Scheme of Study For Business Education 2019

Institute of Management Studies
University of Peshawar
Implementation of Revised Business Education Roadmap 2019
(A): MBA Program for Business Group Students

 The participants of the meeting have discussed the MBA program for business
background students and finally decided that the existing MBA program for
business background students shall be completed in 4 semesters instead of 3
semesters.
 Mr. Syed Mussawir Shah, Program Coordinator (One & Half Year Program) has
suggested that Strategic Management subject will be offer as a non-credit /
fertilizer course for those students who did not cover such subject in BBA-Hons
program.
Semester wise Breakup:
MBA Program for Business Background Group
Semester 1st (15 credit hours)

S. No Course code Subject Credit Hours
1 711 Advanced Qualitative 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)

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)

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 Marketing Elective Course
Management
Experimental Designs Behavioural and Behavioural and Institutional
Qualitative Research Qualitative Research Analysis & Policy
Methods Methods
Qualitative Design Experimental Designs Marketing in the Public Corporate
Course for Management Sector Governance
Financial Econometrics Qualitative Design Marketing for Non- Strategic

Course profits Management
Financial Risk Grounded Theory & Experimental Designs
Management Discourse Analysis for Management
International Financial International HRM Qualitative Design
Management Course
Islamic Financial Strategic HRM Customer Relationship
System Management
Advance Accounting Performance International Marketing
Management
Managerial Accounting Marketing Research
Finance Human Resource Marketing Elective Course
Management
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. (3rd ed).
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
Introduction to research Basic role and scope of business
research.
When is research needed
Week 2
The research process An overview of research process.
Types of research studies
Week 3
Literature survey Reasons for conducting literature
review.
Identifying the relevant sources.
Extracting the relevant
information
Week 4
Literature survey Enhancing students quality of
literature review writing
Practical assignments
Week 5
Literature survey Enhancing students quality of
literature review writing
Practical assignments
Week 6
Problem definition Examples of well defined
problems
Week 7
Theoretical framework The need of theoretical
framework
Week 8
Variables Importance of understanding,
Independent, dependant,
moderating and intervening
variables.
Descriptions of variables in
theoretical framework.
Week 9
Hypothesis development Development of hypothesis of
study
Week 10
Research design Research settings and types of
investigations
Week 11
Data collection methods Data collection methods. Settings
and sources of data
Measuring the reliability and
validity of data
Week 12
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
1. 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.
2. Enables students to thoroughly understand the theoretical foundation of Regression
3. Enables students to derive the basic properties of OLS estimators
4. Enables students to estimate a regression equation with real data
5. Enables students to understand and handles topics such as Dummy Variables, Multicolinearity,
Hetroskedasticity, and Autocorrelation
Text Books
1. Gujarati, D. Basic Econometrics, (McGraw Hill, 2003) 4th edition (GJ)
2. Griffths, Hill, and Judge. Learning and Practicing Econometrics (John Wiley & Sons, 1993) (GHJ).
Additional Readings
1. Maddala, G.S. Introduction to Econometrics (Prentice Hall, 1992) 2nd Edition
2. Pindyck and Rubinfeld. Econometric Models and Economic Forecasts (Mc-Graw Hill, 1991) 3rd edition
3. 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

ui
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
i. Formulation and Specification of Economic Model

ii. 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
i. Estimating Simple Linear Regression Model
ii. Hypothesis Testing
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
i. Estimating Extended Economic Model
ii. 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
1. 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
i. Tests for Hetroskedasticity

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
i. Tests for Hetroskedasticy
ii. Tests for Serial Correlation

