MBA
Semester wise Breakup:
MBA Program for Business Background Group
Semester 1st (15 credit hours)
S. No |
Course code |
Subject |
Credit Hours
|
1 |
711 |
Advanced Research Methods |
3 credit hours
|
2 |
712 |
Econometrics |
3 credit hours
|
3 |
713 |
Comparative Management |
3 credit hours
|
4 |
714 |
Elective/Specialization I |
3 credit hours
|
5 |
715 |
Elective/Specialization II |
3 credit hours
|
6 |
Strategic Management |
Non-credit course
|
|
2nd Semester (15 credit hours) |
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S. No |
Course code |
Subject |
Credit Hours
|
1 |
721 |
Corporate Strategy |
3 credit hours
|
2 |
722 |
Project Management |
3 credit hours
|
3 |
723 |
International Business Management |
3 credit hours
|
4 |
724 |
Elective /Specialization III |
3 credit hours
|
5 |
725 |
Elective /Specialization IV |
3 credit hours
|
3rd Semester (06 credit hours) |
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S. No |
Course code |
Subject |
Credit hours
|
1 |
731 |
Institutional Analysis & Policy / Elective-1 |
3 credit hours
|
2 |
732 |
Corporate Governance / Elective-2 |
3 credit hours
|
3 |
OR Thesis |
6 credit hours
|
List of Approved Elective/Specialization Subjects
Finance |
Human Resource Management |
Marketing
|
Elective Course |
Experimental Designs |
Behavioural and Qualitative Research Methods |
Behavioural and Qualitative Research Methods |
Institutional Analysis & Policy |
Qualitative Design Course |
Experimental Designs for Management |
Marketing in the Public Sector
|
Corporate Governance |
Financial Econometrics |
Qualitative Design Course |
Marketing for Non-profits |
Strategic Management |
Financial Risk Management |
Grounded Theory & Discourse Analysis |
Experimental Designs for Management |
|
International Financial Management |
International HRM |
Qualitative Design Course |
|
Islamic Financial System |
Strategic HRM |
Customer Relationship Management |
|
Advance Accounting |
Performance Management |
International Marketing |
|
Managerial Accounting
|
Marketing Research |
||
Financial Management |
|||
Islamic Banking & Finance |
|||
Taxation Management |
|||
Auditing |
ADVANCED RESEARCH METHODS
Course description:
The basic aim behind this course is to equip students with the practical knowledge about conducting research. Making them understand the basic frameworks of research in their respective areas of specialization. Encouraging them to develop their research frameworks based on knowledge related to their respective fields. The course is designed to encourage students’ constant participation in the field of research by establishing culture of critical thinking and continuous reading within the domains of their specialized areas of studies.
Recommended books:
William,G.Zikmund.(2003). Business Research Methods. (7th Ed).Thomson, South western.
Uma Sekran. (2000). Research Methods for business, A skill building approach.(3rded).
Assignments, presentations and marks distribution:
Apart from exam (80/100) each student will be required to:
- Conduct a research assignment and will be required to do presentation in group format.
- The class will be divided in groups according to the size/strength of the class.
- The assignment will carry (20/100) marks.
- Other instructions for presentation will be discussed later.
Week/subject |
Lecture/Activity |
Learning outcomes |
Week 1 |
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Introduction to research |
Basic role and scope of business research. When is research needed |
|
Week 2 |
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The research process |
An overview of research process. Types of research studies |
|
Week 3 |
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Literature survey |
Reasons for conducting literature review. Identifying the relevant sources. Extracting the relevant information |
|
Week 4 |
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Literature survey
Practical assignments |
Enhancing students quality of literature review writing |
|
Week 5 |
||
Literature survey
Practical assignments |
Enhancing students quality of literature review writing |
|
Week 6 |
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Problem definition |
Examples of well defined problems |
|
Week 7 |
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Theoretical framework |
The need of theoretical framework |
|
Week 8 |
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Variables |
Importance of understanding, Independent, dependant, moderating and intervening variables. Descriptions of variables in theoretical framework. |
|
Week 9 |
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Hypothesis development
|
Development of hypothesis of study |
|
Week 10 |
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Research design |
Research settings and types of investigations |
|
Week 11 |
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Data collection methods |
Data collection methods. Settings and sources of data Measuring the reliability and validity of data |
|
Week 12 |
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Sampling |
Major sampling techniques |
|
Week 13 |
||
Data Analysis |
Data Analysis techniques, parametric/non parametric statistical tests |
|
Week 14 |
||
Research Proposal |
||
Week 15 |
||
Presentations of Research Proposals |
||
Week 16 |
||
Presentations of Research Proposals |
Course Title: Econometrics
AIMS AND OBJECTIVES:
This course mainly revolved around regression analysis. The course commences with the definition and historical perspective of simple regression equation. After discussing the properties of OLS estimators we move on to topics of testing of hypothesis, applications of Gauss-Markov theorem, and interval estimation. After introducing the topic of multiple regressions we move on to issues such as multicollinearity, hetroskedasticity, and autocorrelation. Throughout the course our main approach is to present the topics in an easily understandable format with emphasizes on real-world examples and exercises. Still the prerequisites for the course are to have familiarity with calculus, matrix algebra, introductory statistics and macro and microeconomics.
Goals
- The main goal of the course is to introduce econometric analysis to the students and to enable them to apply various modern tools of this analysis in their future work and studies like SPSS, GRETAL and STATA.
- Enables students to thoroughly understand the theoretical foundation of Regression
- Enables students to derive the basic properties of OLS estimators
- Enables students to estimate a regression equation with real data
- Enables students to understand and handles topics such as Dummy Variables, Multicolinearity, Hetroskedasticity, and Autocorrelation
Text Books
- Gujarati, D. Basic Econometrics, (McGraw Hill, 2003) 4th edition (GJ)
- Griffths, Hill, and Judge. Learning and Practicing Econometrics (John Wiley & Sons, 1993) (GHJ).
Additional Readings
- Maddala, G.S. Introduction to Econometrics (Prentice Hall, 1992) 2nd Edition
- Pindyck and Rubinfeld. Econometric Models and Economic Forecasts (Mc-Graw Hill, 1991) 3rd edition
- Ramanathan, R. Introductory Econometrics with Applications (Dryden198) 4th edition.
LECTURES SCHEDULE
1.0 Econometrics?
1.1 What is econometrics?
1.2 Why a separate subjects?
1.3 Methodology of econometrics.
1. Statement of theory or hypothesis.
2. Specification of the mathematical model of the theory
3. Specification of the statistical, or econometric, model
4. Collecting the data
5. Estimation of the parameters of the econometric model
6. Hypothesis testing
7. Forecasting or prediction
8. Using the model for control or policy purposes.
2. Introduction to SPSS, GRETL and STATA. For data analysis.
1.0 Two-Variable Regression Analysis:
1.1 Introduction
1.2 The Concept of Population Regression Function (PRF)
1.3 Stochastic Specification of PRF
1.4 The Significance of the Stochastic Disturbance Term
1.5 The Sample Regression Function (SRF)
Suggested Readings: GJ: Chap. 2, GHJ: Chap. 5
2.0 Two-Variable Regression Model
2.1 The Method of Ordinary Least Squares (OLS)
2.2 The Classical Linear Regression Model
2.3 Standard Errors of Least-Squares Estimates
2.4 Properties of Least Squares Estimators
2.5 The Gauss-Markov Theorem
2.6 The Coefficient of Determination
2.7 Data Mining and Manipulations by SPSS, GRETL, SPSS.
Suggested Readings: GJ: Chap. 3, GHJ: Chap. 3, and 6
3.0 Classical Normal Linear Regression Model (CNLRM): The Normality Assumption, Interval Estimation and Hypothesis Testing
