HAND BOOK

FOR MBA (1.5) STUDENTS

DEPARTMENT OF MANAGEMENT SCIENCES

NATIONAL UNIVERSITY OF MODERN LANGUAGES (NUML)
SECTOR H-9 ISLAMABAD
 Vision of NUML
We aspire to become a leading institution in creating knowledge and
competencies for inclusive development.

Vision of DMS
Developing socially responsible business leaders and
researchers.

Mission of NUML
To foster creative pedagogy, innovative research, and inclusive
communication.

Mission of DMS
To develop business leadership through creative thinking, research
and learning, entrepreneurship, and social responsibility.
 Core Values of DMS
 Respect and Integrity

 Excellence and Creativity

 Accountability and Social Responsibility

1. Departmental Objectives

The main objectives of the DMS are:

DO1. To develop business and management competencies by nurturing leadership traits,
critical and creative problem-solving skills, and an entrepreneurial mindset.

DO2. To develop research-oriented culture by providing a conducive learning environment for

solving industrial problems.
DO3. To promote social responsibility toward business and society.
DO4. To cultivate team-building attitude through learning and research in industrial and
societal domains.

2. Departmental Learning Outcomes

Departmental learning outcomes will enable its stakeholders to:

DLO1. Propose solutions for contemporary business, management, and societal problems
through leadership, creative and entrepreneurial skills.
DLO2. Synthesize theoretical knowledge for producing quality research to help industries
solve problems.
DLO3. Reflect high moral and ethical standards in personal, professional, and societal
domains.
DLO4. Demonstrate collectiveness and connectedness at different levels of industry-academia
and society.
 POs and PLOs of MBA
1. Program Objectives of MBA

PO 1. To nurture leadership, managerial and entrepreneurial proficiencies.

PO 2. To critically analyze and apply research and industry-driven knowledge and expertise for
effective decision-making.

PO 3. To adhere to ethical standards and social responsiveness in business practices

PO 4. Instill market-oriented effective communication, interpersonal, and negotiation skills.
Program Learning Outcomes of MBA

PLO 1. Effectively utilize various human relations skills including leadership and creative thinking
skills.
PLO 2.Use qualitative and quantitative methods and analytic tools to diagnose business challenges,
identify and analyze alternatives in a business context, and leverage technology and analytic
reasoning to cultivate new ways to successfully recognize, mitigate and solve problems.
PLO 3.Identify, articulate and disseminate core organizational values, evaluate the ethical, global,
and social issues of various business options for all stakeholder groups and demonstrate the ability
to propose feasible solutions to ethical, global, and social dilemmas consistent with stakeholder
and organizational values
PLO 4.Effectively utilize interpersonal skills of oral and written communication; teamwork and
collaboration.
 General Teaching Methodology
Lectures, workshops, discussions and presentations are planned as class activities. All
students are advised to participate in said activities, failing which students will suffer in respect of
learning and grades. Consistent with the course objectives, lectures will address learning objectives
associated with weekly topics (as outlined in the weekly schedule), including basic principles and
working examples. While lectures will closely parallel material contained in assigned readings,
they are not substitutes. In particular, the lectures will clarify, expand and where necessary, update
the material contained in assigned readings.

Attendance Policy
75% attendance in a course is mandatory to become eligible to appear in the final
examination, failing which, the student will be awarded ‘F’ grade in the course. ‘F’ grade will be
treated as a normal ‘F’ grade earned by a student by failing in a course and it will carry all penalties
associated with it.

Plagiarism Policy- Masters and Bachelors Programs

a) All theses and Final Seminar papers are to be run through Turnitin by QEC. The focal
person of each department/campus will work as a liaison between students and QEC.
b) A student has to submit a hard copy and soft copy to the Focal Person, to be passed on to
QEC.
c) There is a provision of only Two ATTEMPTS (First Submission + Revision Attempt) for
achieving below 19% of similarity index. Failing to do so will result in the case being
forwarded to BASR.
d) All course assignments, project reports, term papers, etc. should be run through Turnitin
by relevant Instructors ONLY. There is a provision of only TWO ATTEMPTS (First
Submission + One Attempt) for bringing the work within limit of below 19% of similarity
index. Failing to do so will result in Minor, Moderate or Major Penalty) The Turnitin
Originality reports of all course assignments, project reports, term papers, etc. should be
appended with the result/evaluation submitted to Department/Examination section. Results
of students will be withheld whose Turnitin Originality reports are not attached with the
course assessment sheet/award list.

Penalties for Student

The penalties for plagiarism cases will be applicable after a student/researcher has availed
NUML’s prescribed number of attempts, for improving his/her work. The penalties for such cases
fall into the following three categories.

Minor Penalties
(applicable to all course assignments, project reports, term papers, etc.) A minor penalty will be
applied if a student’s work is found to be copied (up to 50%), even after he/she has availed the
TWO ATTEMPTS for improving it. This will result in an award of Zero Marks in the work (course
assignments, project reports, term papers, etc.). The course instructor has to inform HoD/Dean and
Examination Branch (in writing) about such cases, with evidences appended. The instructor must
make a red entry in award list and counsel the student as well.

Moderate Penalties
(applicable to all works other than Thesis) 6 A moderate penalty will be applied if a student’s work
is found to be copied (more than 50%), even after he/she has availed the TWO ATTEMPTS (First
Submission + One Attempt) for improving it. This presupposes that the student would have
received a minor penalty, of an award of zero marks, already. Moreover, a warning letter will be
issued to the student, with a copy sent to parents/guardian.

Major Penalty
(applicable to Thesis at all levels) A major penalty is for plagiarism cases, concerning Thesis at all
levels. This penalty is applicable when a student/researcher has availed Two ATTEMPTS (First
Submission + one Attempts) for improving his/her work and failed to do so, according to HEC’s
prescribed standards. This entails the case to be put forward to Plagiarism Standing Committee
(PSC) for further disciplinary action. *Note: No other penalty will be applicable in Plagiarism
cases, except the ones mentioned above.

*Note Plagiarism guidelines as per NUML’s policy.

Vision Mission Program Objectives Program Learning Outcomes
Developing socially To develop business To nurture Effectively utilize various human
responsible business leadership through leadership, relations skills including leadership
leaders and creative thinking, managerial and and creative thinking skills.
researchers research and
entrepreneurial
learning, Use qualitative and quantitative
entrepreneurship, proficiencies.
methods and analytic tools to diagnose
and social
To critically analyze business challenges, identify and
responsibility
and apply research analyze alternatives in a business
and industry-driven context, and leverage technology and
knowledge and analytic reasoning to cultivate new
expertise for ways to successfully recognize,
effective decision- mitigate and solve problems.
making. Identify, articulate and disseminate
core organizational values, evaluate
To adhere to ethical
the ethical, global, and social issues of
standards and social
various business options for all
responsiveness in
stakeholder groups and demonstrate
business practices
the ability to propose feasible solutions
to ethical, global, and social dilemmas
Instill market-
consistent with stakeholder and
oriented effective
organizational values
communication,
interpersonal, and Effectively utilize interpersonal skills
negotiation skills. of oral and written communication;
teamwork and collaboration.
 HEC Minimum Criteria for MBA
Twelve years of education is required for admission in BBA program.

Eligibility:
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.
BE, MBBS, MSc (natural sciences) OR MA with 2/4 or 3/5 CGPA OR 2nd
div having studied any one of the subjects viz: Mathematics, Physics,
Statistics, Economics, Computer Science or Commerce at graduation level.
BBA / BS Commerce (2 years program) with 2/4 or 3/5 CGPA OR 2nd div
OR BA/ BSc with 2nd div and preferably having studied any one of the
subjects viz: Mathematics, Physics, Statistics, Economics, Computer
Science OR Commerce. 4 years managerial job experience is also mandatory
(original certificate should be attached with the admission form).All HEC conditions apply.

Selection Criteria:

 Selection is based on marks obtained in entry test conducted by department.

 Cut-off marks for merit is to be determined by the University.
o Criteria.
i. Precious Academic Career 15%
ii. Test Weightage 75%
iii. Group Discussion/Interview 10%

Admission Procedure
i. Issuance of Admit Card.
Applicants obtain their Admit Cards by visiting the Admissions Office with a copy of the bank
Challan. Applicants residing outside Islamabad can get the Admit Card by from website around
the time of admission process.

ii. Aptitude Test

The Aptitude Test is conducted on specified date announced on NUML website. The Admit Cards
issued to the applicants indicate the test center, date, and reporting time. Please make sure to read
all instructions given on the back of the Admit Card carefully. The applicants should bring their
Admit Cards along with a photo ID to be able to appear for the Aptitude Test.

iii. Interview
Interviews are conducted for evaluating the level of maturity, academic aptitude, motivation,
interpersonal skills and career focus of the applicants. Candidates who pass the Aptitude Test
qualify for interview. Interview detail displayed on websites. Selected candidates are to report to
the venue at the designated date and time for the said activity.

Candidates are required to bring the original documents on the day of Interview along with
admit card issued by the university.

iv. List of Successful Candidates

The names of candidates who qualify the admission requirements will be notified through a list on
our website (www.numl.edu.pk). These candidates will get their Fee Challan.

As a prerequisite for issue of Fee Challan successful candidates are required to deposit the
transcripts bearing proof of their having met the minimum academic eligibility requirements for
the respective programs.
 Table of Contents
Vision of NUML .......................................................................................................................................... 2
Vision of DMS ............................................................................................................................................. 2
Mission of NUML ........................................................................................................................................ 2
Mission of DMS ........................................................................................................................................... 2
Core Values of DMS ................................................................................................................................... 3
1. Departmental Objectives ................................................................................................................ 3
2. Departmental Learning Outcomes ................................................................................................ 3
POs and PLOs of MBA............................................................................................................................... 4
1. Program Objectives of MBA .......................................................................................................... 4
General Teaching Methodology ................................................................................................................. 5
Attendance Policy........................................................................................................................................ 5
Plagiarism Policy- Masters and Bachelors Programs.............................................................................. 5
Penalties for Student ................................................................................................................................... 5
Minor Penalties ........................................................................................................................................... 5
Moderate Penalties...................................................................................................................................... 6
Major Penalty .............................................................................................................................................. 6
HEC Minimum Criteria for MBA ............................................................................................................. 8
Table of Contents ...................................................................................................................................... 10
Semester-I .................................................................................................................................................. 11
Course Title: Research Method and Analytical Techniques ................................................................ 12
COURSE TITLE: OPERATIONS MANAGEMENT AND SUPPLY CHAIN .................................. 21
SEMESTER-II .......................................................................................................................................... 27
Course Title: Contemporary Issues and Trends in Business World .................................................... 28
Course Title: Strategic Marketing (MBA) .............................................................................................. 32
Course Title: Leadership and Organizational Behavior ....................................................................... 39
Semester-III ............................................................................................................................................... 49
Course Title: Financial Reporting and Analysis (MBA) ....................................................................... 50
Course Title: Strategic Entrepreneurship .............................................................................................. 56
Course: Title: Corporate Law ................................................................................................................. 64
Specialization-II & III .............................................................................................................................. 69
Course Title: International Finance (MBA) .......................................................................................... 70
Course Title: Financial Modelling and Planning ................................................................................... 77
Course Title: Contemporary issues in HRM (MS/MBA) ...................................................................... 83
Course Title: Global HR and Diversity Management ........................................................................... 91
Course Title: MARKETING ANALYTICS (MBA) .............................................................................. 95
Course Title: Customer Relationship Management ............................................................................ 102
Course Title: STRATEGIC SUPPLY CHAIN MANAGEMENT (MBA/BBA) ............................... 107
Course Title: Supply Chain Risk Management (MBA)....................................................................... 114
Course Title: Financial Econometrics ................................................................................................... 119
Course Title: STRATEGIC FINANCE (MBA) ................................................................................... 125
Course Title: Human Resource Analytics (HRA)........................................................................... 131
Course Title: Organizational Development ........................................................................................ 141
Course Title: International Marketing (MBA) .................................................................................... 146
Course Title: Digital Marketing (MBA) ............................................................................................... 153
Case1: Accor: Strengthening the Brand with Digital Marketing ........................................ 155
Case3: Voot: Digital Commerce in the World of Connected Screens ................................................ 156
Course Title: SIX SIGMA LEAN & QUALITY MANAGEMENT ................................................... 160
Course Title: GREEN SUPPLY CHAIN MANAGEMENT ............................................................... 168
 Semester-I

Course Code Courses Cr Hrs

MSMG-601 Research Methods And Analytrical Techniques core 3(3+0)
MSSC-661 Operation Management and supply Chain Management 3(3+0)
Course Title: Research Method and Analytical Techniques

Course Code:
Credit Hours: 3+0
Course Instructor:
Mode of Contact:
You can contact your course instructor in the following ways:
Email: [email protected]
Meeting: By appointment via e-mail

PREREQUISITES: As a Business research course, you must have an understanding of Introduction to Business.

Textbook:

• Research Methods for Business, by Uma Sekeran 7th Edition

Reference Material:

» Saunders M, Lewis P & Thornhill A, (8th Edition) Research Methods for Business Students.- Prentice Hall
» Research Methodology (Latest Edition) By Pradip Kumar Sahu
Course Description: The aim of this course is to develop students' knowledge and understanding of the role and conduct of quantitative and qualitative research methods in
planning. Intellectual and methodological debates will be discussed in order to assist students to develop informed opinions and a critical appreciation for other's research.
The imperative for ethical research practice will be presented. The course equips students with the skills to review and conduct methodologically sound research as a part of
their professional work. Students develop the skills to recognise and reflect on the strengths and limitations of different research methodologies, understand the links between
theory and practice, critically assess research, and address ethical and practical issues. The course takes a step-by-step approach to the design and implementation of
quantitative and qualitative techniques including case study and precedent studies, surveys, interviews, focus groups, participant observation, textual and media analysis.
How to manage and analyse data (including computer assisted), and how to write up and present findings are core components of this course. Students will be equipped with
the knowledge and ability to undertake original research projects and develop a set of transferable workplace skills.
Course Objectives: The course objectives are

 Demonstrate the ability to plan and manage a piece of independent research,

 Identify the 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
 Produce a research report.

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

 Understand research terminology

 Be aware of the ethical principles of research, ethical challenges and approval processes
 Describe quantitative, qualitative and mixed methods approaches to research
 Identify the components of a literature review process and to critically analyze published research
 To know how to conduct independent research work
 ASSESSMENT INSTRUMENT WITH WEIGHTS:

SNR ITEMS MARKS

1 Mid Term Exam 25
2 End Term Exam 50
3 Internal Evaluation Breakdown
Quiz(s)
Assignements(s)
Class Participation
Présentations
Case Discussion
Lab Work/Practical Project
Any Other
Total 25
GRAND TOTAL 100

COURSE CONTENTS:
Lectur Learning Assessment Thinking
Scheduled Topic PLO CLO
e Activity Activity Level
Basic concepts of Research. Lecture PLO 1 CLO Knowledge
 What Is Research? 1

■ Business Research Defined

■ The Research Process

01 Introductory class
What is research? Definition of business
research. Research and the manger.
Types of Business Research: Applied and CLO
basic Applied Research. Basic of Lecture PLO 1 Comprehension
1
fundamental Research. Managers and
research The Manager and the consultant
researcher.The Manager- Researcher
Relationship
02 Basic Concepts
Internal Versus External
consultants/Researcher Internal
consultants/Researchers. Advantages of
internal consultants/Researchers
Disadvantages of internal consultants/ Assignment 1 CLO
Researchers, External Lecture PLO 1 Comprehension
1
Consultants/Researchers. Advantages of
External consultants/Researchers,
Disadvantages of External consultants/
Researchers, Knowledge about Research
and Managerial Effectiveness. Ethics and
Business research
03 The scientific approach and Alternative
Approaches to Investigation CLO
Lecture PLO 2 Comprehension
The Hall Marks of scientific research, 2
Purposiveness, Rigor, Testability, Replicability,
 Precision and confidence, Objectivity,
Generalizability, Parsimony
04 The Hypothetico-deductive Method
The seven step process in the The Hypothetico-
deductive Method, identify a broad
Problem Area, Define the problem statement, CLO
Lecture PLO 2 Comprehension
Develop Hypotheses, Determine measures, Data Quiz 1 2
Collection, Data Analysis, Interpretation of Data,
Review of The
Hypothetico-deductive Method
05 The Broad Problem Area and Defining
the Problem Statement The Broad
Problem Area, Preliminary information Lecture/ Article CLO
PLO 3 Comprehension
gathering, Nature of information to be discussion 2
gathered Background information on the
organization.
06 .
Defining the problem Statement, What Makes a Assignment 2 CLO
Lecture PLO 3 Comprehension
good problem statement, The research Quiz 1 2
Proposal
07 The Critical Literature Review The Purpose of
Critical Literature Review, How to approach the CLO
Lecture PLO 3 Comprehension
literature Review 2

08 Data sources, Searching for Literature, Evaluating CLO

the Literature, Documenting The Lecture PLO 3 Comprehension
Literature Review 2
09 Theoretical Framework and Hypotheses
Development The need for a theoretical framework,
Variables, Dependent Variable, Independent, CLO
Lecture PLO 4 Comprehension
Variable, Moderating Variable, The distinguish 2
between independent variable and moderating
variable, Mediating Variable
10 Theoretical framework
The components of Theoretical Framework,
Theoretical Framework for the example of air Assignment 3 CLO
Lecture PLO 4 Comprehension
safety violation, Hypotheses Development, Quiz 2 2
Definition of Hypotheses

11 Elements of Research Design

The Research Design, Purpose of the Study:
Exploratory, descriptive, causal, Exploratory Lecture/ Article CLO
PLO 4 Comprehension
Study, Descriptive study, Causal Study, Extent of discussion 3
researcher interference with the study, Study
setting: contrived and non-contrived
12 Research Strategies, Experiments, Survey research,
Observations, Case Studies, Grounded Theory,
Section Research, Mixed Methods, Unit of analysis:
CLO
Individuals, Dyads, Groups, organizations, cultures, Lecture PLO 3 Comprehension
Time horizon Cross Sectional Versus longitudinal Quiz 3 3
study Cross sectional Study, Longitudinal Study

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 CLO
Structures interviews, Unstructured interviews, Lecture PLO 3,4
3
Knowledge
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
14 The questioning technique, Review of tips to follow
when interviewing
Face to face interviews advantages and
disadvantages, Telephone Interviews CLO
Advantages and disadvantages, Additional Lecture PLO 3,4 Knowledge
3
sources of bias in interview data, Computer
assisted interviewing, Cati and Capi, Advantages
of software packages, Review of interviewing
15 Measurement: Scaling, Reliability, Validity
Four types of scales, Nominal scale, Ordinal
scale, Interval scale, Ratio scale, Review of
Scales, Rating scales, Dichotomous scales,
CLO
Category scale, Semantic differential scale Lecture PLO 3,4 Knowledge
3
Numerical Scale, Itemized rating scale, Likert
scale, Fixed or constant sum scale Staple scale,
Graphic rating scale, Consensus scale, Other
scales
16 Ranking Scales, Paired comparison, Forced choice,
Comparative scale, International
Dimensions of scaling, Goodness of measures, CLO
Item analysis, validity, Content validity Lecture PLO 4 Comprehension
4
Criterion related validity, Construct validity,
Reliability, Stability of measures
Internal consistency of measures
17 Sampling Assignment 4 CLO
Population, Element, Sample, Sampling unit, Lecture PLO 4 Comprehension
Quiz 4 4
Subject
18 Parameters, Reasons of sampling, Efficiency in CLO
sampling, Sampling as related to qualitative studies Case Discussion PLO 2,4 Comprehension
4
19 Quantitative Data Analysis CLO
Getting data ready for analysis, Coding and Lecture PLO 3,4 Comprehension
4
data entry, Coding the responses, Data entry
 Data Editing, Data transformation, Getting a
feel for the data, Frequencies, Bar charts and
pie charts
20 Measure of central tendency and dispersion,
Measure of central tendency Assignment 5 CLO
Lecture PLO 4 Comprehension
Measure of dispersion, Relationship between 4
variables
21 Relationship between two nominal variable Chi
square X2 test, Correlations
Excelsior Enterprises: descriptive statistics Part Lecture CLO
PLO 4 Comprehension
1, Testing Goodness of data, Reliability, 5
Excelsior enterprises : checking the reliability of
the multi item measures, Validity
22 Regression analysis CLO
standardized regression coefficients Lecture PLO 3 Comprehension
5
23 Multicollinearity, CLO
Lecture PLO 4 Comprehension
5
24 Qualitative Data Analysis Assignment 6 CLO
Data reduction, Data display, Reality and Lecture PLO 3 Comprehension
5
validity in qualitative research
25 Content analysis CLO
Lecture Quiz 5 PLO 4 Knowledge
1
26 Narrative analysis, Analytic induction Article CLO
PLO 2 Knowledge
discussion 1
27 Research Paper discussion Article CLO
PLO 2 Comprehension
discussion 3
28 The research report
CLO
Lecture PLO 4 Knowledge
Introduction , The written report 1

29 Contents of the research report. CLO

Lecture PLO 2 Comprehension
6
30 CLO
Lecture PLO 3 Comprehension
6
31 Final Project CLO
Presentations PLO 4 Creation
6
32 Final Project CLO
Presentations PLO 3 Creation
6
COURSE TITLE: OPERATIONS MANAGEMENT AND SUPPLY CHAIN
Course Code:
Credit Hours: 3+0
Course Instructor: Shahzadi Rameen Arshad
Email: [email protected]
PREREQUISITES:

Students should be specialized in Strategy Planning & Operations aspects, Principles of Management, Production Operations Management,
Business Mathematics and Statistics (BMS) and Management Information System (MIS).
COURSE DESCRIPTION / OBJECTIVES:

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 Operations and Productivity, Operations Strategy in a Global Environment, Project
Management, Forecasting, Design of Goods and Services, Managing Quality, Process Strategy, Location Strategies, Layout Strategies,
Supply Chain Management, Inventory Management, and Lean Operations. To cover high level supply chain strategy & concepts,
Strategic role of the supply chain, Key strategic drivers of supply chain performance.

COURSE LEARNING OUTCOMES

• Explain the locations decisions in operations management.

• Demonstrate an awareness of the importance of layouts.
• Demonstrate an understanding of the concepts of operations scheduling.
• Demonstrate a basic understanding of process strategy.
• Understand the concept and terms of Supply chain management.
• Describe the alternatives ways to organize for supply chain management.
• Compare mode of transportation, distribution and related policies.
• Understand the role and techniques of forecasting in supply chain management.
 • Describe the sourcing decision in supply chain management.

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

RECOMMENDED TEXT BOOK

Supply chain management strategy, planning, and operation by Sunil Chopra & Peter Meindl, 6th edition
Operations management by Jay Heizer, Barry Render, Chuck Munson, 12th edition.