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
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, 3 rd 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, 7 th
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/ Date Lecturer Learning Outcomes
Subject /Activity
/Assignment
Week-1
Introduction What is Strategy? 1. Describe the strategic-management process.
The rise and fall of 2. Explain the need for integrating analysis and
strategic planning intuition in strategic management.
3. Define and give examples of key terms in strategic
management.
4. Discuss the nature of strategy formulation,
implementation, and evaluation activities.
5. Describe the benefits of good strategic
management.
6. Explain why good ethics is good business in
strategic management.
7. Explain the advantages and disadvantages of
entering global markets.
8. Discuss the relevance of Sun Tzu’s The Art of War
to strategic management.
9. Discuss how a firm may achieve sustained
competitive advantage.
10. Explain Micheal E Porter’s Understanding of
strategy.
Week-2
Vision Statement Building your 1. Describe the nature and role of vision and mission
Company’s Vision statements in strategic management.
2. Discuss why the process of developing a mission
statement is as important as the resulting
document.
3. Identify the components of mission statements.
4. Discuss how clear vision and mission statements
can benefit other strategic-management activities.
5. Evaluate mission statement of different
organizations.
6. Write good vision and mission statements.
External Analysis Five Forces that 1. Describe how to conduct an external strategic-
Shape Strategy management audit.
2. Discuss 10 major external forces that affect
organizations: economic, social, cultural,
demographic, environmental, political, governmental,
legal, technological, and competitive.
3. Identify key sources of external information,
including the Internet.
4. Discuss important forecasting tools used in strategic
management.
5. Discuss the importance of monitoring external trends
and events.
6. Explain how to develop an EFE Matrix.
7. Explain how to develop a Competitive Profile Matrix.
8. Discuss the importance of gathering competitive
intelligence.
9. Describe the trend toward cooperation among
competitors.
10. Discuss the economic environment in Russia.
11. Discuss the global challenges facing American firms.
12. Discuss market commonality and resource similarity
in relation to competitive analysis.
Internal Analysis Prepare IFE Matrix 1. Describe how to perform an internal strategic-
management audit.
2. Discuss the Resource-Based View (RBV) in strategic
management.
3. Discuss key interrelationships among the functional
areas of business.
4. Compare and contrast culture in the United States
versus other countries.
5. Identify the basic functions or activities that make up
management, marketing, finance/ accounting,
production/operations, research and development, and
management information systems.
6. Explain how to determine and prioritize a firm’s
internal strengths and weaknesses.
7. Explain the importance of financial ratio analysis.
8. Discuss the nature and role of management
information systems in strategic management.
9. Develop an IFE Matrix.
10. Explain benchmarking as a strategic management
tool.
Integration When Not to 1. Develop an Understanding of Integration.

Strategies Integrate Vertically 2. Different types of Integration strategies.
3. Understand the circumstances in which different
types of integration are applied.
4. When not to integrate
Intensive Growth Crisis and 1. Develop an Understanding of Ansoff’s Matrix and

Strategies How to Escape it. the strategies based on it.
Growth outside the 2. Different types of Intensive strategies.
Core 3. Understand the circumstances in which different
types of intensive strategies are applied.
4. When not to integrate
Corporate 1. Develop an Understanding of Diversification.

Diversification 2. Different types of Diversification strategies.
types of integration are applied.
4. When not to Diversify
Porter’s Generic 1. Develop an Understanding of Porter’s Generic

Strategies Strategies.
2. Different types of Porter’s Generic Strategies.
types of Porter’s Generic Strategies are applied.
4. When not to Porter’s Generic Strategies.
Defensive How to Best divest 1. Develop an Understanding of Defensive

Strategies Strategies.
2. Different types of Defensive Strategies.
types of Defensive Strategies are applied.
4. When not to apply Defensive Strategies
Strategy Analysis 1. Describe a three-stage framework for choosing among

and Choice alternative strategies.
2. Explain how to develop a SWOT Matrix, SPACE
Matrix, BCG Matrix, IE Matrix, and QSPM.
3. Identify important behavioral, political, ethical, and
social responsibility considerations in strategy
analysis and choice.
4. Discuss the role of intuition in strategic analysis and
choice.
5. Discuss the role of organizational culture in strategic
analysis and choice.
6. Discuss the role of a board of directors in choosing
among alternative strategies
Implementing Secrets of 1. Explain why strategy implementation is more

Strategies Successful Strategy difficult than strategy formulation.
Implementation. 2. Discuss the importance of annual objectives and
Turning Great policies in achieving organizational commitment
Strategy into Great for strategies to be implemented.
Performance. 3. Explain why organizational structure is so
important in strategy implementation.
4. Compare and contrast restructuring and
reengineering.
5. Describe the relationships between
production/operations and strategy
implementation.
6. Explain how a firm can effectively link
performance and pay to strategies.
7. Discuss employee stock ownership plans (ESOPs)
as a strategic-management concept.
8. Describe how to modify an organizational culture
to support new strategies.
Evaluating Balanced Scorecard 1. Explain market segmentation and product positioning