3.1 The Probability Distribution and the Normality Assumption of Disturbance
3.2 Properties of OLS Estimators under the Normality Assumption
3.3 Probability Distributions Related to the Normal Distribution: The t, Chi-square, and F Distribution.
3.4 Interval Estimation
3.5 Confidence Intervals for Regression Coefficients
3.6 Hypothesis Testing
3.7 The Problem of Prediction
3.8 Reporting and Evaluating the Results of Regression Analysis
3.9 Computer Practical
- Formulation and Specification of Economic Model
- Basic Statistical Analysis
Suggested Readings: GJ: Chap. 4,5 GHJ: Chap. 2, 4,7
4.0 Extensions of the Two-Variable Linear Regression Model.
4.1 Regression through the Origin
4.2 Scaling and Units of Measurement
4.3 Functional Forms of Regression Models
4.4 Log-Linear Regression Models
4.5 Semilog Models
4.6 Reciprocal Models
4.7 Computer Practical
- Estimating Simple Linear Regression Model
- Hypothesis Testing
Suggested Readings: GJ: Chap. 6, GHJ: Chap. 5
5.0 Multiple Regression Analysis
5.1 The Three-Variable Model
5.2 OLS Estimation
5.3 The Goodness of Fit
5.4 Dummy Variables
5.5 Testing of Hypothesis
5.6 Computer Practical
- Estimating Extended Economic Model
- Interpretation of Results
Suggested Readings: GJ: Chap. 7, 8 GHJ: Chap. 9, 12
6.0 Multicollinearity
6.1 The Nature of Multicollinearity
6.2 Estimation in the Presence of Perfect Multicollinearity
6.3 Estimation in the Presence of High but Imperfect Multicollinearity
6.4 Consequences of Multicollinearity
6.5 Computer Practical
- Tests for Multicollinearity
Suggested Readings: GJ: Chap. 10 GHJ: Chap. 13
7.0 Hetroskedasticity
7.1 The Nature of Hetroskedasticy
7.2 OLS Estimation in the Presence of Hetroskedasticity
7.3 The Method of Generalized Least Squares (GLS)
7.4 Consequences of Hetroskedasticty
7.5 Detection of Heteroskedasticity
7.6 Remedial Measures
7.7 Computer Practical
- Tests for Hetroskedasticity
Suggested Readings: GJ: Chap. 11, GHJ: Chap. 15
8.0 Autocorrelation.
8.1 Introduction
8.2 OLS Estimation in the Presence of Autocorrelation
8.3 Properties of OLS Estimators in the Presence of Autocorrelation
8.4 Detecting Autocorrelation
8.5 Remedial Measures
8.6 Computer Practical
- Tests for Hetroskedasticy
- Tests for Serial Correlation
Suggested Readings: GJ: Chap. 12, GHJ: Chap. 16
Extra chapter if time available from advance Econometric
9.0 Time series Econometrics.
9.1 A look at Economic time series Data.
9.2. Stochastic Process
9.3 Unit Root Stochastic Process
9.4 trend stationarity and Differencing stationarity
9.5 Spurious Regression
9.6 Test for stationarity
9.7 The Unit Root Test
9.8 Conversion of non stationary to stationary
9.9 Co-integration Test
9.10 computers Practical
Suggested Readings: GJ: Chap. 21, GHJ: Chap. 23
Grading
Assignment presentation |
15% |
Quizzes (3) |
10% |
Mid-Term |
25% |
Final |
50% |
Course Outline for MBA (1.5) Year
Course Title: Comparative Management
Comparative Management subject contents will be provided as soon as possible.
Strategic Management
Code: 761
Course Description:
Strategic Management is described as the capstone course in the field of Management and, indeed, is one of the most important courses in your Graduate studies. The course is designed so that the student may get in-depth conceptual understanding of the cutting edge strategic management concepts and to equip them with necessary tools required to analyze and implement strategy at different levels. This course will attempt integrate the different functional elements of organization (like marketing, finance, HRM and Production) into one complete whole.
The course consists of five portions. First portion provides background for the course. The second part is concerned with internal and external analysis of the organization. The third part deals with strategy selection and implementation. And the final part deals with the implementation and evaluation of strategy.
Recommended Books:
Texts:
- David, F., R., (2010), Strategic Management, concept and Cases, 13th Edition. Pearson Education, Inc.
Secondary Text:
- Wheelen, T., L., Hunger, J., D., and Rangarajan, K., (2004), concepts in Strategic Management and Business Policy, 9th Edition, Pearson Education, Inc.
- Barney, j., B., (2002) Gaining and Sustaining competitive Advantage, 2nd Edition, Pearson Education, Inc.
- Besanko, D., Dranove, D., Shanley, M. and Schaefer, S., (2004) Economics of Strategy, Jhon Wiley and Sons, Inc.
Additional Reading:
- Morden, T., (2007), Principles of Strategic Management, 3rd Edition, Ashgate Publishing Limited, Hampshire, UK.
- Daniell, M., (2006), The Essence of Strategy, A Pocket Guide to the Essence of Successful Business Strategy, PALGRAVE MACMILLAN, Houndmills, Basingstoke, Hampshire
- Jhonson, G., Scholes, K. and Whittington, R., (2005) Exploring Corporate Strategy, Text and Cases, 7th Edition, Pearson Education, Inc.
Learning Aims and Objectives:
On the successful completion of the course, the students should be able to:
1. Understand the basic terminology and conceptual basis of Strategic Management.
2. Develop and analyze Mission and Vision statements.
3. Conduct external analysis of an organization’s Environment using EFE Framework and Porter’s Five Forces.
4. Conduct internal analysis of an organization using IFE Framework, VIRO Analysis and Porter Value Chain Analysis.
5. Understand the concept of Competitive Advantage.
6. Understand the different strategic options and strategies available to an organization.
7. Understand different issues involved in implementing strategies.
8. Understand the concept of strategic evaluation and specially the use of Balanced Scorecard.
Assignments and Comprehensive Project:
Every student is required to maintain a folder of the checked weekly assignments. This will constitute half of your assignment marks and will be a source you can refer to for examination.
Marking Schema:
In addition to reading the textbook(s), you are very strongly advised to properly study the handouts and work on your weekly assignment. Not only will they contribute towards your weekly assignment score but also forty percent of the paper marks will come from the handouts, assignments and in class discussions.
Tentative Course Calendar:
Week/ Subject |
Date |
Lecturer /Activity /Assignment |
Learning Outcomes |
Week-1 |
|||
Introduction |
What is Strategy? The rise and fall of strategic planning |
|
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Week-2 |
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Vision Statement |
Building your Company’s Vision |
|
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External Analysis |
Five Forces that Shape Strategy |
|
|
Internal Analysis |
Prepare IFE Matrix |
|
|
Integration Strategies |
When Not to Integrate Vertically |
|
|
Intensive Strategies |
Growth Crisis and How to Escape it. Growth outside the Core |
|
|
Corporate Diversification |
|
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Porter’s Generic Strategies |
|
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Defensive Strategies |
How to Best divest |
|
|
Strategy Analysis and Choice |
|
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Implementing Strategies |
Secrets of Successful Strategy Implementation. Turning Great Strategy into Great Performance. |
|
|
Evaluating Strategy
|
Balanced Scorecard Approach |
|
Class: MBA
Subject: Corporate Strategy
Credit Hours: Three
Description
This course is a continuation, or more broadly the culmination, of the quest to understand strategic decision making that began in Strategic Management. The course specifically focuses on the strategies that today’s business leaders apply and the problems they face while making those decisions. Thus, the focus on the context strategic decision making and execution of those strategies will be significantly low compared to that what is was in Strategic Management.
The purpose of this course is to discuss in detail the various strategic options available to business leaders, the rationale behind those decisions and the specific details that is needed for the implementation of those decisions. Instead of understanding the elements of strategic management process, the course tries to explore the considerations, causes and consequences of the process.
The course is not only theoretically rigorous but also practically intensive. On student’s part it requires a solid understanding of social, economic and legal basis of strategies, a certain level of ability to grasp the big picture in a myriad of graphs, diagrams, numbers and texts, and a keen observation aided by a deep analytical aptitude to do well.
Objectives
The specific outcomes of the course are to understand:
- The organization in a more comprehensive manner that is more suitable for making strategic decisions.
- The market dynamics as more than a collection of forces or factors but an environment where opportunities for both competition and collaboration exist.
- That strategy is not an isolated event, but a series of moves. Furthermore, competitors are neither super-intelligent nor completely senseless beings. For these purposes, to understand the application of game theory to management.
- The basis of competitive advantage and to able to identify and link resources to competitive advantage.
- In depth, the major corporate strategies.
Recommended Texts
- Johnson, G., Scholes, K. and Whittington, R., (2005), Exploring Corporate Strategy, Text and Cases, 7th Edition, Pearson Education, Inc.
- Barney, J., B., (2002), Gaining and Sustaining Competitive Advantage, 2nd Edition, Pearson Education, Inc.
- Besanko, D., Dranove, D., Shanley, M. and Schaefer, S., (2004), Economics of Strategy, Jhon Wiley and Sons, Inc.
