specialization : Marketing, Finance, HRM, Supply Chain Management)
Eligibility Criteria for Admission

BBA/B.Com-2 years program OR BA/BSc with 2nd Div and preferably having studied any one of the
subjects viz : Maths, Statistics, Physics, Economics, Computer Sciences or Commerce
ALL HEC terms and conditions applied
Scheme of Study
Master of Business Administration (3.5 Years)

Cr
Course Hr Se
S.No. Code Courses s m
Introduction to Information 3+
1 CS - 501 Technology 0 1
3+
2 FM - 501 Financial Accounting 0 1
Business Communication & 3+
3 HUM - 501 Professional Speech 0 1
Theory and Practices of 3+
4 MGT - 505 Management 0 1
3+
5 MKT-503 Marketing Management 0 1
3+
6 BS - 512 Business Economics 0 2
3+
7 FM - 512 Managerial Accounting 0 2
3+
8 FM - 514 Financial Management 0 2
3+
9 HR - 501 Human Resource Management 0 2
3+
10 MGT - 511 Business Mathematics Statistics 0 2
3+
11 MGT - 521 Entrepreneurship 0 3
Production Operation 3+
3+
13 MGT - 523 Business Research Methods 0 3
3+
14 Elective I 0 3
3+
15 Elective II 0 3
3+
16 MGT-533 Knowledge Management 0 4
Leadership & Organizational 3+
17 MGT - 537 Behaviour 0 4
6
3+
18 MGT - 532 Business Law 0 4
3+
19 Elective III 0 4
3+
20 Elective IV 0 4
Advanced Research Methodology
& Research 3+
21 MGT - 606 Proposal Development 0 5
Corporte Information Strategy & 3+
3+
23 Elective V 0 5
3+
24 Elective VI 0 5
3+
25 MGT - 653 Multivariable Analysis with SPSS 0 6
3+
26 MGT - 608 Strategic Management 0 6
3+
27 Elective VII 0 6
3+
28 Elective VIII 0 6
6+
Thesis 0 7
OR
Two Course
29 & 30
3+
MKT - 609 E. Business 0 7
3+
FM - 611 Project Appraisal Management 0 7
Electives
Semester : 3rd
& 4th
Cr
Course Hr Se Specializatio
S.No. Code Courses s m n
3+ 3&
1 FM - 513 Corporate Finance 0 4
Investment & Portfolio 3+ 3&
2 FM - 551 Management 0 4
FINANCE
3+ 3&
3 FM - 553 Financial Risk Management 0 4
3+ 3&
4 FM - 554 Analysis of Financial Statements 0 4
Job Analysis & Performance 3+ 3&
5 HR - 571 Evaluation Appraisal 0 4
Compensation Structure 3+ 3& HR
6 HR - 572 Development 0 4
7 HR - 573 Organizational Development 3+ 3&
7
0 4
3+ 3&
8 HR - 574 Career Management Planning 0 4
3+ 3&
9 MKT - 562 Advertising & Promotion 0 4
3+ 3&
10 MKT - 563 Brand Management 0 4 MARKETIN
3+ 3& G
11 MKT - 564 Personal Selling 0 4
3+ 3&
12 MKT - 565 New Product Development 0 4
Introduction to Supply Chain 3+ 3&
13 SCM - 581 Management 0 4
3+ 3&
Supply
14 SCM - 582 Procurement 0 4
Chain
3+ 3&
Management
15 SCM - 585 Inventory Management 0 4
3+ 3&
16 SCM - 584 Logistic Management 0 4
Electiv
es
Semester 5th &
6th
Cr
Course Hr Se Specializatio
S.No. Code Courses s m n
3+ 5&
1 FM - 610 Corporate Governance 0 6
3+ 5&
2 FM - 662 International Finance 0 6
FINANCE
Mergers Acquistion and 3+ 5&
3 FM - 664 Corporate Restructuring 0 6
3+ 5&
4 FM - 665 Strategic Finance 0 6
3+ 5&
5 HR - 659 Learning Organizations 0 6
Conflict and Negotiation 3+ 5&
6 HR - 663 Management 0 6
HR
Personell Training & 3+ 5&
7 HR - 666 Development 0 6
3+ 5&
8 HR - 667 Recruitment and Selection 0 6
Customer Relationship 3+ 5&
9 MKT - 612 Management 0 6
3+ 5&
MARKETIN
10 MKT - 613 Marketing of Services 0 6
G
3+ 5&
11 MKT - 616 International Marketing 0 6
12 MKT - 615 Strategic Marketing 3+ 5&
8
0 6
Strategic Supply Chain 3+ 5&
3+ 5&
Supply
14 SCM - 661 Green Supply Chain Management 0 6
Chain
3+ 5&
Management
15 SCM - 662 Enterprise Resource Planning 0 6
Six Sigma, Lean and Quality 3+ 5&
MBA 2.5 Years

(5 Semesters)

BE, MBBS, MSc (natural sciences) OR MA with 2nd div and preferably having studied any one of the
subjects viz: Mathematics, Physics, Statistics, Economics, Computer Science or Commerce at
graduation level.
Scheme of Study

Course Cr
S.No. Code Courses Hrs Sem
1 FM - 514 Financial Management 3+0 1
2 FM - 501 Financial Accounting 3+0 1
3 HR - 501 Human Resource Management 3+0 1
4 MGT - 505 Theory and Practices of Management 3+0 1
5 MKT-503 Marketing Management 3+0 1
6 MGT - 523 Business Research Methods 3+0 2
7 Elective I 3+0 2
8 Elective II 3+0 2
9 Elective III 3+0 2
10 Elective IV 3+0 2
Advanced Research Methodology &
Research
11 MGT - 606 Proposal Development 3+0 3
Corporate Information Strategy &
12 MGT - 651 Management 3+0 3
13 Elective V 3+0 3
14 Elective VI 3+0 3
15 MGT - 653 Multivariable Analysis with SPSS 3+0 4
16 MGT - 608 Strategic Management 3+0 4
17 Elective VII 3+0 4
9
18 Elective VIII 3+0 4
Thesis 6+0 5
OR
19 & 20 Two Course
MKT - 609 E. Business 3+0 5
FM - 611 Project Appraisal Management 3+0 5
Electives
Semester : 2nd
Only
Course Cr
S.No. Code Courses Hrs Sem Specialization
1 FM - 513 Corporate Finance 3+0 2
2 FM - 551 Investment & Portfolio Management 3+0 2
FINANCE
3 FM - 553 Financial Risk Management 3+0 2
4 FM - 554 Analysis of Financial Statements 3+0 2
Job Analysis & Performance
5 HR - 571 Evaluation Appraisal 3+0 2
6 HR - 572 Compensation Structure Development 3+0 2 HR
7 HR - 573 Organizational Development 3+0 2
8 HR - 574 Career Management Planning 3+0 2
9 MKT - 562 Advertising & Promotion 3+0 2
10 MKT - 563 Brand Management 3+0 2 MARKETIN
11 MKT - 564 Personal Selling 3+0 2 G
12 MKT - 565 New Product Development 3+0 2
Introduction to Supply Chain
13 SCM - 581 Management 3+0 2
14 SCM - 582 Procurement 3+0 2 Supply Chain
Management
15 SCM - 585 Inventory Management 3+0 2
16 SCM - 584 Logistic Management 3+0 2
Electives
Semester 3rd &
4th
Course Cr
S.No. Code Courses Hrs Sem Specialization
3&
1 FM - 610 Corporate Governance 3+0 4
3&
2 FM - 662 International Finance 3+0 4
FINANCE
Mergers Acquistion and Corporate 3&
3 FM - 664 Restructuring 3+0 4
3&
4 FM - 665 Strategic Finance 3+0 4
3&
5 HR - 659 Learning Organizations 3+0 4 HR
6 HR - 663 Conflict and Negotiation Management 3+0 3 &
10
4
3&
7 HR - 666 Personell Training & Development 3+0 4
3&
8 HR - 667 Recruitment and Selection 3+0 4
3&
9 MKT - 612 Customer Relationship Management 3+0 4
3&
10 MKT - 613 Marketing of Services 3+0 4 MARKETIN
3& G
11 MKT - 616 International Marketing 3+0 4
3&
12 MKT - 615 Strategic Marketing 3+0 4
3&
13 SCM - 660 Strategic Supply Chain Management 3+0 4
3&
14 SCM - 661 Green Supply Chain Management 3+0 4 Supply Chain
3& Management
15 SCM - 662 Enterprise Resource Planning 3+0 4
Six Sigma, Lean and Quality 3&
MBA Executive 2 Years

(4 Semesters)

subjects viz : Maths, Statistics, Physics, Economics, Computer Sciences or Commerce, + 4 years job
experience at supervisory level.
Scheme of Study
Master of Business Administration (Executive)
S.No Course Cr Se
. Code Courses Hrs m
1 CS - 501 Introduction to Information Technology 3+0 1
Business Communication & Professional
3 HUM - 501 Speech 3+0 1
11
6 BS - 512 Business Economics 3+0 2
7 FM - 512 Managerial Accounting 3+0 2
10 MGT - 511 Business Mathematics Statistics 3+0 2
11 MGT - 521 Entrepreneurship 3+0 3
12 MGT - 522 Production Operation Management 3+0 3
14 Elective I 3+0 3
15 Elective II 3+0 3
16 MGT-533 Knowledge Management 3+0 4
17 MGT - 537 Leadership & Organizational Behaviour 3+0 4
18 MGT - 532 Business Law 3+0 4
21 Project Report 6+0
Electives
Semester : 3rd &
4th
S.No Course Cr Se
. Code Courses Hrs m Specialization
3&
3&
FINANCE
3&
3&
Job Analysis & Performance Evaluation 3&
5 HR - 571 Appraisal 3+0 4
3&
6 HR - 572 Compensation Structure Development 3+0 4
HR
3&
3&
3&
3&
3& G
11 MKT - 564 Personal Selling 3+0 4
3&
Introduction to Supply Chain 3& Supply Chain
14 SCM - 582 Procurement 3+0 3& Management
12
4
3&
3&
BBS 2 Years
(4 Semesters)
subjectsviz : Maths, Statistics, Physics, Economics, Computer Sciences or Commerce.
Scheme of Study
Bachelors in Business Studies (BBS)
S.No Course Cr Se
. Code Courses Hrs m
1 CS - 501 Introduction to Information Technology 3+0 1
Business Communication & Professional
3 HUM - 501 Speech 3+0 1
6 BS - 512 Business Economics 3+0 2
7 FM - 512 Managerial Accounting 3+0 2
10 MGT - 511 Business Mathematics Statistics 3+0 2
11 MGT - 521 Entrepreneurship 3+0 3
12 MGT - 522 Production Operation Management 3+0 3
14 Elective I 3+0 3
15 Elective II 3+0 3
16 MGT-533 Knowledge Management 3+0 4
17 MGT - 537 Leadership & Organizational Behaviour 3+0 4
18 MGT - 532 Business Law 3+0 4
13
21 Project Report 6+0
Electives
Semester : 3rd &
4th
S.No Course Cr Se
. Code Courses Hrs m Specialization
3&
3&
FINANCE
3&
3&
Job Analysis & Performance Evaluation 3&
5 HR - 571 Appraisal 3+0 4
3&
6 HR - 572 Compensation Structure Development 3+0 4
HR
3&
3&
3&
3&
3& G
11 MKT - 564 Personal Selling 3+0 4
3&
Introduction to Supply Chain 3&
3&
Supply Chain
14 SCM - 582 Procurement 3+0 4
3&
Management
3&
MBA 1.5 Years

(Morning, Afternoon and Weekend programs)
(3Semesters)
Old MBA / MPA, M.Com, ACMA, ACA, BBA (Hons), B.Com (Hons), BS A&F (Hons), BS
Commerce (Hons) with CGPA 2.5 out of 4 under semester system OR 50% marks under annual system.
14
Scheme of Study

Course Cr Se
S.No. Code Courses Hrs m
Advanced Research Methodology &
Research
1 MGT - 606 Proposal Development 3+0 1
Corporte Information Strategy &
2 MGT - 651 Management 3+0 1
3 Elective I 3+0 1
4 Elective II 3+0 1
5 MGT - 653 Multivariable Analysis with SPSS 3+0 2
6 MGT - 608 Strategic Management 3+0 2
8 Elective IV 3+0 2
Thesis 6+0 3
OR
9 & 10 Two Course
MKT - 609 E. Business 3+0 3
FM - 611 Project Appraisal Management 3+0 3
Elective
Semester 1st &
2nd
Course Cr Se
S.No. Code Courses Hrs m Specialization
1&
1 FM - 610 Corporate Governance 3+0 2
1&
2 FM - 662 International Finance 3+0 2
FINANCE
Mergers Acquistion and Corporate 1&
3 FM - 664 Restructuring 3+0 2
1&
4 FM - 665 Strategic Finance 3+0 2
1&
5 HR - 659 Learning Organizations 3+0 2
1&
6 HR - 663 Conflict and Negotiation Management 3+0 2 HR
1&
7 HR - 666 Personell Training & Development 3+0 2
8 HR - 667 Recruitment and Selection 3+0 1&
15
2
1&
9 MKT - 612 Customer Relationship Management 3+0 2
1&
10 MKT - 613 Marketing of Services 3+0 2 MARKETIN
1& G
11 MKT - 616 International Marketing 3+0 2
1&
12 MKT - 615 Strategic Marketing 3+0 2
1&
13 SCM - 660 Strategic Supply Chain Management 3+0 2
1&
14 SCM - 661 Green Supply Chain Management 3+0 2 Supply Chain
1& Management
15 SCM - 662 Enterprise Resource Planning 3+0 2
Six Sigma, Lean and Quality 1&
16
Semester – I
CODE Course CREDITS
3+0
HUM - 501 Business Communication & Professional Speech
3+0
FM - 501 Financial Accounting
3+0
CS - 501 Introduction to Information Technology
3+0
MGT - 505 Theory and Practices of Management
3+0
MKT-503 Marketing Management
17
Course Title: Business Communication and Professional Speech
Course Code: HUM-501

Credit Hours: 3 + 0
Course Instructor:
Prerequisites:
COURSE DESCRIPTION/OBJECTIVES:
 To develop students’ intellectual ability, executive personality and general managerial skills.
 To provide students language skills for effective organizational communication.
 To communicate effectively and professionally in situations with culturally diverse audience.
 To decipher and prepare business documents such as messages, reports.
INTENDED COURSE LEARNING OUTCOMES
After the completion of this course students will be able to
 Describe the process of communication.

 Use verbal and nonverbal communication effectively.
 Compare and contrast various forms of business correspondence e.g. positive, negative
and persuasive messages.
 Plan, write and respond to business letters and memos.
 Prepare and execute oral presentations.
 Identify and accommodate cultural differences effectively in various business and
professional situations.
 Select and execute strategies for effective business and group meetings.
 Interpret and prepare short and long business reports.
 Demonstrate skills for job search such as writing resume, letters of applications and
interviewing.
 Construct grammatically correct and appropriate sentences in English language.
RECOMMENDED TEXT BOOKS

1. Business English and Communication (8th edition) by Lyn R. Clarke
2. Business Communication: Strategy and Skill by Mary Munter
3. Effective Business Communication (International 7th edition) by Herta A. Murphy
4. Business and Administrative Communication (5th edition) by Kitty O. Locker
5. Oxford Practice Grammar by John Eastwood
18
REFERENCE BOOKS
1. Business Communication (3rd edition) by Kitty O. Locker
2. Business Communication Today (7th edition) by Courtland L. Bovee
3. Communicate! (10th edition) by Rudolph F. Verderber
ASSESSMENT INSTRUMENT WITH WEIGHTS
S.NO Items Marks

1. MidTerm Exam 30
2. End Term Exam 50
3. Internal Evaluation Breakdown
Quiz(s) 8
Assignements(s) 4
Class Participation 2
Presentations 6
Case Discussion
LabWork/Practical Project
Anyother
Total 20 20
Grand Total 100
COURSE CONTENT
Week
Lecture TOPICS TO BE COVERED
No No
1. Process, components and settings of communication. Word classes and structures of a
sentence in English.
1.
2. Importance of business communication.
How business communication is different from other forms of communication.
3. Verbal communication and uses of language.
2.
4. How can one speak more clearly? Simple present tense.
5. Nonverbal communication or NVC. Body motions in NVC
3.
6. Self-presentation in NVC. Use of Environment in NVC. Present continuous tense
7. Seven Cs of communication. Planning and writing effective business messages. Reading
4. comprehension exercises based on newspapers and magazines.
8. Appearance and design of business letters. Present perfect tense.
9. Organizational plans of good news, positive and neutral messages (letters). Simple past
5. tense.
10. Organizational plan of bad news messages (letters). Past continuous tense.
11. Organizational plans of persuasive messages including both direct and indirect request
6. (letters). Past perfect tense.
12 Memorandums. Format and types. How memos are different from letters.
13. Oral Presentation. Types, formats and strategies. Present perfect or simple past tense.
7.
14. Role of audience in oral presentations. Use of visual aids and plans for presentation of content
in oral presentations. Past perfect or simple past tense.
MID TERM EXAMS
19
MID TERM BREAK
15. Business meetings. How meetings are different from oral presentations. Agenda and minutes of
8. a meeting.
16. Roles of chairperson and participants. Answering questions in meetings. Future tenses.
17. Oral Presentation by individual students
9.
18. Intercultural communication-growing importance, strategies for dealing.
19. Short report. Types, parts, organizational plans. Conditional sentences of type zero and one.
10.
20. Role play based on mock business meeting by groups of students.
21. Long report and its compulsory and optional parts.
11.
22. Reading comprehension exercises. Conditional sentences of type two and three.
23. Letters of job application. Types, formats etc. Prepositions and articles.
12.
24. Follow up letters.
25. Resumes. Types, formats etc. Passive voice.
13.
26. Planning an interview for job. Types of interviews.
27. Roles of interviewee and interviewer.
14.
28. Mock interview of individual students.
END TERM EXAMS
Course Title: Financial Accounting
Course Code: FM-501

Credit Hours: 3 + 0
Course Instructor:
Prerequisites:
Fundamentals of Algebra and statistics
COURSE OBJECTIVES:
An introduction to accounting emphasizing how general purpose financial statements communicate

information about the business corporation’s performance and position for users external to
management. Approximately one third of the course emphasizes how the accountant processes and
presents the information and includes exposure to recording transactions, adjusting balances and
preparing financial statements for service and merchandise firms according to established rules and
procedures.
KEY LEARNING OUTCOMES:
Upon successful completion of this course students will be able to:

 Preparefinancial statements
 Prepare worksheet
 Prepare bank conciliation statement
 Apply perpetual and periodic system.
 Apply depreciation techniques
.
20
RECOMMENDED TEXTBOOK:
 Accounting 15th edition by Meigs ,William, Haka , Betner

 Fundamentals of Accounting by Libby & Libby (8th Edition)
ASSESSMENT CRITERIA WITH WEIGHTS:
S.NO Items Marks

1. Mid Term Exam 30
2. End Term Exam 50
Quiz(s) 7
Assignements(s) 7
Class 6
Participation/presentation
Total 20
Grand Total 100
Week # Lecture # TOPICS TO BE COVERED

1. Introduction of Accounting:
Course Objective, Users of Accounting Basic terms, Assets, Liabilities,
Owners' Equity, Accounting Equation, Business Types, Bookkeeping,
Auditing,
1.
2. Forms of Business organization:
Generally Accepted Accounting Principles(GAAP), going concern
assumption, business entity concept, accrual concept, matching vs realization
principle, cash basis concept. Limited liability concept.
3. How to balance the fundamental accounting equation; Debits and Credits;
"T" Accounting; Double Entry Accounting; Diagrams and Charts; Real
World Example;
2.
4. Accounting Equation:
Financial statements.
5. Balance Sheet, Debit, and Credit rules for Assets, Liabilities, Owner’s
Capital. (T accounts)
6. General Journal,
3.
Debit, Credit rules for Revenue & Expense. Recording Transactions; Source
Documents; General Journal Exercise from Book
7. General Ledger:
Running Balance, Trial Balance. Exercise Of book, Journal to Trial Balance
4.
8. Income statement.
Purpose of the Income Statement; How to read the Income Statement; What
are Retained Earnings, Revenue, Expenses, Net Income, Income Tax.
5. 9. Statement of Retained Earnings and Balance Sheet.
21
Practice from journal to Balance Sheet
Concepts of accruals and deferrals.
10. Recording of revenue and expenses. Need for adjusting entries, Prepaid and
Accrued expenses.
11. Accrued and unearned revenues. Depreciation. Recording of depreciation in
Journal and then posting them to ledger and then preparing Trial balance.
6. Adjusting Entries.
12 Preparing adjusted trial balance and financial statements from the adjusted
trial balance.
13. Closing entries.
Preparing and closing them. Preparing after-closing trial balance.
7.
14. Work Sheet
. MID TERM EXAMS

MID TERM BREAK
15 Plant Equipment and Depreciation:
Depreciation, straight line Depreciation, Declining Balance, Units of output
method ,double declining method
8
16 MACRS method of calculating depreciation.
Impairment of Assets.
Disposal of Plant Assets.
17 Intangible Assets,
Accounting for Natural Resources.
9 18
Questions and numerical related to depreciation methods.
19 Introduction to merchandizing concerns:

Perpetual Inventory System, Periodic Inventory System. Difference between
both methods. Presentation of both methods. Operating cycleof
Merchandising Companies
10
20 Periodic and perpetual approaches:
Journal Entries in Periodic & Perpetual Systems, Special cases in
Merchandising Companies Net method. Special cases in Merchandising
Companies Gross method
21 Credit terms, Cash discounts, Returns of Unsatisfactory,Merchandising.
Methods of costing inventories.
22 Inventory valuation methods:
11
LIFO, FIFO, Average Costing Methods, Specific Identification Method,
advantages and disadvantages of all the above methods.
Questions and numerical.
23 Bank Reconciliation Statement:
What is bank reconciliation statement, comparison of bank account with the
cash account
12
24
Comparison of bank statement and depositor’s records.
13 25 Accounts receivables:
Accounts receivable & allowance for doubtful accounts
22
26 Writing off an uncollectible A/R by Aging method.
Writing off an uncollectible A/R by Direct method.
27 Marketable securities and their Accounting treatment.
14
28 Revision
END TERM EXAMS
Course Title: Introduction to IT
Course Code: CS-501

Credit Hours: 3 + 0
Course Instructor
Prerequisites:
Computer Basics
This course is designed to introduce the basic concepts and working of today’s Internet and its impact on
individuals, society and organizations. The topics covered in this course include wired and wireless networks,
software and hardware components, database fundamentals, desktop and web applications, human computer
interactions and some economic and legal issues related to modern age of computers.
After successful completion of this course, students will be able to

 Explain information technology and understand its role in the modern age society
 Identify the many uses for a computer
 Identify the communication networks
 Identify operating systems for workstations and servers
 Describe the purpose and functions of communication hardware
 Analyze information gathered online to solve a problem
 Understand the basic concepts of MS Office tools
RECOMMENDED TEXT BOOK

Using Information Technology 11th Editionby Brian K. Williamsand Stacey Sawyer
REFERENCE MATERIAL
World Wide Web
“Computer Fundamentals” by P.K. Sinha
S.NO Items Marks

1. Mid Term Exam 30
23
2. End Term Exam 50
Quiz(s) 5
Assignements(s) 5
More than 90% 2
Attendance
Presentations 5
Total 20 20
Grand Total 100
COURSE CONTENT
24
Week Lecture TOPICS TO BE COVERED
No No
1. Introductions to Computer Basics and IT
1.
2. Information Technology Basics and Importance
3. Internet and the World Wide Web

2.
4. Physical Connections Wired Vs Wireless
5. Data Transmission Speeds and Satelite Wireless Communication
3.
6. TCP/IP Model and Internet Service Providers
7. Systems Softwares (Operating Systems)
4.
8. Services of an Operating System
9. Applications Softwares (Utility Programs)

5.
10. Various Ways to Obtain a Software
11. Hardware the CPU and Storage

6.
12 Hardware the Input and Output
13. Introduction to Microsoft Office Suite (Word, Excel, Powerpoint)
7.
14. MS Word Practical
MID TERM EXAMS

MID TERM BREAK
15. MS Excel Practical
8. 16. MS Powerpoint Practical
17. Analog Vs Digital Signals, Modems

9.
18. Network and its Types, Benefits of a Network
19. Network Structures and Components of a Network

10.
20. Network Linking Devices and Network Topologies
21. Introduction to Databases and its Storage Hierarchy
11.
22. Database Management Systems and its Benefits
23. Components of DBMS and Database Models

12.
24. Data Mining and Artificial Intelligence
25. Manipulating Digital Data (Audio, Video, Text, Graphics)
13.
26. Threats to Computers and Communication Systems
27. Safegaurding Computers and Communication Systems, Quality of life issues
14. 25
28. Systems Development (Six Phases of System Analysis and Design)
END TERM EXAMS

Course Title: Theory of Management and Practice
Course Code: MGT-505

Credit Hours: 3+0
Course Instructor:
Prerequisites:
The students must know the basic work flow design of organization.
 The course basically describes what management is, why management is important, what
managers do, and how managers utilize organizational resources efficiently and effectively to
achieve organizational goals.
 This course will cover the principles, roles and functions of Management. Focusing upon
skills and competencies of 21st Century Managers, an effort will be made to incorporate
current issues and technological advancements with the primary concepts of this discipline.
 This is an introductory course about the management of organizations. It provides instructions
in principles of management that have general applicability to all types of enterprises; basic
management philosophy and decision making; principles involved in planning, organizing,
leading, and controlling; and recent concepts in management.
 Describe how the need to increase organizational efficiency and effectiveness has guided the
evolution of management theory
 Describe the various personality traits that affect how managers think, feel, and behave
 Discuss the management global challenges
 Understand the nature of managerial decision making, differentiate between programmed and
non-programmed decisions, and explain why non-programmed decision making is a complex,
uncertain process.
 Understanding formal steps in organizational planning process
 Define organizational control and explain how it increases organizational effectiveness.
 Describe the four steps in the control process and the way it operates over time.
 Identify the main output controls, and discuss their advantages and disadvantages as means of
coordinating and motivating employees.
 Explain what leadership is, when leaders are effective and ineffective, and the sources of
power that enable managers to be effective leaders.
 Identify the traits that show the strongest relationship to leadership, the behaviors leaders
engage in, and the limitations of the trait and behavioral and contingency models of
leadership.
 Develop understanding of effective leadership and management in organizations.
 Understanding group dynamics and role of leadership in resolving group conflicts and
effective communication gaining organizational competitive advantage.

The objective of this course is to expose students to the theories of management, organizational theory,
and the practice of management in contemporary organizations from a conceptual, analytical, and
pragmatic perspective.
26
1. To learn the basic concepts of the Four Pillars of Management – Planning, Organizing,
Controlling & Leading
2. To learn the Basic Concepts of Management through ‘Management Analytical Situations
(MAS)’.
3. The course offers a realistic preview of what it means to manage.
4. The course helps students to begin to transform your professional identity from individual
contributor to manager.
5. The course helps students to confront both the task learning and personal learning involved in
becoming a manager.
6. The course addresses the process of developing effective relationships with a diverse collection
of individuals and groups.
The course help students to learn how to be proactive entrepreneurial in developing your leadership
talents over the course of your career

 Contemporary Management by Garith Jones & George (9th Edition)
REFERENCE BOOKS
 Courtland L Bovee, John V Thill, Marian Burk Wood, George P. Thill, Management,
international Edition.
 Stephen P. Robbins, Mary Coulter, Management, 12thedition.
 Emerald Case studies for Management practice.
 Activity of “Six Thinking Hat” By Edward DeBono.
 Analytical discussions on “Seven Habits of highly Effective People” by Stephen R. Covey
1989.
S.NO Items Marks

1. Mid Term Exam 30
2. End Term Exam 50
Quiz(s) 5
Assignements(s) 5
Presentations 5
Case Discussion
Lab Work/Practical Project
Any Other
Total 20 20
Grand Total 100
27
COURSE CONTENT
WeekLecture
# # TOPICS TO BE COVERED
1. Management Process Today, Conceptual Understanding, Definition of Management
1.
2. Managers roles and levels, Evolution of Management
3. History of Management Theories, Scientific
2.
4. Classical, Behavioral perspectives
5. Managing Organizational Environments (Internal environment)
3.
6. Managing in the Global (Task Environments)
7. Managing in the Global (General Environments)
4.
8. Strategies of Expanding the Businesses Globally
9. Hofstede’s Model of National Cultures
5.
10. The nature of Decision Making, Programmed and Non Programmed Decisions
11. Classical and Administrative Model of Decision Making, Cognitive and Decision
6. Making, Improved Group Decision Making
12 Rational Six Steps in Decision Making
13. The Manager as a Planner,
7.
14. Formulating Corporate level and Business level and functional level Strategies
MID TERM EXAMS
MID TERM BREAK
15. Levels of Planning, Types of Plans
8.
16. Job Design, Job Characteristic Model
17. Job Design, Job Characteristic Model
9. 18. Types of Functional and Divisional Structures, Groups and Teams, How the Groups
and Teams are key contributors to Organizational Effectiveness, Group Dynamics
19. Organization structure: Vertical Organizational Structures
10.
20. Horizontal organizational structures
21. Organization Control and Culture, Types of Controls, levels of Control
11.
22. Control Process Steps, Problems with different controls
23. Outputs of control
12.
24. Leadership styles, Powers in leadership
25. Trait, Behavioral, Contingency Models of Leadership, Types of leadership
13. 26. Groups and Leadership, Types of Groups and teams, Leadership in managing groups
and teams for high performance
27. Promoting Effective communication
14.
28. Managing Conflict, Politics and Negotiation
END TERM EXAMS
Course Title: Marketing Management
Course Code: MKT-503

Credit Hours: 3 + 0
Course Instructor:
Prerequisites: Marketing Management is a core subject and assumes that the student must have basic
understanding of business principles.
28
Textbook
 Principles of Marketing,A South Asian Perspectiveby Philip Kotler, Gary Armstrong,

Ehsan UlHaq.Latest edition, New Delhi: Pearson Education
 Marketing Management: A South Asian Perspective by Philip Kotler, Kevin Lane
Keller, Abraham Koshy, and MithileshwarJha, 14/e; New Delhi: Pearson Education
Course Description: Marketing, today, is a companywide undertaking driving the company’s vision,
mission and strategic planning. This course is intended to introduce to the students the fundamental
principles of marketing, dynamism of the marketing environment and prepare them to make decisions
in a customer and market driven environment. In today’s fast-paced world, marketing has become
more complex. Changes intechnology and consumer and business needs, as well as, increased
globalization pose new challenges for marketers. These events have made marketers more aware of the
necessity for careful but speedy analysis and decision-making. The implication is that marketing as a
field of study has become more important. Marketing management is the art of optimal manipulation of
the marketing mix to achieve business goals. It encompasses activities such as demand creation and
stimulation, positioning, product differentiation, product and brand management among others. All
these activities involve planning, analysis, and decision-making. To meet these goals, this course will
require the integration of theory and practice. Students will have to make strategic marketing decisions
based on analytical techniques they will learn in this course. They will have to devise a plan that is
based on a sound conceptual framework, to implement the decision. It is hoped that through this
exercisestudents will learn the value of marketing in business.
Reference Material
 Additional slides/handouts/information will also be shared in-class, as appropriate.