Strategy Approach as strategy-implementation tools.
2. Discuss procedures for determining the worth of a
business.
3. Explain why projected financial analysis is a central
strategy-implementation tool.
4. Explain how to evaluate the attractiveness of debt
versus stock as a source of capital to implement
strategies.
5. Discuss the nature and role of research and
development in strategy implementation.
6. Explain how management information systems can
determine the success of strategy-implementation
efforts.
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:
1. The organization in a more comprehensive manner that is more suitable for making strategic decisions.
2. The market dynamics as more than a collection of forces or factors but an environment where opportunities
for both competition and collaboration exist.
3. 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.
4. The basis of competitive advantage and to able to identify and link resources to competitive advantage.
5. In depth, the major corporate strategies.
Recommended Texts
1. Johnson, G., Scholes, K. and Whittington, R., (2005), Exploring Corporate Strategy, Text and Cases, 7th
Edition, Pearson Education, Inc.
2. Barney, J., B., (2002), Gaining and Sustaining Competitive Advantage, 2nd Edition, Pearson Education, Inc.
3. Besanko, D., Dranove, D., Shanley, M. and Schaefer, S., (2004), Economics of Strategy, Jhon Wiley and
Sons, Inc.
4. Daniell, M., (2006), The Essence of Strategy, A Pocket Guide to the Essence of Successful Business
Strategy, Palgrave Macmillan, Houndmills, Basingstoke, Hampshire
5. 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
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.
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
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.
6 Emergent Strategy Handout 3
Handout 3 based on:
Anthony, S. D. (2008). The innovator's guide to growth: Putting disruptive
innovation to work. Harvard Business Press.
7 Corporate Parenting Handout 4
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).
8 Strategic Alliances Handout 5

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.
9 Differentiation Strategy Barney and Hesterly
Chapter 5
10 – Vertical Integration Barney and Hesterly
11 Additional Reading: Chapter 6
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.
12 – Corporate Diversification Barney and Hesterly
13 Markides, C. C. (1997). To diversify or not to diversify. Harvard Business Chapter 7 and
Review. Dess et al Chapter 6
14 – Mergers and Acquisitions Barney and Hesterly
15 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
1. The challenges of international business; interdependencies, globalization and
competition
2. Developing an international perspective: the environments and frameworks: some key
concepts.
3. The management environments of international business: political, economic,
political-economic, ideological and political-ideological; cultural, socio-cultural and
attitudinal
4. Global strategic planning, implementation, control and evaluation
5. Strategic organizational structures, production, and logistics
6. Marketing Strategy
7. Human resource strategy
8. Future challenges in international business management
9. 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
1. Rugman, A. M. and Hodgetts, R. M. , 1995,“International business: a strategic
management approach”, New York, London, McGraw Hill.
2. Davidson and de la Torre, 1993,“Managing the global corporation: case in strategy
and management” , McGraw Hill (any edition)
3. 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

2 Shareholder’s Role and Responsibility in corporate Governance?” from the manual of Corporate
Governance. Governance Developed by SECP, available
online.
3-4 Board of Director’s Role and responsibility in Read the Section four “Stockholders” from
Corporate Governance the manual of corporate Governance
5-6 CEO and Chairperson’s Role and Responsibility in Developed by SECP.
Corporate Governance
7 Good Corporate Governance Read the section six “Roles and
8 Changes Made through Corporate Governance Responsibilities of managers and Directors”
from the Manual of Corporate Governance
Developed By SECP.
9-10 Regulations and Strategies for corporate Governance Read the section seven “Scrutinizing
11-12 Corporate Governance in Emerging markets: Latin Financial Statements: What every of
America and Asia director should Know” from the manual of
13-14 Governance in Not-for profit Organizations Corporate Governance developed by SECP.
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:
1. Describe how to design experiments, carry them out, and analyze the data they yield.
2. Understand the process of designing an experiment including factorial and fractional factorial designs.
3. 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.
4. Investigate the logic of hypothesis testing, including analysis of variance and the detailed analysis of
experimental data.
5. Formulate understanding of the subject using real examples, including experimentation in the social and
economic sciences.
6. Introduce Taghuchi methods, and compare and contrast them with more traditional techniques.
FMIS-15
7. Learn the Technique of regression analysis, and how it compares and contrasts with other techniques
studied in the course.
8. Understand the role of response surface methodology and its basic underpinnings.
9. 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
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 Topic Subtopics
No
1 Stochastic processes and financial data generating processes  Introduction
 Stochastic processes and
their properties
 The behavior of financial
variables and beyond
2 Commonly applied statistical distributions and their relevance  Normal distributions
 X 2 – distributions
 -distribution
 F-distribution
3 Overview of estimation methods  Basic OLC procedures