- Daniell, M., (2006), The Essence of Strategy, A Pocket Guide to the Essence of Successful Business Strategy, Palgrave Macmillan, Houndmills, Basingstoke, Hampshire
- Dess, G.,G., Lumpkin, G.,T. and Eisner, A.,B.,(2009), Strategic Management: Texts and Cases, 3rd Edition, Tata McGraw-Hill, New Delhi
Weekly Schedule
Week |
Topic |
Reading Material
|
1 |
Introduction Handout 1 is based on: Holmström, B., & Roberts, J. (1998). The boundaries of the firm revisited. The Journal of Economic Perspectives, 12(4), 73-94. Ansoff, H. I., & McDonnell, E. J. (1988). The new corporate strategy. John Wiley & Sons Inc. Freeman, R. E., & Gilbert, D. R. (1988). Corporate strategy and the search for ethics (No. 1). Englewood Cliffs, NJ: prentice Hall. Lynch, R. L. (2006). Corporate strategy. Harlow,, England: FT/Prentice Hall. |
Handout 1 |
2 |
Vertical Boundaries of the Firm |
Besanko and Dranove Chapter 5 |
3 |
Horizontal Boundaries of the Firm |
Besanko and Dranove Chapter 6 |
4 |
Strategic Capabilities and Sustained Competitive Advantage |
Johnson, Scholes and Whittington Chapter 3 |
5 |
Game Theory in Business Handout 2 is based on: Aumann, R. J. (1989). Game theory. In Game Theory (pp. 1-53). Palgrave Macmillan UK. Casson, M. (1994). The economics of business culture: Game theory, transaction costs, and economic performance. Oxford University Press. Brandenburger, A. M., & Nalebuff, B. J. (1995). The right game: Use game theory to shape strategy. Harvard business review, 73(4), 57-71. Chatterjee, K., & Samuelson, W. (Eds.). (2001). Game theory and business applications. USA: kluwer academic publishers. |
Handout 2 |
6 |
Emergent Strategy Handout 3 based on: Anthony, S. D. (2008). The innovator's guide to growth: Putting disruptive innovation to work. Harvard Business Press. |
Handout 3 |
7 |
Corporate Parenting Handout 4 is based on: Raynor, M. E., & Bower, J. L. (2001). Lead from the center. How to manage divisions dynamically. Harvard Business Review, 79(5), 92-100. Campbell, A., Goold, M., & Alexander, M. (1995). Corporate strategy: The quest for parenting advantage. Harvard business review, 73(2).
|
Handout 4 |
8 |
Strategic Alliances Handout 5 is based on: Carlin, B. A., Dowling, M. J., Roering, W. D., Wyman, J., Kalinoglou, J., & Clyburn, G. (1994). Sleeping with the enemy: Doing business with a competitor. Business Horizons, 37(5), 9-15. Yoffie, D. B., & Kwak, M. (2006). With friends like these: the art of managing complementors. Harvard business review, 84(9), 88-98. |
Handout 5 |
9 |
Differentiation Strategy |
Barney and Hesterly Chapter 5 |
10 – 11 |
Vertical Integration Additional Reading: Fuchs, P. H., Mifflin, K. E., Miller, D., & Whitney, J. O. (2000). Strategie integration: Competing in the age of capabilities. California Management Review, 42(3), 118-147. Stuckey, J., & White, D. (1993). When and When" Not" To Vertically Integrate. Sloan Management Review, 34(3), 71. |
Barney and Hesterly Chapter 6 |
12 – 13 |
Corporate Diversification Markides, C. C. (1997). To diversify or not to diversify. Harvard Business Review. |
Barney and Hesterly Chapter 7 and Dess et al Chapter 6 |
14 – 15 |
Mergers and Acquisitions
|
Barney and Hesterly Chapter 8 |
Assignments and Comprehensive Project:
Every student is required to maintain a folder of the checked weekly assignments. This will constitute half of your assignment marks and will be a source you can refer to for examination.
Marking Scheme:
In addition to reading the textbook(s), you are very strongly advised to properly study the handouts and work on your weekly assignment. Not only will they contribute towards your weekly assignment score but also forty percent of the paper marks will come from the handouts, assignments and in class discussions.
The Marks are distributed as follows:
Mid-term: 30
Comprehensive Examination: 50
Case Study Development: 20
Total: 100
Course In-charge:
Saif Ullah Khan
Course Title
Project Management
Course Objectives
To promote an advanced understanding of the key principles, concepts and strategies of project management. To examine in detail the project environment and apply project management tools and techniques to a real project.
Course Contents
The module provides a detailed and in-depth understanding of the make-up of a project and the fundamental activities that take place in project management. The project life cycle is introduced and the key activities within the sequential phases. The process of defining the project including setting objectives, determining scope, identifying stakeholders and clarifying strategies will also be evaluated. The increasingly critical role of project management within organizations is examined including the underpinning project management processes. The importance of project organization (the people, the communication and resources) is introduced, with an emphasis on the provision of adequate leadership, structures and feedback paths through and across the organization.
The students are taught a project management software package i.e. MS project 2008 in which an opportunity is given to understand and use some of the key tools and techniques in detail. The students work on appraising different project solutions and choosing a preferred plan to meet key stakeholder objectives. For the preferred solution, the following is developed: a preliminary scope statement, a high level work breakdown structure and outline schedule, a detailed description of project roles and responsibilities, a risk evaluation matrix and a business case.
Learning Outcomes for Module
On completion of this module, students are expected to be able to:
1. Critically review the project life-cycle phases, processes, tools and techniques and the broader environment in which projects take place.
2. Have a critical awareness of and discuss the issues involved in the development of project planning and control activities, including anticipating and assessing environmental impacts and sustainable development in the earliest stages of project planning.
3. Critically evaluate the project objectives of cost, quality and time and the trade-offs and interaction between these objectives.
4. Develop a detailed case project: a preliminary scope statement, a high level work breakdown structure and outline schedule, a broad definition of project roles and responsibilities, a high level risk evaluation matrix and a high level business case.
5. Evaluate the relationship between change management and project management and be able to establish a change management process.
6. Use different planning techniques, assess and evaluate the differing tasks time, cost and quality requirements to produce a project delivery plan within a goal oriented environment.
7. Apply resource scheduling and allocation techniques to facilitate effective project control.
8. Critically appraise key project evaluation monitoring and control techniques and their importance in bringing projects to successful completion.
9. Critically review and apply the various IT led techniques, viewed as contemporary project management tools.
10. Evaluate different quality systems and their role in minimising waste and giving value to the client.
Mode of Delivery
The course is delivered in taught mode by lectures and seminars, case studies and group work and directed self-study.
Recommended Readings
1. GLOBAL ASSOCIATION OF RISK PROFESSIONALS (GARP)., 2009. Foundations of energy risk management: an overview of the energy sector and its physical and financial markets. Hoboken: John Wiley.
2. KLOPPENBORG, T. J., 2009. Project management: a contemporary approach. Mason, OH: South-Western Cengage Learning.
3. McGHEE, P. and McALINEY, P., 2007. Painless project management: a step-by-step guide for planning, executing, and managing projects. Chichester: Wiley.
4. Emanuel Camilleri, 2012. Project Success Critical Factors and Behaviours. Gower Publishing, UK
5. BURKE, R., 1999. Project Management: planning & control techniques, 3rd edition, Wiley publishing.
6. CIOB, 1996. Code of Practice for Project Management for Construction and Development, 2nd edition, the Chartered Institute of Building, Addison Wesley Longman limited.
7. GOWER, 2000. Gower Handbook of Project Management. Edited by R. Turner and S. Simister, 3rd edition, Gower publishing limited.
8. HAMILTON, A., 1997. Management by Projects: Achieving success in a Changing world, Thomas Telford.
9. KERZNER, H., 1989. Project Management: A Systems Approach to planning, scheduling and controlling. Van Nostrand Reinhold.