 Cases and Reading materials will be shared with the class.

Course Objectives:The course objectives are
 To provide basic understanding of the concepts, planning and implementation of marketing.

 To familiarize with the marketing decision process as to formulate and implement effective
and efficient marketing strategy.
 To develop an in-depth understanding of the field of marketing management and to
integrate theoretical concepts with practical marketing-related issues
 To develop expected attitude and skills required of a successful marketer by way of
understanding marketing efforts better in the context of developed economy as well as
that of Pakistan.
Course Outcomes:After successful completion of this course, students will be able to

Understand the basic principles and tools of marketing.

Know the concepts and theories and strategies of marketing.

Recognize the nature and process of marketing concepts and management decisions
irrespective of career plan.
 Identify the role of marketing led decisions and appreciate the marketing function in
order to achieve organizational success.
S.N Items Mark

29
O s
1. MidTerm Exam 30
2. End Term Exam 50
Quiz(s)
Assignements(s)
Class Participation
Presentations
Case Discussion
AnyOther
Total 20 20
Grand Total 100

1. Marketing: Creating and Capturing Customer Value
1.
2. (Chapter 1- PRINCIPLE OF MARKETING)
3. Company and Marketing Strategy: Partnering to Build Customer Relationships
2. 4. (Chapter 2- PRINCIPLE OF MARKETING)
5. Analyzing the Marketing Environment

3.
7. Consumer Markets and Consumer Buyer Behavior
4.
9. Business Markets and Business Buyer Behavior
5.
11. Customer-Driven Marketing Strategy: Creating Value for Target Customers
6.
12 (Chapter 7- PRINCIPLE OF MARKETING)
13. Products, Services, and Brands: Building Customer Value
7.
MID TERM EXAMS
MID TERM BREAK
15.
Pricing Strategies
17. Marketing Channels: Delivering Customer Value
9.
19. Communicating Customer Value: Integrated Marketing Communications
10. 20. Strategy
(Chapter 14- PRINCIPLE OF MARKETING)
21. Sustainable Marketing: Social Responsibility and Ethics
23. Tapping into Global Markets

12. 24. ( Chapter 20- MARKETING MANAGEMENT)
25. Managing a Holistic Marketing Organization for the Long Run

13. 26. ( Chapter 21- MARKETING MANAGEMENT)
30
27. Final Project and Class Presentations
14.
28.
END TERM EXAMS
31
Semester - II
CODE COURSE CREDITS
MGT - 511 Business Mathematics Statistics 3+0

BS - 512 Business Economics 3+0
FM - 514 Financial Management 3+0
HR - 501 Human Resource Management 3+0
FM - 512 Managerial Accounting 3+0
32
Course Title: Business Mathematics & Statistics

Credit Hours: 3 + 0
Course Instructor:
Prerequisites:
Basic arithmetic and algebra skills to Intermediate level.
The course objectives are
 Understanding themathematical functions, principles and techniques that are useful in business
management.
 Enhancement of students‟ competency in application of mathematical linear & quadratic equations
in solving business management problems
 Understanding the concepts of simple interest, compound interest, annuities, discounted cash flows
and its business applications
 This course provides an introduction to Probability and Descriptive statistics with applications.
Understand the Measures of Central Tendencies, Measures of Dispersion, regression & correlation and
discuss some of the issues and problems associated with collecting and interpreting the concerned
data, and basic statistical studies.
INTENDED COURSE LEARNING

 Computation - Use basic mathematical operations.
 Critical Thinking and Problem Solving - Evaluate information and solve
problems.
 Demonstrate an understanding from the knowledge learn and apply some
fundamental statistical methodology to solve problems
 Conduct case study project, apply statistics methods using statistics
software
 program and problem-based learning approach.
PROVISION OF SOFT SKILL
33
The students will develop the skill to use applied mathematics to solve their business and
financial problems and conduct case study project, apply statistical methods to gather data and
reach research based solutions.

1) Business Mathematics by Frank.S.Budnick 4th Edition
2) Elementary Statistics: A step by step Approach by: Allan G. Bluman 5TH Edition
REFERENCE BOOKS
1) Statistics for Business and Economics by Paul Newbold, 6th edition
2) Walpole R. E. “Introduction to Statistics” 3rdedt ; Macmillan Publishing Co.NY 1982.
S.NO Items Marks

1. Mid Term Exam 30
2. End Term Exam 50
Quiz(s)
Assignements(s)
Class Participation
Presentations
Case Discussion
Any Other
Total 20 20
Grand Total 100
COURSE CONTENT

No No
1. System of linear equations and its solutions.
1.
2. Business applications of System of linear equations and its solutions.
3. Cost, Revenue & Profit Equations & Business applications.

2.
4. Cost, Revenue & Profit Equations & Business applications.
5. Break Even Models and its Business Applications.
3.
6. Break Even Models and its Business Applications.
4. 7. Break Even Models and its Business Applications.
34
8. Financial Maths. Compound amount & Effective annual interest rate.
9. Financial Maths. Compound amount & Effective annual interest rate.

5.
10. Annuities and the future values.
11. Annuities and the future values.

6.
12 Annuities and the present values.
13. Annuities and the present values.

7.
14. Discounted Cash inflows, Net Present Values.
MID TERM EXAMS
MID TERM BREAK
15. Intro to Statistics, Measures of central tendencies ( Mean, Median, Quartiles,
Deciles, Percentiles, Mode)
8.

9.
18. Measures of Dispersion ( Standard Deviation, Variance, Coefficient of
Variation
19. Measures of Dispersion ( Standard Deviation, Variance, Coefficient of

Variation
10.
20. Regression, Correlation, Rank Correlation & its Business applications.

11.
23. Chi-Square and its Business applications

12.
24. Chi-Square and its Business applications
25. Probability, Basic laws of Probability, Law of addition

13.
26. Probability, Basic laws of Probability, Law of addition
27. Normal Distribution , related problems
14. 28. Normal Distribution , related problems
END TERM EXAMS
35
Course Title: Business Economics
Course Code: BS-512

Credit Hours: 3 + 0
Course Instructor:
Prerequisites:
This course provides a broadly-based introduction to the study of economics. It isdesigned for
students wishing to familiarize themselves with the basics of economics. No particular background
in terms of specific subjects studied is expected or required and no prior knowledge of economics
is necessary for students to undertake a course of study based on this specification. However, a
familiarity with economic concepts would be an advantage.
The course of Business Economics covers the two major areas of economics: microeconomicsand
macroeconomics, together with policy applications. The main objectives of economics course for
students are:
 developed an understanding of the economic way of thinking.
 to learn and understand the economic concepts and principles and apply them to a variety of
economic situations.
 an enhanced capacity to link economic concepts to the decision making processes of

individuals, corporations and government.

After successful completion of this course, students will be able to:
 Analyze a range of straightforward microeconomic problems and to understand how the
economic approach goes about addressing more complex issues.
 Knowledge of a basic framework of the macro- economy.
 The ability to conceptualize economic problems, and to critically apply economic analysis.
 Interpret charts, graphs, and tables and use the information to make informed judgments.

ECONOMICS by Sameulson Nordhaus, 19th Edition, By McGraw Hills Publications.
REFERENCE BOOKS
Modern Economic Theory: Micro and Macro Analysis by K.K. Dewett.
S.NO Items Marks

1. Mid Term Exam 30
2. End Term Exam 50
Quiz(s) 08
36
Assignements(s) 07
Presentations 03
Any Other -
Total 20 20
Grand Total 100
COURSE CONTENT

No No
1. Basic Concepts of Economics. Definition of Economics.
1.
2. Fundamentals of Economics. Scarcity & Efficiency. Utility, Goods & Services.
Three basic wants. Micro & Macro Economics.
3. Basic problems of Economic Organization. Positive vs. Normative Economics.
2.
4. Society’s Technological possibilities. Production Possibility Frontier.
5. Opportunity costs, Efficiency & Inefficiency. Applications of PPF.
3.
6. Basic elements of Supply & Demand. Law of demand, Assumptions.
7. Shift and movement in demand curve. Determinants of demand. Market Demand.

4.
8. Difference between stock and supply. Law of Supply & Assumptions.
9. Determinants of Supply. Shifts in supply curve.

5.
10. Equilibrium of Demand & Supply. Effects of shift in demand & supply.
11. Elasticity of Demand. Determinants of elasticity of demand. Elasticity in diagrams

and mathematical calculation.
6.
12 Elasticity and Revenue.
Application of price elasticity of demand from Agriculture Sector.
13. Elasticity of Supply. Cross Elasticity.
14. Demand and consumer behavior. Law of Diminishing MU

7.
Income Elasticity. Market Demand. Income Effect & Substitution Effect.
Consumer surplus.
MID TERM EXAMS
MID TERM BREAK
15. Economic analysis of costs (TC, FC, VC, MC). Relation between AC and Mc.
16. Diminishing returns & U-shaped curves.
8.
Link b/w production and costs.
9. 17. Perfect competition.
37
Characteristics of Perfect Competition.
Price & Output Determination in Short run & Long run.
18. Supply behavior in competitive industries in short and long-run.
19. Special cases of competitive markets. Back ward bending supply curve.
10. 20. Patterns of imperfect competition.

Monopoly, Oligopoly & Monopolistic competition.
21. Sources of Market Imperfections.

Profit-Maximization conditions.
11.
22. Difference between micro & macroeconomics. Three basic goals of Macroeconomics.
23. Objectives of Macroeconomics.
12. 24. Instruments & tools of Macroeconomics.
25. Measuring economic success. Tools of macroeconomic policy.

13.
26. Aggregate demand & aggregate supply.
27. Measuring Economic Activity. Approaches to Measure GDP.

Components of GDP.
14.
NDP, GNP, National Income & Disposable Income.
28. Revision
END TERM EXAMS
Course Title: Financial Management
Course Code: FM-514

Credit Hours: 3 + 0
Course Instructor:
PREREQUISITES:
Financial Management is a core subject of finance in second Semester at MBA level and assumes that
the student must have basic understanding of accounting terms including Assets, Liabilities and Owners
Equity.
“Introduction to financial Accounting” by Meigs & Meigs.(11th or 13th edition)

COURSE DESCRIPTION:
Financial management is the area of business management, devoted to a judicious use of capital and a
careful selection of sources of capital. This course provides an overview of the financial management
basics; introduces some of the basic terms as well as the role that finance plays in the firm and markets
today. The role of the financial manager is examined; discuss the different types of business organizations;
examine how the financial market works; understand accounting income versus cash flows and book values
38
versus market values; study the role of interest rate play in our economy; interpret financial ratios; the
concept of time value of money; and examines and understand financial issues in order to make financial
decisions.
COURSE OBJECTIVES:
The purpose of the financial management is

 To understand the financial decision –making process
 To interpret the impact that financial decisions will have on value creation.
 The course introduces the three major decision –making areas in financial management:
the investment, financing and asset management decisions.
 To introduce students financial management and its importanceand its applications
in business, their relationship with thebusiness environment and the role and
functions of chief financial officer.
 To Introduce students to time value of money and its relationship tothe objectives of
financial management, rationale for using thetime value of money, and simple and
compound interest and howto calculate it, and also to understand the present value of
thefuture payments.
 To introduce students to major financial statements of businesses aswell as the
definition of the purposes and tools of financialanalysis and its importance in the
financial control process.
 To introduce students to the basics of investing in securities throughexposure to the
following points: knowledge of financial marketsand their components, and
functions of the financial market, andthe parties worked in the financial markets, the
stock traded in themoney markets and capital markets, then find out the
efficiencystandards of the financial market, as well as valuations of Sharesand
bonds.
LEARNING OUTCOMES:
After completing this course students will be able to

 Understand the responsibilities that corporate managers have, to their stockholders
and society.
 Be aware of the environment and constrains that face business managers.
 Be able to apply time value of money mathematics to problems dealing with lump
sum, annuities, loans, bond and stock valuation and the investment of funds.
 Be able to use basic capital budgeting tools like Net present value, and internal rate of
return to determine the desirability of both long term and short term capital
investment. This will enhance the technical abilities of students.
 Understand and be able to analyze financial statements.
TEXTBOOK
 Fundamentals of Financial Management. (11th or 13th Edition)
By:James. C. Van Horne & John M. Wachowicz, JR.
REFERENCE BOOKS
Students can use following reference books for understanding the concepts
 Fundamentals of Financial Management. (10th Edition)

By: Brigham and Houston.
39
 An Introduction To Financial Management (Latest Edition)
By:Gary L Trennepohl and James E.Wert,& Glenn V.Henderson.
 International Financial Management (Latest Edition)

By :Sweeny H.W.Allen & Rachlen Robert
 Introduction to corporate finance (Latest Edition)

By : Stephen A. Ross & Randolph W. Westerfield,
S.NO Items Marks

1. Mid Term Exam 30
2. End Term Exam 50
Quiz(s) 5
Assignements(s) 5
Presentations -
Case Discussion 5
Lab Work/Practical Project -
Any Other -
Total 20 20
Grand Total 100
COURSE CONTENT
1: financial management:
1. Finance and accounting. What is financial management. Difference
between investing, financing and asset management decisions.
1. Role of financial management:
Goals of the firms, difference between profit maximization and
2.
shareholders wealth maximization, agency problems. Social
responsibility.
2.The Business, tax and financial environment:
Forms of business organization, sole proprietorship, partnership, limited
3.
liability companies, difference between company and LLC, the financial
environments.
2.
The Business, tax and financial environment contd..
Flow of funds, different type of markets, money market and capital
4.
market instrument, advantages and disadvantages of both types of market
instrument, primary market vs secondary markets
The Business, tax and financial environment contd..
Flow of funds, stock exchanges vs OTC markets, financial
5.
intermediaries, mutual funds, direct flow of funds vs indirect flow of
3. funds,
3. Time Value of Money
6. Interest Rate, Simple interest verses compound interest. Calculations of
Missing values in compound interest. Questions and numerical.
40
Time Value of Money contd..
Annuities verses simple compounding and Discounting.
7. Ordinary annuity vs annuity due.
Future value of ordinary annuity and Future value of annuity due .
4. Questions and numerical
Time Value of Money contd…
Present value of annuity.
8.
Present value of an ordinary annuity
Present value of annuity due. Practice questions.
Effective Interest. Comparison between nominal interest and Effective
9. Interest.
Compounding or discounting for more than once in a year.
5. Questions.
Amortization. Concept of loan amortization.
10
Amortization Schedule.
Questions of annual and semi- annual loan amortization .
11.
Practice questions from core and reference books.
4. Valuation of long term securities:
6. Types of long term securities.
12 Difference between different securities.
Bond, types of bonds, non zero and zero coupon bonds,valuations of non
Zero coupon bonds
Valuation of long term securities contd…
Valuation of Non-Zero coupon bond if interest payments are made
13.
semiannually.
Valuation of Zero coupon and Perpetual bond.
7. Valuation of long term securities contd..
Valuation of Preferred stock
14. Valuation of common stock.
Dividend discount models.. constant growth and supernormal growth
model.
Mid Term Exam
Mid Term Break
Valuation of long term securities contd
15. Yield to mauturity of non zero coupon bonds, zero coupon bond and
YTM, Perpetual bonds and YTM. Common stock and YTM
8.
16. Different Yields Yield to maturity , Yield to Call, Current Yield and
Capital Gain and Loss Yield.
17. Practice questions related to valuation of long term securities from core
book and practice books.
9. 6. Capital Budgeting Techniques
Capital budgeting and its importance in finance ,Project evaluation and
18.
selection of alternative methods. Discounted vs non discounted capital
budgeting techniques.
10. 19. Capital Budgeting Techniques
Pay back period, discounted payback periods,
41
Accounting Rate of Return. Pros and cons of Non-discounted techniques
Practice Questions
Capital Budgeting Techniques. Contd…
Net present value NPV Profile and Practice questions
20.
Profitability Index . comparison of Net Present Value and Profitability
Index.
Capital Budgeting Techniques. Contd
21. Internal Rate of Return. Calculations of IRR if cash flows are same or if
they are unequal.
Practical Significance of IRR.
11.
Capital Budgeting Techniques. Contd
22. Mutually exclusive project, projects with unequal lives, difference in

cash Flow patterns, different level of investments Potential difficulties
(Dependency and mutual exclusion)
5.Financial ratio analysis and financial planning:
23.
Ratio analysis, current ratios and debt ratios
12.
Financial ratio analysis and financial planning:
24.
Efficiency ratios, profitability ratios, questions and problems
25. Profitability in relation to investment, ROI vs ROE, questions and
13. problems
26.
Coverage ratios. Financial planning, practical implications of ratio analysis.
Du- Pont model for calculating the Earning powers. Return on Assets
27. and Return on Equity . comparing them with profitability ratios and
analyzing them.
14.
28. Questions and numerical from core and additional reading books.
END TERM EXAMS
Course Title: Human Resource Management
Course Code: HR-501

Credit Hours: 3+0
Course Instructor:
Prerequisites:
Students should be specialized in Principles of Management.
This course focuses on the Human Resource management and planning. The course emphasis is on
the understanding of the concepts of right person for right job with right policies.
 Develop an understanding of key aspects of employment law.
42
 Develop an understanding of the requirements of a global workforce
 Develop an understanding of the impact of HR related policies on the workforce
 Develop an understanding of key human resource functions.
 Develop collaborative learning, critical thinking and presentation skills.
 Enhance and refine analytical, and research skills related to HRM.

Equip the students with the concepts, problems and techniques applicable to the Human Resource Functions of
Business Organizations. The emphasis is on decision making in human resource areas.

 Human Resource Management by Robrt.L. Mathis &John.H. Jackson (13th Edition)
 Human Resource Management by Noe and Hollen Beck 9th edition.
REFERENCE BOOKS
 Case studies, Research articles will be provided by the instructor
 Human Resource Management by David A. Decenzo and Stephen P. Robins
S.NO Items Marks

1. Mid Term Exam 30
2. End Term Exam 50
Quiz(s) 5
Assignements(s) 5
Presentations 5
Case Discussion
Any Other
Total 20 20
Grand Total 100
COURSE CONTENT

No No
1. Introduction to HRM, HRM in dynamic environment
Meeting competitive challenges through HRM practices
1.
2. Functions of HRM
2. 3. Strategic Management, Strategy formulation, Strategy implementation(Quiz)
43
4. Role of HRM in providing strategic competitive advantage
5. Work flow analysis and organization structure

3.
6. Work flow analysis and organization structure (Continued)
7. Job Analysis, Job analysis Methods, Job Design (Quiz)
4. 8. Human Resource Planning Process

Human resource recruitment process
9. Factors effecting recruiting process

Case study
5.
10. Recruitment sources, Selection method Standards
11. Employee orientation, Employee training, Employee development
6. 12 Coaching, Designing effective training system, Training methods, Evaluating training

program
13. Coaching, Designing effective training system, Training methods, Evaluating training
program(Continued)
7.
14. Revision & Quiz
MID TERM EXAMS
MID TERM BREAK
15. Performance management, Purpose of performance management
16. Appraisal methods, Choosing a source of performance information, Approaches to

8.
measuring performance, Rater errors in performance management, International
performance appraisal
17. Employee separation and retention, How to retain good employees, How to fire the
9. unwanted stuff, Sources of Job dissatisfaction
18. Case Study
19. Pay structure decisions, Internal equity Recognizing employee contribution with pay
10.
20. External equity, Recognizing employee contributions with pay, Pay Program
21. Employee benefits, Types of employee benefits(Quiz)

11.
22. Occupational health and safety, Maintenance of healthy work environment,
Maintaining effective relationships
23. Labor relations and collective bargaining
12.
24. Research papers discussions (Conclusions)
13. 25. Project Presentations of assigned projects.
44
26. Project Presentations of assigned projects.
27. Quiz & Revision

14.
28. Revision
END TERM EXAMS
Course Title: Managerial Accounting
Course Code: FM-512

Credit Hours: 3 + 0
Course Instructor:
Prerequisites: Financial Accounting
 This course provides an introduction to the fundamental concepts of managerial accounting.
 The Focus of the course will be on the accounting function internal to organizations.
 ManagerialAccounting is concerned with the analysis of and accounting for costs, managerial
planning ,Decision making activities and control.
 The nature and behavior of costs and the usefulness andLimitations of accounting data for this
purpose.
 Managerial accounting, where provides some data for financial statements, prepared for external
users, has as its primarypurpose the development and presentation of information useful to
internal management fordecision making, planning and control.

On completion of this course, students will be able to:
 Explain cost management concepts, product costing techniques, and planning &
 Control systems;
 Use relevant information for making decisions;
 Prepare a master budget and a flexible budget, compare the budgets with actual
 Results analyze and interpret variances;
 Apply Management Accountants’ Codes of Ethics to resolve an ethical situation;
 Develop verbal and writing communication skills and teamwork ability

 Cost and Management Accounting byMatz Uzry.11th Edition.(Text book)
 A R Khan, Cost Accounting.
 Hilton W. Ronald (2005) Managerial Accounting 6th edition McGraw-Hill Irwin
REFERENCE BOOKS
45
 Garrison H. Ray, Noreen W. Eric (2004) 10th edition Managerial Accounting Irwin
publishers
 ICMAP (2005) Stage 2 Fundamentals of Cost and Management Accounting PBP
professional education
S.NO Items Marks

1. Mid Term Exam 30
2. End Term Exam 50
Quiz(s) 5%
Assignements(s) 5%
Class Participation 2%
Presentations 3%
Case Discussion 1%
Lab Work/Practical Project 4%
Any Other 0%
Total 20
Grand Total 100
COURSE CONTENT

1. Introduction to Managerial Accounting:
Difference b/w cost & expense. Cost Accounting vs Managerial Accounting.
The nature of Cost Accounting. The flow of costs.
1. 2. Difference between Cost and Expense:
Uses of managerial Accounting and its relationship with Financial and Cost
Accounting. The flow of costs. The main elements of statements prepared
in Managerial Accounting.
3. Costs, Concepts and Classification:
Component of product cost.
2. Component of period cost.
4. Changes in cost t in response to business volume.
Opportunity cost, Sunk cost Standard cost.
5. Financial Statements : the basis for planning and control:
3. Cost of goods manufactured & sold statement.
6. CGS statement through reverse method.
7. CGS statement through the use of formulas.
4. 8. Multiple step income statement.
Balance sheet of a production concern.
5. 9. Ratios related to Income statement and Balance sheet
10. COST ACCOUNTING SYSTEMS.
Completion of cost accounting cycle through general entries and
46
different steps involved in it.
11. Direct Material consumed in production.
Direct Labour cost incurred.
6. Incurrence of Factory overhed cost in production
12 JOB ORDER COSTING.
Introduction of job order costing.
13. Types of JOB Order Costing Job cost sheet & its components,
7.
14. Preparation of job order sheet
MID TERM EXAMS
MID BREAK
15. COST-VOLUME-PROFIT ANALYSIS
8
16. One Product Cost-Volume-Profit Model
17. Contribution Margin Ratio, changes in fixed cost ,sale price and volume
9 18. ACTIVITY-BASED-ACCOUNTING
19. Activity based accounting continued

10 20. FACTORY OVERHEADS VARIANCE ANALYSIS
Introduction about the Topic
21. Types of variance Spending and Idle capacity variance.
11 22. Interpretation of variance and their effects.
23. High and low point in variance analysis

12
24. STANDARD COST
25 Standard cost advantages and limirtations
13
26 Standard cost and variance analysis
27. Flexible budgets and standard cost
14
28. Revise all the course and discuss the students problem
END TERM EXAMS
47
Semester - III
CODE COURSE CREDITS
MGT - 521 Entrepreneurship 3+0
MGT - 522 Production Operation Management 3+0
MGT - 523 Business Research Methods 3+0

Elective I 3+0
Elective II 3+0
Course Title: Entrepreneurship
Course Code: Credit Hours: 3+0

Course Instructor: MGT-521
48
Prerequisites:
None .This is a compulsory course, better understanding all basic courses such as
marketing, management, and finance courses as the entrepreneurs need to excel in all
these functions to be able to write a business plan for this course. Furthermore with their
startup projects students
Course Description:
 Entrepreneur, Start up business, arrange funding, creativity, innovation, Effectuation, business
plan and intellectual property are a few concepts which can explain if taken simultaneously the
subject Entrepreneurship. The air of this subject is different from other management subject
though they feel like carrying same philosophy. Entrepreneurial intention and effectuation
principles set them apart from other business subjects which emphasize on continued planning.
 In today’s competitive world where we are facing intense competition in every field not only
from national but from a global perspective. The developingdigital age andE-business has
opened war of the brands/ businesses from many sides concurrently. The emphasize of teaching
comprehensively financial, marketing, production plans and social entrepreneurship concepts
will provide the students better to handle any situation presented to them.
Objectives:
 To understand and handle your own and corporate business this course will equip the students
with appropriatesubject knowledge and practical skills for managing business investments and
fundraising for startups.
 A thorough emphasize on writing the winning business plan and
 Transforming the idea into a proto type
 Initiate a startup will provide a sound platform for a successful business which will contribute
and boost economic activity in Pakistan.
Intended outcome
This course explores the allure of entrepreneurship, teaching students how to successfully start their
own businesses. With real business profiles of inspiring young entrepreneurs,
 Develop Aspiring entrepreneur
 Managing small scale business
 Participation in national and international events
Textbooks (or Course Materials) with latest Edition
Entrepreneurship: Successfully Launching New Ventures, 4th Edition.Bruce R. Barringer, Oklahoma

State UniversityR. Duane Ireland, Texas A&M University
©2012 |Pearson
Reference Books:
Innovation and Entrepreneurship by Peter F. Drucker Harper Collins publishers UK
“Patterns of Entrepreneurship” by Jack M Kaplan
49
Naqi, Dr. S. M, Entrepreneurship – A Recipe for Economic Development: Lahore, Naqi Hyder &
Associates
Kuratko Donald F and Hodgetts (2001) Richard M, Entrepreneurship- A Contemporary Approach:

New York, South-Western, Thomas Learning
S.NO Items Marks

1. Mid Term Exam 30
2. End Term Exam 50
Quiz(s)
Assignements(s)
Class Participation
Presentations
Case Discussion
Lab Work/Practical Project 10 10
Any Other/business plan 10 10
Total 20 20
Grand Total 100
COURSE CONTENT

1. Introduction to Entrepreneurship, Nature and Importance of
Entrepreneurship, myths about Entrepreneurship, types of entrepreneur,
1.
process of entrepreneurship
2. process of entrepreneurship
3. Recognizing Opportunities and Generating Ideas, finding gaps ,techniques for
generating ideas ,process of generating creative ideas
2.
4. Recognizing Opportunities and Generating Ideas, finding gaps ,techniques for
generating ideas ,process of generating creative ideas
5. Encouraging and protecting new ideas ,protecting ideas from being lost and
3. stolen
6. Feasibility Analysis,
7. Feasibility Analysis
4.
8. Industry and Competitor Analysis
9. Industry and Competitor Analysis
5.
10. Writing a Business Plan
11. Writing a Business Plan
6.
12 Writing a Business Plan
13. Developing an Effective Business Model

7.
14. Setting up the company
50
MID TERM EXAMS
.
MID TERM BREAK
.
19. (Assessing a New Venture’s Financial Strength and Viability
8.
20. Process of financial management
21. Building a New-Venture Team
9. 22. Building a New-Venture Team
23. Getting Funding or Financing
10. 24. Local Venture Capitalist or Business Angel
25. The Importance of Intellectual Property

11. 26. The Importance of Intellectual Property
27. E business strategy

12.
28. E business strategy
29. Preparing for and Evaluating the Challenges of Growth
13.
30. Strategies for Firm Growth
14 31 Franchising
15. 32 Selling, mergers
. End term examination
Course Title: Production and Operation Management

Credit Hours: 3+0
Course Instructor:
Prerequisites:
Students should be specialized in production and operations management aspects.
 This course gives you an introduction to the functional area of production and operations
management as practiced in manufacturing industries and the services sector. It includes
decision-making, project management, facility layout in manufacturing and services industries,
waiting lines, quality control, just-in-time systems, forecasting, aggregate planning, inventory
management, materials requirements planning (MRP), and operations scheduling.
 To provide an introductory course in Prodn/Opns. Management.
 To present the student with an overall view of the decision-making process as it relates to the
major areas of Production/Operations Management.
 To place the historical development of Prodn./Opns. Mgmt. Techniques in their perspective by
discussing the evolution of principles that make it possible to design facilities, processes, and
control systems with a degree of predictability as to their performance.
51
 To present the principles of operations economies (how to employ labor materials, machines,
and capital) in a balance to match the changing relative values of the basic components.