REFERENCE BOOKS
Operations and supply chain management. By Roberta S. Russell and Bernard W. Taylor III, 7th Edition
 ASSESSMENT INSTRUMENT WITH WEIGHTS:

SNR ITEMS MARKS

1 Mid Term Exam 30
2 End Term Exam 50
3 Internal Evaluation Breakdown
Quiz(s)
Assignments(s)
Class Participation
Presentations
Case Discussion
Lab Work/Practical Project
Total 20 20
GRAND TOTAL 100

COURSE CONTENTS:
Learning Assessment Thinking
Lecture Scheduled Topic Activity Activity PLO CLO Level
01 Introductory class, Basic Concepts of Production
and Operations Management, Organizations for Project
Lecture CLO 1 Comprehension
creation of goods and service, Objective of Discussion
Supply Chain
02 Operations and Productivity, The History of
Operations Management, Operations for Goods
Lecture Assignment 01 CLO 1 Comprehension
and Services, Importance of Supply Chain
Decisions
03 The Productivity Challenge, Productivity
Measurement, Productivity Variables,
Productivity and the Service Sector, Current Lecture Group Executions CLO 2 Comprehension
Challenges in Operations Management, Supply
Chain Strategies, Achieving Strategic fit
04 Operations Strategy in a Global Environment,
A Global View of Operations and Supply
Chains, Achieving Competitive Advantage
Through Operations, Competing on Lecture/Case-study Presentation CLO 2 Comprehension
Differentiation, Competing on Cost,
Competing on Response, Issues in Operations
Strategy
05 Implementing the 10 Strategic OM Decisions, Lecture Quiz 01 CLO 2 Comprehension
Strategic Planning, The Theory of Comparative
Advantage, Drivers of Supply Chain
Performance.
06 Project Management, Project Planning, Work Lecture Assignment 02 CLO 2 Comprehension
Breakdown Structure, Project Controlling,
Project Management Techniques: PERT and
CPM, Network Diagrams and Approaches, Role
of distribution in Supply chain,
07 Project Scheduling, Activity-on-Node Example, Project update 1
Activity-on-Arrow Example, Forward Pass,
Lecture CLO 2 Comprehension
Backward Pass, Calculating Slack Time and
factors influencing distribution network.
08 Probability of Project Completion, Cost-Time CLO
Trade-Offs and Project Crashing Lecture Comprehension
2,3
09 Design of Goods and Services, Product Strategy
Options, Product Life Cycle, Product-by-Value
Analysis, Generating New Products, Product Lecture Project update 2 CLO 3 Comprehension
Development, Quality Function Deployment
(QFD), Manufacturability and Value Engineering
10 Sustainability and Life Cycle Assessment, Lecture CLO 3 Comprehension
(LCA), Design option for a distribution network
11 Product Development Continuum, Purchasing
Technology by Acquiring a Firm, Joint Lecture CLO 3 Comprehension
Ventures, Alliances, Make-or-Buy Decisions,
 Group Technology, Documents for Production,
Product Life-Cycle Management (PLM),
Service Design, Process–Chain–Network (PCN)
Analysis. E -business and the distribution
network Impact of e -business on cost.
12 Knowledge of TQM Tools, Tools of TQM, Check CLO
Sheets, Scatter Diagrams, Cause-and-Effect 1,2,3
Lecture Assignment 3 Comprehension
Diagrams, Pareto Charts, Flowcharts,
Histograms.
13 Quiz and Presentation Quiz 02 Knowledge
14 MID TERM EXAM

16 Forecasting, Types of Forecasts, The Strategic

Importance of Forecasting, Supply-Chain
Management, Seven Steps in the Forecasting
Lecture CLO 3 Comprehension
System, Forecasting Approaches, Overview of
Qualitative Method, The role of forecasting in a
supply chain, Characteristic of forecast.
17 Overview of Quantitative Methods, Time-Series Lecture Final Project execution CLO 3 Comprehension
Forecasting, Naive Approach, Moving Averages,
Exponential Smoothing, Components of a
forecast
18 Design option for a transportation network
Lecture CLO 3 Comprehension
Trade-off in transportation design
19 Process Strategy, Four Process Strategies, Process
Focus, Repetitive Focus, Product Focus, Mass
Customization Focus, Process Comparison,
Selection of
Equipment, Process Analysis and Design, Lecture CLO 3 Comprehension
Flowchart, Time-Function Mapping, Process
Charts, Value-Stream Mapping, Service
Blueprinting, The role of transportation in supply
chain, Modes of transportation
 20 Production Technology, Machine Technology,
Automatic Identification Systems (AISs) and
RFID, Process Control, Vision Systems, Robots, Lecture CLO 4 Comprehension
Automated Storage and Retrieval Systems
(ASRSs)
21 Location Strategies, The Strategic Importance of Lecture Quiz 03 CLO 4 Comprehension
Location, Factors That Affect Location Decisions
22 Labor Productivity, Exchange Rates and Lecture CLO 4 Comprehension
Currency Risk, Costs Political Risk, Values, and
Culture, Proximity to Markets, Proximity to
Suppliers, Proximity to Competitors (Clustering)
23 Basic approach to demand forecasting Lecture CLO 3 Comprehension
24 Transportation Model, Linear Programing, Service
Location Strategy, Geographic Information Systems CLO 5 Comprehension
(GIS) Lecture
25 Managing supply and demand & Case study Lecture/Casestudy CLO 5 Knowledge
26 Layout Strategies, The Strategic Importance of
Layout Decisions, Types of
Layout, Office Layout,
CLO 6 Comprehension
Retail Layout, Warehouse and Storage Layouts,
Sourcing Decisions in a Supply Chain: The Role
of Sourcing in a Supply Chain
27 In-House or Out-source? Lecture CLO 6 Comprehension
28 Fixed-Position Layout, Process-Oriented CLO 6 Comprehension
Layout, Work Cells, Repetitive and
Product Oriented Layout
29 Quiz & Presentation
Presentation Presentation
30 Review Assignment 04
END TERM EXAM
 SEMESTER-II

Course Code Courses Cr Hrs

MSEC-702 Contemporary Trends in Business and Economics (advance level) core 3(3+0)
MSMK-702 Strategic Marketing core 3(3+0)
MSMG-702 Leadership and Organizational Behavior core 3(3+0)
Specialization I/Research Thesis specialization 3(3+0)
Specialization II specialization 3(3+0)
Course Title: Contemporary Issues and Trends in Business World

Course Code:
Credit Hours: 3+0
Course Instructor: Dr. Aijaz Mustafa Hashmi

PREREQUISITES

Basic Business & Economics Understanding

COURSE DESCRIPTION/OBJECTIVES:

The aim of this course is to explore the ongoing development within the discipline - Business and Economics - and to identify and uncover current trends related
to the five sub-disciplines accounting, entrepreneurship, finance, management, and marketing in the field of Business along with Economic Policy making.

The ambition is also to focus on long-term international megatrends which alter business, economics and society in a profound and lasting fashion. The
megatrends have strong long-term impact on society at large and thus also forming the future premises and challenges for the business community.

INTENDED COURSE LEARNING OUTCOMES:

After studying this course the students would be able to:

• Identify and evaluate emerging trends in business and economics.
• Relate identified trends to research in business administration and economics. Evaluate business trends and economic policies in Pakistan.

RECOMMENDED TEXTBOOKS:

Contemporary Articles will be used for reading in close proximity as per outline.
 ASSESSMENT INSTRUMENT WITH WEIGHTS
SNR ITEMS MARKS
1 Mid Term Exam 30
2 End Term Exam 50
3 Internal Evaluation Breakdown
Assignments(s) 5
Class Participation
Project and Presentation 10
Quiz 5
Total 20 20
GRAND TOTAL 100
COURSE CONTENT:

Learning Assessment Thinking

Lecture Scheduled Topic PLO CLO
Activity Activity Level
01 Introductory Session to the Course of CTBE Lecture
PLO 1 CLO 1 Knowledge

02 An article from the Weekend News Paper Case discussion PLO 1 CLO 1 Comprehension
Business & Economics Section
03 Ten Contemporary Problems Faced by Lecture PLO 1 CLO 1 Application
Businesses
04 An article from the Weekend News Paper Case discussion PLO 1 CLO 1 Application
Business & Economics Section
05 Fiscal Policy of Pakistan in the Present Times Lecture PLO 1 CLO 1,3 Comprehension
(Budget 2021-22)
06 An article from the Weekend News Paper Case discussion Assignment 1
Business & Economics Section PLO 1 CLO 1,3 Comprehension
Quiz 1
07 Monetary Policy of Pakistan in the Present Lecture PLO 1 CLO 1, 3 Application
Times
08 An article from the Weekend News Paper Case discussion Comprehension +
Business & Economics Section PLO 1 CLO 1,3
Application
09 CPEC - Understanding China’s Belt and Lecture Comprehension +
Road Initiative PLO 2 CLO 2
Application
10 An article from the Weekend News Paper Case discussion

Business & Economics Section PLO 4 CLO 1,4 Comprehension

11 Business Climate in Pakistan – ICMAP Lecture PLO 4 CLO 2 Comprehension

Document
12 An article from the Weekend News Paper Case discussion PLO 4 CLO 2 Application
Business & Economics Section
13 Business Climate in Pakistan – ICMAP Assignment 2
Document Lecture PLO 3 CLO 3 Comprehension
Quiz 2
14 An article from the Weekend News Paper
Case discussion PLO 3 CLO 3 Application
Business & Economics Section
14 MID TERM EXAMS
15 Information Technology as a Source of Future
Business Success: E-commerce, Fintech and Lecture PLO 3 CLO 2 Analytical
other Technological innovations
16  An article from the Weekend News Paper
Case Discussion PLO 3 CLO 2 Analytical
Business & Economics Section
17 Human Resource Diversity in the Modern Business: The Comprehension +
Impact of CPEC and Globalization in Pakistan Lecture PLO 2 CLO 1,2
Application
18 An article from the Weekend News Paper Business & Comprehension+
Economics Section Case Discussion PLO 2 CLO 1,2
Application
19 Exploring New Markets: Potential International Lecture
Markets & Business PLO 3 CLO 2 Analytical
Case Discussion
20 An article from the Weekend News Paper Case Discussion PLO 3 CLO 2 Comprehension
Business & Economics Section
21 The Economy of Pakistan: The Past, the Present Lecture PLO 3 CLO 2 Analytical
and the Future
22 An article from the Weekend News Paper Case Discussion PLO 4 CLO 3 Comprehension
Business & Economics Section
23 Exploring the Imports & Exports of Pakistan: Lecture
Which sectors contribute what? PLO 4 CLO 3 Comprehension

24 An article from the Weekend News Paper Lecture

Business & Economics Section PLO 4 CLO 4 Comprehension
Case Discussion
25 Challenges Facing the Business Sectors in
Case Discussion PLO 4 CLO 3 knowledge
Pakistan: Discuss different sectors.
26 An article from the Weekend News Paper
Creativity
Business & Economics Section
27 Post Pandemic Business Challenges in the Lecture Creativity
Global Business World
28 An article from the Weekend News Paper Case discussion
Business & Economics Section
END TERM EXAMS
Course Title: Strategic Marketing (MBA)
Course Code:
Credit Hours: 3+0
Course Instructor: Dr. Sarah Imran (Badar)
E-mail: [email protected]

PREREQUISITES: Strategic Marketing is a specialization subject and assumes that the student must have a basic understanding of the Principles of Marketing course.

LAB: Not required.

TEXTBOOK:
Marketing Strategy: A Decision-Focused Approach by Orville C. Walker, Jr. and John W. Mullins – Eighth Edition

REFERENCE BOOKS: Marketing Management; A South Asian Perspective 14th Ed, Philip Kotler, Kevin L. Keller, Abraham Koshy & Mithileshwar Jha. Pearson
Education.

Course Description: The aim of this course is to teach the development and implementation of a marketing-based strategy. Students will acquire an understanding of the
tools that strategists use to assess business situations. Moreover, students will be applying those tools and frameworks to real-life cases to diagnose problems and identify
opportunities. The class environment will be highly interactive whereby the students think and act like marketing strategists. This approach will enhance their analytical
capabilities and equip them with teamwork and communication skills. This course serves as a capstone course that integrates all concepts and frameworks learned from
prior marketing courses. Students will also learn to develop a strategic marketing plan for a product or service.
It is mandatory for students to prepare the assigned case and reading before the class. It will be ensured that each student contributes to the class discussion.

Course Objectives:
After reading Strategic Marketing, students will:

Master Marketing Fundamentals: To provide students with a solid foundation in marketing principles, theories, and concepts, enabling them to comprehend and apply
fundamental marketing knowledge in real-world scenarios.
Analyze Competitive Environments: To develop students' skills in evaluating competitive landscapes, including market structures, industry trends, and competitive forces,
and to use this analysis to identify strategic opportunities and challenges.
Formulate Effective Marketing Strategies: To teach students how to craft well-defined and actionable marketing strategies that address key components such as market
segmentation, target audience selection, positioning, and the marketing mix (4Ps).
Utilize Decision-Making Frameworks: To equip students with decision-making frameworks and tools, such as SWOT analysis, market research, and scenario planning,
enabling them to make informed and strategic marketing decisions.
Apply Ethical and Sustainable Practices: To instill an understanding of ethical considerations and sustainable practices in marketing strategy development, enabling
students to make responsible decisions that align with societal and environmental concerns.

Course Learning Outcomes (CLOs):

Analyze Market Dynamics: Students will be able to critically assess market conditions, including competitive forces, consumer behavior, and industry trends, to identify
opportunities and threats for a given organization.
Develop Effective Marketing Strategies: Students will learn how to formulate comprehensive marketing strategies that align with an organization's goals, considering
factors such as target market selection, positioning, pricing, and distribution channels.
Apply Decision-Making Models: Students will be proficient in applying decision-making models and frameworks, such as SWOT analysis, PESTEL analysis, and Porter's
Five Forces, to make informed marketing decisions.
Evaluate Marketing Performance: Students will be capable of designing and using key performance indicators (KPIs) and metrics to evaluate the effectiveness of
marketing strategies and make data-driven adjustments as necessary.
Integrate Ethical Considerations: Students will understand the ethical implications of marketing decisions and be able to integrate ethical considerations into their
strategic planning and decision-making processes.

ASSESSMENT INSTRUMENT WITH WEIGHTS:

SNR ITEMS MARKS
1 Mid Term Exam 30
2 End Term Exam 50
3 Internal Evaluation Breakdown
Quiz(s)
Assignements(s)
Class Participation
Présentations
 Case Discussion
Lab Work/Practical Project
Any Other
Total 20 20
GRAND TOTAL 100

Course contents:
Learning Assessment Thinking
Week Scheduled Topic PLO CLO
Activity Activity Level
01 Discussion about the world of marketing Lecture and General discussion and PLO1 CLO2 Knowledge
Traditional Marketing discussion views of class
New concepts-Marketing regarding the
Introduction to Marketing Strategy marketing in industry
Chapter 1: Market-Oriented Perspectives of Pakistan
Underlie Successful Corporate, Business, and
Marketing Strategies
Three Levels of Strategy: Similar Components
but Different Issues
02 Chapter 1: Market-Oriented Perspectives Lecture and Project discussion PLO1 CLO3 Knowledge and
Underlie Successful Corporate, Business, and discussion Comprehension
Marketing Strategies
Formulating and Implementing Marketing
Strategy— An Overview of the Process
The Marketing Plan – A Blueprint for Action.
03 Chapter 2: Corporate Strategy Decisions and Lecture Assignment 1: PLO2 & 3 CLO2 Knowledge and
Their Marketing Implications Select a company and Comprehension
Corporate Strategy Components and Issues explain the BCG
Corporate Growth Strategies Growth Share Matrix
Overview of BCG Matrix in detail.

Bring a case and we

shall discuss and work
in the next class.
04 Case study (to be selected by students prior to Discussion In groups, the cases PLO 3 &4 CLO1, 2 Application
this class) shall be discussed
having topics studied
in the last lectures

05 Chapter 3: Business Strategies and Their Quiz 1 PLO4 CLO2, 3 Knowledge and
Marketing Implications comprehension
Deciding When a Strategy Is Appropriate: The
Fit Between Business Strategies and the
Environment.
How Different Business Strategies Influence
Marketing Decisions
06 Singapore Airlines (abridged) Discussion Case study PLO3 & 4 CLO1, 2 Application
Assignment 2 &3
Select an organization
and
Run its Macro and
Micro Trend Analysis
in a graphical and
explanatory form.
07 Chapter 4: Understanding Market Lecture and Quiz 2 PLO4 CLO4 Comprehension and
Opportunities discussion analyzing
Difference between a market and an industry
The Seven Domains of Attractive Opportunities
 Porter’s Five Competitive Forces That Shape
Strategy

Midterm exam
08 Chapter 5: Measuring Market Opportunities: Lecture Paper showing PLO4 CLO4 Comprehension and
Forecasting and Market Knowledge analyzing
Forecaster’s Tool Kit: A Tool for Every
Forecasting Setting
Statistical Methods
Observation
Surveys or Focus Groups
09 Chapter 5: Measuring Market Opportunities: Lecture and Assignment 3: PLO4 CLO4 Comprehension and
Forecasting and Market Knowledge discussion Why data? Why analyzing
Analogy Marketing Research?
Judgment What is CRM and its
Experiments and Market Tests importance in strategic
Other Mathematical Approaches: Chain Ratios marketing? Explain
and Indices with proper examples.
Rate of Diffusion of Innovations: Another
Perspective on Forecasting.
10 Case study: Discussion Class groups shall give PLO 3 &4 CLO 1, 2, Application
Metabical: Pricing, Packaging, and Demand presentations after 3, & 4
Forecasting Recommendations for a New discussion and
Weight Loss Drug preparation during the
Ontella PicDeck class.
Saxonville Sausage Company
Patanjali Takes on Industry Giants
The rise and fall of blackberry
11 Chapter 6: Targeting Attractive Market Lecture and DIFFERENT PLO4 CLO4, 5 Comprehension and
Segments discussion TARGETING analyzing
Most markets are heterogeneous STRATEGIES SUIT
How market segments are best defined? DIFFERENT
Who they are? Segmenting Demographically OPPORTUNITIES to
 Where They Are: Segmenting Geographically be discussed in the
How They Behave: Behavioral Segmentation form of class activity
Innovative Segmentation: A Key to Marketing
Breakthroughs
DIFFERENT TARGETING STRATEGIES
SUIT DIFFERENT OPPORTUNITIES
12 Chapter 7: Differentiation and Brand Lecture Quiz 3 PLO4 CLO4 Comprehension and
Positioning analyzing
Brand positioning
Target Market Selection and Product
Positioning
Comparison of Physical and Perceptual
Positioning Analyses
Levers marketers can use to establish brand
positioning
7 steps that prepare the foundation for marketing
strategies: the brand positioning process.
13 Chapter 8: Marketing Strategies for New Discussion PLO4 CLO2 Application 2
Market Entries
Sustaining Competitive Advantage over the
Product
Life Cycle
New Market Entries—How New Is New?
Objectives of New Product and Market
Development
Market Entry Strategies: Is It Better to Be a
Pioneer or a Follower?
Strategic Marketing Programs for Pioneers

14 Final Project and Presentations Project and Project and Creation

Presentations Presentations
Final exams
Topic-related exercises and assignments – Throughout the term, we shall cover different topics and exercises related to Strategic Marketing. These exercises might
include written assignments, quizzes, online discussions, or outside activities and case studies

Final Project
Students are required to work on a Strategic Marketing 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 any facet of a Strategic Marketing.
Course Title: Leadership and Organizational Behavior
Course Code:
Credit Hours: 3+0
Course Instructor: Dr. Hina Shahab

Prerequisites:
Students should be specialized in Principles of Management and Human Resources Management

Textbooks (or Course Materials) with Edition Organizational Development & Change

 Organizational Behavior by Stephen P. Robins

 Organizational Behavior by Fred Luthans
 Organizational Behavior By Sarah Sabir Ahmad, Azfahanee Zakaria, Rosliza Md Zani
 Leadership by Andrew J. Debrin

Reference / Additional Material

 Dare to Lead by Brene Brown
 How to be an Effective Team Player by Patick Lencioni

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

1. To examine central theories and concepts in organizational behavior which provide students with in-depth understanding of human behavior issues in organizations
2. To develop students analytical and problem solving skills as they relate to organizational behavior issues
3. 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

4. To study leadership from individual, interpersonal and organizational perspective

5. To understand traditional versus modern theories and models of leadership
6. To examine traits, attributes as well as behaviors and skills of effective leadership

Course Learning Outcomes:

At the end of course students will be able to:

CLO 1. Understand and apply the human dynamics management and organization practices
CLO 2. Understand and apply micro as well as macro perspective about organizational behavior
CLO 3. Reflect theoretical knowledge about how people behave within organizational settings and develop practical skills for leading them effectively
CLO 4. Demonstrating problem solving and analytical skills in dealing with real life and practical scenarios.
CLO 5. Understand and apply leadership theories, skills and styles in various contextual, group dynamics and organizational settings.
CLO 6. Ability to develop empathy, understanding and learning diversity tolerance
 ASSESSMENT INSTRUMENT WITH WEIGHTS:

SNR ITEMS MARKS

1 Mid Term Exam 30
2 End Term Exam 50
3 Internal Evaluation Breakdown
Quiz(s)
Assignements(s)
Class Participation
Présentations
Case Discussion
Lab Work/Practical Project
Any Other
Total 20 20
GRAND TOTAL 100

COURSE CONTENTS:

Learning Assessment Thinking

Lecture Scheduled Topic PLO CLO
Activity Activity Level
1. Introduction to Organizational Lecture
behavior
 Orientation,
 Outline discussion
 Importance of Organizational PLO1 CLO1 Knowledge
 Behavior – an overview

2. Definition of OB, Lecture

 Role of OB for managers and
o Leaders
PLO1 CLO1 Comprehension
 OB and Manager functions,
roles, and skills
3. Historical background of OB Lecture
 Behavioral Management Theory
 Hawthorne Studies PLO1 CLO2 Comprehension

4. Challenges and opportunities for OB Lecture & Quiz1 PLO1 CLO2 Comprehension
 Goals of OB Case
 Contributing Disciplines Discussion
 Theoretical Paradigm of OB
5. Perception Lecture PLO1 CLO2 Knowledge
 Importance and definition of
o perception,
 Perceptual Process
 Factors Influencing Perception
6.  Attribution theory Lecture PLO1 CLO2 Comprehension
 Attribution Errors
 Improving Perceptual accuracy
 Johari Window
7. Personality Lecture PLO1 CLO2 Comprehension
 Determinants of Personality
 Trait Activation Theory
 MBTI Personality Traits
 Big Five Personality Trait
8.  Other and Dark Personality Lecture and Assignment 1 PLO 4 CLO4 Comprehension
Traits Case
 Cultivating Self-Esteem Discussion
 Holland Typology
Values
 Terminal vs. Instrumental
Values
 Value Integration
9. Emotions Lecture PLO 4 CLO6 Comprehension
 Emotions at workplace Research Article
 Emotional Labor and challenges
 Emotional intelligence Model
 Affective Event Theory
 Eldercare demand may inhibit workplace
social courage through fear of negative
evaluation: moderating role of family
supportive supervisory behavior
10. Attitudes Lecture and Assignment2 PLO 2 CLO4 Comprehension
 Components of Attitudes Case
 Traditional Models of Attitudes Discussion
 Role of Emotions in Attitudes
 Cognitive Dissonance Theory
 Positive Vs. Negative Attitude
 Power of Positive Attitude
 Positive Job Attitudes
11.  Motivation Lecture PLO1 CLO2 Comprehension
 Elements of Motivation
  Approaches of Motivation
 Need-Based Approaches
12.  Cognitive Approaches Lecture and Quiz 2 PLO2 CLO4 Comprehension
 Non-Cognitive Approaches of Case
o Motivation Discussion
 Contemporary Approaches of
o Motivation
13. Learning Lecture PLO1 CLO2 Knowledge
 Types of Learning
 Behaviorism
 Classical Conditioning
 Operant Conditioning
 Reinforcement Conditioning
14  Social Learning Theory Lecture PLO1 CLO2 Knowledge

 Cognitive
 Constructivist
 Conceptual Difference Between
Behavior, Cognitive and
Constructivist Theories
MID TERM BREAK
Group and teams
15  Why groups needed Lecture PLO3 CLO3 Comprehension
 Group formation Theories
 Types of Group
 Characteristics of Groups
 Performance Norms and
 Cohesiveness
16.  Five- stage model of group Lecture and Assignment 3
Development Case PLO3 CLO5 Comprehension
 Group Decision Making and Discussion
techniques
 Weakness in group thinking
 Groups Vs. Teams
 Types of Teams
 Team Failures
 Ideal Team Players
 Creating Effective teams

17. Conflict Lecture

 Conflict PLO3 CLO3 Comprehension
 Views on Conflict
 Functional vs. Dysfunctional
 Types of Conflict
 Levels of Conflict
 Sources of Conflict
 Conflict Process
18. Negotiations Lecture and Quiz 3
 Negotiation Case PLO3 CLO4 Comprehension
 Bargaining strategies / Discussion
o Negotiation strategies
 Negotiation Process
 Issues in Negotiation
 Third party Negotiations

19. Frustrations and Stress Lecture PLO1 CLO2 Comprehension

 Causes of Frustration
  Frustration Behaviors
 Managing Frustration
 Stress Definition
 Stress Response Models
 Signs & sources of stress
o (Individual and Occupational)
 Consequences of Stress (Individual and
occupational)
 Individual stress coping
 Organizational stress coping
20. Power and Politics Lecture PLO2 CLO3 Knowledge
 Power Definition
 Leadership Vs. Power
 Bases /Types of Powers
 Consequences of Power
 Power and dependence
21.  Power Tactics and influence Lecture and Quiz 4 PLO2 CLO3 Comprehension
 Organizational politics Case
 Conditions and factors influencing Discussion
political behavior
 Is political behavior ethical?
22. Leadership Lecture PLO2 CLO5 Knowledge
 Traditional theories of leadership
 Trait, Behavioral and Situational
o leadership
23.  Contemporary theories of Lecture PLO2 CLO5 Knowledge
leadership
  Transformational Leadership
 Paradoxical Leadership,
 Authentic, Ethical, Servant,
 Implicit Leadership, Daring
Leadership
24.  leadership & Follower Lecture and Assignment 4 PLO2 CLO5 Comprehension
Case
o Model Discussion
 Challenges and Opportunities,
 Building Effective Leader-Follower
Relationship
25. Class Discussions Case
Discussion
26. Project Submission and PLO2 CLO5 Creativity & Reflection
Presentations
27. Project Submission and PLO2 CLO5 Creativity & Reflection
Presentations
28. Project Submission and PLO2 CLO5 Creativity & Reflection
Presentations
END TERM EXAMS
 Semester-III
Course Code Courses Cr Hrs
MSFN-702 Financial Reporting and Analysis core 3(3+0)
MSLA-761 Business Law/ Corporate Law 3(3+0)
MSMG-761 Entrepreneurship and Innovation/ Strategic Entrepreneurship
Specialization III/Research Thesis 3(3+0)
Specialization IV 3(3+0)
Course Title: Financial Reporting and Analysis (MBA)

Course Code:
Credit Hours: 3+0
Course Instructor:
Mode of Contact: Physical Classes

Email:
Meeting: By appointment via e-mail

PREREQUISITES: Fundamentals of Accounting, Financial Accounting, Cost Accounting, Introduction to Finance, Financial Management

Textbook:


 The Analysis and use of Financial Statements (3rd Edition) By:Gerald I. White, Ashwinpaul C. Sondhi, and Dov Fried.