10. LOCK, D., 2000. Project Management, 7th edition, Gower publishing limited.
11. MANTEL, S., et al., 2001. Project Management in Practice, John Wiley & Sons, INC.
12. Nicholas, J. M., 2003. Project Management for Business and Technology, Prentice Hall Publishing.
13. Students are also be required to access a range of appropriate books, journal articles, conference papers, symposium papers, white papers, published company/corporate reports, library electronic databases, e-books
Course Title: INTERNATIONAL BUSINESS MANAGEMENT
Course Objectives
This course is 3 credit hours and it is specialized and advance-level. It aims at enhancing and broadening the management analysis and skills that the students have developed at the undergraduate level. Hence, the methodology, of teaching is different. The students are expected to be aware and equipped with the mainstream issues, theories and concepts, both of management and international business. That is an essential part of coursework and pre-requisite for discussions on the key themes, projects and case studies. It shall be divided into three parts having three stages. In stage one, taking about 1½ month, some of the key frame works and theoretical paradigms shall be introduced. In stage two, which shall be about 1 month, some case studies, of international business (focusing on their products and services) shall be brought to classroom discussion. The students shall be responsible for generating original data and presentations using multi-media skills. In stage three, which shall be about a month long, students shall be given group or an individual assignment for presentations. For the fact that this is a specialized course, their participation and useful suggestions in any academic matters shall be encouraged. Evaluation shall include active participation in class.
Course Outline
- The challenges of international business; interdependencies, globalization and competition
- Developing an international perspective: the environments and frameworks: some key concepts.
- The management environments of international business: political, economic, political-economic, ideological and political-ideological; cultural, socio-cultural and attitudinal
- Global strategic planning, implementation, control and evaluation
- Strategic organizational structures, production, and logistics
- Marketing Strategy
- Human resource strategy
- Future challenges in international business management
- Case study analysis of multi-national enterprises operating in Pakistan, including Nestle, Coca Cola, ICI, Pepsi, Toyota, Honda, McDonalds, Hall Mark, Microsoft, Visa, Shell, Yahoo, Citibank, Standard Charted Bank, Bridgestone, Sony, Novartis, Samsung, Siemens, British Council, DFID, CIDA, UNICEF, Abba, U2, Walt Disney, and others.
Reference
- Rugman, A. M. and Hodgetts, R. M. , 1995,“International business: a strategic management approach”, New York, London, McGraw Hill.
- Davidson and de la Torre, 1993,“Managing the global corporation: case in strategy and management” , McGraw Hill (any edition)
- INTERNET source, business reports and company profiles, financial reports, business financial and international pages of leading English newspapers, magazines and journals
Class: MBA
Subject: Corporate Governance
Credit Hours: Three
Course Description
Corporate governance, in its very essence a branch or extension of Strategic Management, refers to the set of policies, documents, processes, and customs to control and direct corporations. With Pakistan’s inclusion on the MCI’s Frontier Market list and stock market at record high, the subject matter has gained new interest and increased importance. This interest and importance comes not only from shareholders.
This course is designed for students of corporate governance, specifically graduate level students. No prior experience or prerequisite academic background is expected or necessary to discussions, and debriefings aimed at demonstrating a principle in action. Throughout the course, we will focus on assessing the effectiveness of governance roles and responsibilities, understanding strengths and blind spots, recognizing the implications of behaviors and actions, and developing skills for addressing difficult governance situations and advancing monitoring requires judgement and students should expect to grapple with ambiguous situations that do not have simple solutions.
Text Book:
- Anand Sanjay (2004), Essentials of corporate Governance, John Wiley and Sons, Inc.
Supplementary Reading:
- Manual for Corporate Governance, Security and Exchange Commission of Pakistan (SECP)
- Larcker, David and Tayan, Brian, (2011), Corporate Governance Matters: A Closer Look at Organization Choices and their Consequences, Pearson Education
- Monks, Robert A.G and Minow, Nell,(2011) Corporate Governance, 5th Edition, John Wiley and Sons, Inc.
Evaluation
The distribution of marks is as follows:
Mid-term:30 marks
Final-term: 50 marks
Presentation: 10 marks
Attendance and class participation: 10 marks
Presentation
Your presentation can be on either a case study or a research topic. Your instructor will provide you with the case studies if you are interested in the case study option. Whereas, for those who are interested in the Research topic some suggestions are as follows:
- Women’s Role Board of Directors
- Comparisons of Pakistan’s Corporate Governance Architecture with any that of any-other country.
- Corporate Governance in Family Businesses.
- CEO succession planning (particularly in Pakistani Context)
- Audit as a tool of Corporate Governance (with special emphasis on Pakistan).
- Any other relevant and interesting topic.
Week |
Topic |
Supplementary Material
|
1 |
Background of corporate Governance |
Read the section two “what is Corporate Governance?” from the manual of Corporate Governance Developed by SECP, available online. |
2 |
Shareholder’s Role and Responsibility in corporate Governance. |
|
3-4 |
Board of Director’s Role and responsibility in Corporate Governance |
Read the Section four “Stockholders” from the manual of corporate Governance Developed by SECP. |
5-6 |
CEO and Chairperson’s Role and Responsibility in Corporate Governance |
|
7 |
Good Corporate Governance |
Read the section six “Roles and Responsibilities of managers and Directors” from the Manual of Corporate Governance Developed By SECP. |
8 |
Changes Made through Corporate Governance |
|
9-10 |
Regulations and Strategies for corporate Governance |
Read the section seven “Scrutinizing Financial Statements: What every of director should Know” from the manual of Corporate Governance developed by SECP. |
11-12 |
Corporate Governance in Emerging markets: Latin America and Asia |
|
13-14 |
Governance in Not-for profit Organizations |
|
15-16 |
Presentation |
Elective/Specialization Subjects
Class: MBA
Subject: Experimental Designs for Management
Credit Hours: Three
Background
This course aims to provide students with an understanding of the principles and skills need in order to design and conduct experimental research in Management. It will encourage students to critically evaluate the methods, strategies and data used by Management scientists and provide training in analysis of a range qualitative and quantitative data.
Various designs are discussed and their respective differences, advantages, and disadvantages are noted. In particular, Factorial and fractional factorial designs are discussed in greater detail because of their flexibility and success in the past three decades.
The course is elementary in terms of mathematics. The course includes a review of the modest probability and statistic background necessary for conducting and analyzing scientific experimentation. A variety of software packages are illustrated, including Excel, SPSS, JMP and other more specialized packages.
Throughout the course application is emphasized, using real examples from Management, Marketing, and Human Resources Management, Including such relatively new areas as experimentation in the social and economic sciences.
Course Objectives:
The major objectives of the course are as follow:
- Describe how to design experiments, carry them out, and analyze the data they yield.
- Understand the process of designing an experiment including factorial and fractional factorial designs.
- Examine how a factorial design allows cost reduction, increases efficiency of experimentation, and reveals the essential nature of a process; and discuss its advantages to those who conduct the experiments as well as those to whom the results are reported.
- Investigate the logic of hypothesis testing, including analysis of variance and the detailed analysis of experimental data.
- Formulate understanding of the subject using real examples, including experimentation in the social and economic sciences.
- Introduce Taghuchi methods, and compare and contrast them with more traditional techniques.
FMIS-15
- Learn the Technique of regression analysis, and how it compares and contrasts with other techniques studied in the course.
- Understand the role of response surface methodology and its basic underpinnings.
- Gain an understanding of how the analysis of experimental design data is carried out using the most common software packages.
Textbook
Oehlert, G.W.(2010) Design and Analysis of Experiments, 5th Edition, John Wiley and Sons, New York
Box, G.E.P, Hunter, W.G, and Hunter, J.S. (1978), Statistics for Experiments, John Wiley Cochran, W.G and Cox, G.M. (1957), Experimental Designs, John Wiley Hinkelmann, K. and Kempthornc, O.(1994), Design and Analysis of Experiments(Vol I), John Wiley
Evaluation
The Distribution of marks is as follows:
Mid-Term: 30 marks
Final Term: 50 marks
Presentation: 10 marks
Attendance and Class Participation: 10 marks
Weekly Schedule
Week |
Topic |
1 |
Introduction |
2 |
Randomization and Design |
3 |
Completely Randomized Designs and ANOVA |
4 |
Specific Differences and Contrasts |
5 |
Multiple Comparisons |
6 |
Test of Assumptions |
7 |
Sample Size and Power |
8 |
Factorial Treatment Structure |
9 |
Advanced Factorial Designs |
10 |
Random Effects |
11 |
Nesting, Mixed Effects, and Expected Mean Square |
12 |
Complete Block Design |
13 |
Incomplete Block Design |
14 |
Factorial and Incomplete Block Designs-Confounding |
15 |
Fractional Factorials |
16 |
Response Surface Designs |
Subject: Financial Econometrics
Credit Hours: Three
Course Description
Financial Econometric is a one-semester course taught to the finance students of the Masters Program. It is designed to cover essential tools for working with financial data, including the return forecasting, volatility and econometrics of asset pricing, such as testing the market models. We focus on the empirical Techniques which are mostly used in the analysis of financial markets and how they ae applied to actual data. The course starts with the overview of financial data. It covers the event-study methodology, and continues with the testing market models (Fama- McBeth regression, etc) and stochastic discount factor models. We then proceed to analyzing return predictability, volatility effects of the market data (asymmetric GARCH), and market interdependence. A Special attention is paid to nonlinear models, form basic threshod formulations to more advanced techniques like Markov switching model and kalman filter. All the models are accompanied with real-data examples in standard computer packages.