 Demonstrate awareness and an appreciation of the importance of the operations and supply
management to the sustainability of an enterprise.
 Demonstrate a basic understanding of project management.
 Demonstrate an awareness of the importance of facility layouts.
 Explain the importance of forecasting.
 Demonstrate an understanding of the concepts of operations scheduling
PROVISION OF SOFT SKILL
The students will develop the skill of the decision-making process and apply the principles that
make it possible to design facilities, processes, and control systems with a degree of
predictability as to their performance.

Operations Management By Jay Heizer & Barry Render 12th edition
REFERENCE BOOKS
Operations Research By Taha 6th edition
S.NO Items Marks

1. Mid Term Exam 30
2. End Term Exam 50
Quiz(s)
Assignements(s)
Class Participation
Presentations
Case Discussion
Any Other
Total 20 20
Grand Total 100
COURSE CONTENT

No No
1. Introductory class, Introduction Basic Concepts
1. Definition Organizations for creation of goods and service
2. Introductory class, Introduction Basic Concepts
52
Definition Organizations for creation of goods and service
3. The productivity Challenger and related problems
2.
4. The productivity Challenger and related problems
5. Systems, Mission, Strategy-Strategic/Tactical Decisions
Design of goods and services, managing quality
3.
6. Systems, Mission, Strategy-Strategic/Tactical Decisions
Design of goods and services, managing quality
7. Operation management in global environment
Competitive advantage in global environment
4.
8. Project management
CPM method
9. Project management
5. CPM method
10. Network approaches,AOA and AON and related problems
11. Network approaches,AOA and AON and related problems
6.
12 Probability and Z value calculation
13. PERT analysis, three time estimates in PERT and related problems
7.
14. PERT analysis, three time estimates in PERT and related problems
MID TERM EXAMS
MID TERM BREAK
15. Crashing the project and concept of equalization
8.
16. Crashing the project and concept of equalization
17. Qualitative and quantitative forecasting approaches
Time series forecasting
9.
18. Qualitative and quantitative forecasting approaches
Time series forecasting
19. Forecasting error models
10.
20. Simplex method and related numericals
21.
Simplex method and related numericals
11.
22. Hungarian method
Problems and calculations
23. Hungarian method
12. Problems and calculations
24. Linear Programming, Corner point method and related problems
25. Linear Programming, Corner point method and related problems
13. 26. Layout strategy and Location Strategies
Types of lay out , waiting line models
27. Layout strategy and Location Strategies
14. Types of lay out , waiting line models
28. Just-in-Time and Lean Production Systems
END TERM EXAMS
53
Course Title: Business Research Methodology

Credit Hours: 3 + 0
Course Instructor:
Prerequisites:
 Students should know the basic concept of research especially in business area.
 Demonstrate the ability to plan and manage a piece of independent research,

 Produce a consistent proposal for that research,
 Formulate effective strategies for achieving goals when working with others ,
 Identifythe information needed to carry out the planned research, and the sources of
That information,
 Demonstrate competence in the selection and proposed application of appropriate
Business research techniques,
 Collect and organise the preliminary data necessary for the production of the research
proposal,
 Show satisfactory ease in use of SPSS to analyse data
 Deliver a presentation which communicates a series of points of the proposal,
 Assessthe quality of his or her oral communication and identify areas for improvement,
 Participate and collaborate in a group.
 To know the significance of research in business.

 To know how to write research paper.
 To identify important aspects/ elements of research.

 Research Methods for Business, by Uma Sekeran 6th Edition
REFERENCE BOOKS
» Saunders M, Lewis P & Thornhill A, (Latest Edition) Research Methods for Business
Students.Financial Times- Prentice Hall
» Bryman A, Research Methods & Organisation Studies, Unwin-Hyman Gill J & Johnson P,
Research Methods for Managers, Paul Chapman Publishing
» Huff D, How to lie with statistics, Penguin
» Marsh C M, The Survey Method, Longman
» Oppenheim A N, Questionnaire Design, Interviewing & Attitude Measurement, Pinter
» Yin R K, Case Study Research: Design & Methods, Sage

54
S.NO Items Marks
1. Mid Term Exam 30
2. End Term Exam 50
Quiz(s)
Assignements(s)
Class Participation
Presentations
Case Discussion
Any Other
Total 20 20
Grand Total 100
COURSE CONTENT

1. Introductory class
What is research?
Definition of business research
Research and the manger
Types of Business Research: Applied and basic
Applied Research
Basic of fundamental Research
Managers and research
The Manager and the consultant researcher
The Manager- Researcher Relationship
1.
2. Basic Concepts
Internal Versus External consultants/Researcher
Internal consultants/Researchers
Advantages of internal consultants/Researchers
Disadvantages of internal consultants/ Researchers
External Consultants/Researchers
Advantages of External consultants/Researchers
Disadvantages of External consultants/ Researchers
Knowledge about Research and Managerial Effectiveness
Ethics and Business research
2. 3. The scientific approach and Alternative Approaches to Investigation
The Hall Marks of scientific research
Purposiveness
Rigor
Testability
Replicability
Precision and confidence
Objectivity
55
Generalizability
Parsimony
4. The Hypothetico-deductive Method
The seven step process in the The Hypothetico-deductive Method
identify a broad problem area
Define the problem statement
Develop Hypotheses
Determine measures
Data Collection
Data Analysis
Interpretation of Data
Review of The Hypothetico-deductive Method
5. The Broad Problem Area and Defining the Problem Statement

The Broad Problem Area
Preliminary information gathering
Nature of information to be gathered
3. Background information on the organization
Literature The body of knowledge available to you
6. Defining the problem Statement
What Makes a good problem statement
The research Proposal
7. The Critical Literature Review
The Purpose of Critical Literature Review
How to approach the literature Review
4. 8. Data sources
Searching for Literature
Evaluating the Literature
Documenting The Literature Review
5. 9. Theoretical Framework and Hypotheses Development
The need for a theoretical framework
Variables
Dependent Variable
Independent Variable
Moderating Variable
The distinguish between independent variable and moderating variable
Mediating Variable
10. Theoretical framework
The components of Theoretical Framework
Theoretical Framework for the example of air safety violation
Hypotheses Development
Definition of Hypotheses
Statements of hypotheses: formats
If-Then Statements
56
Directional and non-Directional Hypotheses
Null and alternative hypotheses
11. Elements of Research Design

The Research Design
Purpose of the Study: Exploratory, descriptive, causal
Exploratory Study
Descriptive study
Causal Study
Extent of researcher interference with the study
Study setting: contrived and non-contrived
12 Research Strategies
Experiments
6. Survey research
Observations
Case Studies
Grounded Theory
Section Research
Mixed Methods
Unit of analysis: Individuals, Dyads, Groups, organizations, cultures
Time horizon Cross Sectional Versus longitudinal study
Cross sectional Study
Longitudinal Study
7. 13. Data collection Methods: Introduction and interviews

Sources of Data
Paramilitary sources of data
Focus groups
Panels
Unobtrusive measures
Secondary sources of fata
Method of data collection
Interviewing
Unstructured and Structures interviews
Unstructured interviews
Structures interviews
Review of unstructured and structures interviews
Training interviews
Some tips to follow when interviewing
Establishing credibility and rapport, and motivating individuals to responds
57
14. The questioning technique
Review of tips to follow when interviewing
Face to face interviews advantages and disadvantages
Telephone Interviews Advantages and disadvantages
Additional sources of bias in interview data
Computer assisted interviewing
Cati and Capi
Advantages of software packages
Review of interviewing
MID TERM EXAMS
MID TERM BREAK
15. Data Collection Methods : Questionnaire

Types of questionnaire
Personality administered questionnaire
Mail and electronic questionnaire
Guideline for questionnaire design
16. Principles of wording

8.
Content and purpose of questions
Language and wordings of questions
Types and forms of questions
Principles of measurement
General appearance or group of questionnaire
Review of questionnaire design
Pretesting of structured questions
Electronic questionnaire and Survey design
9. 17. Measurement: Scaling, Reliability, Validity
Four types of scales
Nominal scale
Ordinal scale
Interval scale
Ratio scale
Review of scales
Rating scales
Dichotomous scales
Category scale
Semantic differential scale
Numerical Scale
Itemized rating scale
Likert scale
Fixed or constant sum scale
Staple scale
Graphic rating scale
Consensus scale
Other scales
18. Ranking Scales

Paired comparison
Forced choice
58
Comparative scale
International Dimensions of scaling
Goodness of measures
Item analysis
validity
Content validity
Criterion related validity
Construct validity
Reliability
Stability of measures
Internal consistency of measures
19. Sampling
Population
Element
Sample
Sampling unit
Subject
10.
20. Parameters
Reasons of sampling
Efficiency in sampling
Sampling as related to qualitative studies
21. Quantitative Data Analysis

Getting data ready for analysis
Coding and data entry
Coding the responses
Data entry
Data Editing
Data transformation
Getting a feel for the data
11.
Frequencies
Bar charts and pie charts
22. Measure of central tendency and dispersion

Measure of central tendency
Measure of dispersion
Relationship between variables
12. 23. Relationship between two nominal variable Chi square X2 test
Correlations
Excelsior Enterprises: descriptive statistics Part 1
Testing Goodness of data
Reliability
Excelsior enterprises : checking the reliability of the multi item measures
Validity
59
24. Qualitative Data Analysis
Data reduction
Data display
Reality and validity in qualitative research
25. Other methods of gathering and analyzing data
Reseach Paper discussion
13.
26. Reseach Paper discussion
27. Presentation and Revision
14.
28. Presentation and Revision
END TERM EXAMS
Semester - IV
CODE COURSE CREDITS
3+0
MGT - 532 Business Law
3+0
MGT-533 Knowledge Management
3+0
MGT - 537 Leadership & Organizational Behaviour
3+0
Elective III
3+0
Elective IV
60
Course Title: Business Law

Credit Hours: 3+0
Course Instructor:
Prerequisites:
The student must have cleared the 6th semester in the case of BBA and the 3rd semester in the case of MBA
 Introduction of legal issues to the students, that impact business responsibility as managers.
 The courses will help managers to identify areas of legal liability and risk and suggest how to
minimize legal risk.
 In each topic covered during this course the emphasis is placed on how to identify the legal duties
that apply for a manager and the legal liabilities that may be attracted by their actions.

The course is designed to provide students:
 An understanding of the legal system and how it applies to regulate business.
 Knowledge of basic principles of specific topics of law and their relevance to business.
 Knowledge of how to manage legal business risks.
Textbooks (or Course Materials) with Edition:
 Mercantile Law by M.C.Shukla Edi. 2013

 Law of Contracts by Imran Ahsan Khan Nyazee edi. 2011
 Contract Act 1872 by D.F.Mulla
 Partnership Act 1932 by D.F.Mulla
 Negotiable Instruments Act 1881 by Khargamwala
 Sales Act 1930 by D.F.Mulla
 Company Law 1984 by Muzammil
 Labour laws by Federal Law House 2016
 Latest Acts/ Ordinances uploaded on
www.pakistancode.gov.pk, www.punjabcode.punjab.gov.pk, www.punjablaws.gov.pk,

S.N Items Marks
o
1 Midterm 30%
2 End term 50%
61
3 Internal Evaluation
Breakdown
Quizes 5%
Assignments/Presentations 10%
Class participation 5%
Total 20%
Grand Total 100
CLASS ASSIGNMENT:
Students are required to submit atleast two assignments. They are encouraged to use the legal sources such
as some very informative websites, Books, Research Articles and must give proper citations.
COURSE CONTENT:

No No
1.  Introduction, information gathering, course overview,
1.  Introduction to Pakistan’s legal system.
2.  Law of business structure
3. CONTRACT ACT 1872
 Difference between Contract and Agreement.
 Offer, Acceptance, Consideration.
 Free Consent. Alteration.
2.
4.  Contract of Indemnity & Contract of guarantee.
 Contingent Contract with Wagering Contract.
5.  Discharges of Contract
 Remedies for breach of contract.
6. PARTNERSHIP ACT 1932

3.
 Nature of partnership.
 General duties of partner.
 Rights of partners.
4. 7. NEGOTIABLE INSTRUMENT ACT 1881

 Negotiable instrument Act 1881.
 Promissory Note.
 Bill of exchange,
 Cheque.
 Instrument payable by demand.
62
8.  QUIZ
9. SALE OF GOODS ACT 1930
 Contract of sale.
 Transfer of property as between seller and buyer.
5.
10.  Performance of the contract
 Unpaid seller
11.
COMPANIES ORDINANCE 1984
 Preliminary / Definitions /
6.  Salient features of a company.
 Memorandum of Association
12  Articles of Association
 Management and Administration
13.  Winding up
7.
14.  Revision+QUIZ
MID TERM EXAMS
MID TERM BREAK
15. FACTORIES ACT 1934
 Definition
8.  Inspecting Staff
16.  Health & Safety
 Restriction on working hours of adults
17.  Holidays with pay and over time
9.  Special provision adolescent and children
18.  Penalties and procedure
19. SOCIAL SECURITY ORDINANCE 1965
 Definitions
10.
 Organization
20.  Contribution
21.  Benefits
22. INDUSTRIAL RELATIONS ACT 2012
11.  Definitions
 Trade Unions
 Application for Registration.
23.  Corporation of Registered Trade Union.
12. 24.  Worker’s Participation and Dispute Resolution.
 Labor Court
25.  Procedure and powers of labor court.
 Appeal to High Court.
13.
26.  National Industrial Relations Commission (NIRC).
 Penalties and Procedure.
27.  Revision
14.
28.  Revision
63
END TERM EXAMS
Course Title: Knowledge Management

Credit Hours: 3+0
Course Instructor:
Prerequisites:
The students should have learnt the Human Resource Management Processes.
 The course basically explains the key aspects of the learning organization for sustainable
competitive advantage of an organization by covering all key areas i.e. physical, human,
infrastructure and financial activities.
 This course aims to explore the nature of organizational knowledge and the way it may be
identified, nurtured, captured, and shared across work communities.
 The course will provide a comprehensive view of how knowledge operates in organizations
and a practical as well as how it may be better managed to further the goals of the
organization.
 A strategic approach to knowledge management is developed, recognizing the important link
between knowledge and organizational outcome
 Explain the importance of Knowledge Management in business and how knowledge is created,
dispersed and used in the best way.
 Explain how Security Knowledge Management Systems (SKMS) can be used and the
advantages linked to these systems. This course aims to explore the nature of organizational
knowledge and the way it may be identified, nurtured, captured, and shared across work
communities.

The students will be able to practically implement the knowledge management systems in the
real-life organizations and may understand the importance of sharing of knowledge for their
own and other’s benefits.

 Knowledge Management by Shelda Debouski
REFERENCE BOOKS
64
 Knowledge Management in Theory and Practice by Kimiz Dalkir, 2nd Edition, 2012.
S.NO Items Marks

1. Mid Term Exam 30
2. End Term Exam 50
Quiz(s) 5
Assignements(s) 5
Presentations 5
Case Discussion
Any Other
Total 20 20
Grand Total 100
COURSE CONTENT
1. What is Knowledge Management, Two Major Types of Knowledge, Concept Analysis

Techniques, From Physical Assets to Knowledge Assets
1.
2. Organizational Perspectives on Knowledge Management, KM for Individuals,
Communities and Organization
3. The importance of Knowledge Management, knowledge based competition, Three Forces
2. driving the Economy
4. The influences on Organizations
5. An integrated KM cycle
3.
6. Sources of Knowledge
7. The Nonaka and Takeuchi Knowledge Spiral Model
4.
8. The Knowledge Taxonomies, Organization Knowledge Levels
9. The Focus of Strategic Management
5.
10. Organizational influences on Strategic Management
11. Organizational influences on Strategic Management(contd)
6.
12 Knowledge Worker forms of organization knowledge
13. Phase of Knowledge Development
7. 14. Phases of Knowledge Development
MID TERM EXAMS

MID TERM BREAK
15. Knowledge Sharing and Communities of Practice: Types of Communities; Roles and Responsibilitie
8. in CoPs
16. KM Infrastructure
17. Harnessing organization knowledge
9.
18. Knowledge Application; Characteristics of Individual Knowledge Workers
19. Knowledge Application at the Group and Organizational Levels, Knowledge Reuse
10.
20. Knowledge Repositories, E-Learning and Knowledge Management Application
65
21. The Role of Organizational Culture: Different Types of Cultures, Culture at the
11. Foundation of KM
22. 5 Ps of Strategic KM
23. Structural support for KM
12.
24. Organization Structure and Staffing
25. Knowledge Management Tools: Knowledge Capture and Creation Tools, Data Mining
13.
and Knowledge Discovery, Blogs, Mashups
26. Personal Knowledge Management, Networking Technologies, Intelligent Filtering
Tools, Adaptive Technologies
27. The KM Team: Major Categories of KM roles, KM Roles and Responsibilities within
14. Organizations
28. The KM Profession, The Ethics of KM
END TERM EXAMS
Course Title: Leadership& Organizational Behaviour

Credit Hours: 03
Course Instructor:
Prerequisites:
Students should be specialized in Principles of Management and Human Resources Management
COURSE DESCRIPTION
Organizational Behavior is an important field of study for anyone who plans to work in an organization
at some point in his /her life. Organizational behavior is the study of how individuals relate in the
workplace and how groups and organizational structures affect individual behavior. Organizational
behavior has three levels of focus: individuals, groups (or teams) and organizations. The understanding
of some key principles regarding how people behave can help in becoming more effective co-worker,
team member, organization citizen and most importantly an effective leader.
Without effective leadership at all levels in organizations, it is difficult to sustain profitability,

productivity and good consumer service. Today organizations recognize that leadership transcends
senior executives. As a result, organizations require people with appropriate leadership skills to inspire
and influence others in teams, units and entire organization. Course is specifically designed to
understand meaning, importance and nature of leadership including role, traits and attributes of
leadership as well as the behaviors and practices associated with effective leadership.
Course Objectives
The course first part is understanding about organizational behavior has three primary objectives
 To examine central theories and concepts in organizational behavior which provide students with in-
depth understanding of human behavior issues in organizations
66
 To develop students analytical and problem solving skills as they relate to organizational behavior
issues
 To develop students understanding about effectiveness of organizations in relevance to organizational

behavior
The second part comprises of effective leadership based on the following objectives
 To study leadership from individual, interpersonal and organizational perspective
 To understand traditional versus modern theories and models of leadership
 To examine traits, attributes as well as behaviors and skills of effective leadership
Course Outcomes
At the end of course students will be able to:

 Understand and study the applications of human side management and organization
 Understand micro as well as macro perspective about organizational behavior
 Receive theoretical knowledge about how people behave within organizational settings and
develop practical skills for leading them effectively
 Understand what is leadership, what are various styles of leadership and how it can be
acquired

 Organizational Behaviour by Sarah S. Ahmed, AzfahaneeZakaria and RoslizaMdZani
 Leadeship 5th Edition by Andrew J. Debrin
REFERENCE BOOKS
 Organizational Behavior 15th Edition by Stephen P. Robins
 Organizational Behavior 12th Edition by Fred Luthans

S.NO Items Marks
1. MidTerm Exam 30
2. End Term Exam 50
Quiz(s) 05
Assignements(s) 03
Presentations
Case Discussion
LabWork/Practical Project 10
AnyOther
Total 20 20
Grand Total 100
COURSE CONTENT
67
1. Orientation, outline discussion, Introduction to Organizational behavior
1. 2. Definition of OB, Importance of Organizational Behavior – an
overview
3. Historical background of OB
2.
4. Challenges and opportunities for OB, Theoretical foundations for OB
5. Perception, Personality and attitudes: Importance and definition of
perception, Social perception (Attribution theory, stereotyping and Halo
3.
effect)
6. Big five model, MBTI, Important personality characteristics
7. The nature and dimensions of attitude (Components and functions),
Ways of changing attitudes, Job satisfaction, OCB and
4.
organizational commitment
8. Motivation: Meaning, content theories of motivation
9. The process theories of motivation
5.
10. Contemporary theories of motivation
11. Learning: Learning theory background, Principles of learning:
6. Reinforcement and Punishment
12 Group and teams, Nature and dynamics of formal and informal teams
13. Revision
7.
14. Revision
MID TERM EXAMS
MID TERM BREAK
15. Definition of conflict and transition in conflict thought
8.
16. The conflict process, intra personal and intra group conflict,
17. Definition of stress and background of stress
9.
18. Causes of stress, effects and strategies for coping stress
19. Power and Leadership: The meaning of power, contrasting leadership
10. and power , bases of power
20. Political strategies used to acquire power
21. Leadership definition, traditional theories of leadership
11.
22. Modern theories of leadership
23. Leadership styles
12.
24. Traits, motives, characteristics of leaders
25. Leadership behaviors, roles and activities of leadership
13.
26. Contingency and situational leadership
27. Influence tactics of leadership
14.
28. Revision
END TERM EXAMS
68
Semester – III / IV Specialization Courses
For MBA (3.5) / MBA Executive / BBS
Semester – II Specialization Courses

For MBA (2.5)
CODE COURSE CREDITS SPECIALIZATION

FM - 554 Analysis of Financial Statements 3+0 Finance
FM - 513 Corporate Finance 3+0 Finance
FM - 553 Financial Risk Management 3+0 Finance
FM - 551 Investment & Portfolio Management 3+0 Finance
HR - 574 Career Management Planning 3+0 Human Resource
HR - 573 Organizational Development 3+0 Human Resource
HR - 572 Compensation Structure Development 3+0 Human Resource
Job Analysis & Performance Evaluation 3+0 Human Resource
HR - 571 Appraisal
MKT - 562 Advertising & Promotion 3+0 Marketing
MKT - 563 Brand Management 3+0 Marketing
MKT - 565 New Product Development 3+0 Marketing
MKT - 564 Personal Selling 3+0 Marketing
SCM - 581 Introduction to Supply Chain Management 3+0 Supply Chain Management
SCM - 582 Procurement 3+0 Supply Chain Management
SCM - 585 Inventory Management 3+0 Supply Chain Management
SCM - 584 Logistic Management 3+0 Supply Chain Management
69
Course Title: Analysis of Financial Statements
Course Code: FM-554

Credit Hours: 3+0
Course Instructor:
PREREQUISITES:
Fundamentals of Accounting, Financial Accounting, Cost Accounting, Introduction to Finance, Financial

Management
COURSE OBJECTIVES:
Financial reports are the primary means by which managers communicate company results to
investors, creditors and analysts. These parties use the reports to judge company performance, to
assess creditworthiness, to predict future financial performance, and to analyse possible acquisitions
and take-overs. Users of financial statements must be able to meaningfully interpret financial reports,
construct measures of financial performance and analyse the reporting choices made by companies.
Also, since company managers choose accounting techniques when making their reports, users must
learn to undo the effects of these accounting choices. The purpose of this course is to give the
foundation for such analysis.
LEARNING OUTCOMESW:
On completion of this course unit, successful students will be able to:
 Calculate and interpret a range of accounting ratios from the financial statements of large
companies;
 Appreciate the complex nature of real life financial statement ratio calculations;
 Understand the role of, and draw upon, the strategic (competitive and sustainability)
context of a business in interpreting that business's financial statements;
 Effectively interpret financial statements from the perspective of the forward-looking
information needs of different stakeholders;
 Understand a range of factors that can indicate the quality and reliability of financial
statement information;
 Appreciate the various sources of data that may be useful in analyzing the position,
performance and future prospects of a firm
TEXTBOOKS (OR COURSE MATERIALS):
 The Analysis and use of Financial Statements (3 rd Edition) By:Gerald I. White, Ashwinpaul
C. Sondhi, and Dov Fried.
 Financial Statement Analysis Using Financial Accounting Information (7th Edition) By:
Charles H. Gibson
 Fundamentals of Corporate Finance (5 th Edition Chapter # 18 only) By:
70
Brealey/Myers/Marcus
 Fundamentals of Corporate Finance (6 th Edition Chapter # 4 only) By:
Ross/Westerfield/Jordan
ASSESSMENT INSTRUMENTS WITH WEIGHTS:
S.NO Items Marks

1. Mid Term Exam 30
2. End Term Exam 50
Quiz(s) 5
Assignements(s) 5
Class 5
Participation/Presentations
Case Discussion 5
Total 20
Grand Total 100
Week # Lecturer
TOPICS TO BE COVERED
#
1 Financial statements, elements of financial statements, properties of
statements, financial reporting system, GAAP, accounting principles.
Framework for Financial Statements Analysis
2 Financial statements forecasting:

Advantages of forecasting, why forecasting? Methods of forecasting,
percent of sales method, regression analysis, questions and problems.
Chapter #4 (Ross/Westerfield/Jordan) Chapter # 18
(Brealey/Myers/Marcus)
3
10
11
12
7 13 An illustration of the financial statement analysis
71
Case study: Cooper Tire and Rubber company
14 Presentation of the AFS(project #1)
15
8 MID TERM EXAMINATION
16 MID TERM BREAK
Accounting income and the accrual concept:

17 Income, cash flow and assets, definition, the accrual concept of income,
9 18 issues in revenue recognition, percentage of completion and the
completed contract method.
Chapter # 2 (Sondhi) Chapter # 2 (Gibson)
19 Analysis of inventories:
Inventory and the cost of goods sold. Basic relationship; incase of rising
10
20 prices and in case of lower prices, comparison of the information
provided by the alternative method,
Chapter # 6 (Sondhi) Chapter # 7 (Gibson, p. 265)
Analysis of inventories contd…
Inventory and the cost of goods sold. Basic relationship; incase of rising
prices and in case of lower prices, LIFO vs FIFO, cash flows, income
statements, cash flow and working capital effects.
21 Analysis of the Cash Flow Statement
Difference between cash and cash equivalent,Types of cash flow
11
22 statements Difference between the direct and indirect method of cash
flow statements.
23 Analysis of the Cash Flow Statement. Contd…
Adjustment of non-cash entries. Adjustment of depreciation and
12
24 accumulated depreciation in cash flow statement, both direct and indirect
method.
25 Statement Analysis for Special Industries:
Banks, Utilities, Oil and Gas,
13
26 Transportation, Insurance, Real Estate Companies
Chapter # 15 (Gibson)
27 Analysis of long lived assets: the capitalization decision:

Acquiring the assets, capitalization versus expensing, intangible assets,
14 28 asset revaluation, accounting of oil and gas exploration.
Impairment, the depreciation versus depletion concept, impact of
depreciation, method in financial statements, analysis of fixed assets and
disclosure. Financial reporting of impaired assets.
15. END TERM EXAMINATION
72
Course Title: Corporate Finance
Course Code: FM-513

Credit Hours: 3+0
Course Instructor:
PREREQUISITES
73
Financial Accounting, Financial Management
Every decision that a business makes has financial implications, and any decision which affects the
finances of a business is a corporate finance decision. The objectives of the course is
 To provide the students basic concepts of corporate finance
 To provide students with an in-depth knowledge of business finance concepts, principles and
methods and
 To develop the ability and skills to develop finance concepts to be applied in different
organizations.
 to help the students to understand the financial problems faced by the business today, as well as
the best way to solve these problems
INTENDED COURSE LEARNING OUTCOMES:
After studying this course the students would be able to:

 Understand the importance of a firms cost of capital and be able to estimate it from given capital
structure.
 Be able to use basic capital budgeting tools like Net present value, and internal rate of return to
determine the desirability of both long term and short term capital investment.
 Understand and be able to analyze the difference between investment decisions and financial
decisions and apply them in their businesses.
 Understand the impact of capital structure decisions and be able to perform break-even analysis.
 Be able to understand the concept of Dividend policies and apply them in business decisions.
RECOMMENDED TEXTBOOKS:
 Financial Management & Policy By James C Van Horne (12th Edition)

 Fundamentals of Corporate Finance By Ross Westter field and Jordon (7th Edition)
 Corporate Finance Theory By William L Megginsons
REFERENCE BOOKS:
 Theory and problems of Financial Management By M Y Khan & P K Jain (5th Edition)
S.NO Items Marks

1 Mid Term Exam 30
2 End Term Exam 50
3 Internal Evaluation Breakdown
Quiz(s) 5
Assignements(s) 5
Class Participation 3.5
Case Study and 6.5
Presentations.
74
Total 20
Grand Total 100
LECTURE PLAN:

Introduction to Corporate Finance:
Objective, corporate finance & the financial manger, financial statements and
1. financial corporate decisions, goal of financial management, agency
problem and control of the corporation. Difference between acquisition,
1. financing and dividend policy decisions.
Concept in valuation:
Concept in valuation. Time value of money. Concept of annuity and
2.
perpetuity practical problems and exercises related to the time value of
money
Concept in valuation:contd…
The valuation of long term securities. Bonds. Difference between Non-zero,
3.
Zero and Perpetual bonds. Different ways to calculate valuations.
Comparison of Present value of instruments with the current market price.
2. Concept in valuation: contd…
Difference between Preferred Stock and Common stock. Different methods
4. of calculating the valuations. Dividend discount model of valuation of
common stock. Comparison of valuation with the market price and decision
making.
FINANCING DECISION:
Theory of Capital Structure:
5.
Introduction to the theory, Assumptions, definitions and symbols.
3. Theory of capital structure. Contd..