Reference Material:

 Financial Statement Analysis Using Financial Accounting Information (7th Edition) By: Charles H. Gibson

Course Description:

This module serves as an initiation into the realm of financial statement analysis from an MBA perspective. Its primary objective is to equip you with fundamental skills
and techniques essential for scrutinizing financial statements with the goal of valuation. Throughout this course, you will gain proficiency in assessing financial statements
and conducting analyses for prospective, credit, and equity evaluations. Additionally, you will be instructed on the recalibration and adjustment of financial statements to
enhance the accuracy of estimating earning power.
Course Objectives:
Financial reports serve as the principal channel through which managers convey a company's outcomes to investors, creditors, and analysts. These stakeholders rely on
these reports to evaluate company performance, gauge creditworthiness, forecast future financial outcomes, and scrutinize potential acquisitions and takeovers. Users of
financial statements need the capability to interpret reports effectively, develop metrics for financial performance, and scrutinize the reporting decisions made by
companies.
Given that company managers make deliberate accounting choices when preparing reports, users must acquire the skills to reverse the impact of these accounting
decisions. The objective of this course is to establish the groundwork for conducting such analyses.


Course Learning Outcomes: Upon completion of this course, students will be able to:

1. Compute and analyze various accounting ratios using the financial statements of large corporations.
2. Recognize the intricate nature of real-world calculations involved in financial statement ratios.
3. Comprehend the significance of, and utilize, the strategic context (both competitive and sustainable) of a business when interpreting its financial statements.
4. Skillfully interpret financial statements considering the forward-looking information requirements of diverse stakeholders.
5. Grasp a variety of factors that can serve as indicators of the quality and reliability of information presented in financial statements.


ASSESSMENT INSTRUMENT WITH WEIGHTS:

SNR ITEMS MARKS

1 Mid Term Exam 30
2 End Term Exam 50
3 Internal Evaluation Breakdown
Quiz(s)
Assignements(s)
Class Participation
Présentations
Case Discussion
 Lab Work/Practical Project
Any Other
Total 20 20
GRAND TOTAL 100

COURSE CONTENTS:
Learning Assessment Thinking
Lecture Scheduled Topic PLOi CLO
Activity Activity Level
01 Introduction to Analysis of Financial Statements, CLO
Utilization and Practicality of the Course Lecture PLO 1 Knowledge
1
02 Framework for Financial Statements Analysis
Need for financial statement analysis, Users of financial
statements
CLO
Principal financial statements Lecture PLO 1 Knowledge
1
Qualitative characteristics of accounting data

03 Framework for Financial Statements Analysis…. CLO

GAAP Lecture PLO 1 Knowledge
1
04 Accounting Policies and their Impact on Financial
Analysis….
CLO
Overview of Accounting Cycle Lecture PLO 1 Knowledge
2
Auditor’s Report and its types

05 Accounting Policies and their Impact on Financial

Analysis….
The accrual concept of income
CLO
Revenue recognition methods Lecture PLO 2 Comprehension
3
Percentage-of-Completion Method
Completed contract method

06 Accounting Policies and their impact on Financial

Analysis…….
Nonrecurring items CLO
Lecture Assignment 1 PLO 2 Comprehension
Adjustments for Nonrecurring items 3
Management Discretion and Earnings Manipulation

07 Cash Flow Statement Analysis

Need for a Cash Flow Statement CLO
Lecture PLO 3 Knowledge
Importance of Cash Flow Statement 4

08 Cash Flow Statement Analysis….

Basic Elements of Cash Flow statement CLO
Lecture PLO 2,3 Comprehension
Cash Flow Classification Issues 3

09 Cash Flow Statement Analysis….

Direct and Indirect cash flow method CLO
Preparation of Cash Flow Statement Lecture PLO 2,3 Comprehension
3

10 Cash Flow Statement Analysis….

Lecture Quiz 1 PLO 3 CLO Comprehension
Analysis of cash flow information
 Free Cash Flows and Valuation 3

11 Foundations of Ratio and Financial Analysis

Purpose and use of ratio analysis CLO
Lecture PLO 3 Knowledge
Cautionary Note 1

12 Foundations of Ratio and Financial Analysis….. Comprehension

Common size statements CLO
Vertical and Horizontal Analysis Lecture Assignment 2 PLO 3
1
Case Study: Cooper Tire & Rubber Company.
)
13 Foundations of Ratio and Financial cont… Comprehension
Categories of ratios: CLO
Lecture PLO 3
Liquidity analysis 5

14 Foundations of Ratio and Financial cont… Comprehension

Activity analysis CLO
Lecture PLO 3
Profitability analysis 5

15 Foundations of Ratio and Financial cont…

Long-term debt and solvency analysis CLO
Lecture PLO 4 Comprehension
Ratios: An integrated analysis 5

16 Foundations of Ratio and Financial cont…

Earnings per share and other ratios used in valuation CLO
Lecture PLO 4 Comprehension
Trend Analysis 5

17 Foundations of Ratio and Financial cont…

Operating and financial leverage CLO
Lecture PLO 4 Comprehension
Leverage and its effect on earnings 5
)
18 Foundations of Ratio and Financial cont…
Operating and financial leverage
Leverage and its effect on earnings CLO
Lecture PLO 3,4 Comprehension
Case Study: “The Case of the Beleaguered, Burgled 5
Balance Sheet”

19 Statement Analysis for Special Industries:

Banks, Utilities, Oil and Gas, CLO
Lecture Assignment 3 PLO 3,4 Comprehension
Transportation, Insurance, Real Estate Companies 3

20 Statement Analysis for Special Industries:

Banks, Utilities, Oil and Gas, CLO
Lecture PLO 3,4 Comprehension
Transportation, Insurance, Real Estate Companies 3

21 Statement Analysis for Special Industries:

Banks, Utilities, Oil and Gas, CLO
Lecture PLO 3,4 Comprehension
Transportation, Insurance, Real Estate Companies 3

22 Statement Analysis for Special Industries:

Banks, Utilities, Oil and Gas, CLO
Lecture Quiz 2 PLO 3,4 Comprehension
Transportation, Insurance, Real Estate Companies 3

23 Analysis of Inventories
Inventory and cost of goods sold: Basic relationships
CLO
LIFO Versus FIFO: Income, Cash flow, and working Lecture PLO 3,4 Knowledge
2
capital effect

24 Analysis of Inventories
Inventory and cost of goods sold: Basic relationships
CLO
LIFO Versus FIFO: Income, Cash flow, and working Lecture PLO 4 Comprehension
2
capital effect
25 Analysis of Inventories cont…
Adjustments from LIFO to FIFO CLO
Lecture PLO 4 Comprehension
Financial ratio: LIFO Versus FIFO 2

26 Analysis of Inventories cont…

Adjustments from LIFO to FIFO CLO
Lecture Assignment 4 PLO 4 Knowledge
Financial ratio: LIFO Versus FIFO 2

27 Financial Planning and Forecasting

Introduction to basic financial planning models
CLO
A simple financial planning model Lecture PLO 4 Knowledge
4
The Percentage of sales approach

28 Financial Planning and Forecasting…….

Additional/External fund needed CLO
Lecture PLO 4 Comprehension
Additional/External financing and growth 4

Course Title: Strategic Entrepreneurship

Course Code:
Credit Hours: 3+0
Course Instructor:
Mode of Contact:
You can contact your course instructor in the following ways:
Email:
Meeting: By appointment via e-mail

PREREQUISITES:

Textbook:

 Strategic Entrepreneurship, 4th Edition, Philip Wickham, ©2006 |Pearson

 Entrepreneurship: Successfully Launching New Ventures, 6th Edition. Bruce R. Barringer, Oklahoma State University R. Duane Ireland, Texas A&M
University ©2019 |Pearson

Reference Material:

 Innovation and Entrepreneurship by Peter F. Drucker Harper Collins publishers UK Pattern of

Entrepreneurship, Jack M. Kaplan
 Naqi, Dr. S. M, Entrepreneurship A Recipe for Economic Development: Lahore, Naqi Hyder & Associates Kuratko Donald F
and Hodgetts (2001) Richard M, Entrepreneurship- A

Course Description: This course offers students a comprehensive exploration of the strategic aspects required to effectively cultivate and capitalize on innovative ideas. Strategic
Entrepreneurship transcends the mere generation of concepts or the initiation of new enterprises. It delves into the art of recognizing, substantiating, and harnessing promising opportunities,
followed by the adept crafting, communication, and sustainable value extraction from those opportunities.
Our focus extends beyond the realm of start-ups to encompass established corporate entities and non-profit organizations, highlighting the universality of entrepreneurial principles in diverse
settings. With a special emphasis on Strategic Entrepreneurship, this course will empower you to navigate the complexities of launching and growing new ventures, ensuring that you're
well-equipped to thrive in today's dynamic business landscape.
Throughout this course, you will:
1. Strategically Assess Opportunities: Gain the skills to critically evaluate potential opportunities, distinguishing between viable prospects and fleeting trends.
2. Strategic Planning: Develop comprehensive strategic plans that encompass market analysis, resource allocation, and risk management to guide your entrepreneurial endeavors.
 3. Innovative Value Creation: Learn to conceptualize, innovate, and create products, services, and experiences that resonate with your target audience, driving sustained value.
4. Strategic Marketing and Communication: Master the art of effectively conveying your entrepreneurial vision to stakeholders, customers, and investors, ensuring buy-in and
support.
5. Strategic Growth and Sustainability: Explore strategies for scaling your venture and ensuring long-term sustainability while maintaining a strategic entrepreneurial mind-set.
6. Adaptive Leadership: Acquire leadership skills tailored for dynamic entrepreneurial environments, enabling you to lead teams and organizations toward success.

By the end of this course, you will emerge with a deep understanding of how to strategically wield your entrepreneurial spirit, making you a formidable force in the ever-evolving world of
business. Whether you aspire to launch a start-up, drive innovation within an established corporation, or effect positive change in the non-profit sector, this course equips you with the
strategic prowess to bring your entrepreneurial visions to life.

Course Learning Outcomes: Upon completion of this course, students will be able to:
1. Comprehend Entrepreneurship: Develop a comprehensive understanding of the entrepreneurship, including how entrepreneurial processes align with strategic
planning and decision-making.
2. Strategically Generate and Evaluate Business Ideas: Cultivate the ability to strategically generate and critically evaluate business ideas and opportunities within
the context of entrepreneurial ventures, considering market dynamics and alignment with broader organizational goals.
3. Strategically Address Entrepreneurial Challenges: Learn to identify and strategically tackle significant challenges that arise in entrepreneurial ventures, including
market entry strategies, resource allocation, and risk management, using a strategic problem-solving approach.
4. Strategically Develop Business Plans: Gain practical experience in the strategic development of business plans for new ventures, emphasizing the integration of
product/service strategies, pricing, promotion, distribution, and alignment with overarching strategic objectives.
5. Apply Strategic Entrepreneurship Concepts: Apply strategic entrepreneurship principles in real-world scenarios, enabling students to strategically initiate, manage,
and sustain entrepreneurial ventures, whether as an entrepreneur or within established organizations.

ASSESSMENT INSTRUMENT WITH WEIGHTS:

SNR ITEMS MARKS

1 Mid Term Exam 30
2 End Term Exam 50
3 Internal Evaluation Breakdown
Quiz(s) 5
Assignements(s) 5
 Class Participation
Présentations 10
Case Discussion
Lab. Work/ Practical Project
Any Other
Total 20 20
GRAND TOTAL 100

COURSE CONTENTS:
Learning Assessment Thinking
Lecture Scheduled Topic CLO
Activity Activity Level
01 Introduction
 Introduction to Entrepreneurship
Lecture CLO 1 Knowledge
 Nature and Importance
 Myths, process of entrepreneurship
02 Ideas and Opportunities
 Recognizing Opportunities and Generating Ideas
 Finding gaps Lecture CLO 1 & 2 Comprehension
 Sources and Methods of Generating Ideas
 Brainstorming for Ideas
03 Feasibility Analysis
 First - Screen Analysis The Feasibility Analysis Tool
Business Model Lecture CLO 2 Comprehension
 Developing an effective business model
Business Plan
  What is Business Plan
 Why Business Plan?
 Contents of an effective business plan
 How to write a business plan?
04 Business Plan
 Financial Plan
Lecture CLO 2 & 3 Comprehension
 Marketing Plan
 Operational Plan
05 Funding and Financing for the Venture
 Personal Sources
 Love Money
 Bootstrapping Comprehension &
Lecture CLO 2 & 3
 Debt Financing Application
 Venture Capital
 Government Funding
 NGO Funding
06 Financial Viability of the Venture
 Proforma Statements Assignment 1 Comprehension &
 Break even analysis Lecture CLO 2 & 3
Quiz 1 Application
 Sources and Uses of funds
 Ratio Analysis
07 Case Study Discussion Comprehension &
(The art of raising funds) Lecture CLO 3, 4 & 5
Application
08 Case Study Discussion Comprehension &
(Will our investment yield profits or will doom us?) Lecture CLO 3, 4 & 5
Application
09 Intellectual Property
 Why intellectual property Copyrights
 Patents Trademarks Comprehension &
Lecture CLO 2 & 3
 Geographical Indications Application
 Trade Marks
 IPO Pakistan
10 Case Study discussion Comprehension &
(The origin of copyrights and their competitive advantage) Lecture CLO 3, 4 & 5
Application
11 Franchising
 What is franchising Comprehension &
Lecture CLO 3
 Why franchising is important Application
 Advantages of Franchising
12 Franchising
 Types of Franchising Comprehension &
Lecture CLO 2 & 3
 Famous franchises in Pakistan Application
 Other market growth strategies
13 Case Study Discussion Comprehension &
(Franchising dilemma- McDonald’s cannibalisation story) Lecture CLO 3, 4 & 5
Application
14 Case Study Discussion Comprehension,
(Licensing vs Franchising – Where companies have more control Assignment 2
Lecture CLO 3, 4 & 5 Application &
and less headache) Quiz 2
Analysis
15 Business registration documentations in Pakistan
 Business name
Lecture CLO 2 & 3 Comprehension
 NTN registration
 Registration with the SECP
16 Branding
 The importance of branding
Lecture CLO 1 & 2 Comprehension
 Examples from Pakistan brands
 Are customers really brand loyal?
Mid Term Examination
17 The strategy for the venture Lecture
 What is a business strategy? Comprehension &
CLO 3, 4 & 5
 Strategy process in the entrepreneurial business Application
 Controlling strategy process in the venture
18 The strategy for the venture Lecture
 Why a well-defined strategy can help the venture? Comprehension &
CLO 3, 4 & 5
 An overview of entrepreneurial entry strategies Application
 Talking strategy: entrepreneurial strategic heuristics
19 Case Discussion Lecture Comprehension &
(Strategic development at PicNic) CLO 3,4 & 5
Application
20 Case Discussion Lecture Comprehension &
(How did amazon’s customer centric strategy won?) CLO 3, 4 & 5
Application
21 The strategic window: identifying and analyzing the gap for
the new business
 Why existing businesses leave gaps in the market
 Established businesses fail to see new opportunities Assignment 3 Comprehension &
Lecture CLO 3 & 5
 New opportunities are thought to be too small Quiz 3 Application
 Technological inertia
 Cultural inertia
 Internal politics
22 The strategic window: identifying and analyzing the gap for
the new business
 The strategic window: a visual metaphor
 Seeing the window: scanning for new opportunities
Lecture CLO 2 & 3 Comprehension
 Locating the window: positioning the new venture
 Measuring the window
 Opening the window: gaining commitment
 Closing the window: sustaining competitiveness
23 Marketing Strategy for new businesses
 Why customer centric approach wins
 How can an effective marketing strategy retain
customers? Lecture CLO 1, 2 & 3 Comprehension
 Marketing strategy development process
 Implications for new businesses
24 Marketing Strategy for new businesses
 Segmentation and targeting strategy
 Branding strategy for new startups Lecture CLO 1, 2 & 3 Comprehension
 Promotional strategies in the AI age
 How can modern technology assist managers in
developing effective strategy.
25 Venture Growth Strategies
 Growth as an objective for the venture
 Growth and strategy Synthesis and
 Growth and resources Lecture CLO 1, 2 &3
Evaluation
 Growth and risk
 Financial evaluation of growth

26 Venture Growth Strategies

 Strategic growth
 Growth and cost advantages
 Growth and knowledge advantages Synthesis and
Lecture CLO 1, 2 &3
 Growth and relationship advantages Evaluation
 Growth and structural advantages.
 Structural growth
 Organizational growth
27 Final Project and presentations Practical CLO 5 Evaluation
28 Final Project and presentations Practical CLO 5 Evaluation
Course: Title: Corporate Law
Course Code:
Credit Hours: 3+0
Course Instructor: Mr. Ghulam Asghar
Mode of Contact
You can contact your course instructor in the following ways:
Email: [email protected]
Meeting: By appointment via e-mail
Prerequisites:
Nil
Text Books and Reading Material:
1. Companies Act, 2017.
3. Non-Banking finance Companies (Establishment and Regulation) Rules, 2003.
4. Modaraba Companies and Modaraba (Floatation and Control) Ordinance, 1980.
5. Securities and Exchange Ordinance, 1969.
6. Securities and Exchange Commission of Pakistan Act, 1997.
Course Descriptions/Objectives:
The course is designed for studying corporate laws for the students of MBA
Course Objectives:
(1). To familiarize the students with the corporate Laws in Pakistan.
(2). To introduce to students the legal procedure to incorporate and wind up a company.
(3). To equip the students with necessary knowledge of law for managing their companies/businesses in their professional life.
Course Learning Outcomes:

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

1. Be acquainted with the legal system of Pakistan
2. Be aware of the various relevant legal terminologies used in the legal discourses which are important for the entrepreneurs/managers to be
aware of.
3. Carry on their business and address the companies’ related issues keeping in view the laws of the land.
4. Have a fair knowledge of the implementation of laws in the courts by going through some of the legal decisions/judgments of the courts related
to the corporate law.

Assessment Instrument with Weights:

SNR ITEMS MARKS

1 MidTerm Exam 30
2 End Term Exam 50
3 Internal Evaluation Breakdown
Quiz(s) 05
Assignements(s) 05
Class Participation 05
Présentations 05
Case Discussion
Lab Work/Practical Project
AnyOther
Total 20 20
GRAND TOTAL 100
 Course Contents
Learning Assessment PLO CLO Thinking
Lectu Topic
Activity Activity Level
re
1 Introduction to the Legal System of Pakistan-I Lecture PLO 3 CLO 1 Comprehension
2 Introduction to the Legal System of Pakistan- Lecture PLO 3 CLO 1 Comprehension
II
3 Company: introduction, types of Lecture PLO 3 CLO 2 Comprehension
companies
4 Incorporation of company Lecture PLO 3 CLO 2 Comprehension

5 Memorandum and articles -I Lecture PLO 3 CLO 2,3 Comprehension

6 Memorandum and articles -II Lecture PLO 3 CLO 2,3 Comprehension
7 Directors of company, election and removal Lecture PLO 3 CLO 2 Comprehension
8 Powers and Duties of directors Lecture Quiz 1 PLO 1 CLO 2 Comprehension
9 Chief executive and other officers, appointment, Lecture PLO 3 CLO 2 Comprehension
removal
10 Powers and functions of Chief Lecture PLO 1 CLO 3 Comprehension
Executive and other officers
11 Share capital -I Lecture Assignment 1 PLO 1 CLO 2,4 Comprehension
12 Share capital -II Lecture PLO 3 CLO 2 Comprehension
13 Prospectus and commencement of business –I Lecture PLO 3 CLO 2 Knowledge
14 Prospectus and commencement of Lecture PLO 3 CLO 2 Knowledge
business -II
15 Meetings and resolutions -I Lecture PLO 3 CLO 3 Knowledge
16 Meetings and resolutions -II Lecture PLO 3 CLO 2 Comprehension
17 Distribution of profits, declaration Lecture PLO 3 CLO 2 Comprehension
of dividend
18 Payment and withholding of Dividend Lecture PLO 3 CLO 2 Comprehension
19 The Winding Up of Company-I Lecture Quiz 2 PLO 1 CLO 2 Comprehension
20 The Winding Up of Company-II Lecture PLO 3 CLO 2 Comprehension
21 Modaraba Ordinance 1980 -I Lecture PLO 3 CLO 3 Comprehension
22 Modaraba Ordinance 1980 -II Lecture Assignment2 PLO 1 CLO 2,4 Comprehension
23 Securities and Exchange Commission of Lecture PLO 3 CLO 2 Comprehension
Pakistan- I
24 Securities and Exchange Commission of Lecture PLO 3 CLO 2 Comprehension
Pakistan- II
25 Non-Banking Finance Companies Rules 2003 Lecture PLO 3 CLO 3 Knowledge
-I
26 Non-Banking Finance Companies Rules 2003 Lecture PLO 3 CLO 2 Knowledge
-II
27 Presentations Presentations PLO 1 CLO 2 Creation
28 Presentations Presentations PLO 1 CLO 3 Creation
 Specialization-II & III

Course Code Courses Cr Hrs

MSFN-762 International Finance/ Research Thesis specialization 3(3+0)
MSFN-765 Financial Modelling & Planning specialization 3(3+0)
MSHR-777 Contemporary Issues in HR specialization 3(3+0)
MSHR-781 Global HR and Diversity Management/Research Thesis specialization 3(3+0)
MSMK-789 Marketing Analytics specialization 3(3+0)
MSMK-781 Customer Relationship Management/Research Thesis specialization 3(3+0)
MSSC-791 Strategic Supply Chain Management specialization 3(3+0)
MSSC-795 Supply Chain Risk Management/Research Thesis specialization 3(3+0)
MSFN-771 Financial Econometrics/ Research Thesis specialization 3(3+0)
MSFN-764 Strategic Finance specialization 3(3+0)
MSHR-779 Organizational Development specialization 3(3+0)
MSHR-776 Human Resource Analytics/Research Thesis specialization 3(3+0)
MSMK-783 International Marketing/ Research Thesis specialization 3(3+0)
MSMK-787 Digital Marketing specialization 3(3+0)
MSSC-794 Six Sigma, Lean and Quality Management specialization 3(3+0)
MSSC-796 Green Supply Chain Management specialization 3(3+0)
Course Title: International Finance (MBA)
Course Code:
Credit Hours: 3+0
Course Instructor:
Mode of Contact: Physical Classes
You can contact your course instructor in the following ways:
Email: Instructor email
Meeting: By appointment via email

Prerequisites:
Financial Management

Textbook:
 International Financial Management (11thor later Edition) by Jeff Madura

Reference Material:

Capital Markets: A Global Perspective, Thomas H. McInish, Blackwell Publishers, 2000

Course Description

This course introduces students to the environment of international finance and its management. The topics covered include the multinational financial management; international flow of
funds; international financial markets; foreign exchange market; foreign exchange risk management; currency futures and options; government influence on exchange rate; international
parity conditions; multinational capital budgeting & international investment management; international financing, capital structure & cost of capital; multinational working capital
management; and political and country risk analysis.