Teaching Objective
Upon completion of the course students will be able to
- Use event-study methodology in applied research
- Test the standard asset pricing models
- investigate market interdependence (in the mean and variance equation)
- Estimate non-linear models
- Forecast financial data using high-level econometric techniques and measure their effectiveness
Teaching Method
The following teaching methods are used:
- Lectures
- Home assignments
- Lecturer’s consultations
- self-study
Grade Determination
Final grade is determined on the following basis:
- Assignments (15%)
- Class participation (05%)
- Mid-term (30%)
- Final-term (50%)
Main Reading
1. Wang Peijie (2009). Financial Econometrics (second edition), New York: Routledge Taylor & Francis Group
1. Sheppard Kevin (2013). Financial Econometrics Notices, University of Oxford
Week No |
Topic |
Subtopics |
1 |
Stochastic processes and financial data generating processes |
|
2 |
Commonly applied statistical distributions and their relevance |
|
3 |
Overview of estimation methods |
|
4 |
Unit roots, co-integration and other co-movements in time series |
|
5 |
Time-varying volatility models: GARCH and stochastic volatility |
|
6 |
Shock persistence and impulse response analysis |
|
7 |
Modelling regime shifts: Markov switching models |
|
8 |
Present value models and test for rationality and market efficiency |
|
9 |
State space models and the Kalman filter |
|
10 |
Frequency domain analysis of time series |
|
11 |
Limited dependent variables and discrete choice models |
|
12 |
Limited dependent variables and truncated and censored samples |
|
13 |
Panel data analysis |
|
14 |
Research tools and sources of information |
|
15-16 |
Revision and Presentation |
Financial Risk Management
Course Code: _________
Credit Hours: 03
Course Instructor: HAMIDULLAH
Prerequisites: Financial Management, Financial Accounting
Textbooks (or course materials):
- Hull, John C., 2007, Risk Management and Financial Institutions (RMFI), Prentice-Hall.
- Hull, John C., 2006, Options, Futures, and Other Derivatives [OFOD], Prentice-Hall (sixth edition).
- Ross, Stephen A., Westerfield, Randolph W., Jaffe, Jeffery F., & Roberts, Gordon S., Corporate Finance, Any Edition, McGraw Hill Ryerson, 1999. [Referred to below as “RWJR”]
- Risk Management and Derivative by Rene Stulz, second edition
- Financial Markets & Institutions: An introduction to Risk Management Approach by Anthony Saunders and Marcia Millon Cornett
Course Description
The course explains the risk management types and techniques and its application in the financial and non-financial institutions. The speculative hedging approaches critically demonstrate the management objective risk.
Reference Material:
Investment Analysis and Portfolio Management, 8th Edition, Frank K. Reilly and Keith C. Brown
Course Objectives:
- To acquaint the students with the categories of risk
- To demonstrate the hedging approaches to manage risk
- Introduction to derivatives markets and tools
Course Outcomes:
Technical knowledge about the management of risk in financial and non-financial institutions
Assessment Instrument with weights
Project 10%
Quizzes 5%
Assignments 5%
Mid term 30%
End term 50%
Week No. |
Lecture No. |
Topics to be covered |
1 |
1 |
Overview of the course/ various types of financing |
2 |
What is Risk, types of risk, categories of risk |
|
2 |
3 |
Pre-loss and Post loss objectives of Risk, Risk Management |
4 |
Process of Risk Management, Matrics of Risk Management |
|
3 |
5 |
Financial Risk Management, Types of FRM |
6 |
Estimation techniques of Risk Management |
|
4 |
7 |
Probability Distribution + Numerical |
8 |
Interest Rate Risk, Reinvestment/ Refinancing Risk |
|
5 |
9 |
Conditional and unconditional volatility Weighted and unweighted conditional volatility EWMA and GARCH(1,1) approaches to volatility Estimating Covariance - Unweighted, Covariance with EWMA and GARCH(1,1) |
10 |
Repricing Model and Maturity Model + Numericals |
|
6 |
11 |
Duration + Numericals |
12 |
Credit Risk, 5’Cs of Credit, NPLs/ Provisions, Real Estate Lending |
|
7 |
13 |
ROA, Altman Z-score, RAROC |
14 |
eCIB, Internal Credit Risk Rating System |
|
MID TERM EXAMS |
||
MID BREAK |
||
8 |
15 |
BASEL I, II and III Liquidity Risk, Causes/ Liquidity Plan |
16 |
Liquidity Index, Financial Gap/ Requirements |
|
9 |
17 |
Numericals – Liquidity Risk |
18 |
Market Risk, Measurement |
|
10 |
19 |
Risk Matrics Model/ VAR |
20 |
Back Simulation Approach/ Simulation |
|
11 |
21 |
Numericals – Market Risk |
22 |
Operational Risk and its Sources |
|
12 |
23 |
Practical aspects of Operational Risk |
24 |
Derivatives, Introduction and Pakistan’s Perspective |
|
13 |
25 |
Future and forward market |
26 |
Hedging, Cash/ Future Market |
|
14 |
27 |
Numericals – Hedging, Options and its type |
28 |
SWAPS, Caps, Floors and Collars |
|
END TERM EXAMS |
International Financial Management
Code: 753
Course Objectives
The basic idea behind this course is to acquaint the students with the global financial mechanism and to enhance their spontaneous decision making power in the global economic environment. It covers the topics like global economic environment, international monetary system, balance of payments mechanism, foreign trade financing, country risk analysis, cash management strategies, foreign exchange analysis and international capital budgeting.
Each topic is adequately supported by practical examples, reviews, case studies and key terms as an endeavor to further enhance the understanding of the students. The course is spread over a sixteen weeks period with presentations and field trips.
Week 1:
Global Finance And World Economic Environment
Changes in the World Environment and Economic Structure
Growth of the World Economy and Capital Flows
Variations in Growth Rates, World Capital Flows
Globalization of Financial Markets
Week 2:
Challenges to Governments, Businesses and Institutions
Developed, Industrialized and Transitional Economies
Multinational Corporations
International Banks, Portfolio Management and IMF
Week 3:
International Monetary System (IMS)
Early History and Post War Evolution of IMS, The Role of IMS
British; the World Power, The Gold Standard, Post War Evolution
Week 4:
Basic Components of International Monetary System
International Monetary Fund
Foreign Exchange Markets
Official Reserves, Private Users
Interventions and Swap Markets
Week 5:
Balance of Payments (BOP)
Concepts and Accounting Relationships
Sources and Uses of Funds, Uses of B.O.P Information
Balance of Payments Accounting, Current and Capital Account
Official Settlement, Constructing the B.O.P Statement
Week 6:
Evaluating the BOP Position
Structure and Performance, Four Phases of B.O.P
Comparative Analysis of B.O.P, Economic Forces and B.O.P
Conditions of Equilibrium, Economic Forces
Process of Adjustment
Week 7:
Financing Foreign Trade
Risks in Foreign Trade
Geographic Risk, Foreign Exchange Risk
Political, Inflation and Interest Rate Risks, Market and Payment - Risks
Traditional Foreign Exchange Financing (LC),
The financing Process, Types of LC
Import and Export LC, Modern Technology and Commercial LC
Week 8:
Other Foreign Trade Financing
Minimizing Risks and Costs in Foreign Exchange Financing.
Trade Analysis etc
Dispute Settlement
Week 9:
International Lending And Country Risk Analysis
Past Trend and Current Situation
Uses of Funds
Past Growth and Importance of Foreign Lending
Current Loan Portfolio
Week 10:
Bank Credit Control and Supervision
Evaluation of Control Over Risk
Types of Risks and Control Procedure
Country Risk Analysis and Uses of Results
Week 11:
International Cash Management
Cash Management and Financial Management
Corporate Objectives
Systems View of Cash Management
Needs of Overseas Affiliates
Week 12:
Strategies and Mechanism for Effective Cash Management
Special Problems, Blocked Funds, Inflation
Week 13:
Foreign Currency and Management
Types of Foreign Exchanges Exposure,
Transaction Exposure
Week 14:
Operating Exposure, Translating Exposure
Management Transaction and Translation Exposure
Operating Exposure Management.