Net Income approach to capital structure, Net Operating Income approach.
6. Assumptions and requirements of both approaches. Comparison of both
methods.
Theory of capital structure. Contd..

Modigliani Miller approach to capital structure. Assumptions and theories.
7.
Arbitrage principles questions and numericals
4.
Arbitrage vs Reverse Arbitrage principles. Practical questions and
8.
numericals.

Traditional Approach to capital structure theory. Questions and numericals
9.
given at the end of the book. Practice questions.
5.
10 CASE STUDY RELATED TO CAPITAL STRUCTURE THEORIES
6. 11. 4. Designing capital structure:

EBIT-EPS chart. How to incorporate different alternatives in decision
making.
75
EBIT-EPS indifference point. Calculations
Designing capital structure: contd….

12 Graphical analysis of EBIT-EPS point. How to calculate indifference
point. Decision making and role of managers in decision making.
Designing capital structure: contd:
13. EBIT-EPS indifference point and decision making.
14. CASE STUDY RELATING TO INDIFFERENCE POINT (EBIT-EPS)
INVESTING DECISIONS
Lease financing:
15.
Features of lease, finance lease and operating lease, sale and lease back ,
8. single investor vs leveraged lease, accounting and tax treatment of lease.
Lease financing : contd…
16. Comparison of Leasing vs debt financing . Lease payments made at the end
of time period. Payments made in arrear.
Lease financing: contd..
17. Lease buy or borrower decisions. Questions and problems relating to lease,
end of Chapter questions and numericals.
Mergers. Amalgamations and acquisitions/takeovers: contd…
9.
Definition, classification of acquisitions. reasons for mergers and
18. acquisitions Financial Framework: Evaluating a potential merger,
Determining Firm’s Value (Book Value, Appraisal Value, and Market
Value).
Mergers. Amalgamations and acquisitions/takeovers:contd..
Earnings impact and market value impact. Bootstrapping EPS, Mergers as
19.
Capital Budgeting, Net Present Value Approach, Acquisitions and Valuation
10. matters (Accounting for mergers
Mergers. Amalgamations and acquisitions/takeovers: contd..
20. Purchase Vs Pooling of Interest method. tax Aspects Of mergers,
Divestitures, spin offs, sell offs, LBO’s
Mergers. Amalgamations and acquisitions/takeovers: contd..
21. Mergers as a capital budgeting decisions, what are the steps for preparing a
combined balance sheet, Qque Questions and problems
11.
22. CASE STUDIES RELATED TO CORPORATE RESTRUCTURING
DIVIDEND POLICY DECISIONS

23.
Concept of dividend, stock dividend, dividend splits.etc..
12.
Dividends and valuations:
24.
Introduction, passive Vs active dividend policy, dividend policy theories,
Dividend and valuations: contd…
25. factors influencing dividend policy, stock dividends and stock splits, stock
repurchase end of chapter.
13.
Determinants of dividend policy:
26. Dividends payout ratio, stability of dividend, owner’s contribution, bonus
shares and stock splits.
14. 27. Determinants of dividend policy contd…
Dividends payout ratio, stability of dividend, owner’s contribution, bonus
76
shares and stock splits.
28. CASE STUDEIS RELATED TO DIVIDEND VALUATION
Course Title: Financial Risk Management
Course Code: FM-553

Credit Hours: 3 + 0
Course Instructor:
Prerequisites:Financial Management, Financial Accounting
Textbooks (or course materials):

Analysis of Derivatives by Don M. Chance.
Financial Markets & Institutions: An introduction to Risk Management Approach by Anthony Saunders
and Marcia Millon Cornett, Published July 21st 2003
Course Description
The course explains the risk management types and techniques and its application in the financial
institutions. The speculative hedging approaches critically demonstrate the management objective risk.
Reference Material:
Investment Analysis and Portfolio Management, 8th Edition, Frank K. Reilly and Keith C. Brown
Financial Markets and Institutions: An Introduction to Risk Management Approach, 6thEdition by Anthony
Saunders and Marcia Millon Cornett
Course Objectives:
1. To acquaint the students with the categories of risk
2. To demonstrate the hedging approaches to manage risk
3. Introduction to derivatives markets and tools
Course Outcomes:
Technical knowledge about the management of risk in financial and non-financial institutions
Assessment Instrument with weights

Project 10%
Quizzes 5%
Assignments 5%
Midterm 30%
End term 50%
Week 1
 Introduction (Scope of the subject)
 Financial Markets and their role in the global economic system
 Emerging trends in the global Financial Markets
 Risk and its various types
77
Week 2
 Risk and Return relationship
 Identifying Major Financial Risks
 Foreign currency Risk
 Derivatives Markets, Past present and future, Purpose of derivative markets and its
Criticisms
Week 3
 Interest Rate Risk
 Term structure of interest rate
 Theories for the determination of interest rate
 Risk Management Process
Week 4
 Money Market hedging:
 Hedging a Payment
 Hedging a Receipt
Week 5.
 Forward (Advantages and Disadvantages)
 Pricing and Valuation of Forward Contract
 Currency Forwards
Week 6
 Future(Advantages and Disadvantages)
 Pricing and Valuation of Future Contract
Week 7
Option
 Call option
 Put Option
 Use of Call option for speculation
 Use of Put option for speculation
Week 8
 Option Strategies
o Bull Spread
o Bear Spread
o Butterfly Spread
o
Week 9
 Straddle
 Straggle
 Strip
 Strap
Week 10
 Credit Risk
 Methods to measure Credit risk
o Qualitative based models Quantitative based models
 Linear Discriminant Analysis (Altman’s Z-Score model) etc
Week 11
 Operation Risk
 Types of Operational Risk
78
Week 12
Sovereign Risk
 Economic Factors
 Debt Rescheduling
Week 13
 .Value at Risk
 Methods for Computing the VaR
 Assumption of VaR
Week 14
 Factors effecting Value at Risk
 Computation of VaR for each security in portfolio
 Portfolio VaR
 Marginal VAR and Component VAR
Week 15
 Country Risk and its Importance
 Revision
Course Title: Investment & Portfolio Management
Course Code: FM-551

Credit Hours: 3 + 0
Course Instructor:
PREREQUISITES: Financial Accounting, Cost Accounting, Financial Management
Textbooks (or Course Materials)

 “Investment Analysis and Portfolio Management” by Frank K. Reilly and Keith C. Brown
(10th or later edition available)
 “Investments Analysis and Management” by Charles P. Jones
 “Investments” by Bodie Zvi, Kane Alex, and Marcus Alan
Course Description: This course is intended to introduce the concepts and tools of security analysis
and portfolio management. The course content covers market structure and trade execution, client
characteristics and their effect on portfolio construction, the asset allocation decisions, the security
allocation decisions by considering the risk and return, market efficiency and trading strategies. In
addition, selected topics related to portfolio risk management and portfolio performance evaluation will
be discussed.
Reference Material
Business Pages of Dawn News, Business Recorder, Karachi Stock exchange Website
79
Course Objectives: The objective of the course is to study theory and empirical evidence relevant for
portfolio management. An emphasis is placed on understanding how an investment professional would
allocate funds in a hypothetical portfolio. Major topics include estimation of capital market parameters,
trade-off between risk and return, optimal portfolio selection, equilibrium asset pricing models, and
delegated portfolio management. Emphasis will be put on development of techniques that should be
part of the tool kit of those interested in becoming professional investors and/or researchers in finance.
The course material is tilted heavily towards equity markets.
Course Outcomes:
At the completion of this unit students will:
1. have an understanding of the nature of an investment, the characteristics of financial assets and
the investment environment
2. be able to describe the investment management process and understand the role of objectives
and strategy in the portfolio construction process
3. be familiar with the concepts of modern portfolio theory and have an intuitive understanding of
asset pricing models
4. have an understanding of the influence of macroeconomic and microeconomic factors on
securities markets and the pricing of financial assets
5. be able to display competence in the use of various methods of fundamental analysis to value
shares
6. understand various approaches used in portfolio management
7. understand the issues associated with the evaluation of portfolio performance and apply various
performance evaluation techniques.
Assessment Instrument with Weights

Assignments, class participation & Quizzes…….20%
Mid-Term Exam……………………………..…..30%
Final Exam………………………………...……..50%
Total……………………………………………..100%
Lecture # TOPICS TO BE COVERED
1.  The Investment Setting
 Revisions of Finance basics
 What is an investment?
2.  Investments: background and issues
 Measuring risk and return
 Measures of historical/expected rates of return
3.  The Investment Setting….
 Risk measures for historical/expected returns
 Determinants of required rates of return
4.  Nominal and real risk free rate
 Risk premium
 Risk Premium and portfolio theory
5.  Relationship between Risk and Return
 SML line
 Changes in the SML line
The Asset Allocation Decisions
6.  Individual Investor Lifecycle
80
The Portfolio Management Process
The need for Policy Statement
Input to the Policy Statement
7. The importance of asset allocation
Objectives and Constraints of Institutional Investors
Setting investment in a Global Market
8.  The case for global investments
 Global Investment Choices
 Fixed-Income Investments
 Equity Investments
9.  Special Equity Instruments
 Options
 Futures Contracts
10.  Historical Risk and Return on Alternative Investments
Organization and Functioning of Securities Markets
 What is Market?
11.  Types of Markets
 Money Vs Capital Markets
 Primary Vs Capital Markets
12  Debt Vs Equity Markets
 Regional exchanges and the over-the-counter market
 Detailed Analysis of Exchange Markets
 How Securities are traded
 Types of Orders
 Changes in the Securities Markets
13.  Security Market Indicator Series
 Uses of Security Market Indexes
 Differentiating Factors in Constructing Market Indexes
14  Stock Market Indicator Series
 Value-Weighted Series
 Price-Weighted Series
 Un-weighted or Equal-Weighted Series
MID TERM EXAMS
MID TERM BREAK
15.  Bonds Market Indicator Series
 Investment Grade Bonds
16.  Junk Bonds
 Annual security risk-returns and correlations
 Comparison of Indexes Over Time
Efficient Capital Markets
 Why should capital markets be efficient?
 Alternative efficient market hypotheses
 Implications of efficient capital markets
17.  Tests and results of efficient market hypotheses
 Weak form hypothesis: Tests and results
 Semi-strong form hypothesis: Tests and results
18.  Strong form hypothesis: Tests and results
An Introduction to Portfolio Management
 Background assumptions
 Markowitz portfolio theory
81
19.  Risk and return of a portfolio
 Measuring risk and return
20.  Expected return for individual investment
 Expected return for a portfolio
Variance and standard deviation of return for an individual investment An
21 Introduction to Portfolio Management….
 Variance and standard deviation of return for a portfolio
22  More than two assets portfolio and estimation issues
 The efficient frontier
 The efficient frontier and investor utility
23 An Introduction to Asset Pricing Model

24  Capital market theory: An overview
 Risk-free asset
 Market portfolio
 The Capital Asset Pricing Model: Expected return and risk
25  Relaxing the assumptions
 Differentiating borrowing and lending rates
26
27  Arbitrage Pricing Theory

28
END TERM EXAMS
Note:
1. The list of topics and number of weeks given can vary as the above schedule is tentative. Also,
the date of examination may be shifted later or earlier.
2. All the topics given above will be discussed in the class with reference to and in comparison
with the local market i-e; Pakistan Stock Exchange. The referred text book is international
material to provide the students a comprehensive and broad idea of developed stock market
instruments and portfolio theories followed all over the world and then, discussion on local
mechanism.
3. Seminars/ guest lectures will be arranged during the course to provide the students a view of
professional experts.
Course Title: Career Management and Planning
Course Code:
Credit Hours: 03
Course Instructor: Mrs. Irum Jabeen
Prerequisites:
Career Management and Planning is a specialized subject and assumes that the student must have basic
understanding of human resource management and management's concepts and strategies.
82
COURSE DESCRIPTION:
Career management is conscious planning of one’s activities and engagements in the jobs one
undertakes in the course of his life for better fulfilment, growth and financial stability. It is a sequential
process that starts from an understanding of oneself and encompasses occupational awareness. An
individual’s career is the sole source of one’s natural expression of self. It is an integral component of
one’s life and therefore the need for its management. Career management is more or less like the
organizational management; after all an organization is nothing but an assortment of individuals.
The process of career management begins with the formulation of goals and objectives those that are
short term or meant to be achieved in the short run. This is a tedious task compared to a long term
career goal which is more or visionary in nature. Since the objective is short term or immediate, it is
more of action oriented. Second it demands achievement every day, every moment. Again this step can
be very difficult for those who are not aware of the opportunities available or are not completely
conscious of their talents. However more specific, measurable and achievable the goals, greater are the
chances of the management plan bearing fruit. Achievement of goal requires a well chalked strategy,
which implies a plan of action to achieve the goal. This has to be followed by drafting or establishment
of procedures / policies / norms or rules that govern action or practice. The final step in the career
management process is evaluation of the career management plan for ensuring that progress is being
made or if there is a need to introduce some changes in the latter.
COURSE OBJECTIVES:
The course aims at:
1. Providing the students with insight of different aspects of career management and planning.
2. Helping students develop a thorough understanding of theory and research in the area of career
management and planning so that they may develop their own career.
3. Creating understanding about one's potential and knowing the possible career paths.
4. Helping the students to develop decision making and analytical skills required in understanding
and dealing with career issues.

a. Initiate and manage their job search process better.
b. Explain the characteristics and criteria for career management.
c. Use a framework and a set of guidelines that can serve as a career management "map"
throughout their live.
d. Identify factors influencing employees and their careers;
e. Identify their career paths that best suits their values, interests, abilities and personalities.
f. Make their career decisions proficiently.
g. Write a business research paper preferably on CMP.

Career Management, 3rd Edition, by Jeffrey.H.Greenhaus, Gerard.A.Callanan
REFERENCE BOOKS
Career Management Secrets 2010 Edition, by Carolyn Boyes.
83
Personality Development and Career Management: A Pragmatic Perspective, 3rd Edition, by R
M Onkar.
Handbook of Career Management by Saiki Danyi
S.NO Items Marks

1. Mid Term Exam 30
2. End Term Exam 50
Quiz(s)
Assignements(s)
Class Participation
Presentations
Case Discussion
Any Other
Total 20 20
Grand Total 100
COURSE CONTENT
1. Overview of HRM
1.
2. Overview of HRM
3. Learning Objectives, Importance of CMP in HR practices
2.
4. Learning Objectives, Importance of CMP in HR practices
5. Role of Training and Development in Career Management and Planning.
6. Five pillars of your personality development & career advancement
3.
(chapter no.1 of Personality Development and Career
Management: A Pragmatic Perspective, 3rd Edition, by R M Onkar)
7. Identify the reasons why companies should help
4. employees manage their careers.
8. Why and how the concept of a career has changed.
9. The development tasks and activities in the career development process.
5.
10. Value of Career Motivation
11. Comparison of Traditional Career
and Protean Career
6.
12 Discuss the role of the web in career management.
Effectively perform the manager’s role in career management.
13. Career Management Models
7.
14. Articles/ Case studies
MID TERM EXAMS

MID TERM BREAK
15. Career Management Processes
8.
16. Guide to Career Exploration and self-exploration
84
17. Guide to Career Exploration and self-exploration
Tutorial activity: Journey into self-awareness: Discussion of career
9.
autobiography and interview with significant others.
18. Design a career management system
19. Making a self Assessment Report, developing "My Values" Report
10.
20. Goals, Strategies and Appraisals linked with CMP
21. Articles/Case Studies/ Video Lectures
11.
22. Introduction of career development
12. 23. Occupational choice: Preparation of work
24. Organizational Entry: Individual actions and Organizational actions
25. What it contains:
1. Self-awareness, Opportunity Awareness, Presentation skills
CV, Application, Interview and Selection Training, Job Stress
13.
26. What it contains:
2. Self-awareness, Opportunity Awareness, Presentation skills
CV, Application, Interview and Selection Training, Job Stress
27. Project Presentation
14.
28. Project Presentation
END TERM EXAMS
Course Title: Organizational Development
Course Code: HR-573

Credit Hours: 3+0
Course Instructor:
Prerequisites:
 Students should be specialized in Human Resources Management.
 Students should know the basic concept of change and development.
 Course is specifically designed around change management and organizational development

interventions around human and other organizational aspects.
 The course is about the study of behavioral science techniques to improve organizational health
and effectiveness, internal relationships and problem-solving capabilities.
 Organizational learning, transition processes, changing values, diversity of labor forces and
other challenges put forward by globalization are some of the topics discussed.
 Establishing relationships with key personnel in the organization (often called "entering"
and "contracting" with the organization);
85
 Researching and evaluating systems in the organization to understand dysfunctions and/or goals
of the systems in the organization ("diagnosing" the systems in the organization);
 Identifying approaches (or "interventions") to improve effectiveness of the organization and its
people;
 Applying approaches to improve effectiveness (methods of "planned change" in the

organization),
 Evaluating the ongoing effectiveness of the approaches and their results.

Organizational Development & Change
By: Dianne M Waddell, Thomas G Cummings & Christopher G Worley
REFERENCE BOOKS
Harvard business review and case studies
S.NO Items Marks

1. Mid Term Exam 30
2. End Term Exam 50
Quiz(s)
Assignements(s)
Class Participation
Presentations
Case Discussion
Any Other
Total 20 20
Grand Total 100
COURSE CONTENT

No No
1. Introduction of OD
1.
2. Organization Development- an overview
3. Need for OD; genesis of challenges; definition
2.
4. characteristics of OD; contributions
5. Presentation of history of OD
3.
6. The planned change
86
7. Theories of planned change
4.
8. Cont……..
9. Dimensions of planned change
5.
10. Cont……..
11. Characteristics of OD practitioners
6.
12 Cont………..
13. Internal versus external OD practitioners and Skills of OD prectioners
7.
14. Revision
MID TERM EXAMS
MID TERM BREAK
15. Evaluating and institutionalizing O D interventions
8.
16. Cont……..
17. Human resource interventions: interpersonal and group process approach;
9.
18. Cont……….
19. Organization process approach of HR interventions
10.
20. Cont……….
21. Techno-structural interventions
11.
22. Cont………..
23. Human resource management interventions
12.
24. Cont…….
25. Strategic interventions
13.
26. Evaluating and institutionalizing O D interventions
27. Cont………………
14.
28. Human resource interventions: interpersonal and group process approach;
END TERM EXAMS
Course Title: Compensation Structure Development
Course Code: HR-572

Credit Hours: 3+0
Course Instructor:
Prerequisites:
 Students should be specialized in Human Resources Management.
 This course focuses on the development of compensation structure development in the
organizations.
 The course emphasis is on the understanding of the concepts like: Job analysis, job design, job
description, job evaluation, Pay structures, strategic perspective of the compensation, internal
alignment and external competitiveness, individual pay, relational rewards and benefits (long-
term and short-term).
 The course will enable the students to know the techniques of compensation structure
development of different management levels and blue collar employees.
87
 The CSD course will enable the students to align the compensation and pay structures of the
employees with overall strategic objectives of the organizations.
 The course provides an insight into Compensation Management subject and will achieve
following objectives:
 Enable the students to know the core ideas about compensation management.
 What is objective and scope of the compensation management?
 Create ability to identify problems related with jobs evaluation, job design, job description and
their relation with compensation and rewards.
 Ability to design and structure the wage and salary systems and solve organizational problems
related with compensation management.

Design compensation strategies of the organizations
● Align the business strategies with the compensation strategies
● Design the tangible and intangible rewards of the employees (White collar and blue collar
workers).

Latest Available edition
REFERENCE BOOKS
Case studies, Research articles
S.NO Items Marks

1. Mid Term Exam 30
2. End Term Exam 50
Quiz(s)
Assignements(s)
Class Participation
Presentations
Case Discussion
Any Other
Total 20 20
Grand Total 100
COURSE CONTENT

No No
1. Compensation- Definition; Factors affecting compensation; Pay structure, Internal &
external Alignment; Benefits
1. 2. Strategic perspective, How to achieve Competitive advantage; Total compensation
development
88
3. Alignment (internal equity);approaches to job value; characteristics of a good pay
2. structure
4. Job based structure; Job-evaluations; Methods of job evaluations
5. Person based structures; skill based; competency based; comparison between the two
3. 6. External Competitiveness(external equity); what shapes external competitiveness;
how labor markets work
7. Compensation differentials; efficiency wage and signaling theories; labor supply;
4.
8. Compensation- Definition; Factors affecting compensation; Pay structure, Internal &
external Alignment; Benefits
9. Strategic perspective, How to achieve Competitive advantage; Total compensation
development
5.
10. Alignment (internal equity);approaches to job value; characteristics of a good pay
structure
11. Job based structure; Job-evaluations; Methods of job evaluations
6.
12 Person based structures; skill based; competency based; comparison between the two
13. External Competitiveness(external equity); what shapes external competitiveness;
7. how labor markets work
14. Compensation differentials; efficiency wage and signaling theories; labor supply;
MID TERM EXAMS
MID TERM BREAK
15. Wage and salary survey: standard steps
8.
16. Building salary structure; mid point; scale; progression; smoothing; overlaps; exercise
17. Individual pay fixation; seniority based; performance based
9.
18. Performance appraisal; training raters
19. Contributions (individual equity); Managing fairness, Expectations and results,
Integrative model of individual equity;
10.
20. Benefits and other administration issues, components of successful incentive plans &
Project presentation
21. Organizational culture, openness, communication, International compensation
11. policies
22. Building salary structure; mid point; scale; progression; smoothing; overlaps; exercise
23. Individual pay fixation; seniority based; performance based
12.
24. Performance appraisal; training raters
25. Contributions (individual equity); Managing fairness, Expectations and results,
Integrative model of individual equity;
13.
26. Benefits and other administration issues, components of successful incentive plans &
Project presentation
27. Revision
14.
28. Revision
END TERM EXAMS
Course Title: Job Analysis and Performance Evaluation
89
Course Code: HR-571
Credit Hours: 03
Course Instructor:
Prerequisites
Students should be well familiarized with the concepts of Human Resources Management.
COURSE DESCRIPTION
This course is about job analysis and performance appraisals based on it. It presents to the students the
process of conducting job analysis and then using the analysis information to evaluate performance of the
employees. The course incorporates two parts. The first one is on the process of conducting a job analysis and
the second one is on performance appraisals.
 The primary goal of this lesson is to reinforce that employees should be appraised on the essential
functions and competencies required for the job and that these are gleaned, first and foremost,
through job analysis.
 Second objective of the course is to teach students where to find the information to create a
performance appraisal instrument and how to write understandable and readily evaluated
metrics to measure employees’ performance.
 Job analysis: methods, research, and applications for human resource management in the new
millennium by Michel T.Brannick and Edward L Levine
 Performance management : concepts, skills, and exercisesby Robert L Cardy; Brian Leonard
REFERENCE BOOKS
 Human Resource Management; Creating a competitive Advantage by Raymond Noe 9th edition.
 David A. Decenzo and Stephen P. Robins (HUMAN RESOURCE MANAGEMENT).

S.NO Items Marks
1. MidTerm Exam 30
2. End Term Exam 50
Quiz(s) 05
Assignements(s) 03
Presentations
Case Discussion
AnyOther
Total 20 20
Grand Total 100
COURSE CONTENT
1. 1. An introduction to Job Analysis, The uses of job analysis
90
2. Core concepts of the area
3. Importance of job analysis (Data to be gathered, uses of job design)
2.
4. Building blocks of job analysis methods
5. Descriptors, methods and sources of data collection, unit of analysis
3.
6. -same as above-
7. Work-oriented Methods (Time and motion study, Criticisms)
4.
8. -same as above-
9. Functional job analysis (worker functions, job analysis procedure,
5. describing the work, DOL FJA and Fine’s FJA)
10. Task analysis inventory, Critical incident techniques
11. Worker-oriented methods, Job Element Method, Position analysis
6. questionnaire
12 Cognitive task analysis
13. Hybrid methods (Multi-method job design questionnaire,
7. occupational information network)
14. Job description, specification, evaluation and job design.
MID TERM EXAMS
MID TERM BREAK
15. Concept of Performance appraisal; what it is and what it isn’t
16. Appraisal methods, Choosing a source of performance information,
8.
Approaches to measuring performance, Rater errors in performance
management.
17. Employee separation and retention, How to retain good employees,
9. How to fire the unwanted stuff, Sources of Job dissatisfaction.
18. Performance management as a system
19. Multi Method Job Design Questionnaire, Position analysis
10. questionnaire.
20. Occupational network
21. The performance appraisal meetings
11.
22. Performance diagnosis and improvement
23. Job analysis and performance evaluation for teams
12.
24. -same as above-
25. Performance management in action (agreeing on goals and
13. objectives,
26. Planning performance with staff, preparing for yearly review)
27. Reviewing and evaluating
14.
28. Revision
END TERM EXAMS
91
Course Title: Advertising & Promotion
Course Code:MKT-562
Credit Hours: 3+0
Course Instructor:
PREREQUISITES:
Marketing &Management
REFERENCE BOOKS AND MATERIAL

(Specify whether information about course available in document form as well as online for students)
Advertising Excellence, International Edition. Written by Bovee, Thill, Dovel and Wood
Recommended Article Booklet: It was found essential for the students to have the knowledge about
latest scenario prevailing in the Advertising Industry of Pakistan. The students are recommended to
prepare the assigned articles for the class discussions.
-Harvard Business Review -Aurora magazine
-Research Articles
COURSE OBJECTIVES:
The main objective of this course is to give an idea of the application of marketing techniques to a
specific brand and brand line. Through this course study students will come to
know that why brands are important? What they represent to consumers? And
what should be done by firms to manage them properly. This course study will
also provide you a guideline that how brand equity can provide marketers a
valuable perspective and how brand equity represents the added value endowed
to a product. This course study will also provide a comprehensive guideline
about strategic brand management and how to improve the long-term
profitability of the brand strategies. Through this course study students will be
able to gain some numerous practical insights about brand decisions.