Course Objectives:
The course of International Finance shall provide students with a basic knowledge of how international financial markets work. It shall also provide students with an understanding
of exchange rates and why currency values fluctuate. The course shall enable students to explore methods used to manage risk in the global markets and also provide an in-
depth understanding of the process and techniques used to make international investment decisions.

Course Learning Outcomes:

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

 Become familiar with the complexities facing investors and firms when operating in an international context.
 To understand the processes of international financial markets and explain the financial operations in international firms.
 Articulate the benefits and costs of international diversification and the relative advantages/disadvantages of various vehicles.
 To understand various concepts of international investment and financing.
 To know about international IRP,PPP, IFE and MNCs role
 Assessment instrument with weights:

SNR ITEMS MARKS

1 Mid Term Exam 30
2 End Term Exam 50
3 Internal Evaluation Breakdown
Quiz(s)
Assignements(s)
Class Participation
Présentations
Case Discussion
Lab Work/Practical Project
Any Other
Total 20 20
GRAND TOTAL 100
Module Contents

Lectur Learning Assessment Thinking

Scheduled Topic PLO CLO
e Activity Activity Level
01 International Financial Management
 Introduction
CLO Comprehensio
 A brief review of Financial Management Multi-National Corporations (MNCs) Lecture PLO 1
1 n
 How MNCs are different from Domestic Corporations

02 Financial Managment
 Globalization of financial markets and institutions
 Financial crises and financial institutions CLO Comprehensio
Lecture PLO 1
 Financial Management of MNCs 1 n
 The role of finance manager in MNCs

03 Multinational Financial Management

 Overview
CLO Comprehensio
 Goal of the MNC Lecture PLO 1
1 n
 Theories of International Business
 International Opportunities
04 Multinational Financial Management
 International Business Methods CLO Comprehensio
Lecture PLO 2
 Exposure to International Risk 1 n
 Overview of an MNC’s Cash Flows and Value
  Case Studies
05 International Flow of Funds
 Balance of Payments CLO Comprehensio
Lecture PLO 2
 Factors Affecting International Trade Flows: Cost of Labor, Inflation, Income 2 n
Level, Credit Conditions, Government Policies, Exchange Rate
06 International Flow of Funds
 Correcting a Balance of Trade Deficit Assignment CLO Comprehensio
Lecture PLO 2
 International Capital Flows How International Trade Affects an MNC’s Value 1 2 n
 Case studies
07 International Financial Markets
 Motives for Using International Financial Markets CLO Comprehensio
Lecture PLO 2
 Foreign Exchange Market 2 n
 International Money Market
08 International Financial Markets
 International Bond Market CLO Comprehensio
Lecture PLO 2
 International Stock Markets Quiz 1 3 n
 Comparison of International Financial Markets
09 Derivatives
 Currency Options
 Futures and Forward CLO Comprehensio
Lecture PLO 2
 Put and Call Options 3 n
 Graphical Analysis of Options
 Buyer and Seller perspective
10 Exchange Rate Determination
PLO CLO
 Measuring Exchange Rate Movements Lecture Evaluation
3,4 3,4
 Exchange Rate Equilibrium
11 Exchange Rate Determination Assignment
PLO CLO
 Factors that Influence Exchange Rates Lecture 2 Evaluation
3,4 3,4
 Categorizing factors into trade and capital flow related factors
12 Exchange Rate Determination
PLO CLO
 Inflation, Interest Rate Lecture Analyzing
3,4 3,4
 Income Level, Government control, Expectations
13 Exchange Rate Determination
 Speculating on Anticipated Exchange Rates Fisher Effect PLO CLO
Lecture Evaluation
 How to use exchange rate for balance of trade 3,4 3,4
 Case studies
14 Government Influence on Exchange Rates
 Exchange Rate Systems Fixed PLO CLO
Lecture Knowledge
 Free Float, Managed Float and Pegged Exchange Rate System 3,4 3,4
 Advantages and Disadvantages of different Exchange Rate Systems
15 Intervention as a Policy Tool CLO
Lecture PLO 4 Knowledge
 How Central Bank Intervention Can Affect an MNC’s Value 3
16 International Arbitrage and Interest Rate Parity
 International Arbitrage CLO
Lecture PLO 4 Anlayzing
 Locational Arbitrage 3,4,5
 Triangular Arbitrage
17 International Arbitrage and Interest Rate Parity
 Covered Interest Arbitrage CLO
Lecture PLO 4 Evaluation
 Derivation of Interest Rate Parity 3,4,5
 Determining the Forward Premium
18 International Arbitrage and Interest Rate Parity
CLO Comprehensio
 Graphic Analysis of Interest Rate Parity Lecture PLO 4
3,4 n
 Chapter 7 Case Studies
19 Relationships Among Inflation, Interest Rates
CLO Comprehensio
 Purchasing Power Parity (PPP),Interpretations of PPP Lecture PLO 4
3 n
 Rationale Behind PPP Theory
20 Relationships Among Inflation, Interest Rates
 Derivation of PPP Assignment
CLO Comprehensio
 International Fisher Effect (IFE) Lecture 3 PLO 4
3,4 n
 Implications of the IFE for Foreign Investors
 Derivation of the IFE
22 Relationships Among Inflation, Interest Rates
CLO
 Comparison of IRP, PPP, and IFE Theories Lecture PLO 4 Anlayzing
3,4,5
 Solving Problems of IRP, PPP and IFE
  Chapter 8 Case Studies
24 Multinational Capital Budgeting
CLO
 Subsidiary versus Parent Perspective Tax differentials Lecture PLO 4 Analyzing
3,4,5
 Restricted remittances, Exchange rate movement
24 Multinational Capital Budgeting
CLO
 Input for Multinational Capital Budgeting Initial investment Lecture Quiz 2 PLO 4 Evaluation
4,5
 Salvage (Liquidation) value, Operating cost etc
25 Multinational Capital Budgeting
 NPV analysis CLO
Lecture PLO 4 Evaluation
 Different financing arrangements 4,5
 Break-even salvage value
26 Multinational Capital Budgeting
 Different Exchange rates With and without restricted funds CLO Comprehensio
Lecture PLO 4
 Factors to Consider in Multinational Capital Budgeting 3 n
 Chapter 14 Case Studies
27 Multinational Cost of Capital and Capital Structure
Assignment
 Background on Cost of Capital CLO
Lecture 4 PLO 4 Application
 Cost of Capital for MNCs 5
 Using the Cost of Capital for Assessing Foreign Projects
28 Multinational Cost of Capital and Capital Structure
CLO Comprehensio
 The MNC’s Capital Structure Decision Lecture PLO 4
3 n
 Local Versus Global Target Capital Structure
 Impact of an MNC’s Capital Structure Decisions on Its Value
Course Title: Financial Modelling and Planning
Course Code:
Credit Hours: 3+0
Mode of Contact:

You can contact your course instructor in the following ways:

Email:
Meeting: By appointment via e-mail

PREREQUISITES: Financial Accounting, Financial Management.

Textbook:
 Financial Modeling by Simon Benninga and Tal Mofkadi (5th Edition)

Course Description & Course Objectives: This course is built on finance theory, financial strategy, and quantitative analysis taught in pre-
requisite courses. The courseextensively uses Microsoft EXCEL to tackle several questions faced by financial analysts. Students learn how to:

 Design and develop financial models for solving complex financial questions.
 To experience hand on practices on numerical analyses, graphical illustrations, and customized formatting that arise out of applications on
forecasting financialstatement.
 To estimate costs of capital, constructing efficient portfolio, computing covariance matrix, measuring value at risk, and fixed income
analytics.

Course Learning Outcomes:

After learning this course students would be able to:
 Understand formulas functions and commands of Excel for financial calculations.
 Confidently apply finance theory and concepts to construct spreadsheet model.
 Gain hands on experience in designing and implementing their own financial models.
 ASSESSMENT INSTRUMENT WITH WEIGHTS:

SNR ITEMS MARKS

1 Mid Term Exam 30
2 End Term Exam 50
3 Internal Evaluation Breakdown
Quiz(s)
Assignments(s)
Class Participation
Presentations
Case Discussion
Lab Work/Practical Project
Any Other
Total 20
GRAND TOTAL 100
COURSE CONTENTS:
Lecture Scheduled Topic Learning Assessment PLO CLO Thinking
Activity Activity Level
01 Introduction of course and course contents
MS Excel Basics
Lecture PLO4 CLO1 Knowledge
Features and Functions

02 Data Table Analysis Lecture PLO4 CLO1 Knowledge

03 Generating and Using Random Numbers Lecture PLO4 CLO1 Knowledge

04 Basic financial calculations Knowledge
Present value and Net Present Value, Lecture PLO4 CLO1

05 Time Value of Money and Basic Valuation Lecture PLO4 CLO1 Knowledge
Future values and functions.
06 IRR and MIRR Lecture PLO4 CLO1 Knowledge

07 Calculating the Cost of Capital

The Gordon Dividend Model Lecture PLO4 CLO2 Comprehension

08 Using the Capital Asset Pricing Model to Determine the Assignment 1

Equity Lecture Quiz 1 PLO5 CLO2 Comprehension
Calculation of cost of Debt
09 Financial Statement Modeling
 Using Financial Statement Models for Valuation How Lecture PLO4 CLO3 Comprehension
Financial Models Works: Theory and Initial
Example.
10 Measuring Free Cash Flow Lecture PLO4 CLO3 Comprehension
Notes on the Valuation Procedure
11 The Financial Analysis of Leasing Knowledge
The Equivalent Loan Method Lecture PLO5 CLO1
The Lessor’s Problem: Calculating the Highest
Acceptable Lease
12 Leasing and firm financing Knowledge
Lecture PLO5 CLO1

13 Portfolio Models Lecture Assignment 2 PLO5 CLO2 Comprehension

Computing Returns for a Portfolio Investment Quiz 2
14 Calculation of Risk for a PortfolioEfficient Portfolio Lecture PLO5 CLO1 Knowledge
Calculation
15 Estimating the CAPM model Lecture PLO4 CLO2 Knowledge
Estimating Beta and the Security Market Line
16 Testing the Security Market Line Lecture PLO4 CLO2 Comprehension
17 Estimating the CAPM model Lecture PLO4 CLO2 Comprehension
The Inefficiency of the “Market Portfolio”
18 Testing of CAPM Model Lecture PLO4 CLO2 Comprehension

19 Event Studies Analysis Lecture PLO4 CLO3 Comprehension

Outline of an event study
 An initial Event study
20 A Fuller Event study Lecture
PLO5 CLO2 Comprehension

21 Regression Analysis Assignment 3

Lecture Quiz 3 Knowledge
PLO4 CLO1

22 How to calculate regression beta line Lecture Knowledge

coefficient PLO4 CLO1

23 Testing of Regression Assumptions Lecture PLO4 CLO1 Knowledge

24 Testing of Regression Assumptions Lecture PLO4 CLO1 Knowledge

Lecture Knowledge
25 An introduction to Monte-Carlo Method: PLO5 CLO2
Writing a VBA Method

26 Value at Risk Analysis

Overview of VAR Lecture PLO4 CLO3 Comprehension
Types of VaR Models
 27 Final Project Presentations PLO5 CLO3
Creation

28 Final Project Presentations PLO CLO3 Creation

Course Title: Contemporary issues in HRM (MS/MBA)
Course Code:
Credit Hours: 3+0
Course Instructor:

Prerequisites
Human resource management, Leadership and Organizational Behavior and understanding of HR courses

COURSE DESCRIPTION

The aim of this course is to build upon students existing knowledge of Human Resource Management (HRM) from previous courses, by focusing on key contemporary issues in
the study and practice of managing human resources. The course is not aimed at mapping all debates in HRM: rather, the course is a topics-based approach to HRM research and
practice. The course begins with an overview of the HRM debate to date and key controversies in HRM research which provides the basis for the subsequent sessions. Thereafter,
prominent debates in HRM are critically assessed, including flexible working, trust in HRM and managing well-being; the changing nature of contemporary workplaces and the
management of work-life balance. The course concludes with sessions on the significance of evidence based management and leadership. The overarching themes of the course
will be the interplay between the theory and practice of HRM, the challenges of managing human resources and the state of contemporary HRM research. The course will provide
knowledge and understanding of both academic and practical relevance to students of management and organization studies and will encourage students to think critically and
analytically about some of the more popular solutions offered to the problems of managing people in the workplace.

Students will be expected to have previous general knowledge of human resource management issues and to apply critical analytical skills developed from other courses on
organizations and management.

Recommended Readings / Recommended Texts

 Schotter, A. P., Meyer, K., & Wood, G. (2021). Organizational and comparative institutionalism in international HRM: Toward an integrative research agenda. Human Resource
Management, 60(1), 205-227.
 Budhwar, P. S., Varma, A., & Patel, C. (2016). Convergence-divergence of HRM in the Asia-Pacific: Context-specific analysis and future research agenda. Human Resource
Management Review, 26(4), 311-326.
 Richards, J. (2020). Putting employees at the centre of sustainable HRM: a review, map and research agenda. Employee Relations: The International Journal.
 Budhwar, P., Pereira, V., Mellahi, K., & Singh, S. K. (2019). The state of HRM in the Middle East: Challenges and future research agenda. Asia Pacific Journal of Management,
36(4), 905-933.
 Pham, N. T., Hoang, H. T., & Phan, Q. P. T. (2019). Green human resource management: a comprehensive review and future research agenda. International Journal of Manpower.
 Schotter, A. P., Meyer, K., & Wood, G. (2021). Organizational and comparative institutionalism in international HRM: Toward an integrative research agenda. Human Resource
Management, 60(1), 205-227.
 Roberson, Q. M. (2019). Diversity in the workplace: A review, synthesis, and future research agenda. Annual Review of Organizational Psychology and Organizational Behavior,
6, 69-88.
 Jooss, S., McDonnell, A., & Conroy, K. (2021). Flexible global working arrangements: An integrative review and future research agenda. Human Resource Management Review,
31(4), 100780.
 Mowbray, P. K., Wilkinson, A., & Herman, H. M. (2020). High-performance work systems and employee voice behaviour: an integrated model and research agenda. Personnel
Review.
 Van der Linden, D., Pekaar, K. A., Bakker, A. B., Schermer, J. A., Vernon, P. A., Dunkel, C. S., & Petrides, K. V. (2017). Overlap between the general factor of personality and
emotional intelligence: A meta-analysis. Psychological bulletin, 143(1), 36.
 Miao, C., Humphrey, R. H., Qian, S., & Pollack, J. M. (2019). The relationship between emotional intelligence and the dark triad personality traits: a meta-analytic review. Journal
of Research in Personality, 78, 189-197.
 Einarsen, K., Salin, D., Einarsen, S. V., Skogstad, A., & Mykletun, R. J. (2019). Antecedents of ethical infrastructures against workplace bullying. Personnel Review.
 Javadizadeh, B., & Strevel, H. B. (2018, July). Workplace Bullying: The Role of HR Policies and Training in Promoting a Healthy Environment. In Academy of Management
Proceedings (Vol. 2018, No. 1, p. 17940). Briarcliff Manor, NY 10510: Academy of Management.
 Chirilă, T., & Constantin, T. (2013). Understanding workplace bullying phenomenon through its concepts: A literature review. Procedia-Social and Behavioral Sciences, 84,
1175-1179.
 Carpenter, N. C., Whitman, D. S., & Amrhein, R. (2020). Unit-Level Counterproductive Work Behavior (CWB): A Conceptual Review and Quantitative Summary. Journal of
Management, 0149206320978812.
 Valeau, P. J., & Paillé, P. (2019). The management of professional employees: linking progressive HRM practices, cognitive orientations and organizational citizenship behaviour.
The international journal of human resource management, 30(19), 2705-2731.
 Lupșa, D., Vîrga, D., Maricuțoiu, L. P., & Rusu, A. (2020). Increasing psychological capital: A pre‐registered meta‐analysis of controlled interventions. Applied Psychology,
69(4), 1506-1556.
 Kutaula, S., Gillani, A., & Budhwar, P. S. (2020). An analysis of employment relationships in Asia using psychological contract theory: A review and research agenda. Human
Resource Management Review, 30(4), 100707.
 Kravariti, F., & Johnston, K. (2020). Talent management: a critical literature review and research agenda for public sector human resource management. Public Management
Review, 22(1), 75-95.
 Triatmanto, H. R. B. (2019). Reward System as a Strategic HRM Determining Work Productivity in Hospitality Organizations.
 Culiberg, B., & Mihelič, K. K. (2017). The evolution of whistleblowing studies: A critical review and research agenda. Journal of Business Ethics, 146(4), 787-803.
 Kaushal, N., Kaurav, R. P. S., Sivathanu, B., & Kaushik, N. (2021). Artificial intelligence and HRM: identifying future research Agenda using systematic literature review and
bibliometric analysis. Management Review Quarterly, 1-39.
 Meijerink, J., & Bondarouk, T. (2021). The duality of algorithmic management: Toward a research agenda on HRM algorithms, autonomy and value creation. Human resource
management review, 100876.

This course relies on academic journals and students should be familiar with the University Library’s electronic journals system. In addition, students will be expected to keep up-
to-date with developments in the area through newspaper and business reports.
Relevant Journals
 There are a number of relevant journals in this area. Useful material is to be found in the following:
 Human Resource Management Journal (available in electronic form) Employee Relations (available in electronic form)
 People Management (available in hard copy in the library) Personnel Review (available in electronic form)
 International Journal of Human Resource Management (available in electronic form) British Journal of Industrial Relations (available in electronic form)
 Industrial Relations Journal (available in electronic form) Work, Employment & Society (available in electronic form)

Relevant Websites
Some relevant websites are listed below:
http://www.bis.gov.uk/ www.cbi.org.uk www.cipd.co.uk
http://www.equalityhumanrights.com/ www.theworkfoundation.com www.tuc.org.uk http://www.bestcompanies.co.uk/

Course Learning Objectives

 Understand the nature of contemporary HRM research
 Understand the key issues and current debates in human resource management;
 Understand the objectives, rationales, uses and limitations of various managerial policies and practices in human resource management;
 Learn the application of HRM trend, policies and Practices

Course Learning Outcomes

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

CLO1 Describe and discuss key issues and controversies associated with current debates in human resource management
CLO2 Critically assess the objectives, rationales, uses and limitations of various managerial policies and practices in human resource management
CLO3 Identify the perspectives of key stakeholders in the theory and practice of human resource management
CLO4 Identify the adoption of human resource trends, policies and practices in critical thinking and analytical decision making
CLO5 Application and utilization of HR understanding in practical scenarios.
 ASSESSMENT INSTRUMENT WITH WEIGHTS:

SNR ITEMS MARKS

1 Mid Term Exam 30
2 End Term Exam 50
3 Internal Evaluation Breakdown
Quiz(s)
Assignements(s)
Class Participation
Présentations
Case Discussion
Lab Work/Practical Project
Any Other
Total 20 20
GRAND TOTAL 100

COURSE CONTENTS:
Assessmen
Learning Thinking
Lecture Scheduled Topic t PLO CLO
Activity Level
Activity
01 The state and Scope of HRM Lecture CLO
PLO Knowledge
 Challenges and future research agenda Article 1,2,3,
1,2,4 comprehension
 Convergence-Divergence of HRM Analysis 4,5
02  Attribution theories in Human Resource Lecture CLO
PLO Knowledge
Management research: a review and research Article 1,2,3,
agenda 1,2,4 comprehension
Analysis 4,5
03 International HRM
 Organizational and comparative Lecture CLO
PLO Knowledge
institutionalism in Article 1,2,3,
1,2,4 comprehension
international HRM: Toward an integrative Analysis 4,5
research agenda
04 Cultural Diversity
 Definition, Meaning,
Lecture CLO
 Why cultural diversity is important, PLO Knowledge
Article 1,2,3,
 Benefits and challenges of cultural diversity 1,2,4 comprehension
Analysis 4,5
 Flexible global working arrangements: An
integrative review and future research agenda
05 Technology in HRM
 Algorithmic management and app-economy
gig economy Using HR technology,
PLO CLO
 Impact of technology on HR practices, Lecture Knowledge
1,4 1,2,3
 The duality of algorithmic management:
Toward a research agenda on HRM algorithms,
autonomy and value creation.
06 HR Analytics
 Benefits and challenges of the use of Articles CLO
PLO 2 Comprehension
technology in HR, E HR, HRIS, Digital talent Analysis 4,5
management, Future trends
07 Green HRM
 Green HRM Policies and Practices
 Green HR process
Assignmen
 Contemporary Developments in Green HRM PLO CLO
Lecture t1 Knowledge
Research 1,4 1,2,3
Quiz 1
 Putting employees at the centre of
 sustainable HRM: a review, map
 and research agenda
08  Motivation and GHRM,
 Green Intellectual Capital,
 Employee engagement in managing Articles CLO
PLO 2 Comprehension
environmental performance, Analysis 4,5
 Enabling green spillover: how firms can
benefit from employees' private green activism
09 Occupational Health and Safety
PLO CLO
 Introduction and Overview Lecture Knowledge
1,4 1,2,3
 Current issues
  Policy instruments on workers' health
10  How to protect and promote health and Safety
at workplace
Article CLO
 Improving the performance of and access to PLO 2 Comprehension
Analysis 4,5
occupational health services, incorporating
workers' health into other policies
11 High Performance Work Systems
PLO CLO
 Features, Characteristics, Lecture Knowledge
1,4 1,2,3
 HPWS and corporate performance
12  HPWS and individual outcomes
 Designing a HPWS, Value of High
Performance Work System Article CLO
PLO 2 Comprehension
 High-performance work systems and employee Analysis 4,5
voice behaviour: an integrated model and
research agenda
13 Talent Management
Assignmen
 What is Talent Management? PLO CLO
Lecture t2 Knowledge
 Definition, Process and Models 1,4 1,2,3
Quiz 2
 Talent Management as a Business Strategy
14  Manager's Key Role in Talent Management
 Benefits of Talent management for the
organization and for employees
 Talent Management for the Twenty-First
Article CLO
Century PLO 2 Comprehension
Analysis 4,5
 How talent management is different from HR
 Talent management: a critical literature review
and research agenda for public sector human
resource management
MID TERM EXAMINATION
15 Emotional Intelligence
 Definition, Types; PLO CLO
Lecture Knowledge
 Difference between trait EI and ability EI, 1,3,4 1,2,3
Emotional Intelligence Models
16  EI and Leadership
 How to foster EI in employees Article PLO CLO
Comprehension
 Bright and Dark sides of EI Analysis 2,3 4,5
 EI and Wellbeing
17 Workplace Bullying
 Different dimensions of Workplace Bullying, PLO CLO
Lecture Knowledge
 Cyber Bullying 1,4 1,2,3
 Effects of bullying on employee’s performance
18  Corporate laws against workplace bullying
 Establishment of anti-bullying HR policies
Case CLO
 Ethical infrastructure and Affirmative Actions PLO 2 Comprehension
Discussion 4,5
 Anti- bullying training to prevent bullying
behavior
19 Counterproductive Work Behavior
 Types of CWB, factors effecting (antecedents) of PLO CLO
Lecture Knowledge
CWB, 1,4 1,2,3
 Consequences of CWB,
20  HR policies and practices to reduce CWB, Assignmen
Article CLO
 leadership and CWB, t3 PLO 2 Comprehension
Analysis 4,5
 Employees attitudes and justice perceptions Quiz 3
21 Organizational Citizenship Behavior
PLO CLO
 Dimensions of OCB Lecture Knowledge
1,4 1,2,3
 Antecedents and consequences of OCB,
22  Progressive HRM practices and OCB,
 Leadership and OCB, Article CLO
PLO 2, Comprehension
 Organizational policies and practices on OCB, Analysis 4,5
 Dark side of OCB on employees.
23 Psychological Capital
 Dimensions of PsyCap Lecture CLO
PLO 1 Knowledge
 Difference between state like and trait like Discussion 1,2,3
PsyCap
24  Roles of managers and PsyCap, Article CLO
PLO 2 Comprehension
 Organizational policies and practices to Analysis 4,5
 enhance employee’s PsyCap,
 Effective training programs on PsyCap.
 PsyCap and Wellbeing
25 Reward Systems
Lecture PLO CLO
 Different types of Rewards systems Knowledge
Discussion 1,4 1,2,3
 HRM policies and practices for rewards
26  Consequences of effective reward systems
Article CLO
dealing with employees in times of Crisis/ PLO 2 Comprehension
Analysis 4,5
COVID
27 Whistleblowing and Glass ceiling
 Different dimensions of Whistleblowing and
Glass ceiling,
 Moral Whistleblowing and Glass ceiling Lecture PLO CLO
Knowledge
 Virtual Whistleblowing and Glass ceiling Discussion 1,2,4 1,2,3
 whistleblowing from initiator’s perspective
 Effects of whistleblowing and glass ceiling on
employee’s performance
28  Corporate laws against Whistleblowing and
Glass ceiling
 Establishment of anti-whistleblowing HR
Article CLO
policies PLO 2 Comprehension
Analysis 4,5
 Ethical infrastructure
 Anti-whistleblowing trainings to prevent
deviant behavior.
END TERM EXAMINATION
Course Title: Global HR and Diversity Management
Course Code:
Credit Hours: 3+0
Course Instructor:
Mode of Contact:
You can contact your course instructor in the following ways:
Email: [email protected] ; [email protected]
Meeting: By appointment via e-mail
Prerequisites:
HRM-221 Human Resource Management
Main Textbook:

Before Midterm: Dowling, P. J., Festing, M. & Engle, A. D. (2017). International Human Resource Management. 7th Edition. Cengage Learning.