Week 15:
Sources of Exposure
Projection Under no Change
Projection with Shift in Assembly Focus
Week 16:
Review
Presentation
Examination
Recommended Books
- GLOBAL FINANCE INTERNATIONAL Maximo, Francis and Laourance
4th edition Horper Colins publishers
2. MULTINATIONAL BUSINESS FINANCE Eiterman and David-K
2nd edition McGraw Hill Publishers,
3. INTERNATIONAL FINANCIAL MANAGEMENT Madura and Jeff,
2nd edition McGraw Hill Publishers
Islamic Finance and Islamic Financial Instruments/ Islamic Financial System (3 credit hours)
Code: 646
Course Objective:
This course attempts to strengthen the students’ knowledge about the Islamic financial industry and the products and services it offers. It includes a brief discussion of basic postulates of Islamic Financial system, and the understanding of economic justification for them. Since the Islamic Banking Industry is the most common practical form of it, seen to the general public, the banking products and services in the Islamic domain are discussed in detail. Further, the course includes Islamic Capital Market and its products.
Course Contents:
- The foundation of Islamic Business Finance & Economics:
- The basic source of Islamic business norms, Sharia’h, its objectives, The underpinning concepts of Islamic business economics,Ibadaat & Muamlaat, The impermissibles andpermissible
- Riba and its types
- Wealth allocation and distribution
- Factors of Production in Islam and the conventional economics of capitalism and socialism,
- Objectives of distribution of wealth in Islam
- The concept of capital and money
- Law of business contracts (of sale) in Islam/ Contracts according to Islamic Principles
- Meaning of Aqd and other similar terms Sahih , Fasid and Batil contracts
- Elements of a contract
- Islamic Business finance & Financial Intermediation in the current times
- Basic Islamic alternatives of doing business & business transactions
- Equity contribution, Sale and deferred sale, Rent based utilization of resources, including “capital goods”
- Financial Intermediation , Its purpose & role in the economy, Islamic Financial Intermediation, background operational model of Islamic bank
- Current products in Islamic Financial Intermediation
- Discussion of products in use, Based on the Concepts of Murabaha and deferred
- Murabaha, Mudaraba, Ijara’h, Musharika and Diminishing Musharika, Salam, Istisna’a, ….
- Islam Investment funds and asset management
- The Islamic position on Trading in currencies- AAOIFI Sharia’h standards
- Approaches to Money Markets and Capital Markets’ alternatives
Recommended Text:
- Understanding Islamic Finance, (M.Ayub, 2006-7)
- Islamic Law of contract & business transactions, (Dr M. Tahir Mansuri)
- Islamic Financial Services, M. Obaidullah ( e book available online)
- Meezanbank’s guide to Islamic Banking, M.I.A. Usmani ( also available online from
Meezan bank’s website, knowledge centre)
- Islamic Finance, T.Usmani
- Islamic Banking & Finance, (Mirakhor & M. Ayub, 2005?)
- Teaching Islamic Economics, M. Nejatullah Siddiqui, ( e book)
Towards a just Monetary System, Umer Chapra, The Islamic Foundation ( 1995)
Course Title ADVANCED ACCOUNTING
Course Code: ____________
Course Objective:
The main purpose of this course is to develop the skill of the students to work in Business Institution dealing in seasonal, short term or temporary Business.
Course Contents:
Joint venture, accounting for joint venture, different methods of accounting, uncompleted joint venture, final settlement. Installment sales, importance, protections for seller, entries for sale of real estate, and Merchandise, Income recognition on installment sales. Trade-ins, defaults and repossessions. Consignment, Nature, Methods of recording and reshipment of consignment. Home office and Branch, Agency branch, Accounting for the agency and for branch. Preparation of branch reconciliation statement.
Recommended Books
- Karrenbrock and Simon, Advanced Accounting, Chicago, South-Western Publishing Co.
- Norton M. Bedford, Kenneth W. Perry, Advanced Accounting, New York, John Wiley.
- James. B. Cameron Charles j. Woelfel, Advanced Accounting, Boston, Houghton Mifflin Company.
Course Title MANAGEMENT ACCOUNTING
Course Code: ____________
Course Objective:
This course seeks to develop students practical Management Accounting Skill, whilst simultaneously fostering a critical appreciation of the usefulness of such techniques and of the underlying theory.
Course Contents:
Budgeting, Profit planning, short term and long term, preparation of sales Budget, production Budget, Manufacturing cost Budget and cash Budget. Flexible Budget. Standard costing, calculation of variances for material, Labor and Factory overhead. Journal entries to record variances. Gross profit analysis, Direct and Variable Costing, Preparation of statements according to absorption and direct costing. Activity based accounting strategic Management accounting and control.
Recommended Books
- Matz, Adolph and Usry, Milton F., Cost Accounting Planning and Control, Chicago,
South-Western Publishing Co. - Kaplan, Robert, Advanced Management Accounting, New Delhi, Prentice-Hall of India Private Limited.
- Fischer, Paul M., Cost Accounting Theory and Applications Chicago, South-Western Publishing Co.
Subject: Behavioral and Qualitative Research Methods
Credit Hours: Three
Course Description
This Course will provide students with opportunities to:
- Explore the practical dimensions of qualitative research, such as creating a research design, conducting interviews and observations, and analyzing qualitative data.
- Explore the central concepts, issues, and dilemmas associated with qualitative research from initial design of the project to writing a final report.
- Analyze qualitative research studies.
- Become familiar with the principles and methodologies of a number of paradigms within qualitative research (e.g., ethnographies, case studies, applied research, critical studies, etc)
- Understand a range of ethical considerations involved in conducting qualitative research.
Grade determination
Final grade is determined on the following basis:
- Assignments (15%)
- Class participation (05%)
- Midterm (30%)
- Final exam (50%)
Main Reading
Yin Robert K. (2011). Qualitative Research from Start to Finish, New York: Guilford Press
Additional Reading
Mason Jennifer (2013). Qualitative Researching (second edition), London: SAGE Publications
Week no |
Topic |
Subtopics |
1 |
What Is qualitative research—and why might you consider doing such research? |
|
2 |
Equipping Yourself to Do Qualitative Research |
|
3 |
How to Start a Research Study |
|
4-5 |
Choices in Designing Qualitative Research Studies |
|
6 |
Doing Fieldwork |
|
7 |
Data Collection Methods |
|
8-9 |
Recording Data |
|
10 |
Analyzing Qualitative Data, I: Compiling, Disassembling and Reassembling |
|
11 |
Analyzing Qualitative Data, II: Interpreting and Concluding |
|
12 |
Displaying Qualitative Data |
|
13 |
Composing Research, to Share It with Others |
|
14 |
Broadening the Challenge of Doing Qualitative Research |
|
15-16 |
Revision and Presentations |
Subject: Experimental Designs for Management
Credit Hours: Three
Background
This course aims to provide students with an understanding of the principles and skills need in order to design and conduct experimental research in Management. It will encourage students to critically evaluate the methods, strategies and data used by Management scientists and provide training in analysis of a range qualitative and quantitative data.
Various designs are discussed and their respective differences, advantages, and disadvantages are noted. In particular, Factorial and fractional factorial designs are discussed in greater detail because of their flexibility and success in the past three decades.
The course is elementary in terms of mathematics. The course includes a review of the modest probability and statistic background necessary for conducting and analyzing scientific experimentation. A variety of software packages are illustrated, including Excel, SPSS, JMP and other more specialized packages.
Throughout the course application is emphasized, using real examples from Management, Marketing, and Human Resources Management, Including such relatively new areas as experimentation in the social and economic sciences.
Course Objectives:
The major objectives of the course are as follow:
- Describe how to design experiments, carry them out, and analyze the data they yield.
- Understand the process of designing an experiment including factorial and fractional factorial designs.
- Examine how a factorial design allows cost reduction, increases efficiency of experimentation, and reveals the essential nature of a process; and discuss its advantages to those who conduct the experiments as well as those to whom the results are reported.
- Investigate the logic of hypothesis testing, including analysis of variance and the detailed analysis of experimental data.
- Formulate understanding of the subject using real examples, including experimentation in the social and economic sciences.
- Introduce Taghuchi methods, and compare and contrast them with more traditional techniques.