Brand Management Courses highlight the benefits of recognizing the importance of a brand manager
who identifies a brand that will cater to consumers and devise marketing
strategies to establish brands in the market. It also involves detailed analysis of
the competitive brands in the market, identifying the needs of the consumer and
devising the promotional tools required to highlight the unique selling
propositions of the brand.
METHODS OF TEACHING:
Describe the methods of teaching to deliver the course content (lectures, business games, case studies,
tutorial, case studies etc).
Class discussion, Presentations, Activities, Scenario games
92
S.NO Items Marks
1. MidTerm Exam 30
2. End Term Exam 50
Quiz(s)
Assignements(s)
Class Participation
Presentations
Case Discussion
AnyOther
Total 20 20
Grand Total 100
COURSE CONTENT

1. Basics of Business and its types, environment ,forms and role of marketing
1.
2. Marketing Functions
3. Mind Mapping of Marketing through new way of learning
2.
4. Mind Mapping of Marketing through new way of learning
5. The foundations of advertising (Chapter 1)
3.
6. The advertiser – agency partnership (Chapter 2)
7. The advertising environment (Chapter 3)
4.
8. Class Activity Covering all 3 chapters
9. Audience analysis and buying behavior (Chap 4)
5.
10. Audience analysis and buying behavior (Chap 4)
11. Segmentation, targeting and positioning (Chap 5)
6.
12 Segmentation, targeting and positioning (Chap 5)
13. Advertising research (Chap 6)
7.
14. Advertising research (Chap 6)
MID TERM EXAMS
MID TERM BREAK
8.
15. Objectives, strategy and plans (Chap 7)
16. Objectives, strategy and plans (Chap 7)
17. Creativity, creative strategy and copywriting (Ch 9)
9.
18. Creativity, creative strategy and copywriting (Ch 9)
19. Class Activities cover chapters from (Chap 4 to Chap 9)
10.
20. Class Activities cover chapters from (Chap 4 to Chap 9)
23 Media objectives, strategy and planning (Chap 13)
12.
24 Media objectives, strategy and planning (Chap 13)
25 Print media (Chap 14)
13.
26 Electronic Media (Chap 15)
27 Direct marketing and out of home advertising (Chap 16)
14. Sales promotion and supplementary media (Chap 17)/The complete campaign
28
(Chap 20)
END TERM EXAMS
93
Course Title: Brand Management

Credit Hours: 3+0
Course Instructor:
PREREQUISITES:
As a marketing specialization course, prerequisite subjects are Principles of Marketing, Strategic
Marketing and preferably Managementcourses.
Brand Management Course highlights the benefits of recognizing the importance and relevance of
marketing strategy and brand management. The students will understand the strategic brands
management process and how it is different and relevant simultaneously from strategic process. This
course will help the students to become betterbrand managers and developsbrand that will caters to
consumers more effectively and efficiently.The students will be able to comprehend different concepts
and strategies to sustain competition from competitive brands in the market. This course will assist
Managers, fordevisingappropriate strategies for different kinds of individual and brand portfolios.
Furthermore students will learn to develop winning mix for incorporating promotional tools required to
highlight the presence, imagery, personality and unique selling propositions of the brands.The course
will open avenues for the students to understand ethical issues in brandmanagement and their longterm
relevance to brand sustainability
1. Understandingbrandarchitecture and its conceptual bridging with marketing concepts

2. Students should be able to demonstrate an ability to comprehend brand equity and its
application
3. Developing Comprehensive understanding and ability to handle different brand equity
measurement methods
4. Demonstrating an ability to apply brand strategy and Be able to articulate brand strategy
towards branding actions
5. Be able to handle sustainable brand growth, considering brand ethical issues and measurement
6. The students should be capable of employing brand audit

Strategic Brand Management (Building, Measuring and Managing Brand Equity), ”By Kevin Lane
Keller, 4th Edition, Prentice Hall Inc.
REFERENCE BOOKS
Managing Brand Equity.Aaker, D. A. (2009). Free Press NewYork
Strategic Brand Management: Creating and Sustaining Brand Equity long TermJean Noel
Kepferer- Auflage, London, 1997
Harvard Business Review Cases studies
94
1. ASSESSMENT INSTRUMENT WITH WEIGHTS
SNR ITEMS MARKS

1 MidTerm Exam 30
2 End Term Exam 50
Quiz(s)
Assignements(s)
Class Participation
Présentations
Case Discussion
AnyOther
Total 20 20
GRAND TOTAL 100
COURSE CONTENTS
Week Lecture
TOPICS TO BE COVERED
No No
1. ( Ch1) Opening Perspectives
Introduction To Brand and Brand Management Concepts
1.
2. ( Ch1) Opening Perspectives
Strategic Brand Management Process
3. ( Ch 2) Developing a Brand Strategy
Customer Based Brand Equity
2.
4. ( Ch 2) Developing a Brand Strategy
Brand Positioning
5. ( Ch3) Brand Resonance and Brand Value Chain
Building a Strong Brand and Luxury Brands
3.
6. ( Ch3) Brand Resonance and Brand Value Chain
Brand Value Chain and Brand Building Communities
7. ( Ch 4) Designing and Implementing Brand Marketing Programmes
Choosing Brand Elements To Build Brand Equity
4.
8. ( Ch 4) Designing and Implementing Brand Marketing Programmes
Choosing Brand Elements To Build Brand Equity
9. ( Ch 5) Designing Marketing Programs to Build Brand Equity
Perspectives on Marketing and Product Strategy
5.
10. ( Ch 5) Designing Marketing Programs to Build Brand Equity
Pricing Strategy and Channel Strategy
11. Case Study: NIRALA SWEETS
Case Study : How A Pop And Mom Operation Turned Itself Into A Cult Brand
6.
12 Case Study: NIRALA SWEETS
Case Study : How A Pop And Mom Operation Turned Itself Into A Cult Brand
13. ( Ch 6) Integrating Marketing Communications To Build Brand Equity
The New Media Environment , Four Major Marketing Communications
7.
14. ( Ch 6) Integrating Marketing Communications To Build Brand Equity
Brand Amplifiers and Developing Integrated Marketing Communication Programs
MID TERM EXAMS
MID TERM BREAK
95
15. ( Ch7) Leveraging Secondary Brand Knowledge To Build Brand Equity
Conceptualizing the leveraging concept, Company , Country of Origin and other
Geographic Areas, Place Branding, channel of distribution
8.
16. ( Ch7) Leveraging Secondary Brand Knowledge To Build Brand Equity
Co branding , Licensing and Celebrity Endorsementevents , person branding and
third party Sources
17. ( Ch 8) Measuring and Interpreting Brand Performance
Developing A Brand Equity Measurement System
9.
18. ( Ch 8) Measuring and Interpreting Brand Performance
Developing A Brand Equity Management System
19. ( Ch10) Measuring Outcomes of Brand Equity: Capturing Market Performance
Comparative Models
10.
20. ( Ch10) Measuring Outcomes of Brand Equity: Capturing Market Performance
Holistic Methods
21. ( Ch11) Designing and Implementing Brand Architecture Strategies
Developing Brand Architecture Strategy and Brand Portfolios
11.
22. ( Ch11) Designing And Implementing Brand Architecture Strategies
Brand Hierarchy , Corporate branding and Corporate Brand Personality
23. ( Ch 13) Managing Brands Over Time
Reinforcing Brands
12.
24. ( Ch 13) Managing Brands Over Time
Revitalizing Brands and Adjustment to the brand portfolio
25. ( Chapter 14) Managing Brands Over Geographical Boundaries and
Market Segments
Regional Market Segments , Advantages and Disadvantages of Global Marketing
Programmes
13.
26. ( Chapter 14) Managing Brands Over Geographical Boundaries and
Market Segments
Global Brand Strategy , Standardization verses Customization, Developing and
Developed Brands
27. Presentations
14.
28. Presentations
END TERM EXAMS
Course Title: New Product Development

Credit Hours: 3+0
PREREQUISITES
New Product Development is a marketing elective subject and assumes that the student must
have basic understanding of marketing principles and strategies as well as business.
Principle of Marketing and Introduction to Business (A South Asian Edition).
TEXTBOOK
C.MerelyCrawford ,New Product Development/Management (11th Edition)
COURSE DESCRIPTION
96
The elements of NPD include marketing, design, development, manufacturing, provisioning,
and support. NPD is an integral part of business strategy and business planning. NPD is a
vehicle to create competitive advantage for the organization and its customers. It helps the
environment for sustaining NPD consistency and realizing improvement project after project.
This course helps in organizing and managing projects (products, services, processes). The
tools and metrics of new product development and introduction are also present. The order
realization infrastructure needed also assists to get new products to customers in a manner
thatmeets or exceeds their expectations, and that delivers the desired financial and overall
business objectives. The course focuses on competitive positioning at the heart of marketing
innovation and includes in-depth discussion of the processes used in marketing to achieve
competitive advantage.The course is primarily about creating and sustaining superior
performance in the marketplace, through bringing new ideas and innovations.This course
focuses on business level marketing strategy and innovation as well as taking an initiative. You
will acquire an understanding of the tools that strategists use to assess business situations. You
will have the opportunity to use these tools to diagnose situations and generate information and
innovations from which strategies are formulated and marketing plans are prepared. Much of
the course is based on real life learning’s and examples along with situations. This approach
helps you to develop diagnostic, critical and communication skills as well.
REFERENCE MATERIAL
 Case Studies will be provided along with the course pack in advance.
 C.Merely Crawford (10th edition) New product management.
 Additional slides/handouts/information will also be shared in-class, as appropriate.
COURSE OBJECTIVES
The course objectives are:-
a. Gain a solid understanding of key new products development concepts and
strategies.
b. Apply concepts and strategies to diverse products, services, and situations within
the organizationand how to gain competitive advantage.
c. Develop strong new product or service ideas,strategies and communicate your
recommendations and rationale persuasively.
d. Evaluate and develop the new products or/and services.
COURSE OUTCOMES
a. Explain key planning and innovation as well as development concepts,
and apply them to marketing.
b. Analyze factors affecting the competitive position of an organization, including the
opportunity identification, concept generation, concept/project evaluation,
development and launch.
c. Explain key elements of PIC (Product Innovation Charter).
d. Formulate and implement new products development in line with an organization's
competitive positioning.
97
SNR ITEMS MARKS
1 MidTerm Exam 30
2 End Term Exam 50
Quiz(s)
Assignements(s)
Class Participation
Présentations
Case Discussion
AnyOther
Total 20 20
GRAND TOTAL 100
1. Case studies will be provided by the instructor. Theses case studies will be only for class
discussion and will not be asked in final paper.
2. Instructors at regional campuses may please give case studies with their own choice

No No
1. Class introduction and course overview
New Product Development
1. 2.
(Chapter 1: The Menu of NPD)
(Discussion will do by the Instructor)
3. The New Products Process
2.
4. (Chapter 02 of NPD)
5. Opportunity Identification and Selection:
6. Strategic Planning for New Products
3.
(Chapter 03 of NPD)
7.
4. Government Holiday (ECO Submit)
8.
9. Opportunity Identification and Selection:
Strategic Planning for New Products
5. 10. (Chapter 03 of NPD)
11.
6. Competition Advocacy Advocates NUML Seminar
12
13. Preparation and Alternatives
(Chapter 04 of NPD)
7.
14.
Competition feedback and crust points along with summary
MID TERM EXAMS
98
MID TERM BREAK
15. Problem based Ideation: Finding and Solving Customers Problems
8.
17. Final Project Presentations
Group A
9. 18. Group B
Group C
19. Concept Testing

10.
21. Product Protocol
11.
12. 23. Case Studies (2)
24.
25. Development Team Management
13.
26. (Chapter 14 of MM)
27. Revision and queries
14.
28. Case Study Discussions
END TERM EXAMS
Course Title: Personal Selling

Credit Hours: 3+0
Course Instructor:
PREREQUISITES
Personal Selling is a marketing elective subject and assumes that the student must have basic
understanding of marketing concept and strategies as well as adaptive business concepts.
Principle of Marketing and Introduction to Business (A South Asian Edition).
TEXTBOOK
Selling; Building Partnership (9th Edition); by Stephen B. Castleberry and John F. Tanner
COURSE DESCRIPTION
Selling: Building Partnerships was the first textto bring a partnership/relationship approachinto the
selling course,offering a solid frameworkon which to hangplenty of practice andreal-world
application.The eighth edition of thispopular text builds on thatfoundation with updatedcontent,
improved handsonexercises, and powerfultechnology that’s sure tomake the material
moreengaging for professorsand students alike. It’s going to help students distinguish various
phases of the selling process and how to apply different questions to different selling situations.
This course will also help to guide the students understand what is involves in the presentation and
the demonstration. The role plays with in the class will assist how to deal with buyers objections
and understand and apply the art of negotiation. There are ways to handle and close the sale and
through this book one can get the grip on the concepts. Personal selling helps to comprehend the
customer needs and long term survival within the competitive era. One can get the concept very
clear that marketing is not about using deceptive and manipulative tactics and also need to avoid
high pressure sales techniques. Not only good communication skills get enhanced but also help
ethical standards get developed.
99
REFERENCE MATERIAL
 Case Studies will be provided along with the course pack in advance after selection.
 Selling; building partnership (8th Edition); by Stephen B. Castleberry and John F. Tanner
COURSE OBJECTIVES
The course objectives are:-
e. Gain a solid understanding of Personal Selling concepts and strategies.
f. Apply concepts and strategies to diverse products, services, and situations within
the organization and with the customers for a long term survival.
g. Develop strong new product or service ideas,strategies and communicate your
recommendations and rationale persuasively.
h. Evaluate and develop the new products or/and services in order to fulfill
customers needs and wants.
i. Establish ethical standards, negotiation skills and handling objections.
j. How personal selling and CSR can be linked together in this competitive era?
COURSE OUTCOMES
e. Explain key communication and negotiation as well as handling objections concepts,
and apply them to marketing with in the competitive era.
f. Analyze factors/characteristics affecting the competitive position of sales people
within an organization.
g. Explain key elements of communication principles and usage of adaptive selling
techniques.
h. Formulate long term business relationship and managing your career by
understanding yourself and the company.
SNR ITEMS MARKS

1 MidTerm Exam 30
2 End Term Exam 50
Quiz(s) 6
Assignements(s)
Class Participation
Présentations 4
Case Discussion 2
AnyOther
Total 20 20
GRAND TOTAL 100
3. Case studies will be provided by the instructor. Theses case studies will be only for class
discussion and will not be asked in final paper.
4. Instructors at regional campuses may please give case studies with their own choice.
100
No No
1. Class introduction and course overview
Personal Selling
1. 2.
(Chapter 1: Selling and Sales People of PS)
(Discussion will be done by the Instructor)
3. Selling and Sales People
4. (Chapter 01 of PS)
2.
Ethical and Legal Issues in Selling
(Chapter 02 of PS)
5. Ethical and Legal Issues in Selling
3. 6. (Chapter 02 of PS)
7. Using Communication Principles to Build Relationship

4. (Chapter 03 of PS)
8.
9. Project Updates
5. Group Role Plays on the Cases given from book.
10.
11.
Competition Advocacy Advocates NUML Seminar
6.
Adaptive Selling for Relationship (Chapter 05 of PS)
12
13.
7. Public (project updated through emails by the project leaders)
14.
MID TERM EXAMS
MID TERM BREAK
15. Planning the Sales Call
8.
16. (Chapter 07 of PS) (First Half)
17.
9. Case Study Presentation
18.
19. Planning the Sales Call
20. (Chapter 07 of PS) (Remaining Part)
10.
Responding to Objections
(Chapter 10 of PS) (First Half)
21. Responding to Objections
11.
Obtaining Commitment
(Chapter 11 of PS) (First Half)
23.
12. Case Studies (2)
24.
25. Obtaining Commitment
13.
27. Revision and queries
14.
28. Case Study Discussions
END TERM EXAMS
101
Course Title: Introduction to Supply Chain Management
Course Code: SCM-581

Credit Hours: 3 + 0
Course Instructor:
PREREQUISITES:
 Students should be specialized in Strategy Planning & Operations aspects.
 To cover high level supply chain strategy & concepts

 Strategic role of the supply chain.
 Key strategic drivers of supply chain performance.
 Analytic methodologies for supply chain analysis.
 Describe the alternatives ways to organize for supply chain management

 Compare mode of transportation and related policies
 Identify the principle of customer and SRM in supply chain
PROVISION OF SOFT SKILLS
 Ability to communicate effectively through presentation, email, and team discussion

 Ability to logically organize thoughts
 Time management
 Ability to present oneself to confidence
 Supply Chain Management, 4th edition, Sunil Chopra.
REFERENCE BOOKS
 Supply Chain Management by Janad Shah
S.NO Items Marks

1. Mid Term Exam 30
2. End Term Exam 50
Quiz(s) 3
Assignements(s) 3
102
Presentations 3
Case Discussion 3
Lab Work/Practical Project 5
Any Other
Total 20 20
Grand Total 100
COURSE CONTENT

1. What is supply chain, Objective of supply chain
1.
2. Importance of supply chain, Decision phases in supply chain
3. Process view of supply chain
2.
4. Supply chain macro process in a firm, case study
5. Competitive & Supply chain strategic, Achieving strategic fit
3.
6. How strategic fit achieved
7. How strategic fit achieved & obstacles to achieving strategic fit
4.
8. Quiz & Presentation
9. Drivers of supply chain performance & Facilities
5.
10. Inventory and transportation
11. Information and sourcing
6. 12 Pricing
13. Review
7.
14. Quiz and presentation
MID TERM EXAMS
MID TERM BREAK
15. Role of distribution in Supply chain, Factors influencing distribution network
8.
16. Design option for a distribution network
17. Design option for a distribution network
9.
18. E-business and the distribution network & impact of e-business on cost
19. The role of transportation in supply chain & modes of transportation
10.
20. Modes of transportation & Case Study
21. Design option for a transportation network & trade-off in transportation design
11.
22. Tailored transportation and role of IT in Transportation
23. Planning Supply & Demand in Supply chain
12.
24. Planning Supply & Demand in Supply chain & Case study
25. Information technology in supply chain
13.
26. Information technology in supply chain
27. Review
14.
END TERM EXAMS
Course Title: Procurement
103
Credit Hours: 3 + 0
Course Instructor:
PREREQUISITES:
 Students should be specialized in Purchasing objectives & development key procurement issues &
applications.
 Scope of purchasing activity & its evaluation, relevant strategic issues.

 Key purchasing variables of quality, inventory, lead time, sourcing, price & negotiation.
 Important purchasing activities.
 Contract Management & performance measurement.
 PPRA procurement code.
 Examine the key processes of procurement management in order to excess their roles in
business system.
 Apply the knowledge of procurement to make appropriate procurement decision in different
business situation.
 Recommend sourcing strategies and select supplier evaluation system.

 Time management
 Procurement Principles & Management, Tenth edition, Peter Baily, David Farmer, Barry Crocker, David
Jessop & David Jones.
REFERENCE BOOKS
 Purchasing management by Lars Bedey, Sofia Exlund, Nojan Najafi, William Wahren &
Karl Westerlund.
S.NO Items Marks

1. Mid Term Exam 30
2. End Term Exam 50
104
Quiz(s) 3
Assignements(s) 3
Presentations 3
Case Discussion 3
Any Other
Total 20 20
Grand Total 100
COURSE CONTENT

1. Scope of purchasing, Purchasing cycle, Difference b/w proactive and reactive
1. buying
2. Strategic procurement & Supply chain management.
3. Strategic procurement & Supply chain management & Case Study
2.
4. Outsourcing
5. Outsourcing Methodologies & Case Study
3.
6. Outsourcing pitfall, How to avoid pitfall & Case Study
7. What is Quality? Performance quality & conformance quality, Quality assurance
4. & quality control
8. Total quality Management & Case study
9. Tagauchi method
5.
10. Failure mode effect analysis, Quality circle & Seven wastes
11. Inventory management
6. 12 Inventory management
13. Review
7.
MID TERM EXAMS
MID TERM BREAK
15. Time & competitive advantage, On time delivery
8.
16. Lead time & lead time variability, Supply lead time
17. Supply lead time & Case study
9.
18. Sourcing strategies & relationships
19. Sourcing strategies & relationships
10.
20. Negotiation, Three phases of negotiation
21. Negotiation kills
11. 22. Zero sum or positive sum, Positional bargaining and principled bargaining, Body
language
23. Contract Management
12.
24. Performance measurement
25. PPRA Rules
13.
26. PPRA Rules
27. Review
14.
END TERM EXAMS
105
Course Title: Inventory Management
Course code: SCM-585

Credit Hours: 3+0
Course Instructor
Prerequisites:
 Students accepted for the BBA, MBA in Supply Chain Management (SCM) Program are
eligible for the course
Textbooks (course materials) with edition

 Text Book: Inventory Control and Management.
 Authors: Donald Waters, Latest Edition
Reference Materials
 Case studies
 Inventory Management road map

Course objectives
 On completion of the course the students will be able to carrying out the routine but vital
responsibilities of Inventory Management and handling major challenges facing to Supply
Chain Management.
Generic Skills
The following generic skills are trained in the course
 Presentation skills
 Information retrieval
 Analytical skills
 Academic writing
 Midterm 30%
 End term 50%
 Internal evaluation 20 % ( 5 quizzes, 5 assignments, viva voice)
Week Lecture Topics to be Covered

No. No.
106
Introduction to Stocks and Inventories
1
1. 2 Introduction to Stocks and Inventories
3 Stocks within an Organization
2. 4 Stocks within an Organization
5 Economic Order Quantity
3. 6 Economic Order Quantity
7 Models for Known Demand
4. 8 Models for Known Demand
9 Models for Uncertain Demand
5.
10 Models for Uncertain Demand
11 Case Study
6. Review
12
13 Revision
7. 14 Revision
MID TERM EXAMS
15 Sources of Information
8. 16 Sources of Information
17 Forecasting Demand
9. 18 Forecasting Demand
19 Planning and Stocks
10. 20 Planning and Stocks
21 Material Requirements Planning
11. 22 Material Requirements Planning
23 Material Requirements Planning
12. 24 Just-in-Time
25 Just-in-Time
13. 26 Just-in-Time
27 Case Study
14
28 Quiz/ Presentation
END TERM EXAMS
Course Title: Logistics Management

Credit Hours: 3 + 0
Course Instructor:
PREREQUISITES:
 Students should be specialized in Logistics Management & Strategy that support the need to disseminate
knowledge and understanding of logistics in an easy to read way.
107
 It describe the way that materials move into organization from suppliers, through the
operation with in organization and then out to the customers.
 Brought view of logistics looking at every kind of organization & moving every kind of
material.
 Understanding about increasing strategic importance of logistics.
Understand the structure of supply chains and the different ways through which supply chains
can become competitive in the market.
 Explain how to use the levers of the logistics strategy to redefine the points necessary to make
this harmonization.
 Analyze the importance of the term “value creation” and to propose actions in the field of
management of logistics costs towards the creation of value.
 Distinguish the forces shaping international logistics in a global market.
 Assess accurately the risks occurred due to loss of focus on the satisfaction of end-customer
demand.
 Produce and combine effectively the options available for managing inventory and orders per
case.

 Time management
 Logistics Management, Donald Waters & Logistics Management.

 Strategy, 3rd edition, Alan Harrison and Remko Van Hoek.
REFERENCE BOOKS
 Lean Supply Chain & Logistics Management by Paul Myerson
S.NO Items Marks

1. Mid Term Exam 30
2. End Term Exam 50
Quiz(s) 3
Assignements(s) 3
Presentations 3
Case Discussion 3
108
Any Other
Total 20 20
Grand Total 100
COURSE CONTENT

1. Introduction of logistics, The supply chain, Activities of Logistics
1.
2. Aims of Logistics, Importance of Logistics, Case Study
3. Progress in logistics, Current trends in logistics, Integrating logistics within
2. organization
4. Competing Through Logistic
5. Integration along the supply chain
3.
6. Achieving integration, Case Study
7. logistic strategy, strategic decision
4.
8. Designing a logistic strategy, Case Study
9. Implementing the strategy
5.
10. Implementing the strategy
11. Transport
6.
12 Transport
13. Review
7.
MID TERM EXAMS
MID TERM BREAK
15. Measuring and improving performance
8.
16. Measuring and improving performance
17. Controlling material flow time
9.
18. Controlling material flow time, Case Study
19. Warehousing and Material Handling
10.
20. Warehousing and Material Handling
21. Procurement
11.
22. Procurement
23. Inventory Management
12.
24. Inventory Management
25. Global Logistics
13.
26. Global Logistics
27. Review
14.
END TERM EXAMS
109
Semester - V
CODE COURSE CREDITS
Advanced Research Methodology & Research

MGT - 606 Proposal Development 3+0
Corporate Information Strategy &
MGT - 651 Management 3+0
3+0
Elective V
3+0
Elective VI
110
111
Course Title: Advance Research Methods

Credit Hours: 3 + 0
Course Instructor:
Prerequisites: Business Research Methods
 This course develops an understanding of the importance of research in Management
Sciences.
 It provides training and insight in an organized process for conducting inquiry into
the issues related to business, economics, management, finance, marketing and
leadership.
 This course provides students with the knowledge and skills which they need to
solve complex problems and help them in effective decision making, irrespective of
the nature of their area of special interest in the field of management sciences.
 The focus of the course at our institution is on ‘doing’ rather than ‘reading’ research
methods.
 In every lecture, class participation is required in terms of their progress made in the topics
of their interest. The instructor builds critical and analytical skills in the students and
enables them to produce publishable research paper or at least sound research
proposal of 20-30 pages through motivations, guidance and practical examples of his
own research work which is internationally recognized.

At the end of the course, the students will be able to:
 Use digital library and conduct hands on research.
 Understand the importance of literature and use of literature review for collecting
relevant and important information to start research.
 Learn how to identify variables and create relationship among variables. The students will be
able to understand about research methodology.

a) Sekaran, U. (2010) Research Methods for Business: A Skill Building Approach
(4thedition), John Wiley & Sons (Asia).
112
REFERENCE BOOKS
a) Donald, K. C, and Pamela, S. S. (2007) Business Research Methods (9thedition) Tata
McGraw Hill, India.
b) Mark, S, and Philip, L. (2006) Research Methods for Business Students Adrian
Thornhill, Perason Education
S.NO Items Marks

1. Mid Term Exam 30
2. End Term Exam 50
Quiz(s)
Assignements(s)
Presentations
Case Discussion
Any Other
Total 20 20
Grand Total 100
COURSE CONTENT

Introduction to Business research: What is business research? Various
aspect of definition.
Types of research, Pure research, Applied research. Management and
1 research. Scope of research, scope of research in business. In house
research centre and outsourcing research. Research through digital
library, download a research paper from digital library, read it and
submit.
Scientific Business Research. Scientific investigation, Hallmarks of
scientific research, the Building blocks of scientific research, research
2
concepts
.
the hypothetico research methods, induction and deduction methods
inbusiness research, Other types of research; case study etc.
Review of Literature; Importance of literature review. What are the
3 major components of literature review?
. Why literature review is essential for research and research scholars?
What do you get out of literature review?
113
The Research Process I: The research process for applied and basic
research, Broad problem area, Preliminary data collection, Background
of information about organization, Perceptions, Attitudes, and
behavioral responses
4
Literature survey, Problem definition, and Managerial implications.
.
Search through various broad areas as provided by instructor, Make a
tentative list of your topics, discuss these with instructor. Then select
the final topic with consultation of instructor. Students will work on
those and write a proposa
The Research Process II: The need for a theoretical framework,
Variables and types of variables, Moderating and intervening variables,
The concepts of the theoretical framework.
5 Hypothesis development: definition of hypothesis, Statement of
. hypotheses, and hypothesis testing with qualitative research. Further
research will undergo on the selected topics, And then after gaining
information students will work on to proceed to write introduction
section of the proposal.
The Research Process III: The research design, The purpose of the
study: Exploratory and descriptive research, Hypothesis testing, case
study analysis, exploratory study, descriptive study. section will be
6 further refined as per discussion
. Types of investigation: Causal versus Co-relational, Study
setting: Contrived and non-contrived. Time horizon: Cross-sectional
versus Longitudinal studies. Introduction section will be discussed
with the instructor.
Experimental Designs: The laboratory experiment control,
Manipulation of the independent variables, Controlling the
contaminating exogenous orNuisance variables, Internal validity,
external validity or generalizability of Laboratory experiment, The field
7
experiment, trade off between internal and external validity.
.
Factors affecting internal validity, identifying threats to internal
validity. Students will continue to work on introduction section; side by
side students will start working on literature review through research
papers. Proposal introduction will be finalized by the end of this week
MID TERM EXAMs
MID TERM BREAK
Measurement of Variables: Operational definitions and scales.
8
114
How variables are measured? Operational definition, dimensions
and elements, Basic measuring scales: Nominal scales, Ordinal
scales, Interval scales, Ratio scales, International dimensions of
. operational definition and scaling.
Literature review will be completed by the end of 10 thweek.
Introduction as well as literature review will be completed in following
the American Psychological Association (APA) research format.
Measurement continued: Scaling, Reliability and validity. Rating
scales, Dichotomous scale,
category scale, Likert scale, semantic differential scale, Numerical
scale,
9
Itemized rating scale, Ranking scales, paired comparison, comparative
scale, Goodness of measure, Item analysis, Reliability, stability of
measure, Validity, Content validity, Criterion related validity, construct
validity. Contribution and significance of the study will be completed.
Data Collection Methods: Sources of data, Primary sources of
data, Focus
groups, Secondary sources, data collection methods,
Part I; Interviewing, structured and unstructured interviews,
questioning techniques, face to face and telephonic interviews.
Part II: Questionnaires; personal administered questionnaires, mail
questionnaires, guidelines for questionnaires
10
Part III: Other methods of data collection, review of the
advantage and disadvantages of different data collection methods
and when to use. Issues in data collection, Ethics in data collection.
In this week objectives of the study will be laid down in line with the
research format. The students will learn to set crystal clear and specific
objectives of the study.
Sampling: Population Element, Population frame, Sample, and subject.
Reasons for sampling, representativeness of sampling, Normality of
distribution, Probability and non-probability sampling.
Probability sampling: unstructured or simple random sampling,
11
restricted or complex probability sampling, review of probability
sampling design. Non-probability sampling, convenience sampling,
purposive sampling, review of non-probability sampling designs.
Data analysis and interpretation: Getting data ready for analysis,
12 coding categorization, entering data. Data analysis: Basic objectives in
115
data analysis, Feel for the data, testing goodness of the data.
Data analysis and interpretation: Some preliminary steps, checking
the reliability of measures, cronbach’s alpha, obtaining descriptive
statistics, Inferential Statistics: Pearson correlation, hypothesis
testing, overall interpretation and recommendations to the CEO or
President. Some Useful Software Packages: Use of SPSS software
packages, Visual Partial Least Square (VPLS) and Structural
Equation Modeling. Dead line for the project: The proposal submission
date
The Research Report: The Research Proposal, The Report, The written
report, The written report and its purpose
13. The written report and its audience, Characteristics of a well-written
report, Contents of the research report
Components of the research report: The title page, Table of contents,
Theresearch proposal and the authorization letter, The executive
summary or synopsis, The introductory section, the body of the report,
14
the final part of the report, Acknowledgment. Various sample reports.
Revision and Problem Discussion
END TERM EXAMS
Course Title: Corporate Information and Strategy Management

Credit Hours: 3 + 0
Course Instructor:
Prerequisites:
Corporate Information and Strategy Management requires that students must have basic grasp of
terminology and concepts of Information Technology, Business Strategy Management, and
International Business.
 Corporate Information Strategy and Management aims at students who need to enhance their learning
on the managerial decision-making perspective on information systems technology management.
 This course teaches how information technology (IT) enables organizations to conduct business in radically
different and more effective ways.
 In a rapidly changing, globalized business world, this course provides students with advance understanding
of the influence of twenty-first century technologies on business decisions through teaching essential tools
and frameworks for IT related managerial decision making.
116
1. Describe the influence of modern and evolving information and communication technologies on
business decisions both today and in the future.
2. Take and justify information and communication technologies related decisions in light of the
studies concepts and frameworks.
3. Explain how information systems and technology management affect executives in the Pakistani
context, via understanding gained in class discussions and assignments focusing on
organizations in Pakistan.