After Midterm: Mor Barak, M. E. (2016). Managing Diversity: Toward a Globally Inclusive Workplace. 4th Edition. Sage.

Note: Softcopy of these books can be requested at above email address.

Course Description:
This course aims to develop the awareness, skills and knowledge required by HRM students seeking to work in a cross-cultural environment with an emphasis on diversity and inclusion.
It provides a key grounding in the nature of HR management in the global context by increasing awareness and understanding of the challenges faced in international human resource
management.
Course Objectives:

The course objectives are:

 To provide the understanding of how HRM works in global organizations.

 To develop understanding of the important elements of global HRM for better adjustment.
 To provide understanding about diversity problems and their possible solutions for developing better organizations.
 To develop the ability of student to create ideas and solve problems together with an active learning community.
 To understand the importance of global HRM and diversity management in organizations.
Course Learning Outcomes:

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

CLO 1. Use language of global HR and diversity management correctly

CLO 2. Understand own position on professional global HR and diversity management issues
 CLO 3. Recognize global HR and diversity management aspects of business problems
CLO 4. Effectively communicate global HR and diversity management aspects of a business situation verbally and non-verbally
CLO 5. Solve real world global HR and diversity management problems by applying knowledge of business ethics

ASSESSMENT INSTRUMENT WITH WEIGHTS:

SNR ITEMS MARKS
1 Mid Term Exam 30
2 End Term Exam 50
3 Internal Evaluation Breakdown
Assignments
Class Participation
Project and Presentation
Quiz
Total 20 20
GRANDTOTAL 100

COURSE CONTENTS:
Learning Assessment Thinking
Lecture Scheduled Topic PLO CLO
Week Activity Activity Level
1 Sourcing Human Resources for Global Markets Lecture 1 1, 2 Knowledge
1 2 Sourcing Human Resources for Global Markets Lecture Project 2,3 3,4 Application
3 Case 4: Strategic Forecasts and Staffing Formulation: Executive and Managerial Discussion Quiz 1 1 1, 2 Knowledge
2 Planning for Bosch-Kazakhstan
4 Case 4: Strategic Forecasts and Staffing Formulation: Executive and Managerial Discussion 2,3 3,4 Application
Planning for Bosch-Kazakhstan (continued)
5 International Performance Management Lecture 1 1, 2 Knowledge
6 International Performance Management
Lecture 2,3 3,4 Application
3
7 International Training, Development, Careers, and Talent Lecture 1 1, 2 Knowledge
8 International Training, Development, Careers, and Talent Assignment
Lecture 2,3 3,4 Application
4
9 International Compensation Lecture 1 1, 2 Knowledge
5 10 International Compensation
Lecture 2,3 3,4 Application

11 Case 6: Expatriate Compensation at Robert Bosch GmbH: Coping with Modern Mobility Discussion Quiz 2 1 1, 2 Knowledge
6 Challenges
12 Case 6: Expatriate Compensation at Robert Bosch GmbH: Coping with Modern Mobility Discussion 2,3 3,4 Application
Challenges (Continued)
13 International Industrial Relations and Global Institutional Context Lecture 1 1, 2 Knowledge
7 14 International Industrial Relations and Global Institutional Context Lecture Application
MIDTERM EXAMS
15 Socioeconomic Transitions: The New Realities of the Global Workforce Lecture 1 1, 2 Knowledge
8 16 Socioeconomic Transitions: The New Realities of the Global Workforce Lecture 1 1, 2 Knowledge
17 Defining Diversity in Global Context: Prejudice and Discrimination Lecture 2,3 3,4 Application
9 18 Defining Diversity in Global Context: Prejudice and Discrimination Lecture 1 1, 2 Knowledge
19 Theoretical Perspectives on Diversity and Exclusion in the Workplace
Lecture 1 1, 2 Knowledge
10
20 Theoretical Perspectives on Diversity and Exclusion in the Workplace Lecture 2,3 3,4 Application
21 Inclusive Leadership: Unlocking the Diversity Potential Lecture 1 1, 2 Knowledge
11 22 Inclusive Leadership: Unlocking the Diversity Potential Lecture 1 1, 2 Knowledge
23 The Inclusive Workplace: Level I---Inclusion Through Diversity Within the Work
Lecture Quiz 3 2,3 3,4 Application
12 Organization
24 The Inclusive Workplace: Level I---Inclusion Through Diversity Within the Work Lecture/Case
Organization study 1 1, 2 Knowledge
discussion
25 Practical Steps for Creating An Inclusive Workplace: Climate for Diversity, 1, 2,
Lecture 1 Knowledge
13 Climate for Inclusion, and Survey Scales 5
26 Practical Steps for Creating An Inclusive Workplace: Climate for Diversity,
Lecture 2,3, 3,4,5 Application
Climate for Inclusion, and Survey Scales
27 Project Presentations Comprehension
2,3 4,5
14 Creativity
28 Project Presentations Comprehension
2,3 4,5
Creativity
ENDTERM EXAMS
 Course Title: MARKETING ANALYTICS (MBA)

Course Code:
Credit Hours: 3+0
Course Instructor: Muhammad Ahmed Mushtaq
Mode of Contact:
You can contact your course instructor in the following ways:
Email: [email protected]
Meeting: By appointment via e-mail

PREREQUISITES: Marketing Analytics is an elective subject and assumes that the student has taken the Core Marketing classes. You must have an understanding of marketing
principles and strategies.

Textbook:
 Lilien, Gary L., Arvind Rangaswamy, and Arnaud De Bruyn (2017), Principles of Marketing Engineering and Analytics, 3rd Edition, DecisionPro, Inc.

Reference Material:

 Palmatier, Robert W. and Shrihari Sridhar (2017), Marketing Strategy: Based on First Principles and Data Analytics, London: Palgrave/Macmillan

Course Description: This course is designed to view marketing as a combination of art and science to solve specific problems. Students will learn concepts and will work hands-on with
data and software tools for making decisions regarding segmentation and targeting, positioning, forecasting, new product and service design, and the elements of the marketing mix.
Through the course, students will learn to take advantage of the massive amounts of data available in most organizations, using that data to make better-informed decisions, and to create
compelling evidence to persuade other executives to support those decisions.
Course Objectives: The course objectives are

1. Master Data-Driven Marketing: Learn data-driven marketing strategies and decision-making, enabling independent and collaborative data-driven marketing decisions.
2. Hands-on Data Tools: Acquire practical skills in data handling and modelling using common marketing software tools.
3. Apply Techniques: Apply techniques to product design, customer segmentation, pricing, advertising, and sales allocation through real cases.
4. Team Project Experience: Collaborate on a marketing analytics project to understand the end-to-end process of tackling such projects.
5. Advanced Analytics Skills: Gain expertise in conjoint models, logit models, RFM analysis, segmentation, predictive modelling, and big data analytics, enhancing marketabilit
marketing/business analyst and team manager.

Course Learning Outcomes: Upon completion of this course, students will be able to:
1. Identify Marketing Analysis Fundamentals: Recognize key statistics, methods, and data sources used in marketing analysis.
2. Choose Effective Analytic Tools: Determine the right marketing analytics tools for solving typical marketing challenges.
3. Apply Computational Skills: Demonstrate proficiency in using computational and computer-based techniques for marketing analysis.
4. Enhance Marketing Decisions: Apply marketing analytic tools effectively to enhance both strategic and tactical marketing decisions.
5. Evaluate Tool Advantages and Limitations: Assess the strengths and weaknesses of marketing analytic tools in common marketing scenarios.
6. Integrate Tools for Complex Solutions: Integrate multiple marketing analytic tools to address complex marketing problems.

ASSESSMENT INSTRUMENT WITH WEIGHTS:

SNR ITEMS MARKS

1 Mid Term Exam 30
2 End Term Exam 50
3 Internal Evaluation Breakdown
Quiz(s)
Assignements(s)
Class Participation
Présentations
Case Discussion
Lab. Work/Practical Project
Any Other
Total 20 20
GRAND TOTAL 100

COURSE CONTENTS:
Lectur Learning Assessment Thinking
Scheduled Topic PLO CLO
e Activity Activity Level
01 Introduction to marketing analytics
 The marketing decision environment
Lecture PLO 1 CLO 1 Knowledge
 Trends that Favor Marketing Engineering
 Examples of Marketing Engineering Success
02 Tools for marketing engineering
CLO 1 &
 Market Response Models Lecture PLO 1
2
Comprehension
 Types of Response Models
 Dynamic Effects
03 Tools for marketing engineering

 Market Share and Competition

 Response at the Individual Customer Level CLO 1 &
Lecture PLO 1 Comprehension
 Objectives 2
 Shared Experience and Qualitative Models
 Choosing, Evaluating, and Benefiting from a
Marketing Engineering Model
04 Customer value assessment and valuing customers
 The concept of customer value
 Customer Needs and Value
 Understanding Customer Needs
Approaches to measuring customer value PLO 1 &
Lecture CLO 1 Comprehension
 Objective Customer Value 4
 Perceptual Customer
 Behavioral Customer Value
 Comparison of Customer Value Measurement
Approaches
05 Segmentation and targeting
 Segmentation analysis PLO 4 & CLO 2 &
 The STP Approach Lecture Comprehension
5 4
 Segmentation Research
 Traditional segmentation
  Reducing the Data with Factor Analysis
 Developing Measures of Association
06 Segmentation and targeting
 Identifying and Removing Outliers
 Forming Segments Assignment 1 PLO 4 & CLO 2 &
Lecture Comprehension
 Profiling Segments and Interpreting Results Quiz 1 5 4
 Targeting individual customers
 Implementation barriers and solutions
07 Positioning
 Positioning through brand linkages PLO 1 & CLO 1, 2
Lecture Comprehension
 Positioning using perceptual maps 4 &5
 Combining perceptual and preference mapping
08 Positioning
 Translating preference to choice Case
PLO 1 & CLO 1,
 Reverse mapping (from map to raw data) Discussio Comprehension
4 2&5
 Incorporating price as an attribute n
 Uses and limitations of perceptual and preference maps
09 Case Discussion
 Marketing Analytics Comprehending the complete Case PLO 2, 4 CLO 3,4 Critical thinking and
Customer: Leveraging behavioral and attitudinal Discussio
&6 &6 Communication skills
Data for actionable analytics. n

10 Case Discussion PLO 2, 4 CLO 1, 3 Critical thinking and

Lecture
 Tis the season for 2022 analytics predictions &6 &4 Communication skills
11 Forecasting

 Forecasting methods
 Judgmental Methods PLO 4 & CLO 2 &
 Market and Product Analysis Methods Lecture
5 3
Comprehension
 Time-Series Methods
 Regression and Econometric Methods
 The Product Life Cycle

12 Forecasting Assignment 2 PLO 4 & CLO 2 &

Lecture Comprehension
Quiz 2 5 3
  New product forecasting models
 The Bass Model
 Pretest Market Forecasting and the ASSESSOR
Model
 Which forecasting method to choose?
13 Documentary Discussion: "THE GAME" — Digital Documen
Analytics tary PLO 2, 4 CLO 1,
Comprehension
Discussio &6 3, 5 & 6
n
14 Revision and General discussion Discussio
PLO 1 CLO 1 Comprehension
n
Mid Term Examination
15 New product and service design
 The new product development process
CLO 1 &
 Models for idea generation and evaluation Lecture PLO 1 Knowledge
4
 Creativity Software

16 New product and service design

 Conjoint analysis for product design PLO 1 & CLO 1 &
Lecture Knowledge
 How to Conduct Conjoint Analysis 4 4
 Strengths and Limitations of Conjoint Analysis
17 Documentary Discussion: "Paradox" - Digital Analytics Documen
tary PLO 1, 3 CLO 1,
Comprehension
Discussio &5 3, 5 & 6
n
18 Case Study: Analytics at Netflix Case
PLO 1, 3 CLO 2 & Critical thinking and
Discussio
&5 4 Communication skills
n
19 Case Study: How Amazon collects and uses customers’ data Case
PLO 1, 3 CLO 1, Critical thinking and
Discussio
&5 3, 5 & 6 Communication skills
n
20 The Marketing Mix CLO 1, 2
Lecture PLO 1 Comprehension
 Pricing decisions &4
  The Classical Economics Approach
 Cost-Oriented Pricing
 Demand-Oriented Pricing
 Competition-Oriented Pricing
 Price Discrimination and Revenue Management
 Pricing Product Lines
21 The Marketing Mix
 Resource allocation and the marketing communications
and promotions mix Assignment 3 CLO 1, 2
Lecture PLO 1 Comprehension
 Advertising and Impersonal Marketing Communications Quiz 3 &4
 Advertising Decisions in Practice
 Sales Force Decisions
22 The Marketing Mix
 Sales promotions: types and effects CLO 1, 2
Lecture PLO 1 Comprehension
 Objectives of Promotions &4
 Characteristics of Promotions
23 The Digital, Online Revolution in Marketing
 The evolution of online technologies PLO 4 & CLO 2, 5
Lecture Comprehension
 Online advertising versus traditional advertising 5 &6
 Search analytics
24 The Digital, Online Revolution in Marketing
 Search Engines and Search Advertising
 Google’s AdWords Platform
 Measuring the Effectiveness of Online PLO 4 & CLO 2, 5
Advertising Lecture Comprehension
5 &6
 Improving Paid Search Performance
 Social listening and text analysis
 Panel data analysis

25 Harvesting value from marketing engineering

 The 10 lessons PLO 1, 4 CLO 1 &
 A look ahead for marketing engineering Lecture Comprehension
&5 2
 Insights for better implementation of marketing
engineering
26 Class Discussion: AI and Data Analytics Class PLO 1, 4, CLO 1, Critical thinking and
Discussio 5&6 2, 4 Communication skills
 n
27 Final Project Presentati PLO 2, 3 CLO 4, 5
Creation
ons &4 &6
28 Final Project Presentati PLO 2, 3 CLO 4, 5
Creation
ons &4 &6
Final Term Examination
Course Title: Customer Relationship Management

Course Code: MKT-781

Credit Hours: 3+0
Course Instructor:
Mode of Contact:
You can contact your course instructor in the following ways:
Email:
Meeting: By appointment via e-mail

PREREQUISITES: Principle of Marketing

Textbook:
1) Customer Relationship Management: Concept, Strategy, and Tools, 3rd Edition by
2) V. Kumar Werner Reinartz, Published: 2018
Reference Material:
1) Customer Relationship Management by Francis Buttle (3rd Edition), Elsevier Ltd., 2015.
2) “Why Service Stinks,” Business Week, October 23, 2000.
3) “The Perils of Social Coupon Campaigns,” V. Kumar and Bharath Rajan, MIT Sloan Management Review, Vol. 53 (4), 2012.
4) “Competing on Analytics,” Thomas H. Davenport, Harvard Business Review, Jan 1, 2006
5) “Building and sustaining profitable customer loyalty for the 21st century,” V. Kumar, and D. Shah, Journal of Retailing, 2004.
6) “How Valuable Is Word of Mouth?” V Kumar, J. Andrew Petersen, Robert P. Leone, Harvard Business Review, October 2007.
7) “Measuring the Benefits of Employee Engagement,” V. Kumar and Anita Pansari, MIT Sloan Management Review, Summer 2015.

Course Description: This course examines customer relationship management (CRM) and its application in marketing, sales, and service. Effective CRM strategies help companies align
business processes with customer-centric strategies using people, technology, and knowledge. Companies strive to use CRM to optimize the identification, acquisition, growth, and retention
of desired customers to gain a competitive advantage and maximize profit. Anyone interested in working with customers and CRM technology and who would like to be responsible for
the development of any major aspect of CRM will find this course beneficial. Emphasis is given to both conceptual knowledge CRM discussions and assignments that will address
relationship marketing with both organizational customers (B2B) and consumers/households (B2C). This course will be delivered through a mix of lectures, mini-cases, and hands-on
exercises. Each week a conceptual/theoretical lecture will be given. The pitfalls, as well as the benefits of CRM strategy and implementation, are addressed in the course.
Course Objectives: The course objectives are

 Understand the fundamentals of CRM, which include:

• Customer behavior, relationship marketing, customer satisfaction, loyalty, and customer defection.
• Key concepts, such as Sales Management, Closed Loop Marketing, Drip Marketing.
• CRM impact on sales and marketing strategies.
• Data, information and technology.
• Privacy, ethics: consumer and organization privacy concerns.
• Ways unsatisfied customers may use Internet to bring disrepute to company brand and products.
• Ways companies may use Technology including Internet to support corporate CRM strategy.
• The role of CRM in managing customers as critical assets.
• The role of Business Intelligence in CRM
 Recognize the basic technological infrastructure and organizations involved in current and emerging CRM practices.

Course Learning Outcomes: Upon completion of this course, students will be able to:
 Understand the major concepts and framework of customer relationship management.
 Analyze the organization’s relational strategies with stakeholder groups that affect how well it meets customer needs
 Evaluate various CRM strategies adopted by organizations and which is more productive and why?
 Apply the strategic, operational, and tactical CRM decisions.
 Plan and investigate on an aspect of CRM, and communicate findings in an appropriate format

ASSESSMENT INSTRUMENT WITH WEIGHTS:

 SNR ITEMS MARKS
1 Mid Term Exam 30
2 End Term Exam 50
3 Internal Evaluation Breakdown
Quiz(s)
Assignements(s)
Class Participation
Présentations
Case Discussion
Lab. Work/Practical Project
Any Other
Total 20 20
GRAND TOTAL 100

COURSE CONTENTS:
Lectur Learning Assessment Thinking
Scheduled Topic PLO CLO
e Activity Activity Level
01 Class & Course Introduction, Rules & Regulations,
Case Studies before Mids. to Distributed among the
CR & GR and Final Project Overview
Chapter 1: CRM Conceptual Foundations
 Strategic CRM today Introduction to Lecture PLO 1 CLO 1 Knowledge
Strategic CRM
 Why managing customer is more critical
than ever
02 Chapter 1: CRM Conceptual Foundations
 The Benefits of the Customers Evolution
and growth of CRM Lecture PLO 1 CLO 1 Knowledge
 CRM and the IT revolution: the view from
the industry
03 Chapter 2: Concepts of Customer Value
 Value of the customer Lecture PLO 1 CLO 2 Comprehension
 Value to the company
04 Chapter 2: Concepts of Customer Value Lecture PLO 1 & CLO 2 Comprehension
  From Value for Customers to value from 5
Customers: The Satisfaction – Loyalty Profit
Chain
 Extending the concept of customer value
05 Chapter 3: Strategic Customer Relationship
Management
■ Strategic CRM Perspectives Lecture Assignment 1 PLO 5 CLO 3 Comprehension
■ Elements of CRM Strategy

06 ■ Elements of CRM Strategy PLO 1 &

■ Steps in developing a CRM Strategy Lecture CLO 3 Application
5
07 Chapter 4: Implementing the CRM Strategies
■ Types of CRM Implementation Lecture PLO 5 CLO 4 Analysis
■ CRM Implementation Effectiveness
08 Why do CRM Implementation Fails?
Case Discussion PLO 3 CLO 5 Evaluation
Case Study Discussion

09 Chapter 5: Customer Analytics – Part One

Lecture PLO 1 CLO 1 Knowledge
■ Traditional Marketing Metrics
■ Customer Acquisition Metrics
10 Chapter 5: Customer Analytics – Part One
■ Customer Activity Metrics Lecture PLO 1 CLO 1 Knowledge
■ Popular Customer Based Value Metrics
11 Chapter 6: Customer Analytics – Part Two
■ Strategic Customer Based Value Popular Lecture Assignment 2 PLO 1 CLO 4 Application
Customer Selection Strategies
12 Chapter 6: Customer Analytics – Part Two
■ Techniques to Evaluate Alternative Customer Lecture PLO 1 CLO 3 Application
Selection Strategies
13 Case Study Discussion Case Discussion PLO 3 CLO 5 Analysis
14 Quiz 2 and Revision Discussion and CLO 2,
PLO 1 Knowledge & Comprehension
Assessment 3, 4
Mid Term Examination
15 Chapter 7: Datamining PLO 1 &
■ Need for Datamining Lecture CLO 1 Knowledge
■ The Business Value of Datamining 7
16 Chapter 7: Datamining
Lecture PLO 1 CLO 1 Knowledge
■ The Datamining Process
17 Chapter 8: Using Data Bases
Lecture PLO 1 CLO 1 Knowledge
■ Types of Databases
18 Chapter 8: Using Data Bases PLO 3 &
■ The Benefits of Marketing Databases the Uses ofLecture CLO 3 Comprehension
Marketing Databases 5
19 Case Studies Discussion PLO 3 &
Case Discussion CLO 5 Analysis
5
20 Quiz 3 Assessment PLO 1 CLO 1 Knowledge and Comprehension
21 Chapter 9: Operational CRM Software Tools and Lecture Assignment 3 PLO 1 CLO 1 Knowledge
Dashboards CRM Implementations Options
22 Chapter 9: Operational CRM Lecture PLO 1 CLO 1 Application
■ CRM Software and Applications
23 Final Project Submission and Discussion PLO 1, 2, CLO 2,
Presentations Synthesis
3, 4 3, 4 & 4
24 Chapter 10: Loyalty Programs
■ Design and Effectiveness Lecture PLO 1 CLO 1 Knowledge
■ Loyalty: Attitudinal and Behavioral
25 Chapter 10: Loyalty Programs CLO 1
■ Loyalty Programs Lecture PLO 1 Analysis
■ Drivers of Loyalty Program Effectiveness &3
26 Group Discussions on how the Marketing Activities PLO 3 &
are carried along with CRM. Lecture CLO 5 Evaluation
4
27 Chapter 11: Campaign Management, Planning and
Development Campaign Execution Lecture PLO 1 CLO 1 Knowledge
 Analysis and Control
28 Analysis and Control Lecture PLO 1 CLO 1 Knowledge
Final Term Examination
Course Title: STRATEGIC SUPPLY CHAIN MANAGEMENT (MBA/BBA)

Course Code:
Credit Hours: 3+0
Course Instructor:
Mode of Contact"
You can contact your course instructor in the following ways:
Meeting: By appointment via e-mail

PREREQUISITES:

Students should be specialized in current stage of supply chain management theory & practice.