FMIS-15
- Learn the Technique of regression analysis, and how it compares and contrasts with other techniques studied in the course.
- Understand the role of response surface methodology and its basic underpinnings.
- Gain an understanding of how the analysis of experimental design data is carried out using the most common software packages.
Textbook
Oehlert, G.W.(2010) Design and Analysis of Experiments, 5th Edition, John Wiley and Sons, New York
Box, G.E.P, Hunter, W.G, and Hunter, J.S. (1978), Statistics for Experiments, John Wiley Cochran, W.G and Cox, G.M. (1957), Experimental Designs, John Wiley Hinkelmann, K. and Kempthornc, O.(1994), Design and Analysis of Experiments(Vol I), John Wiley
Evaluation
The Distribution of marks is as follows:
Mid-Term: 30 marks
Final Term: 50 marks
Presentation: 10 marks
Attendance and Class Participation: 10 marks
Weekly Schedule
Week |
Topic |
1 |
Introduction |
2 |
Randomization and Design |
3 |
Completely Randomized Designs and ANOVA |
4 |
Specific Differences and Contrasts |
5 |
Multiple Comparisons |
6 |
Test of Assumptions |
7 |
Sample Size and Power |
8 |
Factorial Treatment Structure |
9 |
Advanced Factorial Designs |
10 |
Random Effects |
11 |
Nesting, Mixed Effects, and Expected Mean Square |
12 |
Complete Block Design |
13 |
Incomplete Block Design |
14 |
Factorial and Incomplete Block Designs-Confounding |
15 |
Fractional Factorials |
16 |
Response Surface Designs |
INTERNATIONAL HUMAN RESOURCE MANAGEMENT (Elective)
Objective: The primary objective of this course is to increase students understanding of HRM activates as conducted in a global context. The course will deals with issues related to Human Resource management with managing employees in foreign assignments and also illustrates some systems found in different countries. The students will be able to deal with international environments and also get the knowledge required to develop organization’s international HRM systems in order to function more effectively in a globally interdependent world.
Sr. |
Topic |
1 |
Strategic Management and IHRM |
2 |
Comparative HRM |
3 |
Culture in International Management |
4 |
HRM in Cross-Border Mergers and Acquisitions |
5 |
Organisations – Approaches to IHRM |
6 |
International Assignments |
7 |
Midterm Exam |
8 |
Multinational Companies and the Host Country Environment |
9 |
Multinational Companies and the Host Country Environment |
10 |
The Transfer of Employment Practices across Borders |
11 |
The Transfer of Employment Practices across Borders |
12 |
High Performance Work Systems – International evidence of the impact on firms and employees |
13 |
High Performance Work Systems – International evidence of the impact on firms and employees |
14 |
Final Term |
Core Text
Harzing, A. W., & Pinnington, A. (2010). International human resource management. SAGE Publications Limited.
Supplementary text
Harris, H., Brewster, C., & Sparrow, P. R. (2003). International human resource management. CIPD Publishing
INTERNATIONAL & STRATEGIC HRM
Instructor: |
M. Tahir |
Office Location |
IMS, University of Peshawar |
Telephone: |
n/a |
E-mail: |
This email address is being protected from spambots. You need JavaScript enabled to view it. |
Office Hours: |
Visiting |
Class Days/Time: |
Wednesday and Thursday 08.00 AM to 9.30 AM |
Classroom: |
|
Course Description:
This course provides an opportunity to students to explore different dimensions of HRM including International HRM, Expatriate Management, Comparative HRM and Strategic HRM
Recommended Books:
Texts:
(International HRM)
- Dowling, J Festing, M and Engle, A. (2008) International Human Resource Management. Fifth Edition. South West Cengage Learning-UK.
(Strategic HRM)
- Jeffrey A Mello. 2010. Strategic Human Resource Management. UK.
Reference:
(International HRM)
- HarHarzing, A and Rusysseveldt, J. (2004) International Human Resource Management. Second Edition. Sage Publications: London.UK
- Hofstede, G. (2001) Culture’s Consequences: Comparing values, behaviours, institutions and organizations across nations. 2nd edition. Thousand Oaks, CA:
- Brewester, C. Mayhofer, W. and Morley, M. (eds) Human Resource Management in Europe: Convergence, Divergence or Static? London; Butterworth-Hinemann.
- Rowley, C. (eds) (1998) Human Resource Management in Asia Pacific region: Convergence Questioned. London: Frank Cass.
- A.M. Jaeger and R.N.Kanungo (eds) (1990) Management in Developing Countries. London. Routledge.
- G.Stahl and I. Bjorkman (eds) 2006. Handbook of Research in International Human Resource Management. Cheltenham, UK: Edward Elgar
(Strategic HRM)
- Mark Saundars and Thornhill Adrian, Lewis Phil and Millmore Mike (2007) Strategic Human Resource Management
- Armstrong, M. (2006) Strategic Human Resource Management: A Guide to Action. 3rd Edition. Kogan Page Publications: London.
- Randall.S Schuler and Susan E Jackson. Strategic Human Resource Management. 2nd edition.
- Graeme Salaman, John Storey (2005) Strategic Human Resource Management: theory and practice
Learning Aims and Objectives:
Upon completion of this course student should be able to
(International HRM)
- Advice on themes and issues that differentiate International HRM from single country practice
- Assess the latest thinking on IHRM
- Review an organization’s International HRM Practices and make recommendations for change
- Able to deal expatriate issues
- Able to understand different HRM Models in different counties and different theoretical underpinning behind comparative HRM.
(Strategic HRM)
- Identify the importance of the integration fo business, functional and HRM Strategies
- Develop an understanding of key concepts in the formulation of corporate strategies and the contribution of HRM to these strategies
- Develop an understanding of the critical links between strategic planning, organizational change and people performance in achieving organizational success
- Evaluate the HRM strategic choices available in the area of staffing, performance evaluation, reward practices, management development and HRD and their contribution to an organization meeting its objectives
Assignments and Presentations:
Students are required to complete at least one major assignment during the semester. The assignment will cover the theoretical background of the topic covered and the application of such concepts in organizational context. Assignments will be graded on the basis of general layout, contents, grammar, originality of work and critical thinking. The students are also required to make a class presentation of their assignments.
Quizzes:
There will be periodic unannounced quizzes and exercises administered at the beginning of the lecturer. The participation of the students is the major criteria of grades.
Marks Allocation:
Mid term examination: 30 marks
Assignments, presentations and quizzes: 20 marks
Final/comprehensive examination: 50 marks
Tentative Course Calendar
Week/Subject |
Date |
Lecturer/Activity/Assignment |
Learning Outcomes |
Week-1 |
|||
Unit-1 |
Introduction to International HRM |
Understanding and Importance of IHRM. Differentiate between domestic and International HRM |
|
Week-2 |
|||
Unit-2 |
International Staffing and Recruitment |
To Learn about staffing approaches, types of International Assignments and Selection criteria for Expatriates |
|
Week-3 |
|||
Unit-3 |
International Training, Development and Compensation |
Topic include Expatriate training and components and complexities of International compensation program |
|
Week-4 |
|||
Unit-4 |
International Performance Management and Re-Entry Issues |
To Learn about the process of Performance Management of International employees and problems and management of re-entry to Home country |
|
Week-5 |
|||
Unit-6 |
Comparative HRM |
Understanding of culture, Institutional theories, and convergence divergence issues |
|
Week-6 |
|||
Unit-6 |
HRM in USA and Europe |
To learn about American and European model of HRM and making comparison |
|
Week-7 |
|||
Unit-7 |
HRM in Developing Countries |
Management challenges and role of HRM in developing countries. Special focus on HRM-model in Pakistan |
|
Week-8 |
|||
None |
MID-TERM EXAM |
||
Week-9 |
|||
Unit-8 |
Introduction to Strategic HRM |
The concept of strategy, Strategic HRM, and different models of Strategic HRM
|
|
Week-10 |
|||
Unit-9 |
Investment Perspective to HRM |
Investment perspective to HRM, Approaches to Strategic HRM, and difference between traditional HRM and Strategic HRM
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Week-11 |
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Unit-10 |
Strategic Human Resource Planning and Recruitment |
To learn about HR planning , resourcing and strategic recruitment |
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Week-12 |
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Unit-11 |
Strategic Training and Development |
To learn about T&D function and its role in achieving strategic objectives. To develop a learning culture in organization |
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Week-13 |
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Unit-12 |
Strategic Performance Management and Reward |
The process of strategic performance management and role of reward / compensation policy to achieve strategic objectives |
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Week-14 |
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Unit-13 |
Performance Improvement and Roles in Strategic HRM |
To learn about the impact of HR and HRM strategies on organizational performance, the strategic role of front line management in implementing HR practices and policies |
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Week-15 |
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Unit-14 |
Evaluation of HRM practices |
To evaluate individual practices as well as bundle of HR practices and their impact on organizational performance |
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Week-16 |
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None |
Final Exam |
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Cell Phones:
Students should turn their cell phones off or put them on vibrate mode while in class. They will not answer their phones in class. Students whose phones disrupt the class and do not stop when requested by the instructor will be referred to the Judicial Affairs Officer of the University.
