MATTU UNIVERSITY

COLLEGE OF BUSINESS AND ECONOMICS

DEPARTMENT OF MANAGEMENT

YEAR IV Semester I1

S.NO Course Title 1 course Cr.Hrs1 ECTS1

1 code1

1 Business Ethics & Corporate Social MGMT42311 3 5

Responsibility1

2 Cost and Management Accounting II1 ACFN 3032 1 3 5

3 Operations Research1 MGMT41321 4 6

4 Risk Management and Insurance 1 MGMT 41811 3 5

5 Risk Management and Insurance1 MGMT41921 3 5

6 Research in Management I1 MGMT42121 1 2

Total 17 28
Mattu University

College of Business and Economics

Department of Management

1. Course Information

Academic Year: 2015 E.C

Semester: I

Class Year: 4

Programmed: Management

Course Title: Business Ethics and Corporate Social Responsibility

Course Code: MGMT4231

Credit hours: 3

Pre-requisite: None

2. Course Description

This course is designed to increase students‟ awareness and understanding of ethical issues in
business, and to

provide students with useful conceptual tools to guide analysis and decisions. The ultimate
intent of the course is to leave students better equipped to identify, think critically about, and
resolve ethical issues that are encountered in one‟s working life at the individual,
organizational, and societal levels. Some of the conceptual tools and frameworks to be
discussed throughout the course include:

• Ethics versus the Law

• Moral Responsibility

• Moral Theory, Reasoning, and Development

• Ethical Decision-Making

• Corporate Social Responsibility Theory

The course will apply these conceptual tools and frameworks to the treatment by business of
their various stakeholder groups including: shareholders; employees; consumers; suppliers, the
natural environment, communities, and governments. The course concludes with a discussion
of how companies can better establish ethical corporate cultures (e.g., compliance and ethics
programs).

3. Course Objectives:3

a. To enhance awareness and increase understanding of the nature of business ethics in the
national as well as global business environment.

b. To examine the ethical implications of business practices from a stakeholder perspective.

c. To increase awareness of the challenges of business social responsibility.

d. To develop critical thinking skills via the application of concepts and theories to business
cases

4. Course Topics:

1. Chapter One: Introduction to Business Ethics / Understanding Corporate Social

Responsibility

1.1. Introduction to Ethics and CSR

1.2. Definition of CSR

1.3. Corporate Citizenship

1.4. Social responsiveness and performance

2. Chapter Two: Management of Stakeholders

2.1. Definition of Stakeholders

2.2. Stakeholder Management

2.3. Implications for CSR

3. Chapter Three: Theory of Ethics

3.1. Introduction to Ethics

3.2. Ethical egoism and subjectivism

4. Chapter Four : Ethics of Business: Management and Leadership

4.1. Statement of value

4.2. Codes of conduct and ethic

4.3. Ethics training, audits and consultants

5. Chapter Five : Corporate Social Responsibility

5.1. Rationale for corporate social responsibility

5.2. Describing social responsibility

5.3. Social responsibility debate

5.4. Social responsibility theories

5.5. Pyramid of CSR

5.6. Contemporary CSR concepts

6. Chapter Six - Corporate Social Responsibility: In Practice4

6.1. Responses to corporate social responsibility

6.2. Planning for CSR

6.3. Corporate philanthropy, voluntarism, and sponsorship

6.4. Social venture philanthropy (SVP)

6.5. Social auditing and reporting

6.6. Corporate reputation and CSR

7. Chapter Seven: Environmental Ethics

7.1. Approaches to environmental issues

7.2. Opposition to green environmentalism

7.3. Sustainable development

7.4. ROI of sustainable environmental responsibility

8. Chapter Eight: CSR and Ethics in a Global Context

8.1. Global business activity and practice

8.2. Operating in conflict zones

8.3. Bottom-of-the Pyramid – doing business in poverty markets

8.4. Corruption and its impact on the national and global economy

9. Chapter Nine: Managing Ethics and CSR Internally

9.1. Corporate values & culture

9.2. Ethical change management

9.3. Managing people ethically

9.4. Traditional human resource issues

Textbook

Sexty, R. (2014). Canadian Business and Society: Ethics, Responsibilities and Sustainability. 3rd
Canadian Edition. McGraw-Hill Ryerson.

Other Materials

Trevino, L.K., Brown, M. and Hartman, L.P. (January 2003). A Qualitative Investigation of

Perceived Executive Ethical Leadership: Perceptions from Inside and Outside the Executive

suite, Human Relations 56. 1, 5–37.

Friedman, M. (September 13, 2007). The Social Responsibility of Business is to Increase its
Profits. The New York Times Magazine.