Textbook:

 “Strategic supply chain management by Shoshanah, Cohen & Joseph Roussel 2nd edition
 Supply Chain Management by Janat Shah

Reference Material:

 Supply chain strategy, Planning & operation by Sunil Chopra

Course Description:
 To establish a common base line definition of the supply chain
 To define a common set of critical supply chain performance matrix
Course Objectives: The course objectives are

 To adopt the framework for consideration presentation and application of supply chain matrix

Course Learning Outcomes: Upon completion of this course, students will be able to:
1. Provide an understanding of end-to-end supply chain concept and its strategic significance in current business environment.
2. Provide an understanding of the philosophy of vertical integration, strategic considerations associated with integration issues.
3. Provide students with an understanding of the phenomenon of postponement and Vendor Managed Inventory and its application in different industries and the requirements from the
supply chain structure to support postponement strategy.
4. Provide an understanding of key issues of Bullwhip phenomenon and its impact on the supply chain working.
5. Provide an understanding of issues related to supply chain relationships, their assessment and impact on supply chain coordination.

Program Learning Outcomes:

1. Apply fundamental theories, concepts, and technological tools of business management.
2. Utilize their exposure to numerous business context for the application in the business markets.
3. Build capacity to address industry driven issues and challenges and reflect critical thinking and decision making in offering efficient market solutions.
4. Practice socially and ethically responsible behavior for contributing to the well-being society.
5. Exhibit global practices and value culture diversity.

ASSESSMENT INSTRUMENT WITH WEIGHTS:

SNR ITEMS MARKS

1 Mid Term Exam 30
2 End Term Exam 50
3 Internal Evaluation Breakdown
 Quiz(s)
Assignements(s)
Class Participation
Présentations
Case Discussion
Lab Work/Practical Project
Any Other
Total 20 20
GRAND TOTAL 100

COURSE CONTENTS:
Learning Assessment Thinking
Lecture Scheduled Topic PLO CLO
Activity Activity Level
01 Align your Supply Chain with your business
Strategy CLO
Lecture PLO 1 Comprehension
 The Core Strategy Vision 2
 How companies use Supply chain to compete
02 Align your Supply Chain with your business
Strategy CLO
Lecture PLO 1 Comprehension
 The Key elements of Supply Chain Strategy 2
 Tests of a good supply chain strategy
03 Align your Supply Chain with your business
Strategy
 Supply Chain Management Profile: BASF: CLO
Lecture Assignment 1 PLO 2 Comprehension
o Increasing Farm Yields through Innovations 2
in chemistry
 A1. Mastering a Multi-Industry Chain.
04 Align your Supply Chain with your business
Strategy
CLO
 A2. Dealing with Unpredictable Lecture PLO 2 Comprehension
Demand a year in Advance 2
 A3. Measures of Success
05 Develop an End-to-End Process Architecture
CLO
 Designing an Integrated Supply Chain Lecture PLO 2 Knowledge
1
Process Architecture
06 Develop an End-to-End Process Architecture
 Key Processes for End-to-End Supply Chain Lecture Quiz 1 PLO 2
CLO
Knowledge
Management 1
 Tests for a good Supply chain Architecture
07 Develop an End-to-End Process Architecture
 Supply Chain Management Profile: Essilor:
Building an Efficient Supply Chain to serve the
company’s Mission CLO
Lecture PLO 1 Comprehension
 B1. Innovation and Customer Service: A 1
Winning Combination
 B2: Two Types of Lenses, Two Operating
Models
08 Develop an End-to-End Process Architecture
 B3. Developing the Global End-to-End
Supply chain
CLO
 B4. Balancing Inventory with Service Lecture PLO 1 Comprehension
1
 B5. Mastering Complexity
 B6. Building in Adaptability and
Reliability
09 Design a High-Performance Supply chain

organization
CLO
Lecture Assignment 2 PLO 2 Comprehension
5
 Three activities essential for designing
your company’s Supply Chain
Organization
10 Design a High-Performance Supply chain
CLO
organization Lecture PLO 4 Comprehension
5
 Other Defining characteristics of
exceptional Supply Chain
Organizations
11 Design a High-Performance Supply chain

organization

CLO
Supply Chain Management Profile: Lecture PLO 4 Comprehension
5
HAIER: Pursuing the Customer-Inspired
 supply chain
 C1. Becoming the Number-One White-
Goods brand in China
12 Design a High-Performance Supply chain

organization
CLO
Lecture Quiz 2 PLO 4 Comprehension
 C2. Becoming a Global Leader 5
 C3. Global and Domestic Supply chains:
Common Links
 C4. No Everlasting Success
13 Build the Right Collaborative Model
CLO
 Understanding Collaboration Lecture PLO 3 Knowledge
3
 The Path to successful Collaboration
14 Build the Right Collaborative Model CLO
Lecture PLO 3 Knowledge
 Tests of Successful Collaboration 3
15 Supply Chain Management Profile: Kaiser Permanente:
Thriving Under Pressure
 D1. Building the KP Network CLO
Lecture PLO 3 Knowledge
3
 D2. Adopting a new Approach to Supply
chain management
16 Supply Chain Management Profile: Kaiser Permanente: CLO
Thriving Under Pressure Lecture PLO 2 Comprehension
3
 D3. Turning Demand planning from an
 art to a Science
 D4. Leading the Way
17 Use Metrics to Drive Performance
 Supply chain Performance CLO
Lecture PLO 1 Comprehension
Measurement: Selecting the Right 2
Metrics
18 Use Metrics to Drive Performance CLO
 Supply chain Performance Management: Making
Lecture Assignment 3 PLO 2 Comprehension
2
Metrics Matter
19 Use Metrics to Drive Performance
 Supply Chain Management Profile: CLO
Lenovo: Moving Full-Speed Ahead Lecture PLO 3 Comprehension
3
 E1. From Startup to Upstart
 E2. Stabilize and Transform
20 Use Metrics to Drive Performance
 E3. Protect and Attack CLO
Lecture PLO 3 Comprehension
 E4. Dual Operating Model 3
 E5. Shaping Future Growth
21 Benchmarking Results: The Best-In-Class
Performance Advantage CLO
Lecture PLO 3 Comprehension
 The relationship between Supply Chain 3
Performance and Financial Performance
22 Benchmarking Results: The Best-In-Class
Performance Advantage CLO
 Driving Supply Chain Performance Lecture Quiz 3 PLO 1 Comprehension
3
 Mastering Complexity for Superior
Performance
23 Benchmarking Results: The Best-In-Class
Performance Advantage
 Supply Chain Management Profile:
Schlumberger: Integrating people and CLO
technology for service excellence Lecture PLO 2 Comprehension
3
 F1. Getting to First Oil
 F2. The Mobilization Challenge
 F3. Making the Service Supply Chain
Work
24 Benchmarking Results: The Best-In-Class
Performance Advantage
 F4. Cutting-Edge Technology and the CLO
Lecture PLO 2 Comprehension
Equipment Supply Chain 3
 F5. People: Making the Difference
 F6. Exceeding Customer Expectations
25 Transform your Supply chain CLO
Lecture PLO 1 Knowledge
 Setting Improvement Priorities 1
26 Transform your Supply chain
CLO
 Designing the Transformation Road Map Lecture PLO 1 Knowledge
1
 Implementing the change
27 Project Presentations CLO
Presentations PLO 2 Creation
3
28 Project Presentations CLO
Presentations PLO 2 Creation
2
Course Title: Supply Chain Risk Management (MBA)

Course Code:
Credit Hours: 3+0
Course Instructor:
Mode of Contact"
You can contact your course instructor in the following ways:
Meeting: By appointment via e-mail

PREREQUISITES:

 Students should be specialized in Strategy Planning & Operations aspects.

Textbook:

 Supply chain Risk Management by Gregory L. Schlegel, Robert J. Trent

Reference Material:

 Supply chain risk management by Robert B. Handfield

 Risk management of supply and cash flows in supply chain by Jian Li, Jia Chen & Shuang Wang
Course Description:
 To introduces the learner to the multiple of risk that threaten the operation of supply chain at national & global level

Course Objectives: The course objectives are

 Analytic methodologies for supply chain risk exposure.

 Understand the complexities and impact of supply chain risk and be able to plan accordingly
 Understanding of supply chain activities
Course Learning Outcomes: Upon completion of this course, students will be able to:

1. Describe the alternatives ways to organize for supply chain risk management
2. To analyze risk management of supply chain and cash flows
3. Ability to understand the importance and danger of risk

Program Learning Outcomes:

1. Apply fundamental theories, concepts, and technological tools of business management.

2. Exhibit managerial, leadership and entrepreneurial competencies in professional shapes.
3. Utilize their exposure to numerous business context for the application in the business markets.
4. Practice socially and ethically responsible behavior for contributing to the well-being society.
5. Build capacity to address industry driven issues and challenges and reflect critical thinking and decision making in offering efficient market solutions.

ASSESSMENT INSTRUMENT WITH WEIGHTS:

SNR ITEMS MARKS

1 Mid Term Exam 30
1 End Term Exam 50
3 Internal Evaluation Breakdown
Quiz(s)
Assignements(s)
Class Participation
Présentations
Case Discussion
Lab Work/Practical Project
Any Other
Total 20 20
GRAND TOTAL 100

COURSE CONTENTS:
Learning Assessment Thinking
Lecture Scheduled Topic PLO CLO
Activity Activity Level
01 o Supply Chain Risk Management: Setting the Stage
CLO
 Concept of risk and risk management Lecture PLO 1 Knowledge
1
 Defining supply chain risk management
02 o Supply Chain Risk Management: Setting the Stage
CLO
 Why focus on supply chain risk management Lecture PLO 1 Knowledge
1
 Some important risk concepts
03 o Supply Chain Risk Management: Setting the Stage
CLO
 Generic risk management approaches Lecture Assignment 1 PLO 2 Comprehension
2
 Supply chain risk management enablers.
04 o Supply Chain Risk Management: The
As Is Landscape CLO
 Linking supply chain risk management and Lecture PLO 2 Comprehension
2
supply chain strategy
 Four pillars of supply chain risk management
05 o Strategic Risk
 What is strategic risk? CLO
Lecture PLO 4 Comprehension
 Reducing strategic risk through better 3
product
06 o Strategic Risk
CLO
 Lecture
Protecting intellectual property and when strategic risk Quiz 1 PLO 4
3
Comprehension
becomes strategic reality?
07 o Hazard Risk
 The traditional world of the hazard risk and Lecture PLO 4
CLO
Comprehension
o insurance 3
 First party commercial insurance
08 o Hazard Risk
CLO
Lecture PLO 4 Comprehension
3
 Cargo insurance and Cyber insurance
09 o Hazard Risk
CLO
 Trade disruption insurance Lecture Assignment 2 PLO 2 Comprehension
3
 Global logistics insurance
10 o Financial Risk CLO
 Understanding financial risk and Supplier Lecture PLO 3 Knowledge
2
and customer financial viability
11 o Financial Risk Lecture PLO 1 CLO Comprehension
  Supply market volatility 2
12 o Financial Risk
CLO
 Supplier financial health assessment through Lecture Quiz 2 PLO 1 Comprehension
2
Ratio analysis
13 o Financial Risk
CLO
 Bankruptcy predictors And Currency risk Lecture PLO 2 Knowledge
3
management approaches
14  Review CLO
Lecture PLO 1 Knowledge
3
15 o Operational Risk
 Operational risk CLO
Lecture PLO 1 Knowledge
 Supply risk 3
 Demand risk
16 o Operational Risk
CLO
Lecture PLO 2 Comprehension
 Process risk and Environment / Ecosystem 3
risk
17 o Supply Chain Fraud, Corruption,
Counter feting and theft CLO
Lecture PLO 1 Comprehension
 Bribery, Counterfeiting and Fraudulent, 2
corrupt, Coercive and Collusive Practices
18 o Supply Chain Fraud, Corruption,
Counter feting and theft CLO
Lecture Assignment 3 PLO 4 Comprehension
2
 C-TPAT, Protection act
19 o Emerging Risk Management
framework for Success CLO
 Framework supporting the new supply chain Lecture PLO 3 Comprehension
3
risk, ERM framework and Coso ERM
framework
20 o Emerging Risk Management
framework for Success CLO
Lecture PLO 3 Comprehension
 ISO standards 3
 GRC and SCRM
21 o Emerging Risk Management Tools,
Techniques and approaches CLO
 Construct supply chain heat maps, Challenges Lecture PLO 1 Comprehension
3
when mapping a supply chain and DE cluster
the clusters
22 o Emerging Risk Management Tools,
Techniques and approaches CLO
Lecture Quiz 3 PLO 1 Comprehension
 Create the flexible supply chain and 3
Controlling inventory through perfect record
23 o Risk Management CLO
Lecture PLO 2 Comprehension
 Risk measurement validity and reliability 3
24 o Risk Management CLO
Lecture PLO 2 Comprehension
 Supply chain key indicators 3
25 o Future Directions for Supply Chain
Risk Management CLO
Lecture PLO 1 Knowledge
 Future directions in supply chain risk 1
management
26 o Future Directions for Supply Chain
Risk Management CLO
Lecture PLO 1 Knowledge
 Future directions in supply chain risk 1
management
27 Project Presentations CLO
Presentations PLO 2 Creation
3
28 Project Presentations CLO
Presentations PLO 2 Creation
2
Course Title: Financial Econometrics

Course Code:
Credit Hours: 3+0
Course Instructor:

Mode of Contact: On Campus

You can contact your course instructor in the following ways:
Email:
Meeting: By appointment via e-mail

PREREQUISITES: Financial Management, Research Methodology

Textbook

1. Introductory Econometrics for Finance / Author: Chris Brooks / Year: 2019 / Edition: 4th / Publisher: Cambridge University Press
2. Applied Econometrics / Author: Dimitrios Asteriou / Year: 2018 / Edition: 2nd / Publisher: Red Globe PressIntroductory Econometrics for Finance / Author: Chris Brooks
/ Year: 2019 / Edition: 4th / Publisher: Cambridge University Press
3. Fomby, T. B., Terrell, D., & Hill, R. C. (Eds.). (2006). Econometric analysis of financial and economic time series. Emerald Group Publishing.

Course Description:
The course introduces students to econometrics and data analysis techniques and gives them a practical understanding of the main tools used by economists, business and financial analysts.
The course is designed to provide a balanced mix of theory and practice with the aim of making students operational forecasters, capable of designing, implementing and evaluating their
own forecasting projects. Therefore, the theories discussed will be seconded by hands-on using industry-standard forecasting software packages (EVIEW/STATA 14). This course intends
to help students to understand how econometric techniques can be applied in the field of finance.

Course Objectives: The course objectives are

The objectives of the Financial Econometrics course for a Master's program is:
1. To provide students with the necessary knowledge and skills
2. To equip students to integrate the financial concepts with econometric skills
3. To apply econometric techniques to financial data analysis.
4. To deepen the students' understanding of the theoretical concepts and empirical methods used in finance and economics
5. To equip them with the practical skills required for financial data analysis.
Course Learning Outcomes: Upon completion of this course, students will be able to:

CLO 1 Understand the fundamental concepts of financial econometrics, including time series analysis, asset pricing models, and panel data analysis.
CLO 2 Identify and apply appropriate econometric techniques to analyze financial data, including regression analysis, volatility modeling, and spillover techniques
CLO 3 Analyze the relationship between financial risk and returns, and apply asset pricing models to estimate expected returns.
CLO 4 Apply panel data analysis to financial data to account for cross-sectional and time-series heterogeneity and to address endogeneity issue
CLO 5 Develop forecasting and co-movement models for financial time series data

ASSESSMENT INSTRUMENT WITH WEIGHTS:

SNR ITEMS MARKS

1 Mid Term Exam 30
2 End Term Exam 50
3 Internal Evaluation Breakdown
Quiz(s)
Assignements(s)
Class Participation
Présentations
Case Discussion
Lab Work/Practical Project
Any Other/Viva
Total 20 20
GRAND TOTAL 100

COURSE CONTENTS:
Lectur Learning Assessment Thinking
Scheduled Topic PLO CLO
e Activity Activity Level
01 Topic 1: Introduction to Financial Research CLO
Lecture PLO 1 Knowledge
1&2
02 Introduction to Financial Econometrics, Knowledge &
Importance of research in Finance, What is Data Lecture PLO 1 CLO 3 Comprehensio
Analysis, Types of Data, Main features of Time n
 series data, Financial research process, Returns in
financial modeling, Steps involved in formulating
an econometric model, Points to consider when
reading articles in empirical finance
03 Statistical Background and Basic Data Handling-Part Comprehensio
I Lecture PLO 1 CLO 3
n
04 Basic Data Handling through Econometric Software,
Looking at Raw Data, Graphical analysis of data, Comprehensio
Lecture PLO 1 CLO 3
Summary Statistics, Data Transformation n
Techniques in Finance
05 Statistical Background and Basic Data Handling-Part Lecture PLO 2& 5 CLO 1 Creation
II
06 Measures of central tendency: Mean, median, mode,
Measures of Dispersion: range, variance, standard
deviation, Box plot for detecting outliers, Scales of Comprehensio
Lecture Assignment #1 PLO 2 CLO 3
measurements, Shape of a distribution, Normal n
distribution, Skewness, Kurtosis. Analysis with
Statistical Packages
07 Topic 2: Linear Regression Assessment CLO 3 Comprehensio
Quiz#1 PLO 2
Activity n
08 Introduction to regression, Why do we do
regression, Assumptions of Regression and their Knowledge &
testing, Application of The determinants of Lecture PLO 1 CLO 5 Comprehensio
leverage of listed companies of Pakistan Stock n
Exchange
09 Topic 3: ARCH & GAARCH Comprehensio
Lecture PLO 1 CLO 5
n
10 Testing and application of ARCH, GARCH, E&T
GARCH. Testing on real time data by finding out Comprehensio
Lecture PLO 1 CLO 5
volatility and stability of market, Hand on practice n
through EVIEWs
11 Spill over techniques
Theoretical foundation of spill over phenomenon Comprehensio
Empirical evidences from previous researches Lecture PLO 1 CLO 5
n
e.g., Seema Narayan (2015) Are Asian Stock
Returns Predictable? Emerging
 Markets Finance and Trade, 51:5, 867-878,
12 Testing spillover effects of developed market Assignment# 2 Comprehensio
On developing and underdeveloped market Practice PLO 1 CLO 5
n
13 Topic 4 Markove Switching regression
Theoretical foundation of dynamic behavior of time
series variables in the presence of structural breaks
or regime changes through Markove Switching
Interactive
regression model PLO 1 &4 CLO 5 Creation
session
Literature: Wahid, A., Mumtaz, M. Z., Kowalewski,
O., & Adil, I. H. (2021). Post‐spillover effects of
China's integration on Pakistan Stock
Exchange. Strategic Change, 30(6), 581-588.
14 Testing and application of discrete state space Knowledge &
of the regimes and specifies the probabilistic switching Practice PLO 2 CLO 5 Comprehensio
mechanism among the regimes through Markove
Switching regression model n
15 Topic:5 Co-Integration
Theoretical foundation of cointegration and application
of co Integration in order to identify the long-run
parameters or equilibrium for two or more variables. PLO 2 CLO 4 Knowledge
Lecture
Literature: Johansen, S. (2000). Modelling of
cointegration in the vector autoregressive
model. Economic modelling, 17(3), 359-373.
16 Topic:6 Co -movement
Theoretical Foundation of traditional theory of return
comovement is the fundamentals-based view, under Comprehensio
Lecture PLO 2 CLO 4
which the returns of two assets are correlated because n
changes in the assets' fundamental values are correlated

17 Co-Integration & Co movement

Testing and analysis of the correlation between Comprehensio
Practice Assignment #3 PLO 2 CLO 4
several time series in the long term. n
Hands on practice on E views
18 Topic:7 LASSO and EBA Lecture Quiz 2 PLO 2 CLO 4 Comprehensio
 Theoretical foundation of models and how n
this model can increase the accuracy in
prediction of different variable.
Literature: Wahid, A., Mumtaz, M. Z., & Mantell, E. H.
(2020). Short-run Pricing Performance of Local and Dual
Class IPOs in Alternative Investment Market. Romanian
Journal of Economic Forecasting, 23(1), 57-74.
19 Testing Of EBA and LASSO model in real time data Comprehensio
with different parameters with details analysis. Practical PLO 2 CLO 5
n
20 Topic:8 SFA (Stochastic Frontier Analysis)
Theoretical foundation of measurement of intrinsic
values of socks and pricing in efficiency; Comprehensio
Literature: Wang, Z., Wang, X., Xu, Y., & Cheng, Q. Lecture PLO 2 CLO 5
n
(2022). Are green IPOs priced differently? Evidence
from China. Research in International Business and
Finance, 61, 101628.
21 Measuring intrinsic values of stocks using real time Comprehensio
data and comparing it with actual value through Practical Assignment #4 PLO 2 CLO 5
n
SFA
22 Topic 9: Panel Data Modeling-Part I Comprehensio
Lecture PLO 3 CLO 5
n
23 Examines the situation where there is a presence of
multiple cross sections as well as multiple time period Comprehensio
data. The key issue remains the same, how to find out Practical PLO 1 CLO 5
n
to what extent the independent variable contributes to
explaining the variation in the dependent variable.
24 Topic: Panel Data Modeling-Part II Comprehensio
Lecture PLO 2 CLO 5
n
25 Extend the previous working for balance and un-
balance data with the presence of endogeneity as Lecture Assignment #5 PLO 1 &5 CLO 5 Knowledge
well
26 Group Presentations on Panel Data Modeling Knowledge &
Presentatio
PLO 5 CLO 5 Comprehensio
ns
n
27 Revision PLO 2 CLO 3 Comprehensio
 n
28 Revision PLO 3 CLO 1 Creation
Course Title: STRATEGIC FINANCE (MBA)
Course Code:
Credit Hours: 3+0
Course Instructor:
Mode of Contact: Physical Classes
You can contact your course instructor in the following ways:
Email: Instructor email
Meeting: By appointment via e-mail

Prerequisites: Financial Management.

Textbook:
 Strategic Finance by Dr. Safdar Ali Butt

Reference Books:
 Financial Management: Theory and Practice by Brigham & Ehrhardt (13 ed.)
 Principles of Managerial Finance by Gitman & Zutter (13 ed.)
 The Analysis and Use of Financial Statements by White, Sondhi, & Fried (3rd ed.)
 Fundamentals of Corporate Finance by Ross, Westerfield, & Jordan (13 ed.)

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 as a basis for financial decisions
  To enable students to solve strategic financial problems.
 To account for the long-term and short-term effects of financial decisions in the achievement of short-term and long-term objectives
 To enable students to strategically evaluate different decisions for enhancing value of the firm.