Corporate Information and Strategy Management (Lynda Applegate, Robert Austin, & Warren
MacFarlan) sixth edition.
REFERENCE BOOKS
Corporate Information and Strategy Management: Text and Cases (Lynda Applegate, Robert Austin, &
Deborah L Soule) eighth edition.
S.NO Items Marks

1. Mid Term Exam 30
2. End Term Exam 50
a.Quiz(s) 5
b.Assignements(s) 2.5
c.Class Participation 2
d.Presentations 2.5
e.Case Discussion Same as
(b) above
f.Lab Work/Practical Project 8
g.Any Other -
Total 20 20
Grand Total 100
COURSE CONTENT (Detailed Course Outline)
Week Lecture
Detailed Topics to be Covered Chapter Title
No No
1. Introduction; Theme 1 Introduction: Challenges of managing in a
1.
2. Themes 2, 3 network economy
3. Themes 4, 5, 6
Introduction: Challenges of managing in a
2. Themes 7, 8 + discussion
4. network economy
117
Forces that shape business strategy
5.
3. Creating business advantage with IT
6. -do-
7. Value chain analysis
4. Value chain analysis – Creating business advantage with IT
8.
organisational example
9. Market roles
5. Creating business advantage with IT
10. ICA framework by Porter
11. Strategic grid analysis

6. Analyzing IT impact in strategic decision - Do -
12
making
13. Business model components
7. Crafting business models
14. Businesses built on a network infrastructure
Mid Term Exam/ Break

15. Blueprint for a network organization
8. Building network businesses
16. Building value networks
17. Changing economics Making the case for networked
9.
18. Developing the business case for IT businesses
Basic components of internetworking
19.
infrastructure Understanding internetworking
10.
Future of internetworking infrastructure
20.
infrastructure
Why outsourcing alliances are
21.
11. difficult Managing IT outsourcing
22. Drivers of outsourcing
When to outsource; Structuring the
23.
12. alliance -do-
24. Implementation risks
25. Amazon.com: Case Study
13.
26. -do-
14. Final group presentations
118
Semester - VI
CODE COURSE CREDITS
MGT - 653 Multivariable Analysis with SPSS 3+0
MGT - 608 Strategic Management 3+0
Elective VII 3+0

3+0
Elective VIII
119
Course Title: Multivariate Data Analysis

Credit Hours: 3+0
Course Instructor:
PREREQUISITES: Probability Theory, Statistics
COURSE OBJECTIVES:
 1. To give students the tools necessary to understand the literature which they find in serious
publications about economic systems and to introduce students to easily applicable
multivariate statistical methods, as principal component analysis and discriminant analysis on
relevant statistical problems. The practical use of multivariate analysis techniques and
interpretation of results are discussed on the basis of concrete data analysis Understand the
formulation of hypothesis in the area of business and interpret their results.
 This course of statistics combines an overview of hypothesis testing and regression with an
opportunity to practice, including the use of SPSS statistical software and the interpretation of
results obtained from real data.
Statistical Packages used: - SPSS Version 16.0 /AMOS/LISERAL
Text Book: Multivariate Data Analysis 6th edition by Joseph F. Hair, Jr;William C. Black ;Barry J.
Babin and Ronald L. Tatham.Published by Dorling Kindersely.Pearson Education in South Asia.

 Darren George – Paul Mallery: SPSS for Windows Step by Step, 8th Edition, Pearson, 2008
 Introduction to Statistics By Wallpole 3rd Edition
 Francis, A. (2004). Business Mathematics and Statistics (6th ed.). Int. Thomson Business Press.
METHODS OF TEACHING:
Lectures, Tutorials and Lecture slides.
EVALUATION CRITERIA
Midterm 30%
End term 50%
Internal evaluation + Viva Voice 20%.

1. Preparing for a multivariate analysis:
Introduction to Data analysis and Descriptive statistics
1. 2. Review of basic terms, Explorative Statistics, Qualitative and quantitative
Data, Frequency distributions, Stem and Leaf displays.
Analysis with Statistical Packages
2. 3. Measures of central tendency: Mean, median, mode, Measures of variability:
range, variance, standard deviation, Box plot for detecting outliers, Scales of
measurements, Shape of a distribution, Normal distribution, Skewness,
Kurtosis.
120
4. The MEANS Procedure
5. Inferences about the population mean and about the difference between two means,
Rejection region and acceptance region of a hypothesis, One-Sample t-Test for the
mean, t-Test for the difference between two means
3.
6. Paired t-Test, Pooled variance, Empirical significance level, Analysis with Statistical
Packages.
7. Overview of Multivariate Data analysis techniques, Multivariate techniques

,measurement scales, Statistical power, effect size, types of multivariate
techniques, Six step approach to understand multivariate model building
4.
8. Examination your Data, missing value and advantages and disadvantages of
missing values, Outliers and types of outliers, Normality issues and its
methods for detecting normality.
9. Simple linear regression and correlation Covariance and correlation

coefficients, Covariance matrix, correlation matrix, Estimation of regression
model, Ordinary least squares, Slope and intercept.
5.
10. Analysis with Statistical Packages.
Multivariate profiles
11. Factor Analysis

6. 12
Objectives of factor analysis, designing a factor analysis
13. assumptions in factor analysis, factors and overall fit, validation of factor
analysis
14. The principal component approach, Principal Component Analysis, The
7.
eigenvalue problem, Generalization to r principal component, Communality or
variance explained
Analysis with Statistical Packages.
15. Dependence Techniques
Objectives of multiple regressions, Assumptions in multiple regressions.
16. Estimating the regression model and assessing overall model fit, interpreting
8.
regression varaiate.
MID TERM BREAK
19. Discriminant Analysis and Logistic regression

12. 20. Predicting Group Membership, Assumptions Underlying Discriminant
Analysis, Coefficients for the Discriminant Functions
13. 21. Analogy with regression and MANOVA
121
Hypothetical example of discriminate analysis.
22. Interpretation of results
23. Analysis with Statistical Packages
14.
25. Cluster analysis
Hierarchical and non-hierarchical clustering. Methods of aggregation.
15. Interpretation of results.Interpretation of characteristics of clusters.

27. Structural equation modeling: an introduction.
16. What is structural equation modeling, SEM and other variate techniques?
28.
29. SEM: Confirmatory factor analysis. CFA and exploratory factor analysis.
17.
18 & 19 END TERM EXAMS
Course Title: Strategic Management

Credit Hours: 03
Course Instructor:
Textbook
 Concepts in Strategic Management and Business Policy, 12th Edition by Thomas L. Wheelen
and J. David Hunger.
Course Description
The course caters to the explanation of business strategies, strategy formulation, strategy implementation and
evaluation and control measures at corporate, business and functional levels of the businesses.
Reference Material
 Strategic Management: Concepts and Cases, 12th Edition by Fred R. David
 Case Studies of National and International Exposure.
Course Objectives:
 To facilitate students in understanding strategic management process

 To assist the concepts of strategic management with updated cases.
 To prepare the students to conduct a strategic audit of any of the manufacturing or service
companies and to develop a business plan for implementation.
Course Outcomes:
The course shall contribute in the professional and technical knowledge of students in the academia and
the business world.
122
Quizzes 10% (Internal Evaluation out of 20%)
Credit Assignments 10% (Internal Evaluation out of 20%)
Project 10% (Internal Evaluation out of 20%)
Midterm 30%
Endterm 50%

1. Introduction to Strategic Management and Business Policy, Benefits of Strategic
Management, Impact of Environmental Sustainability, Learning Organization
1.
2. Basic Model of Strategic Management
3. Mintzberg’s Modes of Strategic Decision Making, Aid to Better Decisions

2.
4. Corporate Governance: Role and Responsibilities of the Board of Directors
5. Sarbanes-Oxley Act, Trends in Corporate Governance, The Role of Top
Management
3.
6. Social Responsibilities of Strategic Decision Makers: Friedman’s Traditional
View and Carroll’s Four Responsibilities of Business
7. Corporate Stakeholders
4.
8. Environmental Scanning: External Environmental Analysis
9. Porter’s Industry Analysis; Six Forces
5.
10. Categorizing International Industries, Strategic Groups
11. Forecasting and Forecasting Techniques
6. 12 Resource Based Approach to Organizational Analysis: VRIO Framework,
Determining the Sustainability of an Advantage
13. Eleven Business Models
7.
14. Industry Value Chain Analysis
MID TERM EXAMS
MID TERM BREAK
Basic Organizational Structures

Strategic Functional Issues: Internal Scanning
8
(Contd.) Strategic Functional Issues: Internal Scanning
Business Strategies; Porter’s Competitive Strategies
19. Competitive Tactics and Market Location Tactics
9
20. Cooperative Strategies: Collusion and Strategic Alliances
21. Corporate Strategy: Directional Growth Strategies
10
22. Stability and Retrenchment Strategies
23. Portfolio Analysis: BCG Growth-Share Matrix, Parenting Strategy
11
24. Functional Strategies: Strategy Formulation
25. (Contd.) Functional Strategies: Strategy Formulation, Strategies to Avoid
12 26. Strategy Implementation, Who Implements Strategy and What must be Done,
Advanced Types of Organization Structures
27. Staffing: Staffing Follows Strategy, Leading: Assessing Strategy-Culture
13 Compatibility, Action planning, International Considerations in Leading
28. Evaluation and Control: Balanced Scoreboard Approach, ResponsibilityCenters
14 29. Benchmarking, Problems in Measuring Performance
123
30. Guidelines for Proper Control, Strategic Incentive Management
END TERM EXAMS
Semester – V / VI Specialization Courses

For MBA (3.5)
Semester – III / IV Specialization Courses

For MBA (2.5)
Semester – I / II Specialization Courses

For MBA (1.5)
ODE COURSE CREDITS SPECIALIZATION
124
FM - 610 Corporate Governance 3+0 Finance
FM - 665 Strategic Finance 3+0 Finance
Mergers Acquisition and Corporate 3+0 Finance
FM - 664 Restructuring
FM - 662 International Finance 3+0 Finance
HR - 667 Recruitment and Selection 3+0 Human Resource
HR - 666 Personnel Training & Development 3+0 Human Resource
HR - 663 Conflict and Negotiation Management 3+0 Human Resource
HR - 659 Learning Organizations 3+0 Human Resource
MKT - 612 Customer Relationship Management 3+0 Marketing
MKT - 613 Marketing of Services 3+0 Marketing
MKT - 616 International Marketing 3+0 Marketing
MKT - 615 Strategic Marketing 3+0 Marketing
SCM - 660 Strategic Supply Chain Management 3+0 Supply Chain Management
SCM - 661 Green Supply Chain Management 3+0 Supply Chain Management
SCM - 662 Enterprise Resource Planning 3+0 Supply Chain Management
SCM - 663 Six Sigma, Lean and Quality Management 3+0 Supply Chain Management
Course Title: Corporate Governance
Course Code: FM-513

Credit Hours: 3 + 0
Course Instructor:
PREREQUISITE:
Introduction to Business, Human Resource Management, Financial Accounting & Common
Sense.
COURSE OBJECTIVES:
The course also aims to:
 To enable the students to understand the mechanism of governance and its valuation for
organizational profitability.
 To have the students understand the operations of boards.
 To enable the students to understand the financial impact and operational mechanism of
effective governance in public and private limited corporations.
125
LEARNING OUTCOMES:
An important theme of corporate governance is to ensure the accountability of certain individual in an

organization through mechanisms that try to reduce or eliminate the principal-agent problem. The grave
areas to be addressed by corporate governance can be easily described; the company accountable, clear
and hones dominations of profitable entities, whether they are classified owned, large, medium or
small. The doctrine set out for corporate governance is a recognized benchmark. The columns of
corporate governance are responsibility, just, accountability and precision.
RECOMMENDED TEXTBOOK:
 “A.C-Fernando (2006), Corporate Governance Principles, Policies and Practices, Pearson

Education S. Asia.”
 “Coporate Governance – An Introductory text for Pakistan”By: Dr. Safdar Ali Butt (5 th
Edition)
CLASS SCHEDULE & COURSE CONTENTS
Week Topics to be Covered
1 Corporate Governance Overview
2 Theory and Practice of Corporate Governance

Land marks in the Emergence of Corporate Governance. Rights and
3
Privileges of Shareholders.
4 Investors Problem and Protection.
5 Committees of a Board.
6 BOD: A Powerful Instrument in Governance.
7 Role of Auditors.
Midterm Exams
Mid break
8 Financial Reporting.
9 Risk Management
10 Internal Control
11 Business Ethics & Corporate Social Responsibility
12 External Influences on a Company’s Governance
13 Security and Exchange Commission. The Pakistani Market Regulator.

The Role of the Government in Ensuring Corporate Governance.
14
The Corporation in a Global Society.
126
End Term Examination*
Additional Reading:
1. All cases and appendix in the book by Dr. Safdar Ali Butt are included in the course and
shall be discussed in the class.
2. Chew, D.H.(ed.1997) Studies in International Finance and Governance Systems. Oxford
University Press.
3. Garratt, Bob (2003), This on Top, Nicholas Brealey Publishing.
4. Kotler, Philip and Lee Nancy (2005)Corporate Social Responsibility, Hoboken Ny, John
Wiley.
5. Millstein and Katsh (2003), The limits of Corporate power, New York, Macmillan.
6. Mouks R.A G&N. Minnow (2001), Corporate Governance, Oxford: Blackwell Publishing.
7. Byrne John. A (2002) After Enron: The Ideal Corporation, Business Week.
8. Chang S.G. and Dae sung Ha (2001) Corporate Governance in 21st Century, American
Business Review.
9. Paul C. and M. Watson (200), Three surveys on Corporate Governance, Mc Kinsey
Quarbevly,No.4.
10. Schiefer, Andrei and Robert Wishing (1997), A Survey of Corporate Governance, Journal of
Finance 52(2) PP737-783.
11. OECD (2001) Corporate Governance and National Development Technical Papers No. 180
www.oecd.org.
12. World Bank (1999), Corporate Governance. Overview, www.worldbank.org.
Course Title: Strategic Finance
Course Code: FM-665
Prerequisites: Financial Management.

Corporate Finance.
Analysis of Financial Statements
Financial Risk Management
Investment Analysis and Portfolio Management
Textbooks
Strategic Finance
By: Dr. Safdar Ali Butt
Reference Books
Corporate Finance Theory
By: William L. Megginson
Fundamentals of Financial Management.
By: Brigham and Houston.
Corporate Finance.
By:Mearly and Byears
Corporate Finance.
By: Khan and Jain
Introduction to Corporate Finance
127
By :Ross&Westerfield,
Course Description
Strategic decision-making requires managers to devise, select and implement investment strategies
which fit their external and internal organizational environments. Financial information and an
understanding of finance theory is key to the strategic decision making process. This course caters for
all the financial decisions that influence firm value, ultimately translating into shareholder’s worth.
Course Objectives
 To provide textual theories of finance to base financial decisions
 To enable students to numerically calculate strategic financial decisions
 To account for the long term and short term effects of financial decisions in achievement
of short term and long term objectives
 To enable students to strategically evaluate different decisions for enhancing value of the
firm.
Course Outcomes:
After completing this course students will be able to:
o Describe and analyze the global and domestic financial environment facedby firms.
o Understand and apply different investment appraisal techniques.
o Analyze the role of debt and equity within the firm and viability of
differentcorporate capital structures.
o Recommend and justify financial decisions.
o Explain financial theories and critique their relevance in the real worldeconomy.
o Summarize and critique the importance of risk within financial decisionmaking.

The assessment framework for the judgment of students is comprised of
 Midterm 30%
 End term 50%
 Internal evaluation 20%
The internal evaluation is comprised of 2 assignments, 2 best quizzes, class participation,

attendance and final project.

1. Role of Financial Theory and Evidence
Building blocks of finance, 12 Theories of Finance, Savings and Investment Theory,
Portfolio Theory, Capital Structure Theory, Dividend Policy Theory,
1. 2. Asset Pricing Models, Efficient Capital Market Theory, Option Pricing
Theory, Agency Theory, Signaling Theory, Modern theory of Corporate
Control, Theory of Financial Intermediation and Market micro Structure
Theory.
2. 3. Ownership, Control and Compensation
4. INVESTMENT DECISIONS
Wealth Maximization making Investment Decisions
128
Risk, Return and Market Efficiency
Market Efficiency Theory
Single Asset Models
Portfolio of Assets
CAPM and APT
Efficient Frontier
5. Review of Time Value of Money and Valuation
Interest Rate, Simple interest verses compound interest Annuities verses
simple compounding and Discounting Future value of ordinary annuity and Future
value of annuity due, Present value of ordinary annuity and Present value of annuity
3.
due.
6. Numerical related to effective rate of interest and annuities, Concept of nominal rate
of interest and Effective rate of interest, Loan Amortization and Partial
Amortization.
7. Bond and Stock Valuation and Models, Tax Effects in Bond Pricing.
Difference between annuity and uneven cash flows present and future values of
uneven cash flows, Practice Questions.
4. 8. Valuation of Long term securities

Distinctions among valuation concepts, Types of bonds, Characteristics of
bonds and Key characteristics of bonds Preferred stock Valuation and common
stock valuation (Constant growth Model) Common Stock valuation (Non constant
growth model) and Practice questions. Calculation of Yields
9. Option Pricing Models
Black-Scholes Model for Option Valuation
Capital Budgeting and Investment Decisions
5.
Process of capital budgeting. Types and Calculation of Cash flows. Initial,
Incremental and Terminal Cash flows.
10. Calculation of Cash Budgeting Techniques
11. Calculation of Capital Budgeting Techniques
12 FINANCING DECISIONS
Capital Structure Decisions for Wealth Maximization
6. Capital Structure Theory
Theories of capital Structure.
NI Approach, NOI Approach, MM Theorem, Static Trade Off theory
Pecking Order Hypothesis
13. Corporate debt and Instruments along their valuation
7.
14. Corporate Equity and Instruments along their valuation
MID TERM EXAMS
MID BREAK
15. Cost of capital
8. Cost of Debt, Cost of Equity,
16. Optimum Capital Structure, Cost of Capital and Firm value
17. DIVIDEND POLICY DECISIONS
9. Dividend Models, MM Theorem
18. Agency cost and Contracting Model for Dividend Policy
10. 19. ASSET ALLOCATION DECISIONS
Liquidity decisions and Allocation of liquid assets for Wealth Maximization
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20. Numerical Related to Liquidity & Working Capital Management
21. Numerical Related to Liquidity & Working Capital Management
22. FINANCIAL PLANNING AND FORECASTING
Using Financial ratio analysis and financial planning for Wealth
Maximization:
11.
Financial statements. Why we do analysis of financial statements.. Ratio
analysis, liquidity rations, debt or leverage rations. Questions and
problems.
23. Coverage ratios, activity ratios. Questions and problems relating to the
ratios and their interpretation.
12.
24. Profitability ratios: Gross profit ratio, net profit ratio ,operating profit
ratio basic earning power, return on asset and return on equity.
25. Common size and Index analysis
13.
26. Understanding and Accessing Financial Markets
27.
14. Revision.
28.
END TERM EXAMS
Course Title: Mergers, Acquisitions and Corporate Restructurings
Course Code: FM-664

Credit Hours: 3+0
Course Instructor:
Prerequisites: Financial Accounting, Managerial Accounting, Financial Management,
Corporate Finance, Corporate Governance
Textbooks (or Course Materials) with Edition
1. Gaughan, P. A. (2015). Mergers, Acquisitions, and Corporate Restructurings, (6th edn) John
Wiley & Sons, New York
2. Desai J. M. & Joshi N. A. (2012). Mergers and Acquisitions. (1st edn) Biztantra, Dreamtech,
Delhi, India
Reference Material
1. Weston, J. F. & weaver, S. C. (2001). Mergers and Acquisitions, The Mcgraw-Hill Executive
MBA Series, New York, USA
2. Baker, H. K. & Kiymaz, H. (2011). THE ART OF CAPITAL RESTRUCTURING: Creating
Shareholder Value through Mergers and Acquisitions. JohnWiley & Sons, Inc., Hoboken, New
Jersey, USA
3. Weston, J. F., Mitchell, M. L. & Mulherin, J. H. (n. d.) Takeovers, Restructuring, and
Corporate Governance (4th edn.), Pearson Educational International
4. Research Articles: A set of research articles will be allocated to students as a group project for
classroom presentation which will also be part of semester exams
Midterm 30%
End term 50%
Internal evaluation 20% (3 quizzes, 5 assignments, final project & presentations).
130
1. Chapter 1. Introduction
Recent M&A Trends
Types of Mergers
Reasons for Mergers and Acquisitions
1.
2. Merger Financing (Merger Consideration)
Leveraged Buyouts and the Private Equity Market
Reverse Mergers
Holding Companies (Advantages and Disadvantages)
3. Corporate Restructurings (From Jay M. Desai & Nisarg A. Joshi Book)
Types of corporate restructuring (Financial, Organizational & Portfolio
Restructuring)
Objectives of corporate restructuring
2. Forms of corporate restructuring (Expansion & Contraction)
4. Types of Expansion
Motives for Expansion
Types of Contraction
Motives for Contraction
5. Chapter 2. History of Mergers
What Causes Merger Waves?
First Wave, 1897–1904
Second Wave, 1916–1929
3.
6. Third Wave, 1965–1969
Fourth Wave, 1984–1989
Fifth Wave, 1992-2001
Sixth Wave, 2004-2007
7. Theories of Mergers & Acquisitions (From Research Article)
Trautwein, F. (1990). Merger Motives and Merger Prescriptions. Strategic
Management Journal, 11(4), 283-295.
Efficiency Theory
Monopoly Theory
Raider Theory
4.
Valuation Theory
8. Theories of Mergers & Acquisitions…
Empire-building Theory
Process Theory
Disturbance Theory
Q-Theory (Tobin’s Q)
5. 9. Why Many Mergers & Acquisitions Fail to Create Shareholder Value
(From Additional Notes)
No strategic fit
Over estimation of growth from M&A
Over estimation of cost reduction
Underestimation of the difficulty and costs of extracting value
Post-M&A Integration
Overpayment
10. Avoiding the Pitfalls in Mergers & Acquisition
Don’t confuse the objective
Have a clear growth strategy
Identify the value drivers and the process of extracting value
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Fully understand the costs of integrating the target
Do the legal due diligence
Know when to walk away
11. Chapter 4. Merger Strategy
Growth
Synergy
Operating Synergy, Financial Synergy
6. 12 Merger Strategy…
Diversification
Hubris Hypothesis of Takeovers
Other Motives
Tax Motives
13. Chapter 5. Antitakeover Measures
Management Entrenchment Hypothesis versus Stockholder Interests Hypothesis
Preventative and Active Antitakeover Measures
7. Characteristics of firms vulnerable to a takeover
14. Preventative Antitakeover Defenses
Poison pills, Corporate charter amendments, Golden parachutes
Investors Wealth Effect of Preventative Antitakeover Defenses
MID TERM EXAMS
MID TERM BREAK
15. Paper show off and discussion
16. Active Antitakeover Defenses
8. Greenmail, Standstill agreements, White knight, White squire, Capital structure
changes, Litigation, Pac-Man defense, ‘‘Just Say No’’ Defense
Information Content of Takeover Resistance
17. Chapter 6. Takeover Tactics
Preliminary Takeover Steps
Establishing a Toehold, Casual Pass, Bear Hugs, Bypass Offers, Tender Offers
9.
18. Cash versus Securities Tender Offers
Two-Tiered Tender Offers
Any-and-All versus Partial Tender Offers
19. Chapter 6. Takeover Tactics…
Open Market Purchases and Street Sweeps
Advantages of Tender Offers over Open Market Purchases
Proxy Fights/ Contests
Shareholder Wealth Effects of Different Takeover Tactics
10.
20. Chapter 14. Valuation
Valuation Methods: Science or Art?
Discounted Cash Flow Methods
Using Dividend Discount Models
Case Study: Evaluating M&A Deals: Introduction to Deal NPV
21. Desirable Financial Characteristics of Targets
Free Cash Flow Theory of M&A
11.
22. Determining Value by using Different Multiples
Choice of the Discount Rate: Cost of Capital and the Discount Rate
23. Chapter 14. Valuation…
Pre & Post merger value of bidder and target
12. Determining the value of synergy
24. Determining the Net Acquisition Value (NAV) of M&A for bidder firm
Takeovers and Control Premiums
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25. Chapter 14. Valuation…
Cash Payment to target company shareholders
Valuation of Stock-for-Stock Exchanges
13.
Exchange Ratio
26. Shareholder Wealth Effects and Methods of Payment
Takeovers and Stock-for-Stock Transactions
27. Chapter 10. Corporate Restructuring
Forms of Corporate Restructuring
Divestitures, Equity Carve-outs, Spinoffs, Split-offs, Exchange offer, Split-ups
28. Involuntary versus Voluntary Divestitures
14. Divestiture and Spinoff Process
Wealth Effects of Selloffs
Equity Carve-Outs versus Public Offerings
Equity Carve-Outs versus Spinoffs
Voluntary Liquidations or Bust-ups
END TERM EXAMS
Course Title: International Finance
Course Code: FM-662

Credit Hours: 3+0
Course Instructor:
Prerequisites: Financial Accounting, Managerial Accounting, Financial Management
This course orients the students to the environment of international finance and its management and endeavor
to impart the fundamental concepts and techniques of international financial management to the students
about how to identify, assess and solve problems in the context of Multi-National Corporation. Precisely,
the course objectives of the course are;
 To understand the various forces that determines exchange rates.

 To explain the operation and pricing of foreign exchange rate derivative contracts.
 To identify potential sources of exchange rate risk for a firm, evaluate whether the risk
needs to be hedged, and if so articulate the optimal hedging strategy.

 Students may become familiar with the complexities of facing investors and firms when
operating in an international context.
 The students will be able to articulate the benefits and costs of international
diversification and the relative advantages/disadvantages of various financial risk
diversification strategies.