Sisodia, R., Sheth, J., Wolfe, D. Chapter 5: Customers–the Power of Love, Firms of Endearment:5

How World-Class Companies Profit from Passion and Purpose, 97–124.

Brammer, S., Hoejmose, S., Millington, A., and NBS. Managing Sustainable Global Supply

Chains: Network for Business Sustainability5

Mattu University

College of Business and Economics

Department of Management

1. Course Information
Academic Year:

Semester: 1

Class Year: 4

Programmed: Management

Course Title: Operations Research

Course Code: MGMT 4132

Credit hours: 4

Pre-requisite: Mathematics for Management

Status of the course: Core6

2. Course Description

Problems solving and decision making are vital skills in all areas of management. Operations
research as discipline devoted to the solution of management problem using a scientific
approach. The problem is viewed as the focal point of analysis, and quantitative model are the
vehicles by which solutions are obtained. Thiscourse introduces several quantitative concepts
and computational tools used by managers to determine solutions to complex problems and
thereby selecting the best solution. It provides an introduction to the concepts and methods of
decision science, which involves application of mathematical modeling and analysis to
management problems. You will gain an understanding of modeling and rational approaches to
decision making and their contribution to organizational effectiveness. Analysis and
communication are emphasis by using real world applications and cases. Topics include this
course are linear programming, network models, projects scheduling, and queuing models,
applied to tactical and strategic business decisions in functional areas and interfaces among the
areas. Implementation using existing software packages of decision models to solve various
managerial problems in an integrated part of this course.

3. Course Objective:

Up on completing this course, you should be able to:

 Develop analytical skills in structuring and analysis (scientific method) of business decision
problems which characterized the field of operation research or management science.
 Develop awareness of the complementary nature of the rational and behavioral approaches
to decision making and planning and sharpen your ability to structure problems and to perform
logical analysis.

 Use selected software to generate computer solutions of the models.

 Learn, through case studies, the applications of operation research or management science to
find solutions to real life business problems including those in global environment.

 Demonstrate skills in communicating the analysis and results of business decision problems
and to work as a member of a team.

 Use the knowledge gained from this course to continuing life-long learning in decision
technologies to aid business decision making and planning.

4. Course Outline7

UNIT ONE: INTRODUCTION TO OPERATIONS RESEARCH

1.1 The History of Operations Research

1.2 Nature and significance of operations research

1.3 Features of Operations Research

1.4 Model and modelling in Operations Research

UNIT TWO: LINEAR PROGRAMMING

2.1 Introduction

2.2 Structure of Linear Programming Model

2.3 Application Area of LP

2.4 Graphical Solutions of LPP

2.5 Special Case in LPP

2.6 The Simplex Method

2.7 Some complication and their Resolution

2.7.1. Unrestricted variables

2.7.2. Tie for leaving and entering variables

2.8 Duality in LPP

2.9 Sensitivity Analysis

UNIT THREE: TRANSPORTATION AND ASSIGNMENT PROBLEMS

3.1 Introduction

3.2 Methods for Finding Initial Solution

3.3 Test for Optimality

3.4 Variation in Transportation

3.4.1. Unbalanced supply and demand

3.4.2. Degeneracy

3.4.3. Alternate optimal solution

3.4.4. Prohibited transportation routes

3.5 Maximization Transportation problems

3.6 Solution method for Assignment problem

3.7 Special case in Assignment Problems8

UNIT FOUR: DECISION THEORY

4.1 Introduction

4.2 Types of Decision-Making Environment

4.3 Decision making under Uncertainty

4.4 Decision making Under Risk

4.5 Decision making Under Certainty

4.6 Decision Making with Utilities

UNIT FIVE: NETWORK MODELS

5.1 General network concepts

5.2 Networking algorithms

5.3 Basic Difference Between PERT and CPM

5.4 PERT/CPM Network Components and precedence Relationship

UNIT SIX: GAME THEORY

6.1 Introduction

6.2 Two-person Zero-Sum Game

6.3 Pure Strategies: Game with Saddle Point

6.4 Mixed Strategies: Game without Saddle Point

6.5 The Rule of Dominance

UNIT SEVEN: QUEUING ANALYSIS

7.1 Introduction

7.2 Queuing system

7.3 Queuing system performance measures

7.4 Queuing model

PRE-REQUISITE COURSE: MATHEMATICS FOR MANAGEMENT

Mode of Delivery and Course Documents:

Class times will include lectures, discussions, exercises and group work. Slides (if any) and notes
cover related

chapter subjects.