Course Learning Outcomes:

After completing this course, students will be able to:
 Explain the financial theories and critique their relevance in the real-world economy.
 Discuss, recommend and justify strategic financial decisions.
 Understand the financial environment of the firms and make decisions to achieve the short-term objectives.
 Understand the financial environment of the firms and make decisions to achieve long-term objectives.
 Evaluate the firm-level strategic decisions that affect the value of the firms.

ASSESSMENT INSTRUMENT WITH WEIGHTS:

SNR ITEMS MARKS

1 Mid Term Exam 25
2 End Term Exam 50
3 Internal Evaluation Breakdown
Quiz(s)
Assignments(s)
Class Participation
Presentations
Case Discussion
Lab Work/Practical Project
Any Other
 Total 25 25
GRAND TOTAL 100

COURSE CONTENTS:

Learning Assessment Thinking

Lecture Scheduled Topic PLO CLO
Activity Activity Level
01  Role of Financial Theory and Evidence
 Building blocks of finance, Theories of Finance, Lecture PLO 1 CLO 1 Comprehension
 Savings and Investment Theory, Portfolio Theory
02  Capital Structure Theories (Net Income approach,
Net Operating Income approach, MM approach, Lecture PLO 1 CLO 1 Comprehension
traditional approach)
03  Pecking Order theory, Trade-off theory, Free
Cash flow theory, Dividend Theories (The
Lecture PLO 1 CLO 1 Comprehension
dividend valuation model, The Gordon
growth model
04  Modigliani and Miller’s dividend irrelevancy
theory), Clientele effect theory, bird in hand theory,
Lecture PLO 1 CLO 1 Comprehension
 Asset Pricing Models, Efficient Capital Market
Theory, Agency Theory, Signaling Theory
05  Review of Time Value of Money and Valuation
 Interest Rate, Simple interest verses compound
Lecture PLO 2 CLO 2 Knowledge
interest, Annuities verses perpetuities
 Simple compounding and discounting
06  Future value of ordinary annuity and Future value of an
annuity due, Present value of ordinary annuity and Present
Assignment 1
value of annuity due. Difference between annuity and Lecture
uneven PLO 2 CLO 2 Knowledge
Quiz 1
cash flows present and future values of uneven cash flows,
Amortization of Loans
07  Case Study: A home investment decision dilemma Case Discussion PLO 1 CLO 2 Comprehension
08  Bond Valuation-Zero Coupon Bond, Non-Zero
Lecture PLO 2 CLO 2 Knowledge
Coupon Bond, Yield-to-Maturity
09  Valuation and Forecasting-Chapter 19 (Book-The
analysis and use of financial statements by Sondhi
Lecture PLO 2 CLO 2 Knowledge
& White, 3rd ed.)
 Asset Based Valuation Models
10  Discounted cash flow valuation models
 The abnormal earnings or EBO Model, Forecasting
Lecture PLO 2 CLO 2 Knowledge
models,
 Practice Questions
11  The Cost of Capital (Chapter 9, Financial
Management: Theory and Practice-13th ed.) Lecture PLO 2 CLO 2 Knowledge
 Cost of Debt, Cost of Preferred Stock
12  Cost of equity, WACC, The CAPM approach Lecture Assignment 2 PLO 2 CLO 2 Knowledge
13  Capital Structure Decisions (Chapter 15- Ehrhardt
& Brigham-13the ed.)
Lecture PLO 1 CLO 3 Knowledge
 Capital Structure Theory
 Capital structure evidence and implications
14  Estimating the optimal capital structure
Lecture PLO 2 CLO 3 Knowledge
 Practice questions
15  Distributions to Shareholders: Dividend and
Repurchases (Chapter 14, Ehrhardt & Brigham-
13th ed.)
Lecture PLO 1 CLO 3 Knowledge
 An overview of cash distributions
 Procedure for cash distribution, Cash distribution
and firm value
16  Implications for dividend stability,
 Residual Model in Practice
 A tale of two cash Distributions - Dividend versus
stock repurchases Lecture PLO 2 CLO 3 Comprehension
 Pros and cons of dividends and repurchases
 Stock splits and stock dividends
 Practice Questions
17  Long-Term Financial Planning and Growth
(Chapter 4, Fundamentals of Corporate Finance by
Ross, Westerfield, & Jordan-13 ed.)
 What Is Financial Planning? Lecture PLO 1 CLO 4 Comprehension
 Growth as a Financial Management Goal
 Dimensions of Financial Planning
 What Can Planning Accomplish?
18  Financial Planning Models: A First Look
 The Percentage of Sales Approach Lecture PLO 2 CLO 4 Knowledge
 External Financing and Growth
  Practice Questions
19  Corporate Valuation, Value-based Management
and Corporate Governance (Chapter 13, Ehrhardt
Assignment 3
& Brigham-13th ed.) Lecture PLO 1 CLO 4 Comprehension
Quiz 2
 Overview of Corporate Valuation
 The Corporate Valuation Model
20  Value-based Management
Lecture PLO 2 CLO 4 Knowledge
 Practice Questions
21  The Basics of Capital Budgeting: Evaluating Cash
Flows (Chapter 10, Ehrhardt & Brigham-13th ed.)
 An Overview of Capital Budgeting
Lecture PLO 2 CLO 4 Knowledge
 Payback Period
 Net Present Value (NPV)
 Internal Rate of Return (IRR)
22  Multiple Internal Rates of Return
 Reinvestment Rate Assumptions
Lecture PLO 2 CLO 4 Knowledge
 Modified Internal Rate of Return (MIRR)
 NPV Profiles
23  Profitability Index (PI)
 Decision Criteria Used in Practice Lecture PLO 2 CLO 4 Knowledge
 Practice Questions
24  Mergers, LBOs, Divestitures, and Business Failure
(Chapter 18, Gitman & Zutter-13th ed.)
 Merger Fundamentals
Lecture PLO 1 CLO 4 Knowledge
 Terminology
 Motives for Merging
 Types of Mergers
25  LBOs and Divestitures
Lecture PLO 1 CLO 4 Knowledge
 Leveraged Buyouts (LBOs)
  Divestitures
26  Analyzing and Negotiating Mergers
 Valuing the Target Company Lecture Assignment 4 PLO 1 CLO 5 Knowledge
 Stock Swap Transactions
27  Merger Negotiation Process
 Holding Companies Lecture PLO 1 CLO 5 Knowledge
 International Mergers
28  Business Failure Fundamentals
 Types of Business Failure
 Major Causes of Business Failure Lecture PLO 1 CLO 5 Knowledge
 Voluntary Settlements
 Practice Questions

Course Title: Human Resource Analytics (HRA)

Course Code:
Credit Hours: 3+0
Course Instructor: Dr. Qlander Hayat
Mode of Contact:
 Email: [email protected]
 Meeting in Counseling Hours
Prerequisites:

Human Resource Management (HRM)

Business Math and Statistics (BMS)
Business Research Methods (BRM)
Introduction to Computer Science/ IT.

Recommended Books:

 Predictive HR Analytics: Mastering the HR Metric, By Martin R Edwards and Kirsten Edwards, 2016. Published by Kogan Page.
Reference Books:
 Elementary Statistics: A Step-by-Step Approach, By Allan Bluman, 10th Edition.
 Human Resource Management, By David A. DiCenzo and Stephen P. Robbins.
 Discovering Statistics Using IBM SPSS Statistic, By Dr. Andy Field, 5th Edition.
 IBM SPSS Statistics 26 Step by Step, A Simple Guide, and Reference, By Darren George and Paul Mallery, 16th Edition.
 Research Methods for Business: A Skill-Building Approach, 7th Edition, By Uma Sekaran and Roger Bougie, Published by Willey.
Statistical Packages Used:

 IBM® (International Business Machines Corporation), SPSS® (Statistical Package for the Social Sciences)

Course Description:

The goal of this course is to provide a very concise, easy‐to‐use introductory primer of a host of computational tools useful for making sense out of HR data, whether that data come from
the social, behavioral aspects of employees, or other sources of the organization, and to get you started doing HR data analysis fast. The emphasis of the course is on HR data analysis
and drawing conclusions from empirical observations. The emphasis of the course is not on theory but on practical. The focus of the course is on concepts rather than on mathematical
abstraction. The course emphasizes computational tools used in the discovery of empirical patterns and feature a variety of popular statistical analyses and HR data management tasks
that you can immediately apply as needed to your own HR Data. The course features analyses and demonstrations using IBM SPSS® and AMOS.
Course Objectives:
This course is designed to meet the following objectives:
CO 1. To give students the knowledge of statistics and research in HR.
CO 2. To understand how research and statistics would help reduce uncertainty in HR decisions.
CO 3. To apply key statistical frameworks and methods and develop analytical skills to solve HR problems
CO 4. To give knowledge about usage of IBM SPSS to undertake tests for decision making and forecasting based on HR data.
CO 5. To give insights about usage of IBM SPSS AMOS to perform tests on HR data for decision making and predictions.
CO 6. To provide the skill for formulation of hypothesis in HR, hypothesis testing and interpreting their results about HR.

Course Learning Outcomes (CLOs):

After completing this course, the students will be able to:
CLO 1. Use the concepts and tools of research and statistics to reduce uncertainty in HR decisions.
CLO 2. Analyze the real-time HR data to reach a decision by applying the knowledge of statistics and research in the world of business.
CLO 3. Apply key statistical frameworks and methods and to solve HR problems
CLO 4. Use of IBM SPSS to undertake tests for decision making and forecasting based on HR data.
CLO 5. Use of IBM SPSS AMOS to perform tests on data for decision making and predictions in the field of HRM.
CLO 6. Formulate and evaluate the hypothesis by interpreting their results in real world HR situations.
Methods of Teaching:

Lectures, Tutorials, and Lecture slides.

Assessment Instruments with Weights:

The students grades will be awarded based on the following crieterias.

S.NO Items Marks
1. Mid-Term Exam 30
2. End-Term Exam 50
3. Internal Evaluation Breakdown
Quiz(s)
Assignements(s)
Class Participation
Project
Project Presentation or Viva Voce
Total 20 20
Grand Total 100
Course Contents:

Learning Assessment
Lecture Scheduled Topics PLO CLO Thinking Level
Activity Activity

1. Understanding HR analytics Lecture PLO1 CLO1 Knowledge

 Understanding the need (and business case) for
mastering and utilizing predictive HR analytic
techniques.
 Human capital data storage and ‘big (HR) data’
manipulation,
 Predictors, prediction, and predictive modelling

2. Current state of HR analytic professional and academic Lecture PLO1 CLO1 Knowledge
training
 Business applications of modelling,
 HR analytics and HR people strategy

3. HR information systems and data Lecture Assignment No PLO1 CLO1 Knowledge

1
 Information sources,
 Analysis software options,
 Using SPSS.
 Preparing the data,
 Big data
4. HR data analysis strategies Lecture PLO1 CLO1 Knowledge
 From descriptive reports to predictive analytics,
 Statistical significance,
 Data integrity,
 Types of data,
 Using group/team-level or individual-level data
5. Introduction of Analysis Software, IBM, SPSS 26, Basic Lecture Quiz No 1 PLO1 CLO2,4 Knowledge
concepts, Interface and toolbars.
 HR data sheet preparation,
 Data coding and data entry
6.  Examining the HR data Lecture Assignment No PLO1 CLO 2,4 Comprehension
 Missing Values 2
 Outliers
7.  Employee attitude surveys, Lecture PLO1 CLO 2,4 Comprehension
 Conceptual explanation of factor analysis,
 Reliability analysis
8. Diversity analytics, Equality, diversity, and inclusion, Lecture Assignment No PLO1 CLO 2,4 Comprehension
3
 Approaches to measuring and managing D&I

9. Gender and job grade analysis using frequency tables and Lecture PLO1 CLO 2,4 Comprehension
chi-square
 Exploring ethnic diversity across teams using
descriptive statistics,

10. Comparing ethnicity and gender across two functions in Lecture Assignment No PLO1 CLO 2,4 Comprehension
an organization using the independent samples t-test, 4
11. Predicting employee turnover, Lecture Quiz No 2 PLO1 CLO 2,4 Comprehension
 Employee turnover and why it is such an important
part of HR management information,
 Descriptive turnover analysis as a day-to-day
activity,
 Measuring turnover at individual or team level

12 Exploring differences in both individual and team-level Lecture PLO1 CLO 2,4 Comprehension
turnover.
 Using frequency tables to explore regional
differences in staff turnover
13. Using chi-square analysis to explore regional differences in Lecture Assignment No PLO1 CLO 2,4 Comprehension
individual staff turnover. 5
 Predicting individual turnover. predicting team
turnover

14. Using one-way ANOVA to analyze team-level turnover by Lecture PLO1 CLO 2,4 Comprehension
country.

15. Modelling the costs of turnover and the business case for Lecture PLO1 CLO 2,4 Comprehension
action

16. Predicting employee performance, measure to indicate Lecture PLO2 CLO 3 Comprehension
performance, methods of measuring performance,
17. Ethical considerations in performance data analysis. Lecture PLO2 CLO 3 Comprehension

18 Considering the possible range of performance analytic Lecture Assignment No PLO2 CLO 3,6 Applying
models 6

19 Recruitment and selection analytics, Lecture PLO2 CLO 3,6 Applying

 Reliability and validity of selection methods.
 Human bias in recruitment selection

20 Monitoring the impact of interventions Lecture Quiz No 3 PLO2 CLO 3,6 Comprehension
 Tracking the impact of interventions, stress before
and after intervention by gender,
 Evidence-based practice and responsible
investment

21 Business applications: scenario modelling and business Lecture PLO2 CLO 3,6
cases,
 Predictive modelling scenarios, customer
reinvestment, modelling the potential impact of a
training program.
 Obtaining individual values for the outcomes of
our predictive models
22 Making graduate selection decisions with evidence Lecture Assignment No PLO2 CLO 3 Applying
obtained from 7
 Previous performance data
  Constructing the business case for investment in an
induction day,
 Using predictive models to help select, decision in
graduate recruitment.
 Further consideration on the use of evidence-based
recommendations in selection

23 More advanced HR analytic techniques, Lecture

 Mediation processes, Moderation and interaction
analysis, Multi-level linear modelling,
 Structural equation models,

24 Reflection on HR analytics Lecture Quiz No 4 PLO2 CLO 5 Comprehension

 Usage, ethics and limitations,
 HR analytics as a scientific discipline,
 The metric becomes the behavior driver:
Institutionalized Metric Oriented Behavior
(IMOB),
 Balanced scorecard of metrics,
 What is the analytic sample?
 The missing group,
 The missing factor

25 Carving time and space to be rigorous and thorough, be Lecture PLO2 CLO 5,6 Comprehension
skeptical and interrogate the results

26 The importance of quality data and measures Lecture Assignment PLO2 CLO 5,6 Comprehension
 Taking ethical considerations seriously No 8
  Ethical standards for the HR analytics team,
 The metric and the data are linked to human
beings
27 Final Project Presentation PLO2 CLO 1-6 Creation
28 Final Project Presentation PLO2 CLO 1-6 Creation
END TERM EXAMS
Course Title: Organizational Development
Course Code: HR-573
Credit Hours: 3+0
Course Instructor:

Prerequisites:
 Proficiency in Human Resources Management specialization is required for students.
 A fundamental understanding of the concepts of change and development is expected from students.

COURSE DESCRIPTION
Organizational Development (OD) is a dynamic and strategic approach aimed at enhancing organizational effectiveness and adaptability. This course explores key principles, theories, and
practical interventions to facilitate positive change within an organization. Students will gain insights into fostering a healthy organizational culture, managing change, and optimizing
team performance. Through case studies and interactive discussions, this course equips individuals with the knowledge and skills needed to drive sustainable organizational growth and
development.

OBJECTIVES:
1. Grasp Core OD Principles: Understand foundational Organizational Development concepts for identifying opportunities for positive change.
2. Master Change Management: Acquire practical skills in diagnosing issues, creating effective intervention strategies, and navigating organizational transitions.
3. Optimize Team Performance: Learn strategies to enhance team dynamics, productivity, and foster a positive, collaborative organizational culture.
4. Apply OD Interventions: Gain hands-on experience in designing and implementing effective OD interventions to address specific organizational challenges.

COURSE LEARNING OUTCOMES

1. Establishing Strategic Relationships: Develop the skills to initiate and cultivate meaningful connections with key personnel within an organization, often referred to as "entering"
and "contracting" with the organization.
2. Conducting Systemic Research: Acquire the ability to research and assess organizational systems, effectively diagnosing dysfunctions and goals within the organization.
3. Strategic Intervention Identification: Identify and propose targeted approaches, known as "interventions," to enhance the overall effectiveness of both the organization and its
personnel.
4. Implementing Planned Change: Apply various methods of "planned change" to enact interventions, fostering improvements in organizational and individual effectiveness.
5. Continuous Evaluation and Improvement: Develop the capability to assess and continually evaluate the effectiveness of implemented approaches, ensuring ongoing enhancement
of organizational outcomes.

RECOMMENDED TEXT BOOK

“Organizational Development & Change”
By: Dianne M Waddell, Thomas G Cummings & Christopher G Worley

REFERENCE BOOKS
 Practicing Organization Development: A Guide for Consultants
 Organization Development at Work: Conversations on the Values, Applications, and Future of OD

Instructors will further furnish reference materials from various sources, including articles sourced from HR Manual, Harvard Business Review and case studies.

ASSESSMENT INSTRUMENT WITH WEIGHTS

S.NO Items Marks

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

Learning Assessment Thinking

Lecture Scheduled Topics Activity Activity
PLO CLO
Level
01 Introduction of OD Lecture PLO 2 CLO 1 Knowledge
02 Organization Development- an overview Lecture PLO 2 CLO 1 Knowledge
03 Requirement for Organizational Development (OD); Lecture PLO 3 CLO 2 Knowledge
Origin of Challenges; Definition
04 characteristics of OD; contributions Lecture Quiz 1 PLO 3 CLO 3 Comprehension
05 Exploration of the Evolution of Organizational Lecture Assignment 1 PLO 3 CLO 5 Comprehension
Development/ Presentation of history of OD
06 The anticipated transformation/ The planned change Lecture PLO 2 CLO 5 Comprehension
07 Concepts and Models of Intentional Organizational Lecture Assignment 2 PLO 2 CLO 4 Comprehension
Change/ Theories of planned change
08 Concepts and Models of Intentional Organizational Lecture PLO 2 CLO 4 Knowledge
Change/ Theories of planned change
09 Dimensions of planned change Lecture PLO 2 CLO 2 Comprehension
10 Dimensions of planned change Lecture PLO 2 CLO 2 Comprehension
11 Attributes of Organizational Development (OD) Lecture PLO 2 CLO 5 Comprehension
Professionals/ Characteristics of OD practitioners
12 Attributes of Organizational Development (OD) Lecture PLO 2 CLO 5 Comprehension
Professionals/ Characteristics of OD practitioners
Comparison of Internal and External Organizational
13 Development (OD) Practitioners and the Competencies Lecture
Required for OD Professionals
Lecture /
14 Revision PLO 2 CLO 5 Knowledge
Practical
MIDTERM EXAMS

MIDTERM BREAK

Lecture / Application
15 Evaluating and institutionalizing OD interventions Quiz 2 PLO 2 CLO 5
Practical
Lecture / Application
16 Evaluating and institutionalizing OD interventions Project PLO 2 CLO 5
Practical
17 Human resource interventions: interpersonal and group Lecture PLO 2 CLO 5 Comprehension
process approach;
18 Human resource interventions: interpersonal and group Lecture PLO 4 CLO 3 Comprehension
process approach;
19 Organization process approach of HR interventions Lecture PLO 3 CLO 3 Knowledge
20 Organization process approach of HR interventions Lecture PLO 4 CLO 3 Knowledge
21 Techno-structural interventions Lecture PLO 2 CLO 3 Comprehension
22 Techno-structural interventions Lecture Assignment 3 PLO 2 CLO 3 Evaluation
23 Human resource management interventions Lecture PLO 2 CLO 3 Analysis
24 Human resource management interventions Lecture Quiz 3 PLO 2 CLO 3 Creation
25 Strategic interventions Lecture PLO 2 CLO 3,5 Creation
26 Evaluating and institutionalizing OD interventions Lecture PLO 3 CLO 3 Comprehension
Project Comprehension
27 Evaluating and institutionalizing OD interventions - PLO 3 CLO 3
Presentation
Human resource interventions: interpersonal and group Project Analysis
28 - PLO 2 CLO 3,5
process approach Presentation
ENDTERMEXAMS
Course Title: International Marketing (MBA)

Course Code:
Credit Hours: 3+0
Course Instructor: M Fahad Muqaddas Mode of Contact"
You can contact your course instructor in the following ways:
Email: [email protected] Meeting: By appointment via e-mail

PREREQUISITES: As a marketing elective, you must have an understanding of Marketing, marketing strategy and the marketing mix to apply marketing principles to this
course (Principles of Marketing /Marketing Management course)

Textbook:
International Marketing, Cateora, P. R., Gilly, M. C., and Graham, J., 18th edition, published by McGraw-Hill.
Reference Material:

International Marketing, Ghauri, P. N., and Cateora, P. R (2021), 5th edition, published by McGraw-Hill.
International Marketing, Czinkota, Michael R. and Ilkka A. Ronkainen (2013), 10th edition : Southwestern, Cengage Learning

Course Description: International Marketing is a course designed to introduce you to the marketing practices of companies seeking market opportunities outside their home
country, and to raise your awareness about the importance of viewing marketing management strategies from a International perspective. You will learn to plan effectively for
the marketing of consumer and business needs and wants on an international level. Special emphasis will be placed on cultural and environmental aspects of international
trade, and integration of culture and marketing functions. 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 international level.
Course Objectives: The course objectives are
Provide an understanding of the scope and function of international marketing theory and practice.
Students will be able to articulate international marketing knowledge & skills to develop international market entry strategies and solve practical business problems in specific
national markets from the real business world
Develop skills related to the analysis of international marketing data, in particular the use of secondary data in assessing the international marketing opportunities.
Students will get up-to-date knowledge of key markets in the world, different cultural, socio-economic, and legal environments encountered in the international marketplace;
Course Learning Outcomes: Upon completion of this course, students will be able to:

A comprehensive understanding of and the ability to apply basic international marketing theories and concepts (CLO 1)
The ability to undertake strategic business analysis in order to develop appropriate international marketing objectives and strategies (CLO 2)
The ability to identify, analyze, and evaluate data, information, and evidence from cases, readings and international business reports to evaluate corporate
problems/opportunities & threats in an international environment (CLO 3)
The ability to communicate, clarify & produce a logical and coherent International Marketing Strategy Plan (CLO 4)
ASSESSMENT INSTRUMENT WITH WEIGHTS:

SNR ITEMS MARKS

1 Mid Term Exam 30
2 End Term Exam 50
3 Internal Evaluation Breakdown
Quiz(s)
Assignements(s)
Class Participation
Presentations
Case Discussion
Final Project
Any Other
Total 20 20
GRAND TOTAL 100
COURSE CONTENTS:
Lecture Scheduled Topic Learning Assessment PLOi CLO Thinking
Activity Activity Level
01 The scope & challenges of international marketing
The Internationalization of U.S. Business
Lecture PLO 1 CLO 1 Knowledge
International Marketing Defined
The International Marketing Task

02 The scope & challenges of international marketing

Environmental Adaptation Needed
The Self-Reference Criterion and Ethnocentrism: Major Lecture PLO 1 CLO 1 Knowledge
Obstacles
Developing a Global Awareness

03 The scope & challenges of international marketing

Stages of International Marketing Involvement Lecture PLO 1 CLO 1 Knowledge
The Orientation of International Marketing