 International Financial Management (15th Edition) by Jeff Madura
133
REFERENCE BOOKS
1. International Finance by Keith Pilbeam
2. International Financial Management by Addison Wesley Longman
3. International Economics: Theory and Practice by Paul Krugman
S.NO Items Marks

1. Mid Term Exam 30
2. End Term Exam 50
Quiz(s)
Assignements(s)
Class Participation
Presentations
Case Discussion
Any Other
Total 20 20
Grand Total 100
134
COURSE CONTENT

No No
1. Introduction to International Financial Management
A brief review of Financial Management
Multi-National Corporations (MNCs)
1.
How MNCs are different from Domestic Corporations
2. Financial Management of MNCs
The role of finance manager in MNCs
3. Multinational Financial Management: An Overview
Why Firms Pursue International Business
2. How Firms Engage in International Business
4. Valuation Model for an MNC

5. International Flow of Funds
Balance of Payments
3. Factors Affecting International Trade Flows
6. Correcting a Balance of Trade Deficit
International Capital Flows
7. (Contd.) International Capital Flows
Agencies that Facilitate International Flows
4. 8. Foreign Exchange Market

International Money Market
International Credit Market
9. (Contd)International Bond and Stock Markets
5. 10. Exchange Rate Determination

Measuring Exchange Rate Movements
Exchange Rate Equilibrium
11. Factors that Influence Exchange Rates
Speculating on Anticipated Exchange Rates
6.
12 Government Influence on Exchange Rates
Exchange Rate Systems
13. A Single European Currency

7.
14. Government Intervention and Intervention as a Policy Tool
MID TERM EXAMS

MID TERM BREAK
8. 15. International Arbitrage and Interest Rate Parity
International Arbitrage
Locational Arbitrage
Triangular Arbitrage
Covered Interest Arbitrage
16. Derivation of Interest Rate Parity
135
Determining the Forward Premium
Graphic Analysis of Interest Rate Parity
17.
Relationships Among Inflation, Interest Rates, and Exchange Rates
Purchasing Power Parity (PPP)

Interpretations of PPP
9. Rationale Behind PPP Theory
Using PPP to Estimate Exchange Rate Effects
18. Graphic Analysis of PPP

Testing the PPP
Why PPP does not Occur
PPP in the Long Run
19. International Fisher Effect (IFE)
Implications of the IFE for Foreign Investors
Test of the IFE Effect and Graphical Analysis
Comparison of IRP, PPP, and IFE Theories
20. Multinational Capital Budgeting

10.
Subsidiary versus Parent Perspective
Tax differentials
Restricted remittances
Exchange rate movement
21. Input for Multinational Capital Budgeting

Factors to Consider in Multinational Capital Budgeting
11.
22. Adjusting Project Assessment for Risk
23. Country Risk Analysis

Why Country Risk Analysis Is Important
Political Risk Factors
Financial Risk Factors
12.
24. Types of Country Risk Assessment
Techniques to Assess Country Risk
Measuring Country Risk
13. 25. (Contd.) Incorporating Country Risk in Capital Budgeting

Reducing Exposure to Host Government Takeovers
Case Study
26. Multinational Cost of Capital and Capital Structure
Background on Cost of Capital
Cost of Capital for MNCs
136
Costs of Capital Across Countries
27. Using the Cost of Capital for Assessing Foreign Projects, MNC’s Target Capital
Structure
14.
28. Local versus Global Target Capital Structure
END TERM EXAMS
Course Title: Recruitment and Selection
Course Code: HR-667

Credit Hours: 3+0
Course Instructor:
Prerequisites:
Human Resource Management
 Recruitment and selection activities ensure the availability of right people in the right place, at the right
time in organizations.
 The process involves most fundamental human resource management functions like assessing
organizational and individual’s needs as well as abilities and producing an effective match. However,
these activities need to be carried out within a legislative framework that increasingly influences this
practice.
 The course is designed to provide the learners with an understanding of the activities involved in
advanced recruitment and selection from the viewpoint of a human resource practitioner and/or business
manager.
 The students would be provided with the up-to-date knowledge and skills in the areas of applicant
decision making and reactions, the use of Internet-based recruitment and testing methodologies,
multilevel selection for person–team and person–organization fit, ethical issues including
anti-discriminatory imperatives, developments in predictor methods, international efficacy, expatriate
selection and placement and related areas.
 Recruitment and selection is one of the core functions of Human Resource Management, and of
management more generally, because of its substantial impact upon the people who work within any
particular organization.
 This course is designed to enable students to understand current theory and practice in the field. In
particular, students undertaking this course will come to a detailed appreciation of best practice in
ecruitment and selection. Specific objectives of the course are:
 Identify general practices that organizations use to recruit and select employees.
 Determine which recruitment and selection practices are most effective.
 Determine how the recruitment and selection practices affect organizational outcomes.
 General recruitment and selection profiles and strategies.
 Organizational offerings and their impact on prospective employees.
 Current and future selection practices.
 Outsourcing recruitment and selection activities.
 Barriers to effective recruitment and selection.
137
Objective of the course is to introduce students with the challenges which are most recent in research and
identifying the most popular approaches on recruitment and selection. Course covers in detail the
development and implementation of effective selection programs within today's organizations. A
streamlined, yet thorough, approach and numerous current examples focus on today's most important legal,
global and ethical concerns; psychometric measurement concepts; job analysis; predictors of job
performance; and criteria measures.

By the end of this course, students should be able to:
1. Describe the basic principles of recruitment and selection, including Reliability, validity and utility,
Job analysis, Job marketing, Applicant assessment, Selection decision-making etc.
2. Explain the relationship of recruitment and selection practices to relevant theory.
3. Connect recruitment and selection practices with their organizational, social and legal contexts.
4. Outline the limitations of current recruitment and selection.
5. Students will learn about:
• Knowledge Economy and the role of human capital in this economy
• Reasons for organizations existence and organizational strategies
• Job Analysis and Design
• Labor Markets and Recruitment Sources
• Pre-employment Assessment techniques
• Interviewing techniques
• Retention Management
• Hiring and Keeping the Best People. (1992). Harvard Business School Press – Boston
• 101 Strategies for Recruiting Success: Where, when, and how to find the right people
every time. By: Christopher W. Pritchard, SPHR
• STRATEGIC STAFFING: A Practical Toolkit for Workforce Planning by: Thomas P.
Bechet
• Recruiting, Interviewing, Selecting and Orienting New Employees by Diane Arthur.
REFERENCE BOOKS
Harvard case studies and research papers will be discussed
S.NO Items Marks

1. Mid Term Exam 30
2. End Term Exam 50
138
Quiz(s)
Assignements(s)
Class Participation
Presentations
Case Discussion
Any Other
Total 20 20
Grand Total 100
COURSE CONTENT

No No
1. History: Transition from Agricultural Economy to Industry Economy to Knowledge
Economy, What is Human Capital and its importance,
1.
2. Significance of recruitment and selection for organization, challenges of
recruitment, Overview of recruitment & selection
3. Strategic Staffing: Developing and Implementing and Supporting Strategic Staffing
Process- Placing Strategic Staffing Within the Business Context ,
2.
4. Assessing Current Strategic Staffing Process, Involving Managers in the
Strategic Staffing Process
5. Human Resource Planning, Labor Demand and supply, transitional
Matrix
6. Job Analysis and Design: Requirement gathering, Organizational
3.
Structures and Jobs Alignment Job Design, Types of Job Design
- Mechanistic Job Design - Biological Job Design –
Motivational Job Design. - Perceptual Job Design
7. Conducting Human Resource Audit – Importance of Human Resource
Audit – Periodic and Exit Interviews - Systematic Recruitment and
Selection Process – Conducting Job Analysis
4.
8. Approaches and sources of recruitment: Advertising, realistic job preview.
Labor market analysis & setting rates of pay, Electronic recruiting and sources.
Recruitment process and techniques,
9. Recruitment sources - Traditional Recruitment Sources and Innovative Recruitment
Sources Recruiting from within the organization,
Outsourcing- When to Use a Professional Recruiter , Colleges, Universities,
5. Professional organizations, Seminars/workshops, Job fairs.
10. Selection Process: Pre-employment test, Selection/Recruitment Interview, Types and
components of employment interviews, Cognitive Ability in Personnel Selection
Decisions, Personality in Personnel Selection. Emotional Factors as Selection Criteria,
11. Situational Judgment Tests, Psychological and Physical examination, Computer-
Based Testing and the Internet. Evaluating selection techniques: Reliability, validity
& cost-benefit (utility) analysis.
6. Ability testing: General mental ability; specific - abilities; work samples.
12 Documenting the interview, Second Rounds and Offers, Structuring Compensation
Offers, The Prediction of Typical and Maximum Performance in Employee Selection,
Different types of questions for a test or interview, Job Performance:.
7. 13. Assessment Issues in Personnel Selection, The Prediction of Contextual Performance.
139
Decision Making in Selection, Ethnic Bias and Fairness in Personnel Selection and
Consequences. Background and reference check
14. Personality Assessment: Big 5 Personality Model, Assessment Centers
and 360 degree Evaluation
MID TERM EXAMS
MID TERM BREAK
15. Selecting for fit and employment laws: Individual fit with jobs, teams, organizations
& cultures. The legal & social context for R&S:
Employment legislation, equal opportunity (adverse impact etc).
8.
16. Employee Orientation: Significance and methods of Orientation Program,
Outsourcing Recruitment and Selection Activities, Expatriate Selection: A Process
Approach Selection for Teams, Multilevel Selection and Prediction,
17. Beyond the fundamentals of employee orientation
9.
18. Recruitment from Employer perspective: Training for recruitment &selection;
Outsourcing recruitment & selection.
19. The organizational context for recruitment & selection
10.
20. Diversity recruitment and hiring success
21. Retention (Keeping the best): Essential retention strategies
11.
22. Market wise retention,
23. Retention Success
12. 24. Workplace factors that affect Hiring and Retention: Staff turnover and negative
and positive impact on the organization
25. Keeping employees even after they leave
26. Measuring Staffing Effectiveness and Efficiency, Calculating Staffing
13.
Costs and Evaluating Staffing Options, Maintaining GEMS
(Global Employees Mobile and Skilled).
27. Recruiting Evaluation and Metrics
14.
28. Revision
END TERM EXAMS
Course Title: Personnel Training and Development
Course Code: HR-666

Credit Hours: 3 + 0
Course Instructor:
Prerequisites:
A very sound and in-depth knowledge of HR practices and theories
COURSE DESCRIPTION:
The course Training and development (T&D) seeks to introduce the concepts of T&D in the
organizations. It looks at why firms need to have training & development of their human resource
personnel. It discusses the different ways of approaching T&D; it also details a process for
understanding and implementing T&D; a learning environment and what works and what doesn’t when
140
implementing T&D programs in organizations. The intention remains to impart the scholars, the
modern versions of T&D in a wider context. The scholars are required to participate fully and
effectively during the interactive sessions and try to add their input into the discussion. The text
includes renowned books on the subject of T&D including success stories and valuable case studies.
The scholars would also be introduced to various models, comprised of practical tools for the training
needs analysis, T&D design, delivery, and evaluation, a deeper insight and action in the world of T&D
with a focus on research and practice.
COURSE OBJECTIVES:
This course is designed to achieve the following objectives seeking to enable the learners:
1. To understand the basic concepts and process of T&D;

2. To comprehend the various organizational aspects influencing firms, systems, cultures, styles &
structures & their implications for the success of T&D programs;
3. To know the prevailing models, theories & strategies governing T&D;
4. To examine the personal, interpersonal and organizational impact of T&D;
5. To identify the best methods of planning for and managing T&D programs;
6. To design successful T&D programs and avoid common pitfalls.
7. To measure the ‘success’ of T&D programs.
On completion of the course, the scholars are expected to:
1. Demonstrate T&D skills as managers, leaders and researchers.

2. Have a deeper understanding of T&D and the application of its latest concepts in the field.
3. Be able to contribute new knowledge addition in T&D through research and development.
4. Have gained competence in comprehending the importance and dynamics of T&D and are
capable of efficiently initiate, plan, design, implement and evaluate T&D programs in a
continuous and cost effective manner.
RECOMMENDED TEXT BOOK:

 Raymond Andrew Noe. (2004). Employee training and development. 3rd ed. McGraw-
Hill Irwin
REFERENCE BOOKS:
1. Approaches to Training and development written by Dugan Laird. 3rd Edition.

2. Research papers and case studies.
ASSESSMENT INSTRUMENT WITH WEIGHTS:
S.NO Items Marks

1. Mid Term Exam 30
2. End Term Exam 50
141
Quiz(s) 5
Assignements(s) 4
Class Participation
Presentations 4
Case Discussion
Any Other
Total 20 20
Grand Total 100
COURSE CONTENT:
Week # Lecture Session topics

#
1. 1. HRM defined; Defining T&D; Learning & Training; Likely
scenarios; The prerequisites; The role of training & development
manager; Performance concerns; Training types; Individual
development; Effective developmental plan; Training needs
assessment & analysis
3. Job itself as a developmental experience; Training & development-
requirement; T&D department; Process - orienting employees; The
five step training & development process; Data sources for
operational analysis; More data sources for operational analysis;
Managerial development & training; Managerial T&D Types;
Behavior modeling; Evaluating the T&D effort
2. 4. Classification of Learning Outcome; Organizational Chart for
resource function; Possible Career Path in HRD; General Open
Systems Model; Training as a Subsystem within the Organizational
System; Training Processes Model; Components of learning
organization; Differences between OD practitioners and trainers
5. Training case 1
4. 6. Relationship of training and development with other HR functions;
Employee development; Training as a system approach
7. Training Need Analysis; Types of need analysis; Selecting suitable
methods.
6. 8. Training Benefits; Benefits of training to individuals.
9. Benefits of training to teams; Benefits of training to organizations.
8. 10. The trainer and training methodologies; Selection of trainer;
Competencies of trainer.
11. In-house and on the job training.
10. 12. Case study 2
13. Experiential exercise
12. 14. Developing a training plan; Training objectives
15. Business impact objectives; Determining training sequence
14. 16. Training evaluation system; ROTI: Return on training investment;
Measurement of training impact
17. Pre- training evaluation; During training evaluation; Post training
evaluation
142
16. 18. Mentoring & Coaching skills; Mentoring skills for trainer; Coaching
skills for trainer; Counseling skills for trainer
19. Competencies of a trainer/master trainer; training of trainer (TOT);

transfer of training
18. 20. Case study 3
21. Lessons Learned

20. 22. Career management concept; Theories & issues of traditional course
versus protean career
23. Career Development models

22. 24. Resources of a trainer; training toolkit;
25. Planning & arranging training sessions

24. 26. Challenges in training; Challenges in development; Challenges in
career management
27. The future of training & development

26. 28. New horizons: beyond training & development;
29. Human performance enhancement; Selecting, implementing &

evaluating human performance enhancement (HPE) Strategies
Course Title: Conflict and Negotiation Management
Course Code: HR-663

Credit Hours: 3
Course Instructor:
COURSE PREREQUISITES
Students must have acquired sound and in-depth knowledge of Human Resource Management theories and
practices.
COURSE DESCRIPTION
This course focuses on imparting classic and contemporary knowledge on conflict management
and negotiating, while developing participants’ conflict handling and negotiating skills. By the
conclusion of this course, students will have developed enhanced ability to diagnose conflict situations,
and strategize and plan the required mediation and negotiation strategies within business environments
for effective organisational performance.
143
Negotiating effective agreements is typically viewed as a blend of art and science. Consequently,
to assist students in developing effective negotiation and conflict management skills, this course
emphasizes experiential learning through student participation in a variety of assignments, exercises,
research articles, and case studies. Alongside, contemporary issues are discussed employing current
literature and research papers.
COURSE OBJECTIVES
 Students will be able to explain basic concepts of conflict, negotiations.

 Students will be able to describe various conflict handling styles in the workplace and their
impact.
 Students will be able to differentiate distributive and integrative negotiation strategies.
 Students will be able to describe important aspects, such as the role of power, personality, team,
and leadership, and the mediation process in conflict management and negotiations
management.
 Understanding the central concepts of negotiation and conflict.

 Providing experience in the negotiation and conflict management process.
 Effectively diagnosing and planning for different types of negotiation situations.
 Developing negotiating skills and confidence in a variety of contexts.

 Conflict Management : A practical guide to developing negotiation strategies. Barabara
A. Budjac Corvette.
 Leslie P. lewis (1994). Curing conflict. Pitman publishing UK
REFERENCE BOOKS
 Fisher, R., Ury, W., & Patton, B. (1991). Getting to Yes: Negotiating Agreement Without
Giving In, second edition. NY: Penguin.
 Lewicki, R.J., Saunders, D.M., & Barry, B. (4th edition) Essentials of Negotiation NY: McGraw-
Hill.
 Research papers and case studies.
144
ASSESSMENT INSTRUMENT WITH WEIGHTS:
S.NO Items Marks

1. Mid Term Exam 30
2. End Term Exam 50
Quiz(s) 5
Assignements(s) 4
Class Participation
Presentations 4
Case Discussion
Any Other
Total 20 20
Grand Total 100
COURSE CONTENT:

1. Conflict
What is conflict? First things first. What is it, where is it.
Personal approach to conflict and negotiations. Attitude, view, approach, style.
Sociological schools of thought.
1.
2. Constructive, destructive conflict.
Conflict, chaos, complexity theories.
A systems approach and conflict diagnosis example.
Managing, using, resolving conflict through negotiations.
3. Defining Negotiation, its Components
Human interaction is negotiation.
The personal nature of negotiation. Not everything is negotiation.
2. Conscious and unconscious determinants.
4. Components of negotiation performance.
Effective personal negotiating power
A general plan to develop effective personalized negotiation strategies.
5. Personality
Why it is important to know your personality.
3. Definition and facets of personality.
Personal profile of negotiating personality attributes.
6. Learning theory and assessing yourself. (All facets).
7. Negotiating Styles
Assess your natural and habitual negotiating style.
Four major negotiating styles.
4.
8. Distribution versus integration, analysing results.
Choosing the appropriate style.
Learning creativity.
145
9. Key Negotiation Temperaments
Categorising personalities.
Four main preferences.
5.
Perceiving others, Behaviour expectations.
10. Four key negotiation temperaments.
Other indicative and related personality facets, self-assessment.
11. Communication in Negotiation
The process.
Rules for effective speaking and listening.
Filtering.
6.
When conflict arises in negotiation.
12 Watching
Body language
Electronic communication, reflection and practice.
13. Culture and Gender differences
What is culture? Ways to classify country cultures.
7. Relationship of cultural dimensions and personality.
Cultural and gender differences in negotiation.
14. Revision and student problem solutions.
MID TERM EXAMS
MID TERM BREAK
15. Understanding the Importance of Perception in Negotiation
Everyone does not see the same things.
The complexity of perception.
Personality differences and cultural expectations.
8. Attribution theory and the role of perception in attitude formation.
16. Attribution role in attitude formation.
Self-serving bias.
Me, myself, and I.
Perceptual differences in negotiation.
17. Effects of Power in Negotiations
Types of power
18. Asserting Yourself
Assertion assessment, passivity, aggression, assertion.
9.
Passive-aggressive behaviour
Hostile-aggressive behaviour
Anger dynamics and its tools
Fear, self-esteem, assertive behaviour.
19. Negotiation Process, Preparation
Negotiating terminology
10.
Stages of negotiation process, preparation stage.
20. Case study/ research article discussion.
11. 21. Alternative Styles, Strategies, Techniques of Negotiation
The different stages of negotiation
Introductory, initiation, intensification, closing stages and their tactics.
22. Team Negotiation
146
Additional complexities
Group dynamics, good guy/ bad guy, complementary choices.
23. Negotiation in Leadership and Public Relations
What is leadership? What makes a leader?
Skills and behaviours that affect leadership behaviour.
12.
24. Third-Party Intervention
Conciliation, mediation, arbitration, litigation.
Labour-management negotiation, requisites and skills.
25. Post-negotiation Evaluation
Assessment tools
13.
PEP
26. Research article/ case study
27. Final Project Presentations
14.
28. - do -
END TERM EXAMS
Course Title: Learning Organizations
Prerequisites: Human Resource Management and Organization Development
 This course will explore characteristics of learning organizations and their
organizational cultures.
 Students will learn that learning organizations are very different from other
enterprises. They are forward looking, nurturing, flexible, and safe. Leaders of
such organizations have special traits and are usually servant leaders or
transitional leaders. Creating a learning organization takes great effort on the part
of all constituencies. It also takes a special kind of commitment, much energy,
and various resources.

At the end of the course, the students will be able to:
 To make students understand the importance of learning and sharing of
information’s in organization.
 How to bring a positive cultural shift at work place to make sure about positive
implication of learning organisations.

 E-book of Fifth Disciplines by Peter Senge
 500 tips for Learning Organization
147
S.NO Items Marks

1. Mid Term Exam 30
2. End Term Exam 50
Quiz(s) 05
Assignements(s)
Presentations 10
Case Discussion
Any Other
Total 20 20
Grand Total 100
COURSE CONTENT
1 Learning Organization concept
2 How Learning Organization links with HRM and more specifically to

Organizational Development, different definition of Learning Organization
Brief explanation of Five Elements of Learning Organization i.e. System
3 Thinking, Personal Mastery, Mental Model, Shared Vision and Team Learning
(chap 1)
Does your organization have a Learning disability?

 I am my position
4  Enemy is out there
 The illusion of taking charge
 The fixation on events
Does your organization have a Learning disability?
 The parable of boiled frog
5
 The delusion of learning from experience
 The myth of management team
Prisoners of the system or prisoners of our own thinking?
6
 Beer game activity
Prisoners of the system or prisoners of our own thinking?
7
 Lessons from Beer Game and learning disabilities
Laws of Fifth Discipline
 Today’s problems come from yesterday solution
 The harder you push, the harder the system pushes back
8
 Behavior grows better before it grows worse
 The easy way out usually leads back in
 The cure can be worse than disease
Laws of Fifth Discipline
148
 Faster is slower
 Cause and effect are not closely related in time and space
 Small changes can produce big results-but the area of highest leverage are
often the least obvious
 You can have your cake and eat it too but not once
 Dividing an elephant in half does not produce two small elephants
 There is no enemy
MID TERM EXAMs
MID TERM BREAK
Shift of mind
 Detail complexity
 Dynamic complexity
8
Shift of mind
 Reinforcing loop
 Balancing loop
Identifying the patterns that control events
Archetype and types of archetypes
 Limit to growth
9
Identifying the patterns that control events
 Shifting the burden
Personal Mastery
 Personal vision
 Holding creative tension
 Structural conflict
Personal mastery
 Commitment to truth
11
 Using sub consciousness
Mental model
 Reflective and inquiry skill
 Leaps of abstraction
12
 Left hand column
 Balancing Inquiry and advocacy
Shared vision
 Encouraging personal vision
 From personal vision to shared vision
13.
 Spreading vision; enrollment, commitment and compliance
 Negative and positive vision
149
Team learning discipline
14  Dialogue and discussion

END TERM EXAMS
Course Title: Customer Relationship Management

Credit Hours: 3+0
Course Instructor:
Prerequisites: Principle of Marketing [A South Asian Edition] by Philp Kotler, Ehsan ulHaq, Latest
Edition
Textbooks (or Course Materials) with Edition:

1. Customer Relationship Management: Integrating Marketing Strategy and
Information Technology by William Zikmund, Raymond Mcleod, Jr., & Faye W.
Gilbert. Standard Edition
Reference Material:
 Simon Knox, Stan Maklan, Adrian Payne, Joe Peppard, LynetterRyals
(2003).TheCustomer Relationship Management. Perspective forms the
marketplace. Butterworth-Heinemann. Oxford.(References book for case studies)
 Research articles of Harvard Business Review, case studies from reference book
Course Description
Customer relationship management (CRM) is one of the hot topics in marketing and
information systems today. Customer relationship management is a business strategy
that provides the enterprise with a complete, dependable, and integrated view of its
customer base. A CRM system brings together lots of pieces of information about
customers, sales, market trends, marketing effectiveness and responsiveness. CRM helps
companies improve the profitability of their interactions with customers while at the
same time making those interactions appear friendlier through individualization. CRM's
purpose is to enhance customer satisfaction and retention by alignment of customer
business processes with technology integration. As the Internet and digital technology
change the ways business is conducted, the academic disciplines of information
technology and marketing are merging. As a result, experiments with new and modified
courses are being taught at many innovative universities at the forefront of this change.
Course Objectives:
To develop an integrated view of the customer base, successful executives must
understand both marketing concepts and information system architecture. This
groundbreaking book explores the emerging field of customer relationship management
(CRM) from the crossroads of marketing strategy and information technology. Business
students and executives will appreciate both the treatment of relevant marketing and
information systems concepts and the coverage of practical techniques for the creation of
a successful CRM system.
150
Course Outcomes:
 To acquaint the students with the concept of Customer relationship Management
 To familiarize the students with the significance of CRM
 To analyze the CRM role in success of business
 To integrate the customer dimension in business activities.
 Able to know the strategic perspective of CRM
S.N Items Mark

O s
1. MidTerm Exam 30
2. End Term Exam 50
Quiz(s)
Assignements(s)
Class Participation
Presentations
Case Discussion
AnyOther
Total 20 20
Grand Total 100
Lecture
Week # TOPICS TO BE COVERED
#
Introduction to CRM with Reference to Marketing and business
1.
environment
1.
The Nature of CRM: Potential returns of system, Potential returns & cost
2.
of CRM to organization
A Strategic Framework for CRM – Strategy development, value creation
3. -A Strategic Framework for CRM – Channel and Media Integration,
information management, Performance Assessment (Reference Book)
2.
Understanding customer preferences
4. -Identifying customer differences, demographic segmentation variables,
behavioural patterns
Information Technologies & Collecting Customer Data
5.
- IT & CRM, CRM architecture, computer architecture, closed-loop data etc
3.
Information Technologies & Collecting Customer Data
6.
- IT & CRM, CRM architecture, computer architecture, closed-loop data etc
CRM Data Warehouse
7.
-Data Warehouse & Data Marts, Data warehouse architecture etc.
4.
CRM Data Warehouse
8.
-Data Warehouse & Data Marts, Data warehouse architecture etc.
Customer Loyalty
9.
- Perspective of Brand loyalty, Factors that affect customer loyalty etc.
5.
Customer Loyalty
10.
- Perspective of Brand loyalty, Factors that affect customer loyalty etc.
151
Customer Retention Strategy
11.
6. -The evolution of relationship marketing programs
12 The complete CRM for retaining customer
13. Revision
7.
14. Revision
MID TERM EXAMS
MID TERM BREAK
Strategy Development Process – Business Strategy (Reference Book)
15.
8. -Strategy Development Process - Competitive strategy, Customer strategy
16. Case study 3.1: A fruitful passion for Orange
-Winback and Acquisition Strategies
17.
Winback strategies, acquisitions
-Winback and Acquisition Strategies
9.
Winback strategies, acquisitions
18.
Building the value proposition for target customers (reference book)
Case study 4.1: Friends First: Building the customer centric organization
19. Measuring Customer Loyalty
10.
20. The value of measuring customer satisfaction
Channel and Media Integration Process (reference book)
21.
Case study 5.1: Wesleyan Assurance Society
11.
Channel and Media Integration Process (reference book)
22.
Case study 5.1: Wesleyan Assurance Society
-Information Management Process (reference book)
23. Case study 6.1: The Derbyshire Building Society: Putting the customer at
the heart of business
12.
-Information Management Process (reference book)
24. Case study 6.1: The Derbyshire Building Society: Putting the customer at
the heart of business
Performance Assessment Process; CRM Investment and Shareholder
25. value
- Case study 7.1: Sears, Roebuck and Company
13.
Performance Assessment Process; CRM Investment and Shareholder
26. value
- Case study 7.1: Sears, Roebuck and Company
Issues for Implementing CRM Systems
27.
-Potential implementation problems
14.
Issues for Implementing CRM Systems
28.
-Potential implementation problems
END TERM EXAMS
Course Title: Marketing of Services

Credit Hours: 3+0
Course Instructor:
152
PREREQUISITES: Service Marketing is an elective and assumes that the student has taken the Core
Marketing classes. You must have an understanding of marketing principles and strategies.
Textbook
 Lovelock, C. H., Wirtz, J. and Chatterjee, J.Services Marketing – People, Technology,

Strategy , 8th edition, Pearson Education/Prentice Hall.
Additional Readings
 John E.G. Bateson and K. Douglas Hoffman (1999), Managing Services Marketing, 4th
edition, London: Dryden Press.
 Valarie Zeithaml and Mary Jo Bitner (2000), ServicesMarketing, 2nd ed., Boston:
McGrawHill.
 Leonard L. Berry (1995), On Great Service - A Framework for Action, Free Press.
 James L. Heskett, W. Earl Sasser, Jr., and Leonard A. Schlesinger (1997), The Service Profit
Chain, Free Press.
 Benjamin Schneider and David E. Bowen (1995), Winning the Service Game, Harvard
Business School Press.
Course Description: The service sector forms an increasingly important part of the world economy.
The Services Marketing module seeks to provide an understanding of the differences and similarities
between goods and services, as well as analyzing services marketing to enable students to become an
expert service marketer. The course focuses on the unique challenges of marketing and managing
services and delivering quality service to customers. The attraction, retention, and building of strong
customer relationships through quality service and services are at the heart of the course content. The
course is equally applicable to organizations whose core product is service (e.g., banks, transportation
companies, hotels, hospitals, educational institutions, professional services, telecommunication, etc.)
and to organizations that depend on service excellence for competitive advantage (e.g., high technology
manufacturers, automotive, industrial products, etc.). The basic concepts covered in the course include:
the difference between marketing services versus products; the role of the service encounter; the key
drivers of service quality; the customer’s role in service creation; service design and innovation; going
beyond service to create customer experiences; technology’s impact on services; managing customer
service expectations; and customer service metrics
Reference Material
 K. Douglas Hoffman, John E.G. Bateson. Services Marketing Concepts, Strategies,

Cases, 4th Edition, SouthWestern College Pub, 2010
 Additional slides/handouts/information will also be shared in-class, as appropriate.
 Cases and Reading materials will be shared with the class.