Assessment techniques:

 Continuous assessment (60%)

 Final examination (40%)9

Responsibility and Academic Integrity:

Students have responsibility to themselves (attendance, in-class participation, expected to solve
and write up your own assignment and to credit all sources of materials and collaborates to the
formulation of a solution).

Students are expected to exert a significant amount of effort on their own, and to keep up with
the lectures.

References

 Anderson, Sweeney, and Williams. Management Science, 8th ed. West Pub.co.

 M.P.Gupta R.B. Khanna, Quantitative Techniques for Decision Making, New Delhi, 2004

 Turban and Meredith, management Science,6th ed. IRWIN

 Render and Stain, Quantitative Analysis for Management, 6th ed. Allyn and Cacon

 Bernard W. Taylor, Introduction to Management Science, 9th ed. New Jersey, 2007 10

Mattu University

College of Business and Economics

Department of Management

1. Course Information

Academic Year:

Semester:1

Class Year:4

Course Title: Research in Management I

Course Code: MGMT4212

Credit hours: 1

Pre-requisite: Business Research Methods

Status of the course: Core

1. Course Description10
This course enables management students to formulate business problems, design research
questions and objectives; define the purpose and scope of research, define the background of
business research problem orthe challenges therein and explain the significance of their
research. Moreover, this course helps students to explore literature review relevant to their
research and acquaint the art of synthesizing literature review. Furthermore, it enables
students to design research methodology and strategy, define sampling techniques, identifying
instruments of data collection and techniques of data analysis.

2. Course Objectives

At the end of the course, students will be able to:

 Formulate research problem

 Formulate research questions

 Design research objectives

 State the significance of research

 Explain the scope and limitation of research

 Organization and synthesizing of literature review

 formulating conceptual framework of the study

 Defining research design and strategy

 Designing sampling techniques and sample size determination

 stating the methods of data analysis

 Specifying statistical models

 Defining research schedule and budget and

 Understand the science of referencing

3. Course Topics:

Chapter One: Introduction

1.1. Background of the study

1.2. Statement of the Problem

1.3. Research Objectives

1.4. Research Questions

1.5. Significance of the Study

1.6. Scope of the Study

1.7. Limitation of the Study

1.8. Organization of the Study12

1.9. Operational Definitions

Chapter Two: Review of Related Literature

Part I: Organizing Theoretical Frameworks of the Study

Part II: Organizing Empirical Studies

Part III: Designing Conceptual Framework of the Study

Chapter Three: Research Methodology

3.1. Description of Study Area

3.2. Research Design and Strategy

3.3. Population, Sampling Techniques and Sample Size

3.4. Data Type and Source

3.5. Instruments of Data Collection

3.6. Data Analysis Techniques

3.7. Model Specification

Research Schedule and Budget

References (Use the Harvard Referencing Style)

REFERENCE BOOKS:

1. Malhotra,N.K. 2011. Marketing Research, Pearson Education, Inc.

2. Zikmund,W.G. 2007. Business research Methods, Thomspns, Akash Press New Delhi.
3. Beri ,G.C. 2010 .Marketing Research 3rd Edition, TMH Publishers Ltd, New Delhi.

4. Shajahan, S.2006. Research Methods for Management, JAICO publishing house.

5. Kothari, C.R. .2014. Research Methodology Methods & Techniques, New age international
publisher.

6. Luck ,D. & Rubin, D. (2006) Marketing Research, PHI Pvt. Ltd, New Delhi.

7. Panneerselvam, R.2014. Research Methodology, PHI Pvt. Ltd, New Delhi.

8. Sachdeva ,J.K. 2017.Business Research Methodology, HimalyaPulishing.

9. Tull, D.S. & Hawkins, D.I. 2011. Marketing research, PHI Pvt. Ltd, New Delhi.

10. Wilson, J. 2010. Essential of Research Methods, SAGE Publication13

Mattu University

College of Business and Economics

Department of Management

1. Course Information

Academic Year:

Semester: 1

Class Year: 4

Programme: Management

Enrollment: Regular

Course Title: Internship in Management

Course Code: MGMT4221

Credit hours: 2

Pre-requisite: None

Status of the course: Core

2. Course Description
Internship in management is seen as an integral part, where the students need to use their
initiative to translate theories learnt in classrooms and perform assignments in an actual
working environment; instill in the students the right kind of work attitudes and professionalism
through interaction with people in the organizations, and observation of their future roles in
industry; and reduce the on-the-job training requirements so that they can 14become effective
and productive to their respective organizations much sooner than is usual for fresh graduates.

Students are required to participate and work as industrial trainees in their chosen disciplines.