04 The Dynamic Environment of International Trade

The Twentieth to the Twenty-First Century Lecture PLO 2 CLO 2 Comprehension

Balance of Payments
Protectionism

05 The Dynamic Environment of International Trade

Easing Trade Restrictions Lecture PLO 2 CLO 2 Comprehension

The International Monetary Fund and World Bank
Group
Protests against Global Institutions
06 Case1: Wendy's: A Plan for International Expansion Case Discussion Assignment 1 PLO 2&3 CLO 3 Application
07 Cultural Dynamics in Assessing Global Markets
Lecture PLO 2 CLO 2 Comprehension
Culture’s Pervasive Impact
Definitions and Origins of Culture
08 Cultural Dynamics in Assessing Global Markets
Lecture PLO 2 CLO 2 Comprehension
Elements of Culture
Cultural Change
09 The Political Environment: A Critical Concern
Case Discussion Assignment 2 PLO 2 CLO 2 Comprehension
The Sovereignty of Nations
Stability of Government Policies
10 The Political Environment: A Critical Concern

Political Risks of Global Business Lecture PLO 2 CLO 2 Comprehension

Assessing Political Vulnerability
Lessening Political Vulnerability
Government Encouragement

11 Case 2: Hong Kong Disneyland Case Discussion Assignment 2B PLO 2&3 CLO 3 Application

12 The International Legal Environment: Playing by the

Rules
Lecture PLO 3 CLO 2 Comprehension
Bases for Legal Systems
Jurisdiction in International Legal Disputes
International Dispute Resolution

13 The International Legal Environment: Playing by the

Rules
PLO 3 CLO 2 Comprehension
Protection of Intellectual Property Rights: A Special
Problem
Cyberlaw: Unresolved Issues
14 The International Legal Environment: Playing by the
Rules
Commercial Law within Countries PLO 3 CLO 2 Comprehension
U.S. Laws Apply in Host Countries
Export Restrictions

15 MID TERM EXAMS Evaluation

16 MID TERM BREAK Evaluation
17 Economic Development and the Americas
Lecture PLO 3 CLO 3 Comprehension
Marketing and Economic Development
Marketing in a Developing Country

18 Economic Development and the Americas

Lecture PLO 3 CLO 3 Comprehension
Big Emerging Markets (BEMs)
The Americas
Strategic Implications for Marketing
19 Global Marketing Management: Planning and
Organization
Lecture PLO 2&3 CLO 4 Comprehension
Global Marketing Management
Planning for Global Markets

20 Global Marketing Management: Planning and

Organization
Lecture PLO 2&3 CLO 3 Comprehension
Alternative Market-Entry Strategies
Organizing for Global Competition
20 Products and Services for Consumers

Quality Lecture PLO 3 CLO 3 Comprehension

Products and Culture
Analyzing Product Components for Adaptation
Products and Services for Consumers

Marketing Consumer Services Globally PLO 3 CLO 3 Comprehension

Brands in International Markets

CASE 3: The Espresso Lane to Global Markets Assignment 3

Class Discussion PLO 2&3 CLO 3 Application

Integrated Marketing Communications and

International Advertising
International Advertising
Advertising Strategy and Goals
The Message: Creative Challenges Lecture PLO 3 CLO3 Comprehension
Media Planning and Analysis
Campaign Execution and Advertising Agencies

Case 4: Costco Wholesale Corporation: Market

Expansion and Global Strategy Assignment 4
Case Discussion PLO 2&3 CLO 3 Application

Pricing for International Markets

Pricing Policy
Approaches to International Pricing
Price Escalation Lecture PLO 3 CLO 3 Comprehension
Sample Effects of Price Escalation
Approaches to Reducing Price Escalation

Pricing for International Markets

Leasing in International Markets
Countertrade as a Pricing Tool Lecture PLO 3 CLO 3 Comprehension
Price Quotations
Administered Pricing
Getting Paid: Foreign Commercial Payments
 27 Final Project and Class Presentations Presentations Project PLO 4 CLO 4 Synthesis
28 Final Project and Class Presentations Presentations Project PLO 4 CLO 4 Synthesis

29 Final Exam Exam Evaluation

30 Final Exam Exam Evaluation

Topic related exercises and assignments: Throughout the term as we cover different topics and exercises related to International marketing. These exercises might include
written assignments, online discussions, or outside activities and case studies
Final Project: Students are required to work on a International marketing 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 any facet of International marketing.
Course Title: Digital Marketing (MBA)

Course Code:
Credit Hours: 3+0
Course Instructor:
Mode of Contact"
You can contact your course instructor in the following ways:
Email:
Meeting: By appointment via e-mail

PREREQUISITES: Principles of Marketing, Marketing Strategy

Textbook:

Digital Marketing: Strategy Implementation and Practice Dave Chaffey & Fiona Ellis, 2019 (7th Edition). Pearson.

Reference Material:

 Digital Marketing: Strategic Planning & Integration. Hanlon, A., 2019(2nd Edition). SAGE Publications
 Digital marketing excellence: planning, optimizing and integrating online marketing Chaffey, Dave, & Smith, P. R, 2019 (5th Edition) Routledge

Course Description:
Digital marketing is an exciting area of marketing practice. In this course, we will cover the what, why, and how of major current approaches, including search engine
optimization, website analytics, search and display ads, email marketing, social media, and social listening/monitoring. Through the study of theory and best practices in digital
marketing, students learn to design, assess and implement digital marketing strategies and solutions for businesses working in a global environment. Three key messages are
woven into the coverage of those tactics. First, you should establish habits for keeping up to date on emerging digital technologies relevant to business and to marketing. Second,
you should tie the use of digital marketing activities to business objectives. Third, you should identify and design data sources that allow you to track performance for your
digital marketing activities. The course is designed to get you to think like a digital marketing professional, and to give you experience with industry-relevant hands-on
assignments and exercises.

Course Objectives: The course objectives are

 To prepare students for future roles in digital marketing and as such to familiarize students with the key marketing issues in the developing field of digital marketing studies and
practice.
 To ensure that as marketing managers, students are adept at integrating effective and efficient digital strategies into traditional marketing planning.
 To improve students’ ability to understand, analyze, and apply current research and trends in digital marketing.
 To apply knowledge for building or improving a marketer’s use of digital media.
 To focus on digital platforms and how they can be used to benefit businesses

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

 Identify and apply digital marketing knowledge to business situations in local and global environments.
 Identify and research digital marketing issues in business situations, analyze the issues, draw appropriate and well-justified solutions, and develop and evaluate an effective
digital marketing plan.
 Effectively communicate digital marketing knowledge in oral and written contexts.
 Critically review digital marketing decisions based on social, environmental, and cultural considerations.

ASSESSMENT INSTRUMENT WITH WEIGHTS:

SNR ITEMS MARKS

1 Mid Term Exam 30
2 End Term Exam 50
3 Internal Evaluation Breakdown
Quiz(s)
Assignements(s)
Class Participation
Présentations
Case Discussion
 Lab Work/Practical Project
Any Other
Total 20 20
GRAND TOTAL 100

COURSE CONTENTS:
Lectur Learning Assessment Thinking
Scheduled Topic PLO CLO
e Activity Activity Level
01 Introducing digital marketing CLO
 Introduction – how have digital Lecture BPLO 1 Knowledge
1
technologies transformed marketing?
02 Introducing digital marketing
 Definitions – what are digital
marketing and multichannel CLO
Lecture BPLO 1 Knowledge
marketing? 1
 Introduction to digital marketing
strategy
03 Introducing digital marketing CLO
 Introduction to digital marketing Lecture BPLO 1 Knowledge
1
communications
04 Case1: Accor: Strengthening the Brand with CLO
Case Discussion BPLO 2,3 Comprehension
Digital Marketing 3
05 Digital marketing strategy CLO
Lecture BPLO 1 Knowledge
 Introduction 1
  Understanding the impact of digital
disruptors
 Digital marketing strategy as a
channel marketing strategy
 The scope of digital marketing
strategy
 Importance of integrated digital
marketing strategy and digital
transformation

06 Case2: Tech Talk: Creating a Social Media Assignment 1 CLO

Case Discussion BPLO 2, 3 Comprehension
Strategy Quiz 1 3
07 Digital marketing strategy

 How to structure a digital marketing

strategy CLO
Lecture BPLO 4 Knowledge
 Situation analysis 2
 Competitor analysis
 Setting goals and objectives for digital
marketing
08 Digital marketing strategy
 Strategy formulation for digital Lecture BPLO 4
CLO
Knowledge
marketing 2
 Strategy Implementation
CLO
09 Case3: Voot: Digital Commerce in the World of Case Discussion BPLO 2, 3
3
Comprehension
Connected Screens
10 Digital media and the marketing mix
CLO
 Product Lecture BPLO 4 Knowledge
2
 Price
 Place
11 Case4: Zomato- Hyperlocal Battle for Online CLO
Case Discussion BPLO 2, 3 Comprehension
Food Delivery 3
12 Digital media and the marketing mix

 Promotion Assignment 2 CLO

Lecture BPLO 4 Knowledge
 People Quiz 2 2
 Process
 Physical evidence
13 Work Shop on Free-Lancing CLO
Workshop BPLO 7 Comprehension
3
14 Lab Work CLO
Lecture BPLO 5 Application
2
15 Relationship marketing using digital platforms

CLO
Lecture BPLO 1 Knowledge
 Introduction 1
 Using social media to improve customer
loyalty and advocacy
16 Case 5: Volkswagen India: Das Auto Digitally CLO
Case Discussion BPLO 2, 3 Comprehension
3
17 Relationship marketing using digital platforms
CLO
 The challenge of customer Lecture BPLO 4 Knowledge
1
engagement
 Customer lifecycle management strategy
18 Case 6: Starbucks' Loyalty Reigns CLO
Case Discussion BPLO 2,3 Comprehension
3
19 Campaign planning for digital media CLO
 Introduction Lecture BPLO 1 Knowledge
1
 The characteristics of digital media
20 Campaign planning for digital media Assignment 3 CLO
Lecture BPLO 4 Knowledge
Quiz 3 2
  Step 1. Goal setting and tracking for
interactive marketing
communications
 Step 2. Campaign insight
 Step 3. Segmentation and targeting

21 CASE 7: Wendy's: Capitalizing on Emerging CLO

Social Media Trends Case Discussion BPLO 2, 3 Comprehension
3
22 Campaign planning for digital media
 Step 4. Offer, message development
and creative CLO
 Step 5. Budgeting and selecting the Lecture BPLO 4 Knowledge
2
digital media mix
 Step 6. Integration into overall media
schedule or plan
23 Case 8: Ola (India): Building Customer Loyalty to CLO
App-Based Services Case Discussion BPLO 2, 3 Comprehension
3
24 Marketing communications using digital media
channels CLO
Lecture BPLO 1 Knowledge
 Introduction 1
 Search engine marketing
25 Marketing communications using digital media
channels
 Online public relations and influencer CLO
relationship management Lecture BPLO 1 Knowledge
1
 Online partnerships including affiliate
marketing
 Interactive display advertising
26 Marketing communications using digital media
channels CLO
 Opt-in email marketing and mobile Lecture BPLO 1 Knowledge
1
messaging
 Social media and viral marketing
  Offline promotion techniques
27 Lab Work CLO
Lecture BPLO 5 Application
2
28 Final Project Presentation CLO
Presentation BPLO 3 Synthesis
3, 4

Topic related exercises and assignments: Throughout the term as we cover different topics and exercises related to Digital marketing. These exercises might include written
assignments, online discussions, or outside activities and case studies

Final Project: Students are required to work on a Digital marketing project during the term. The course instructor will assign the topics and students are required to work individually
on the assigned project. The project can be any facet of a Digital marketing.
Course Title: SIX SIGMA LEAN & QUALITY MANAGEMENT
Course Code:
Credit Hours: 3+0
Course Instructor:
PREREQUISITES:

Students should be specialized with the updated know how of latest tools and techniques of quality management.

RECOMMENDED TEXT BOOK

MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE ELEVENTH EDITION JAMES R. EVANS & WILLIAM M. LINDSAY
REFERENCE BOOKS
 Camp, Robert C., ed. Global Cases in Benchmarking: Best Practices from Organizations Around the World. Milwaukee, Wis.: ASQ Quality Press, 1998. [HD62.15.G558
1998]

 Crosby, Philip B. Completeness: Quality for the 21st Century. New York: Dutton, 1992. [HD62.15.C76 1992]

 Deming, W. Edwards. Out of the Crisis. Cambridge, Mass.: Massachusetts Institute of Technology, Center for Advanced Engineering Study, 1986. [HD70.U5D45 1986]
COURSE DESCRIPTION:

This course will present the various TQM frameworks, concepts, and quality improvement tools necessary for implementing the quality culture that characterizes world-class
organizations of the 21st century. This subject will cover all the TQM tools which are used in the industry to manage quality.

COURSE OBJECTIVES:
By the end of this course, you should be able to:
 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
 Total Quality Management (TQM) is a comprehensive and fundamental rule or belief for leading and operating an organization, aimed at continually improving performance over
the long term by focusing on customers while addressing the needs of all stakeholders.
 It is both a philosophy and a set of guiding principles that represent the foundation of a continuously improving organization.
 The bottom line of TQM is results: increased productivity, efficiency, customer satisfaction/delight, and world-class performance.
COURSE LEARNING OUTCOMES:
By the end of this course, student should be able to:
 Implement the principles and concepts inherent in a Total Quality Management (TQM) approach to managing a manufacturing or service organization.
 Understand the philosophies--including similarities and differences of the gurus of TQM in order to better evaluate TQM implementation proposals offered by quality management
organizations and consultants.
 Successfully implement process improvement teams trained to use the various quality tools for identifying appropriate process improvements.
 Assess exactly where an organization stands on quality management with respect to the ISO 9000 quality management standard and the Baldrige Award criteria.
 Develop a strategy for implementing TQM in an organization.

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
ASSESSMENT INSTRUMENT WITH WEIGHTS:

SNR ITEMS MARKS

1 Mid Term Exam 25
2 End Term Exam 50
3 Internal Evaluation Breakdown
Quiz(s)
Assignements(s)
Class Participation
Présentations
Case Discussion
Lab Work/Practical Project
Any Other
Total 25 25
GRAND TOTAL 100
COURSE CONTENTS:
Lectur Learning Assessment Thinking
Scheduled Topic PLO CLO
e Activity Activity Level
01 Introduction to Quality
Defining Quality
 Transcendent (Judgmental) Perspective
 Product Perspective CLO
Lecture Knowledge
 User Perspective 1
 Value Perspective
 Manufacturing Perspective
 Customer Perspective
02 Quality in Manufacturing
 Manufacturing Systems
Quality in Service Organizations CLO
 Contrasts with Manufacturing Lecture Comprehension
1
 Components of Service Quality
Quality and Competitive Advantage
Quality and Business Results
03 Foundations of Quality Management
The Deming Philosophy
 Deming’s 14 Points
 Profound Knowledge CLO
Lecture Comprehension
2
The Juran Philosophy
The Crosby Philosophy
Comparing Deming, Juran, and Crosby
04 Other Quality Philosophers
 A. V. Feigenbaum
 Kaoru Ishikawa CLO
Lecture Comprehension
2
Principles, Practices, and Techniques of Quality
Management
 Quality Management Principles
  Quality Management Practices

Quality Management Techniques

05 Customer Focus
Customer Satisfaction and Engagement
Identifying Customers
 Customer Segmentation
Understanding Customer Needs
 Quality Dimensions of Goods and Lecture
CLO
Comprehension
Services 1,2
The Kano Model of Customer Requirements
 Gathering the Voice of the Customer
 Analyzing Voice of the Customer Data
Linking Customer Needs to Design,
Production, and Service Delivery
06 Workforce Focus
 The Evolution of Workforce Management
High-Performance Work Culture
Principles of Workforce Engagement and CLO
Lecture Comprehension
Motivation 3
 Workforce Engagement
 Employee Involvement
Motivation
07 Designing High-Performance Work Systems
 Work and Job Design Assignment 1 CLO
 Empowerment Lecture Comprehension
Quiz 1 3
 Teamwork
 Workplace Environment
08  Workforce Learning and Development CLO
 Compensation and Recognition Lecture Comprehension
3
Performance Management
09 Process Focus CLO
Process Management Lecture Comprehension
3
 Identifying Processes and Requirements
10  Value-Creation Processes CLO
 Support Processes Lecture Comprehension
3
Process Requirements
11 Process Design Process
 Mapping Process CLO
 Design for Services Lecture Comprehension
3
 Design for Agility
Mistake-Proofing Processes
12 Process Control
 Process Control in Manufacturing CLO
 Process Control in Services Lecture Comprehension
3
Process Improvement
Continuous Improvement
13 Design for Quality and Product Excellence Assignment 2 CLO
Product Development Lecture Comprehension
Concurrent Engineering Quiz 2 2
14  Design for Six Sigma CLO
Lecture Comprehension
Concept Development and Innovation 3
15 Detailed Design
CLO
 Quality Function Deployment Lecture Comprehension
3
Target and Tolerance Design
16 Measuring and Controlling Quality
 Measurement for Quality Control CLO
Lecture Comprehension
 Common Quality Measurements 3
 Cost of Quality Measures
17 Measurement System Evaluation CLO
 Metrology Lecture Comprehension
3
Calibration
18 Process Improvement and Six Sigma CLO
 Process Improvement Methodologies Lecture Comprehension
2
 The Deming Cycle
19  Creative Problem Solving CLO
Lecture Comprehension
 Custom Improvement Methodologies 2
20 Six Sigma
 Evolution of Six Sigma Lecture
CLO
Comprehension
 Principles of Six Sigma 3
The Statistical Basis of 3.4 DPMO
21 Implementing Six Sigma
 Project Management and Organization Lecture
CLO
Comprehension
 Selecting Six Sigma Projects 3
Using the DMAIC Process
22 DMAIC Tools and Techniques
 Define
 Measure Lecture
CLO
Comprehension
 Analyze 3
 Improve
Control
23 Lean Tools for Process Improvement CLO
Lean Six Sigma Lecture Comprehension
3
24 The Baldrige Framework for Performance
Excellence
The Baldrige Excellence Framework CLO
Lecture Comprehension
 Criteria Evolution 4
 The Baldrige Award Process

25  Using the Baldrige Criteria

 Impacts of the Baldrige Program Lecture
CLO
Comprehension
 Baldrige and the Deming Philosophy 4

26 Strategy and Performance Excellence

 The Scope of Strategic Planning CLO
Lecture Comprehension
 Strategy Development Processes 5
The Baldrige Organizational Profile
27  Developing Strategies Comprehension
 Strategy Deployment
CLO
 Hoshin Kanri (Policy Deployment) Lecture
5
Linking Human Resource Plans and Business
Strategy
28 Leadership for Performance Excellence
Leadership Competencies and Practices CLO
Lecture Comprehension
 Strategic Leadership 5
Leadership Systems
29 Building and Sustaining Quality and Performance
Excellence
 Organizational Culture and Change CLO
 Culture of Quality Lecture Comprehension
5
 Changing Organizational Culture
 Barriers to Culture Change

30 Strategies for Quality and Performance

Excellence CLO
Lecture Comprehension
 Best Practices 5
Principles for Effective Implementation
31 Quiz and revision Quiz 3 and
Assignment Comprehension
3
32 Project Submission Presentations Creation
Course Title: GREEN SUPPLY CHAIN MANAGEMENT
Course code:
Credit Hours: 3+0 3+0
Course instructor:
Prerequisites:
 Graduate level courses in operations management, logistics design, and Fundamentals of supply chain management preferred.
Textbooks (course materials) with edition
 Green Supply Chains: An Action Manifesto
 Authors: Stuart Emmett and Vivek Sood, Latest Edition

Reference materials
 Case studies
 Green Supply Chain Management Road map

Course Description

 The graduate course in Green Supply Chain Management will focus on the fundamental strategies, tools and techniques required to analyze and design environmentally sustainable
supply chain systems. Topics covered include: Closed-loop supply chains, reverse logistics systems, carbon foot printing, life-cycle analysis and supply chain sustainability strategy.

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.
Course Learning Outcomes:
 Use of term’s associated with green supply chain.
 Understanding of green supply chain profitability in the industry.
 Knowledge of green procurement drivers, challenges and benefits.
 Knowledge of green production drivers, challenges and benefits.
 Knowledge of green logistics drivers, challenges and benefits.
 Knowledge of green packaging drivers, challenges and benefits.
 Knowledge of green marketing drivers, challenges and benefits.
  Different methodologies of green supply chain.

Generic Skills
The following generic skills are trained in the course
 Presentation skills
 Information retrieval
 Analytical skills

ASSESSMENT INSTRUMENT WITH WEIGHTS:

SNR ITEMS MARKS

1 Mid Term Exam 25
2 End Term Exam 50
3 Internal Evaluation Breakdown
Quiz(s)
Assignements(s)
Class Participation
Présentations
Case Discussion
Lab Work/Practical Project
Any Other
Total 25 25
GRAND TOTAL 100
COURSE CONTENTS:
Lectur Learning Assessment Thinking
Scheduled Topic PLO CLO
e Activity Activity Level
01 Introduction to green supply chains CLO
Benefits of green supply chains Lecture Comprehension
Traditional and green supply chains 1
02 Drivers of Green Supply Chain CLO
Lecture Comprehension
Green Supply Chain Framework 1
03 Impact on bottom line through green supply
chains:
Key contributors to the profitability of CLO
Lecture Comprehension
green supply chains 2
Construction industry
Logistics industry,
04 Automobile Industry,
FMCG Industry, Assignment 1 CLO
Lecture Comprehension
Chemical Industry, Quiz 1 2
Electronics Industry
05 GREEN PROCUREMENT: CLO
Benefits of Green Procurement Lecture Comprehension
3
Challenges
06 Drivers of Green Procurement CLO
Lecture Comprehension
Factors Affecting Green Procurement 3
07 GREEN PRODUCTION CLO
Benefits of Green Production Lecture Comprehension
4
Drivers of Green Production
08 Challenges of Green Production Lecture CLO Comprehension
 Key Components of Green Production 4
09 CLO
Case Study Case discussion Comprehension
3,4
10 Quiz And Revision Assignment 2
Lecture Comprehension
Quiz 2
MID TERM EXAM
11 GREEN LOGISTICS
Drivers of Green Logistics Lecture CLO5 Comprehension
Benefits of Green Logistics
12 Challenges in Green Logistics CLO
Lecture Comprehension
Moving towards Green Logistics 5
13 GREEN PACKAGING CLO Comprehension
Benefits of Green Packaging Lecture
Drivers of Green Packaging 6
14 CLO Comprehension
Getting Started with Green Packaging + QUIZ Lecture
6
15 GREEN MARKETING CLO Comprehension
Importance of Green Marketing Lecture
Drivers of Green Marketing 7
16 Challenges in Green Marketing CLO
Lecture Comprehension
Elements of Green Marketing 7
17 CARBON FOOTPRINT MINIMIZATION
ACROSS THE SUPPLY CHAIN CLO
Lecture Comprehension
Carbon Measurement 8
Carbon Minimization
18 Carbon Monitoring CLO
Lecture Comprehension
Carbon Reporting 8
19 GREEN SUPPLY CHAIN CONTINUOUS
IMPROVEMENT CLO
Lecture Comprehension
Benefits of Continuous Improvement in Green 8
Supply Chains
 Prerequisites of Continuous Improvement
20 Methodology of Continuous Improvement
Green Supply Chain Benchmarking CLO
Lecture Comprehension
Example of Green Supply Chain Continuous 8
Improvement
21 GREEN SUPPLY CHAIN PERFORMANCE
EVALUATION CLO
Lecture Comprehension
Benefits of Performance Evaluation 8
Performance Evaluation Methodology
22 Using Information from Performance Evaluation Assignment 3 CLO
for Making Decisions Lecture Comprehension
Quiz 3 8
Measurement Toolkit
23 Case Study Case Discussion Knowledge
24 Case Study Case Discussion Knowledge
25 Case Study Case Discussion Knowledge
26 Case Study Case Discussion Knowledge
27 Project Presentation Presentation Creation
28 Project Presentation Presentation Creation
FINAL TERM EXAM