Course Title: PERFORMANCE & COMPENSATION MANAGEMENT
Course Code: ____________
Objective:
The modern business and non-profit organizations demand high caliber of human resource providers and planners equipped with sound knowledge of personnel policies and procedures to motivate the workforce for higher efficiency and maximum productivity. In considering the demand, this course is designed to given an overview of current ideas and issues in Human resource development. The core objective of the course is to provide students with clear thinking and understanding of how to appraise and compensate human resource.
Contents
(Part 1)
- Wage concepts and Theories
- Methods of Wage Payments
- Wage Differentials
- Wage-Fixation-Machinery
- Wage structure
- Wage Policy (With Reference to Pakistan)
- Wage Legislation
- Minimum Wages act 1948
- The payment of wages 1936
- The Payment of Bounus Act 1965
- The equal Remuneration Act, 1976
(Part Two)
- Compensation and Security
- Managing Employee Compensation
- Incentive Compensation
- Employee Benefits
- Safety and Health
Recommended Books
- Dr. Panday and Rostogi, Public: 1997, Wage & Salary Administration.
- Managing Human Resources, Chruden/Sherman, Seventh Ed: 1987
- A. Hamid Book of Wage & Salary Administration, Second Ed: Editor-Milton L. Rock.
Subject: Marketing in the Public Sector
Class: MBA
Credit Hours: Three
Background
The public sector is the part of economic life, not in private ownership, that deals with the production, delivery, and allocation of basic public goods and services at global, regional, national, or local levels. (Its processes and structures can take the form of direct administration, public corporations, and partial out sourcing. Its activities are funded through government expenditure financed by seigniorage, taxes, and government borrowing, or through grants.) Marketing in the public sector maybe the final frontier. Agencies operating in the public domain can use a custom blend of the four Ps—product or service), place, price, and promotion—as well as other marketing techniques to transform their communications with stakeholders, improve their performance, and demonstrate a positive return on the resources they are endowed with.
Course Objectives
The major objectives of the course are as follows:
- How the public sector can benefit from applying basic marketing principles to its operations
- How to conduct a "social marketing" campaign
- How public sector organizations have used social marketing successfully
Textbook
Lee Nancy R. and KotlerPhilip T (2006), Marketing in the Public Sector (paperback): A Roadmap for Improved Performance, Pearson Education. Inc. & Dorling Kindersley.
Supplementary Texts
Jennifer Beans & Lascelles Hussey (2011), Marketing Public Sector Services (second edition), London:HB Publications.
Evaluation
The Distribution of marks is as follows:
Mid-term: 30 marks
Final Term: 50 marks
Presentation: 10 Marks
Attendance and Class Participation: 10 Marks
Weekly Schedule
Week |
Topic |
1 |
Improving public sector performance and understanding the marketing mindset |
2 |
Developing and enhancing popular programs and services |
3 |
Setting motivational prices, incentives and disincentives |
4 |
Optimizing distribution channels |
5 |
Creating and maintaining a desired brand identity |
6 |
Communicating with key publics |
7 |
Improving customer service and satisfaction |
8-9 |
Influencing positive public behaviors: social marketing |
10 |
Forming strategic partnerships |
11 |
Gathering citizen data, input and feedback |
12 |
Monitoring and evaluating performance |
13-14 |
Developing a compelling marketing plan |
15-16 |
Revision and presentations |
COURSE: CUSTOMER RELATIONSHIP MANAGEMENT
MBA
Customer relationship management (CRM) as a key strategic process within all organizations and serves as a foundation course in the Service Management Program. CRM is defined as the overall process of building and maintaining profitable customer relationships by delivering value and satisfaction to the customer. Focusing on process, strategy and technology, this course leads students from understanding the fundamentals of CRM through the implementation of CRM systems. It discusses the CRM philosophy as well as the systems in place that incorporate and integrate information from sales, marketing and service.
CONTENTS |
OBJECTIVES |
|
Week 1 |
Introduction
|
Familiarizing students with some background concepts that lead to the emergence of CRM. |
Week 2 |
Globalisation & CRM
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Understanding how global economies have changed because of globalisation and how companies compete to capture value from their customers. |
Week 3 |
Marketing & CRM
|
Emphasizing on the concept of customer retention and building long term , profitable relationships with the customer
|
Week 4 |
CRM strategies
|
Comparing two popular marketing concepts regarding CRM and analyzing them for various types of markets and products perspective
|
Week 5 |
Case study - I
|
Implementing the concepts developed during previous lectures
|
Week 6 |
CRM dimensions
|
What makes CRM successful for any organisation. Looking at various motivational factors that could make an organisation adopt CRM. |
Week 7 |
CRM value drivers
|
How to put an organizational message across through CRM. |
Exam – week
|
||
Week 9 |
Managing the customer lifecycle: customer acquisition
|
Significance of focusing on right customers for value creation and competitive advantage |
Week 10 |
Customer intimacy
|
What lies behind building an effective information retrieval software about customer.
|
Week 11 |
Information technology for customer relationship management
|
Any Successful CRM system requires implementation of technology for managing relationships with customers. |
Week 12 |
Creating and managing networks
|
How networks contribute to the achievement of CRM objectives & the composition of a business network |
Week 13 |
Class activity and Case-study
|
Implementing different concepts developed in the previous lectures |
Week 14 |
eCRM
|
Increasing significance of e-commerce and its relationship with CRM. |
Week 15 |
CRM evolving
|
Looking at the future of CRM and where it is heading in the coming years. |
FINAL EXAMINIATION
|
Reference Book
Customer Relationship Management Concepts and Tools By Francis Buttle
- Case Studies , Research article and other reading material will be used as part of this course
Course Title INTERNATIONAL MARKETING (Elective)
Course Objectives:
To discuss the concepts relating to international business and to observe the diversity of business environments and their effects on MNC’s, and also to study Marketing in International Markets, and to discuss how varying cultural, political, economic, and geo-strategic factors influence and determine the scope of international marketing.
Course Contents:
- The definition, Scope & Challenge of International Marketing,
- Dynamic Environment of International Marketing
- The Emergence and importance of GATT, WTO and World Bank
- Cultural Dynamics in Accessing Global Markets,
- The Political Environment
- Developing Global Marketing Strategies,
- Global Marketing Management: Planning & Organization,
- Creating Products for Consumers in Global Markets,
- Exporting & Logistics,
- The Global Advertising & Promotion Effort: Global Advertising & World Brands,
- Global Market Segmentation & Promotion Strategy,
- Media Mix Alternative,
- Global Industrial Marketing,
- Pricing for International Markets.
Recommended Books:
Cateora R Phillip, 1998, International Marketing, International Edition, New York, Mc Graw Hill International.
Course Title MARKETING RESEARCH (Elective)
Course Objectives:
This course is designed to acquaint the students with tools of gathering market data and then analyzing that data for corporate problem solving in the process to analyze consumer Behavior.
Course Contents:
- Importance of Marketing Research
- Definition and Role of Marketing Research in Marketing Management
- The Marketing Research Process
- The Decision to Undertake Research
- Research Design & Data Source, Secondary Data
- The Measurement Process
- Data Collection: Exploratory Research, Sampling Plan & Data Collection Methods: Qualitative Analysis & Quantitative Analysis
- Data Processing, Data Analysis
- Reporting Research Findings
- The Role of Marketing Information Systems in Marketing Research
- Application of Marketing Research: Forecasting, Advertising Research
- Pricing Research, Case Studies
Recommended Books:
• Kinnear C Thomas & Taylor R James, 1996, Marketing Research: An Applied Approach, N.Y, Mc Graw Hill Inc.
• Tull & Hawkins, Marketing Research, Mc Millan.
• Schoner UHL, Marketing Research, Wiley.