 Basic ML procedures
 Estimation when id is
violated
 General residual
distributions in time series
and cross-section
modelling
 MM and GMM approaches
4 Unit roots, co-integration and other co-movements in time series  Unit roots and testing for
unit roots
 Co-integration
 Common trends and
common cycles
5 Time-varying volatility models: GARCH and stochastic  ARCH and GARCH and
volatility their variations
 Multivariate GARCH
 Stochastic volatility
6 Shock persistence and impulse response analysis  Univariate persistence
measures
 Multivariate persistence
measures
 Impulse response analysis
7 Modelling regime shifts: Markov switching models  Markov chains
 Estimation
 Smoothing
 Time-varying transition
probabilities
8 Present value models and test for rationality and market  The basic present value
efficiency model and its time series
 Characteristics
 The VAR representation
 The present value model in
logarithms with time-
varying discount rates
 The VAR representation
for the present value model
in the log-linear form
 Variance decomposition
9 State space models and the Kalman filter  State space expression
 Kalman filter alogarithms
 Time-varying coefficient
models
 State space models of
commonly used time series
processes
10 Frequency domain analysis of time series  The fourier transform and
spectra
 Multivariate spectra,
phases and coherence
 Frequency domain
representations of
commonly used time series
processes
 Frequency domain analysis
of the patterns of violation
of white noise condition
11 Limited dependent variables and discrete choice models  probit and logit
formulations
 Multinomial logit models
and multinomial logistic
regression
 Ordered probit and logit
 Marginal effects
12 Limited dependent variables and truncated and censored  Truncated and censored
samples data analysis
 The Tobit model
 Generalization of the Tobit
model: Heckman and
Cragg
13 Panel data analysis  Structure and organization
of panel data set
 Fixed effects vs. random
effects models
 Random parameter model
 Dynamic panel data
analysis
14 Research tools and sources of information  Financial economics and
econometrics literature on
the internet
 Econometric software
packages for financial and
economic data analysis
 Learned societies and
professional associations
 Organizations and
institutions
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):
1. Hull, John C., 2007, Risk Management and Financial Institutions (RMFI), Prentice-
Hall.
2. Hull, John C., 2006, Options, Futures, and Other Derivatives [OFOD], Prentice-Hall
(sixth edition).
3. 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”]
4. Risk Management and Derivative by Rene Stulz, second edition
5. 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:
1. To acquaint the students with the categories of risk
2. To demonstrate the hedging approaches to manage risk
3. Introduction to derivatives markets and tools
Course Outcomes:
Technical knowledge about the management of risk in financial and non-financial institutions
Assessment Instrument with weights

Project 10%
Quizzes 5%
Assignments 5%
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
1. 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 and permissible
 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:
1. Understanding Islamic Finance, (M.Ayub, 2006-7)
2. Islamic Law of contract & business transactions, (Dr M. Tahir Mansuri)
3. Islamic Financial Services, M. Obaidullah ( e book available online)
4. Meezanbank’s guide to Islamic Banking, M.I.A. Usmani ( also available online from
Meezan bank’s website, knowledge centre)
5. Islamic Finance, T.Usmani
6. Islamic Banking & Finance, (Mirakhor & M. Ayub, 2005?)
7. 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 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
Wee Topic Subtopics