Course objectives

 To help students translate into practice in a particular setting the concepts and principles
taught in the classroom.

 Apply business concepts and theories to real-world decision-making

 Increase proficiency in specific business disciplines; such as human resources management,

operations management, marketing, accounting, statistics, economics, finance, and business
law.

 Develop and improve business skills in communication, technology, quantitative reasoning,

and teamwork.

 Observe and participate in business operations and decision-making.

 Meet professional role models and potential mentors who can provide guidance, feedback,
and support.

 Expand network of professional relationships and contacts.

 Develop a solid work ethic and professional demeanor, as well as a commitment to ethical
conduct and social responsibility14

Mattu University

College of Business and Economics

Department of Management

1. Course Information

Academic Year:
Semester: 1

Class Year: 4

Programme: Management

Enrollment: Regular

Course Title: Financial Management

Course Code: MGMT 4181

Credit hours: 3

Pre-requisite: None

Status of the course: Core

2. Course Description

This course focuses on the acquisition of financial resources and their effective utilization in
running a business enterprise for profit. Topics include: Financial analysis and forecasting,
capital structure decisions cost of capital, leasing, and an overview of international financial
management.

Case studies and assignments are emphasized.

3. Course Objective

After completing the course, students will be able to understand:

 What financial management mean

 Make financial planning and forecast

 The concept of time value of money

 Different investment decisions

 The concept of asset evaluation and the cost of capital

 The concept of long-term financing

Course Competences to be acquired

After completing the course, students will be able to manage financial resources of the
organization by applying financial principles
4. COURSE CONTENT

CHAPTER 1: AN OVERVIEW OF FINANCIAL MANAGEMENT

1.1. Introduction

1.1.1. Meaning of finance16

1.1.2. Classification of finance

1.1.3. Evolution of finance

1.1.4. Sources of finance.

1.2. The nature and scope of financial management

1.3. The goal of a firm in financial management

CHAPTER 2: FINANCIAL ANALYSES AND PLANNING

2.1. Financial Analysis

2.1.1. The need for financial analysis

2.1.2. Source of financial data

2.1.3. Approaches to financial analysis and interpretation

2.2. Financial planning (forecasting)

2.3. The planning processes

2.4. The importance of sales forecasting

2.5. Techniques of determining external financial requirements.

CHAPTER 3: THE TIME VALUE OF MONEY AND THE CONCEPT OF INTEREST

3.1 The concept of time value of money

3.2 The future value (compounding)

3.3 The present value (Discounting)

CHAPTER 4: BOND AND STOCK VALUATION AND THE COST OF CAPITAL

4.1. Bond and stock valuation

4.1.1. Bond and stock valuation

4.1.2. Valuation of bonds

4.1.3. Valuation of stocks

4.2. COST OF CAPITAL

4.2.1. The concept of cost of capital

4.2.2. Capital structure

4.2.3. Specific/component cost of capital

4.2.4. The overall cost of capital (WACC) and the marginal cost of capital (MCC).

CHAPTER 5: INVESTMENT DECISION MAKING /CAPITAL BUDGETING

5.1. Introduction to capital budgeting

5.2. Investment analytical tools.

5.2.1. Traditional method

5.2.2. Discounted cash flows methods

5.3. Capital budgeting under uncertainty

5.4. Investment decision under uncertainty

5.5. Investment decision under Inflation

UNIT 6: LONGTERM FINANCING

6.1. Leverages

6.2. Raising funds in capital Market

6.3. Long- term Financing Instruments

Reference:

 Eugene F.Brigham, Introduction to financial management, 4th Ed, 1 press.

 LewerenceJ.Gitman, principles of managerial finance, 8thed, Adi17

 George E. piriches, Financial management, Harper collins

 Joel Siegel, Financial management, 2nd edition, schaum’sout line se

 Block and Hurt foundation of Financial Management, 5th edit 1989.

 Brealy, R., and Mayers, S., principles of corporate finance, 2nd editi Hill international Book
Company, 1984.

 Brigham, E, E., and campasey, B.J., Introduction to financial Mana. The Dryden press, 1985

 Ray, M., and Nevue, p., Fundamentals of management finance 2nd south – western
publishing company, 1985.

 Weston. J.F., and Brigham, E.F., Essential finance, 7th edition, press; 1981.

 Weston J.F., and Brigham, E., F. Managerial finance, 7th edition, press; 1981.

 Chambers &lacely, Modern Corporate finance: Theory and practice Collins College press 1994.

 Bcklery (ed), the Essence of financial Management prentice Hall L.

 Werner stoner, Modern Financial Managing; continuity and change Harper Collins College
1999 A.Y18