Course Objectives: The course objectives are
 To develop an appreciation for the far reaching impact of services in the global economy
 To ensure students understand the what is needed to become a successful service marketer,
especially in the Pakistani context
 To foster a ‘customer’ and ‘employee’ service orientation among students
 To enable students to implement service marketing principles in their working life,
including ethical values
 To help students become the best service marketers that they can possibly be
153
Course Outcomes: After successful completion of this course, students will be able to
 Explain the place of services in the global economy and why – if at all – services should
be treated differently as compared to goods.
 Differentiate between the different types of services while appreciating the grey area
between the ‘types’.
 Implement and Analyze the Ps of services (extended marketing mix)
 Appreciate the role of customers and employees in services marketing – especially with
the increasing use of technology in service delivery.
 Discuss and implement various aspects of service positioning, recovery, customer loyalty
and retention while keeping in mind cultural and ethical considerations.
SNR ITEMS MARKS

1 MidTerm Exam 30
2 End Term Exam 50
Quiz(s)
Assignements(s)
Class Participation
Présentations
Case Discussion
AnyOther
Total 20 20
GRAND TOTAL 100

1.
1. Fundamentals of Services Marketing & Services Marketing in Pakistan
2.
3. New Perspectives on Marketing in the Service Economy
4.  What Are Services?
2.  Service Products versus Customer Service and After-Sales Service
 Expanded Marketing Mix for Services
 Framework For Developing Effective Service Marketing Strategies
5. Consumer Behavior in a Services Context
6.  Customer Decision Making: The Three-Stage Model of Service
Consumption
3.
 Theater as a Metaphor for Service Delivery
 Implications of Customer Participation in Service Delivery
4. 7. Positioning Services in Competitive Markets

8.  Focus Strategies for Services
 Market Segmentation
 Service Attributes and Levels
154
 Positioning Distinguishes a Brand from its Competitors
 Developing an Effective Positioning Strategy
9.
5. Book Case Studies (Discussion-I)
10.
11. Developing Service Products: Core and Supplementary Elements
12  Planning and Creating Services
 The Flower of Service
6.
 Branding Service Products and Experiences
 New Service Development
13.
7. Service Products in Pakistan Discussion
14.
MID TERM EXAMS
MID TERM BREAK
15. Distributing Services through Physical and Electronic Channels
16.  Distribution in a Services Context
 Options for Service Delivery
 Place and Time Decisions
8.  Delivering Services in Cyberspace
 The Role of Intermediaries
 The Challenge of Distribution in Large Domestic Markets
 Distributing Services Internationally
17. Promoting Services and Educating Customers

18.  Role of Marketing Communications
 Challenges of Services Communications
 Marketing Communications Planning
9.
 The Marketing Communications Mix
 Role of Corporate Design
 Integrating Marketing Communications
19.
10. Book Case Studies (Discussion-II)
20.
21. Balancing Demand and Productive Capacity
22.  Fluctuations in Demand Threaten Service Productivity
 Managing Capacity
 Analyze Patterns of Demand
11.  Managing Demand
 Inventory Demand through Waiting Lines and Reservations
 Perceptions of Waiting Time
 Inventory Demand Through a Reservations System
12. 23. Managing Relationships and Building Loyalty

24.  The Search for Customer Loyalty
 Understanding the Customer-Firm Relationship
 The Wheel of Loyalty
 Building a Foundation for Loyalty
155
 Strategies for Building Loyalty Bonds with Customers and Reducing
Customers' Defections
25. Complaint Handling and Service Recovery
26.  Customer Complaining Behavior
 Customer Responses to Effective Service Recovery
13.
 Principles of Effective Service Recovery Systems
 Service Guarantees

14.
28.
END TERM EXAMS
Topic related exercises and assignments– Throughout the term as we cover different topics and
exercises related to Services Marketing. These exercises might include written assignments, online
discussions, or outside activities and case studies. Presentations and regular assignments ensure that the
student gets value from this course. Topics include techniques for effective speaking, persuasion, and
listening.
Final Project
Students are required to work on a project during the term. The topics will be assigned by the course
instructor and students are required to work individually on the assigned project. The project can be
based on any facet of services marketing.
Course Title: International Marketing
Course Code: MKT 616

Credit Hours: 3+0
Course Instructor:
Students Meeting Timing:
PREREQUISITES:
As a marketing elective, this course focuses in more detail on one key aspect of marketing. However, you
must have an understanding of marketing strategy and the marketing mix to apply marketing principles
to this course.
COURSE DESCRIPTION:
This course will present various concepts and tools for analyzing international marketing strategies, and
evaluating the marketplace (competitors, external environment: cultural, economic, technological,
political/legal, marketing opportunities, etc.). Specifically, the focus will be on developing,
evaluating and implementing international marketing strategy at the corporate, regional and local levels.
TEXT BOOK
SvendHollensen (2014) Global Marketing, 6th edition, Prentice Hall/ Pearson Education ().
156
 Cateora, Philip Gilly, Mary and Graham, John (2017), International Marketing, 17th edition, Sydney,
Australia: McGraw Hill.Harvard Business Review Case studies
 Czinkota, Michael R. and Ilkka A. Ronkainen (2013): International Marketing, Southwestern, Cengage
Learning
 Research Articles
COURSE OBJECTIVES: The main objectives of this course are
 Provide an understanding of the scope and function of international marketing theory and practice.
 Increase knowledge and skills to help in developing international market entry strategies.
 Develop skills related to the analysis of international marketing data, in particular the use of secondary
data in assessing the international marketing opportunities.
COURSE OUTCOMES:
Upon completion of the course students should be able to:
 Identify and analyze opportunities within international marketing environments;

 Utilize cases, readings and international business reports to evaluate corporate
problems/opportunities in an international environment;
 Select, research, and enter a new international market;
 Prepare an international marketing plan;
 Develop a comprehensive course of action for a business firm using formal decision making
processes;
 Complete a final written project using skills acquired throughout the course;
 Apply personal and interpersonal skills appropriate to being an effective member of an
international marketing team.
SNR ITEMS MARKS

1 MidTerm Exam 30
2 End Term Exam 50
Quiz(s)
Assignements(s)
Class Participation
Présentations
Case Discussion
AnyOther
Total 20 20
GRAND TOTAL 100
Topic related exercises and assignments: Throughout the term as we cover different topics and
exercises related to Advertising & Promotion. These exercises might include written assignments,
online discussions, or outside activities and case studies.
157
Final Project: Students are required to work on International marketing based project during the term.
The topics will be assigned by the course instructor and students are required to work individually on
the assigned project.
5. Case studies will be provided by the instructor. Theses case studies will be only for class discussion and
will not be asked in final paper.
6. Instructors at regional campuses may please give case studies with their own choice.

1.
1. Global marketing in the ﬁrm ( Chapter 1)
2.
3. Initiation of internationalization ( Chapter 2)
2.
4.
5. Development of the ﬁrm’s international competitiveness ( Chapter 4)
3.
6.
7. The political and economic environment (chapter 6)
4.
8.
9. The sociocultural environment ( Chapter 7)
5.
10.
11. The international market selection process ( Chapter 8)
6.
12
13. Case studies
7.
14.
MID TERM EXAMS
15. Some approaches to the choice of entry mode ( Chapter 9)

8.
16.
17. International sourcing decisions and the role of the sub-supplier ( Chapter 13)
9.
18..
19. Product decisions ( Chapter 14)
10.
20.
23 Pricing decisions and terms of doing business ( Chapter 15)
11
24
25 Distribution decisions ( Chapter 16)
12.
26
27 Communication decisions (promotion strategies) ( Chapter 17)
13.
28
29 Final Project Presentations
14.
30
END TERM EXAMS
Course Title: Strategic Marketing

Credit Hours: 3+0
Course Instructor:
158
PREREQUISITES:StrategicMarketing is a marketing elective subject and assumes that the student must
have basic understanding of marketing principles and strategies.
Book : Principle of Marketing (A South Asian Edition)
Textbook
 Strategic Marketing by David W.Cravens,10th Edition,McGrawHill
Course Description: Strategic Marketing will equip you with the basic tools, techniques, theories and
frameworks for marketing strategy formulation and implementation and control that you need in today's
competitive marketplace. You'll learn how an organization's competitive position is constantly affected
by factors in the macro- and micro- environments, and is shaped by advances in technology, changing
consumer behaviors and the advent of globalization. This course also highlights contemporary issues
facing marketers, and discusses strategies adopted by multinational companies to enhance and sustain
their competitive advantage.Strategic Marketing deals with the process of developing and implementing
a marketing strategy. The course focuses on competitive positioning at the heart of marketing strategy
and includes in-depth discussion of the processes used in marketing to achieve competitive
advantage.The course is primarily about creating and sustaining superior performance in the
marketplace. This course focuses on business level marketing strategy. You will acquire an
understanding of the tools that strategists use to assess business situations. You will have the
opportunity to use these tools to diagnose situations and generate information from which strategies are
formulated andmarketing plans are prepared. Much of the course is based on case-based learning
situations. This approach helps you to develop diagnostic, critical and communication skills.
Reference Material

 Cases (all cases from marketing strategy by O. C. Ferrell, M. D. Hartline)
 HBR must read on Strategic marketing
Course Objectives:The course objectives are
 Gain a solid understanding of key marketing concepts and strategies.

 Apply marketing strategies to diverse products, services, and situations.
 Develop strong marketing strategies and communicate your recommendations and
rationale persuasively.
 Evaluate and develop marketing strategies.
 To develop expected attitude and skills required of a successful marketer by way of
understanding marketing strategies better in the context of developed economy as well as
that of Pakistan.
Course Outcomes:After successful completion of this course, students will be able to
 Explain key planning and strategy concepts, and apply them to marketing.

 Analyze factors affecting the competitive position of an organization, including the macro-
and micro-environment, and profiles of customers, competitors and the organization.
159
 Explain key elements of market segmentation, and propose a competitive positioning plan
for an organization.
 Formulate and implement marketing strategy in line with an organization's competitive
positioning.
S.N Items Mark

O s
1. MidTerm Exam 30
2. End Term Exam 50
Quiz(s)
Assignements(s)
Class Participation
Presentations
Case Discussion
AnyOther
Total 20 20
Grand Total 100

1.
1. Business and Marketing Strategy
2.
3.
2. Strategic Marketing Planning(Chapter 2)
4.
5.
3. Collecting and Analyzing Marketing Information (Chapter 3)
6.
7.
4. Case Studies(1, 2 ,3, 4 & 5 text book)
8.
9.
5. 10. Developing Competitive Advantage and Strategic Focus(Chapter 4)
11.
6. Customers, Segmentation, and Target Marketing (Chapter 5)
12
13.
7. Case Studies (6,7,8,9 & 10 text book)
14.
MID TERM EXAMS
MID TERM BREAK
15.
8. 16. The Marketing Program(Chapter 6)
17.
9. Branding and Positioning (Chapter 7)
18.
10. 19. Case Studies (11, 12 ,13, 14 & 15 text book)
160
20.
21.
11. Ethics and Social Responsibility in Marketing Strategy (Chapter 8)
22.
23.
12. Marketing Implementation and Control ( Chapter 9)
24.
25.
13. Case Studies (16,17,18,19 & 20 text book)
26.
14.
28.
END TERM EXAM
Topic related exercises and assignments.Throughout the term as we cover different

topics and exercises related to marketing strategies. These exercises might include
written assignments, online discussions, or outside activities and case studies.
Presentations and regular assignments ensure that the student gets value from this course.
Topics include techniques for effective speaking, persuasion, and listening.
Final Project. Students are required to work on a project during the term. The topics
will be assigned by the course instructor and students are required to work individually
on the assigned project. The project can be based on any facet of marketing strategies.
Course Title: Strategic Supply Chain Management

Credit Hours: 3 + 1
Course Instructor:
PREREQUISITES:
Students should be specialized in current stage of supply chain management theory & practice.
 To establish a common base line definition of the supply chain

 To define a common set of critical supply chain performance matrix
 To adopt the framework for consideration presentation and application of supply chain matrix
 After the completion of this course student should be able to promote sharing of supply chain best
practices and approaches
PROVISION OF SOFT SKILLS:

 Time management
161
RECOMMENDED TEXT BOOK:
 Strategic supply chain management by Shoshanah, Cohen & Joseph Roussel
REFERENCE BOOKS:
 Supply chain strategy, Planning & operation by Sunil Chopra
S.NO Items Marks

1. Mid Term Exam 30
2. End Term Exam 50
Quiz(s) 3
Assignements(s) 3
Presentations 3
Case Discussion 3
Any Other
Total 20 20
Grand Total 100
COURSE CONTENT

No. No.
1. View yours supply chain as a strategic asset & five key configuration components
1.
2. Four criteria of a good supply chain strategy
3. Next generation strategy
2.
4. Case study of Autoliv profile
5. Four test of supply chain architecture
3.
6. Architectural tool kits
7. Top three level of SCORE Model & five processes of end to end supply chain
4. management
8. Next generation processes & case study of AVON
9. Quiz
5.
10. Design your organization for performance
11. Evaluation of supply chain organization & guiding principles for organizational design
6.
12 Gaining respect for the supply chain discipline & Next generation collaboration
162
13. Review
7.
14. Quiz
MID TERM EXAMS
MID TERM BREAK
15. Use matrix to drive business success
8.
16. Managing performance with matrix
17. Next generation performance management
9.
18. Case study of General motors
19. Built the right collaborative model & collaboration is a spectrum
10.
20. Finding the right place on the spectrum & the path to successful collaboration
21. Quiz
11.
22. Next generation collaboration & the path to successful collaboration
23. Case study of USA department of defense profile
12.
24. A road map to change
25. Characteristics of the next generation
13.
26. Developing a road map
27. Review and Quiz
14.
28. Presentation
END TERM EXAMS
Course Title: Green Supply Chain Management
Course code: SCM-661

Credit Hours: 3+0
Course instructor:
Prerequisites:
 Students accepted for the BBA, MBA in SCM Program are eligible for the course
Textbooks (course materials) with edition
 Text Book: Green Supply Chains :An Action Manifesto
 Authors: Stuart Emmett and Vivek Sood
Reference materials
 Case studies
 Logistics management road map
Course objectives
 On completion of the course the students will be able to carrying out the routine but vital
responsibilities of Green Supply Chain Management and handling major challenges facing to
Supply Chain Management.
Generic Skills
163
The following generic skills are trained in the course
 Presentation skills
 Information retrieval
 Analytical skills
 Academic writing

 Midterm 30%
 End term 50%
 Internal evaluation 20 % ( 5 quizzes, 5 assignments, viva voice)
WEE
Lectur TOPICS TO BE COVERED
K
e No.
No.
Introduction to Green Supply Chains
1
1. 2 Introduction to Green Supply Chains
3 Impact on bottom line through Green Supply Chains
2.
4 Impact on bottom line through Green Supply Chains
5 Green Supply Chain Planning
3.
6 Green Supply Chain Planning
7 Green Procurement
4.
8 Green Procurement
9 Green Production
5.
10 Green Production
11 Case Study
6.
12 Revision /Presentation
MID TERM EXAMS
13 Green Logistics
7.
14 Green Logistics
15 Green Packaging
8.
16 Green Packaging
17 Green Marketing
9.
18 Green Marketing
19 Supply loops
10.
20 Supply loops
11. 21 Carbon Footprint Minimization across the Supply Chain
164
22 Carbon Footprint Minimization across the Supply Chain
23 Green Supply Chain Migration Strategy
12.
24 Green Supply Chain Migration Strategy
25 Green Supply Chain Continuous Improvement
13.
26 Green Supply Chain Continuous Improvement
27 Green Supply Chain Performance Evaluation
14.
28 Green Supply Chain Performance Evaluation
29 Case Study
15.
30 Revision / Presentation
END TERM EXAMS
Course Title: Enterprise Resource Planning (ERP)

Credit Hours: 3 + 1
Course Instructor:
PREREQUISITES:
 Students should be specialized to understand the role of ERP in business planning activities.
 Improve service experience.
 To modernize and integrate business processes and systems.
 Enhance competitiveness.

 Working knowledge of the fundamental technology and principles underline the development,
Implementation & use of integrated enterprise information system.
 Understanding the basics of ERP software and its role in business strategy.

 Ability to communicate effectively through presentation, email, and team discussion.
 Ability to logically organize thoughts.
 Time management.
 Ability to present oneself to confidence.

 Enterprise Resource Planning by Bret Wagner by Ellen Monk, Course Technology; 3rd
Edition (February 4, 2008). ISBN-10: 1423901797.
REFERENCE BOOKS
165
 Modern ERP: Select, Implement & Use Today's Advanced Business Systems by
Marianne Bradford, lulu.com (October 19, 2009). ISBN-10: 0557012910.
 ERP Systems by Dimpi Srivastava and Aarti Batra, I K International Publishing House
(February 15, 2010). ISBN-10: 9380578148.
S.NO Items Marks

1. Mid Term Exam 30
2. End Term Exam 50
Quiz(s) 3
Assignements(s) 3
Presentations 3
Case Discussion 3
Any Other
Total 20 20
Grand Total 100

1. Introduction to Enterprise Resource Planning Systems. ( Intro of Business
Functions and Business Processes)
1.
2. Introduction to Enterprise Resource Planning Systems. ( Intro of Business
Functions and Business Processes)
3. ERP Technology (The Development of Enterprise Resource Planning Systems).
2. 4. ERP Technology (The Development of Enterprise Resource Planning Systems) &
Quiz
5. ERP and Business Process Reengineering.
3.
6. ERP and Business Process Reengineering & Case Study
7. Systems Diagramming and the Process Map (Process Modeling, Process
Improvement).
4.
8. Systems Diagramming and the Process Map (Process Modeling, Process
Improvement).
9. ERP Life Cycle: Planning and Package Selection.
5.
10. ERP Life Cycle: Planning and Package Selection & Case Study
11. ERP Life Cycle: Implementation and Operation and Maintenance.
6.
12 ERP Life Cycle: Implementation and Operation and Maintenance.
13. Review
7.
14. Quiz
MID TERM EXAMS
MID TERM BREAK
15. CRM and Knowledge Management.
8.
16. CRM and Knowledge Management.
17. ERP Financials (Accounting in ERP Systems).
9.
18. ERP Financials (Accounting in ERP Systems) & Case Study.
10. 19. Human Capital Management (Human Resources Processes with ERP), Self-
166
Service.
20. Human Capital Management (Human Resources Processes with ERP), Self-
Service.
21. Manufacturing Systems and Supply Chain (Fixed Assets, Inventory, Purchasing)
11.
22. Manufacturing Systems and Supply Chain (Fixed Assets, Inventory, Purchasing)
23. Business Intelligence and Performance Management & Quiz.
12.
24. Business Intelligence and Performance Management.
25. RFID, Business Intelligence (BI), Mobile Computing, and the Cloud & Case Study.
13.
26. RFID, Business Intelligence (BI), Mobile Computing, and the Cloud.
27. Review
14.
28. Presentation
END TERM EXAMS
Course Title: Advance Quality Management & Lean Six Sigma

Credit Hours: 3 + 1
Course Instructor:
PREREQUISITES:
Students should be specialized with the updated know how of latest tools and techniques of quality management.
 Understand the philosophy and core values of total quality management

 Determine the voice of the customer and the impact of quality on economic performance & long term
business success of the organization
 Apply and evaluate best practices for the attainment of total quality
 Select and apply appropriate technique in identifying customer needs as well as the quality
impact that will be used as inputs in TQM methodologies, measure the cost of core quality and
processes effectiveness and efficiency to track performance quality and to identify areas of
improvement

 Time management

 Total quality management and six sigma by Tauseef Aaized
 Quality management theory and application by peter D. Mauch
167
REFERENCE BOOKS
 Total quality management by Jack P. Pekar
S.NO Items Marks

1. Mid Term Exam 30
2. End Term Exam 50
Quiz(s) 3
Assignements(s) 3
Presentations 3
Case Discussion 3
Any Other
Total 20 20
Grand Total 100
COURSE CONTENT

No. No.
1. Organizing for quality & Categorizing duties
1.
2. Breaking categories into classifications & basic functional structure
3. Planning for quality & process quality planning
2. 4. Project planning, product quality planning, Product verification & validation
planning, case study
5. Controlling for quality, basic concepts & analysis
3.
6. Quiz
7. Controlling known conformance identification, segregation & disposition
4.
8. CAPA methodology, Case Study
9. Motivating for quality
5.
10. Motivating for quality
11. Special tools in quality, statistical methods & risk analysis
6.
12 Reliability engineering
13. Review
7.
14. Quiz
MID TERM EXAMS
MID TERM BREAK
15. The integration of TQM & Six sigma
8.
16. The integration of TQM & Six sigma
168
17. Six sigma quality & design specification
9.
18. Implementation methodology of six sigma techniques
19. Quiz & case study
10.
20. The vital role of technology
21. The status of six sigma techniques
11.
22. The development of quality management system
23. The development of quality management system
12.
24. National quality improvement initiatives
25. Principles of Quality management system standard
13.
26. Principles of Quality management system standard
27. Review and Quiz
14.
28. Presentation
END TERM EXAMS
169
Semester - VII
CODE COURSE CREDITS

FM - 611 Project Appraisal Management 3
3
MKT - 609 E. Business
170
Course Title: Project Appraisal & Management
Course Code: FM-611

Credit Hours: 3+0
Course Instructor:
PREREQUISITES
Financial Management, Marketing Management, Human Resource Management
COURSE INTRODUCTION:
Businesses regularly use project management to accomplish unique outcomes with limited resources
under critical time constraints. An uncontrolled project ultimately increases the total cost of the
project. Project appraisal management is a process by which certain predetermined goals are achieved.
It is simply the means to an end. Project appraisal management can be used to help determine a
project’s feasibility. This course introduces the learner to various tools and techniques that can be used
to conduct a project.
COURSE OBJECTIVES:
This course will introduce participants to the generally accepted knowledge and principles surrounding
the field of project feasibility, appraisal, namely cost benefit analysis, cost effectiveness analysis and
project budgeting and finance. The course also aims :
 To enable the students to successfully manage a project in the business environment.

 To have the students understand and be able to integrate both the customer and the quality
tools into project management.
 To enable the students to evaluate project properly
LEARNING OUTCOMES:
After reading this course the students would be able to know about:
 The generally accepted knowledge and principles surrounding the fields of feasibility.
 How to make the project appraisal report.
 How to analyze and make cost benefit analysis, cost effectiveness analysis and project
budgeting and finance.
 To use and analyze various tools and techniques that can be used to conduct a project.
171
COURSE BOOKS & OTHER REFERENCE BOOKS:
 Project Management: A Managerial Approach by Meridith & Mantel (9 th Edition) Published by

John Wiley & Sons Inc.
 Maylor H. Project Management (2012) by Pearson Education.
 Case Studies for the book by Maylor (2012)

S.NO Items Mark
s
1. Mid Term Exam 30
2. End Term Exam 50
Quiz(s) 5
Assignements(s) 5
Presentation 5
Total 20
Grand Total 100
WEEKLY LECTURE PLAN:
Week # Lecturer # TOPICS TO BE COVERED

1 Introduction to Project Management, Appraisal of Projects, Defining
projects, Project Constraints. Characteristics of a project. Project Life
Week #1 Cycle.
2 Case Study 1: Three Project Managers with Distinctly Different Roles
3 Project Selection Criteria. Project Selection Models. Project cost and

Week #2 Benefits, Public and private projects. Information base for project
4 selections. Contents of a Project Proposal.
Case Study 2: The Big Dig. Case Study 3: The University of Rummidge
5 ICOM Model. 7 S Mechanism (Issues). Project Complexities.
Week #3 Case Study 4: The Permanent Way Company
6
7 4 D’s Phases of Project Management

Week #4 Case Study 5: Supply of MIS System to a Hospital
8
9 Investment Analysis, Project Decision Criteria, Discounted and Non-

Week #5 Discounted Techniques for analysis (Numericals) – I
10 Numerical Calculation-I
11 Budgeting & Cost Estimation (Numericals) – II

Week #6
12
Week #7 13 Project Management & the Role of Project Manager. Skills to be

172
possessed by the project manager. Functional Manager and the Project
14 Manager
Case Study 6: Doesn’t Time Fly!
15 Presentations on Project Proposals
Week #8 Project Reporting and documentation
16
17 Project Scheduling Gantt Charts, PERT and CPM (Networking – I)

Week #9 Case Study 7: Problems and Network Paths -I
18
19 Project Scheduling Gantt Charts, PERT and CPM (Networking – II)

Week #10 Case Study 7 (A): Problems and Network Paths -II
20
21 Project Monitoring for Control – Setting Valuation Benchmarks

Week #11 Case Study 8: Standardization of Projects- Unnecessary or Necessary
22
23
Week #12 Project Risk Management and its Methodology
24
25
Week #13 The project Team and its Characteristics
26
27
Project Evaluation
Week #14
28 Project Auditing & Termination
Course Title: E-Business
Course Code: MKT - 609

Credit Hours: 3+0
Course Instructor:
Students Meeting Timing:
PREREQUISITES: E-Business is a core subject and assumes that the student must have basic
understanding of business principles and strategies.
TEXTBOOK
 E-Business & E-Commerce Management: Strategy, Implementation & Practice, 5th

Edition, 2, Dave Chaffey, Prentice-Hall
173
COURSE DESCRIPTION:
This course will cover the issues that the modern business manager must deal with in making
strategic decisions concerning the choice, implementation, and execution of electronic business
solutions. Topics will include analysis of the marketplace, environment, and internal aspects;
strategy and business planning; marketing and performance measurement; and user experience
concerns.
REFERENCE MATERIAL

 Cases and Reading materials will be shared with the class.

COURSE OBJECTIVES: The course objectives are:
 To enrich students’ understanding and interpretation of the concepts and management

issues surrounding electronic business. Through a series of lectures, case analyses, and
presentations, students will be exposed to the various opportunities and challenges in the
dynamic e-business environment.
 To develop expected attitude and skills by understanding E-business efforts better in the
context of developed economy as well as that of Pakistan.
COURSE OUTCOMES: After successful completion of this course, students will be able to
 Have a fundamental understanding of the environment and strategy of the networked

economy and e-business in both the B2C and B2B sectors.
 Understand the guiding principles behind the design and strategy of successful customer
web interfaces
 Understand how to implement e-business strategies effectively and prepare a business
plan;
 Assess and critique an online start-up or electronic business expansion initiative; and
 Discuss and apply solutions to typical management issues in electronic business.
SNR ITEMS MARKS

1 MidTerm Exam 30
2 End Term Exam 50
Quiz(s)
Assignements(s)
Class Participation
Présentations
Case Discussion
AnyOther
Total 20 20
174
GRAND TOTAL 100

1.
1. 2. Introduction to E-business & E-Commerce (Chapter 1)
3.
2. 4. E-commerce fundamentals (Chapter 2)
5.
3. 6. E-environment (Chapter 4)
7.
4.
8. Case Studies (Chapter 1, 2 & 4)
9.
5. E-business strategy(Chapter 5)
10.
11.
6. Supply chain management(Chapter 6)
12
13.
7. E-procurement(Chapter 7)
14.
MID TERM EXAMS
MID TERM BREAK
15.
8. 16. E-marketing(Chapter 8)
17.
9. Case Studies (Chapter 5, 6, 7 & 8)
18.
19.
10. Change management (Chapter 10)
20.
21.
11. Analysis and design(Chapter 11)
22.
23.
12. Implementation and maintenance(Chapter 12)
24.
25. Case Studies (Chapter 10, 11 & 12)
13.
26.
14.
28.
END TERM EXAMS
175

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Faculty of Management Sciences

NATIONAL UNIVERSITY OF MODERN LANGUAGES

Master of Business Administration (MBA) Program

Complete Course Curriculum

Mission of MBA Program

Objectives of MBA Program

Learning Outcomes of MBA Program

Eligibility Criteria for Admission

Master of Business Administration (3.5 Years)

MBA 2.5 Years

Eligibility Criteria for Admission

Master of Business Administration (2.5 Years)

MBA Executive 2 Years

Eligibility Criteria for Admission

ALL HEC terms and conditions applied

Master of Business Administration (Executive)

Eligibility Criteria for Admission

Bachelors in Business Studies (BBS)

MBA 1.5 Years

Master of Business Administration (1.5 Years)

CODE Course CREDITS

Course Code: HUM-501

INTENDED COURSE LEARNING OUTCOMES

After the completion of this course students will be able to

 Describe the process of communication.

RECOMMENDED TEXT BOOKS

ASSESSMENT INSTRUMENT WITH WEIGHTS

S.NO Items Marks

Course Title: Financial Accounting

Course Code: FM-501

An introduction to accounting emphasizing how general purpose financial statements communicate

KEY LEARNING OUTCOMES:

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

 Accounting 15th edition by Meigs ,William, Haka , Betner

ASSESSMENT CRITERIA WITH WEIGHTS:

S.NO Items Marks

Week # Lecture # TOPICS TO BE COVERED

. MID TERM EXAMS

19 Introduction to merchandizing concerns:

Course Title: Introduction to IT

Course Code: CS-501

INTENDED COURSE LEARNING OUTCOMES

After successful completion of this course, students will be able to

RECOMMENDED TEXT BOOK

S.NO Items Marks

3. Internet and the World Wide Web

9. Applications Softwares (Utility Programs)

11. Hardware the CPU and Storage

MID TERM EXAMS

17. Analog Vs Digital Signals, Modems

19. Network Structures and Components of a Network

23. Components of DBMS and Database Models

END TERM EXAMS

Course Code: MGT-505

INTENDED COURSE LEARNING OUTCOMES

RECOMMENDED TEXT BOOK

ASSESSMENT INSTRUMENT WITH WEIGHTS

S.NO Items Marks

Course Title: Marketing Management

Course Code: MKT-503

 Principles of Marketing,A South Asian Perspectiveby Philip Kotler, Gary Armstrong,

 Additional slides/handouts/information will also be shared in-class, as appropriate.

 To provide basic understanding of the concepts, planning and implementation of marketing.

Course Outcomes:After successful completion of this course, students will be able to