k no
1 What Is qualitative research—and why might  The Allure of Qualitative
you consider doing such research? Research: A Topical
Panorama of Studies
 The Distinctiveness of
Qualitative Research
 The Multifaceted World of
 Building Trustworthiness
and Credibility into
2 Equipping Yourself to Do Qualitative Research  Competencies in Doing
 Managing Field-Based
Research Practicing
 Setting and Maintaining
Ethical Standards of
Conduct
 Protecting Human Subjects:
Obtaining Approval from an
Institutional Review Board
3 How to Start a Research Study  Starting a Qualitative Study
by Considering Three
Features
 Reviewing Research
Literature
 Detailing a New Qualitative
Study
4-5 Choices in Designing Qualitative Research  Brief Definition of Research
Studies Designs
 Starting a Research Design
at the Beginning of a Study
 Taking Steps to Strengthen
the Validity of a Study
 Clarifying the Complexity
of Data Collection Units
 Attending to Sampling
 Incorporating Concepts and
Theories into a Study
 Planning at an Early Stage
(or Not) to Obtain
Participant Feedback
 Being Concerned with
Generalizing a Study’s
Findings
 Preparing a Research
Protocol
6 Doing Fieldwork  Working in the Field
 Gaining and Maintaining
Access to the Field
 Nurturing Field
Relationships
 Doing Participant-
Observation
 Making Site Visits
7 Data Collection Methods  What Are Data?
 Introduction to Four Types
of Data Collection
Activities
 Interviewing
 Observing
 Collecting and Examining
 Feelings
 Desirable Practices
Pertinent to All Modes of
Data Collection
8-9 Recording Data  What to Record
 Note-Taking Practices
When Doing Fieldwork
 Converting Field Notes into
Fuller Notes
 Recording Data through
Modes Other Than Writing
 Keeping a Personal Journal
10 Analyzing Qualitative Data, I: Compiling,  Overview of the Analytic
Disassembling and Reassembling Phases
 Compiling an Orderly Set of
Data
 Disassembling Data
 Reassembling Data
11 Analyzing Qualitative Data, II: Interpreting  Interpreting
and Concluding  Modes of Interpreting
 Concluding
12 Displaying Qualitative Data  Narrative Data about the
Participants in a Qualitative
Study
 Tabular, Graphic, and
Pictorial Presentations
 Creating Slides to
Accompany Oral
Presentations
13 Composing Research, to Share It with Others  Composing: General Hints
 Composing Qualitative
Research
 Presenting Your
Declarative Self
 Presenting Your Reflective
Self
14 Broadening the Challenge of Doing Qualitative  Qualitative Research as Part
Research of the Broader Realm of
Social Science Research
 An Ongoing Dialogue
 The Promise and Challenge
of Mixed Methods Research
 Moving Onward
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:
1. Describe how to design experiments, carry them out, and analyze the data they yield.
2. Understand the process of designing an experiment including factorial and fractional factorial designs.
3. 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.
4. Investigate the logic of hypothesis testing, including analysis of variance and the detailed analysis of
experimental data.
5. Formulate understanding of the subject using real examples, including experimentation in the social and
economic sciences.
6. Introduce Taghuchi methods, and compare and contrast them with more traditional techniques.
FMIS-15
7. Learn the Technique of regression analysis, and how it compares and contrasts with other techniques
studied in the course.
8. Understand the role of response surface methodology and its basic underpinnings.
9. 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
Mid-Term: 30 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: suntahir@hotmail.com
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)
1. Dowling, J Festing, M and Engle, A. (2008) International Human Resource Management. Fifth
Edition. South West Cengage Learning-UK.
(Strategic HRM)
2. Jeffrey A Mello. 2010. Strategic Human Resource Management. UK.
Reference:
(International HRM)
1. Harzing, A and Rusysseveldt, J. (2004) International Human Resource Management. Second Edition. Sage
Publications: London.UK
2. Hofstede, G. (2001) Culture’s Consequences: Comparing values, behaviours, institutions and organizations
across nations. 2nd edition. Thousand Oaks, CA:
3. Brewester, C. Mayhofer, W. and Morley, M. (eds) Human Resource Management in Europe: Convergence,
Divergence or Static? London; Butterworth-Hinemann.
4. Rowley, C. (eds) (1998) Human Resource Management in Asia Pacific region: Convergence Questioned.
London: Frank Cass.
5. A.M. Jaeger and R.N.Kanungo (eds) (1990) Management in Developing Countries. London. Routledge.
6. G.Stahl and I. Bjorkman (eds) 2006. Handbook of Research in International Human Resource
Management. Cheltenham, UK: Edward Elgar
(Strategic HRM)
1. Mark Saundars and Thornhill Adrian, Lewis Phil and Millmore Mike (2007) Strategic Human Resource
Management
2. Armstrong, M. (2006) Strategic Human Resource Management: A Guide to Action. 3rd Edition. Kogan
Page Publications: London.
3. Randall.S Schuler and Susan E Jackson. Strategic Human Resource Management. 2nd edition.
4. 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 Topic include Expatriate training and
and Compensation components and complexities of
International compensation program
Week-4
Unit-4 International Performance To Learn about the process of
Management and Re-Entry Issues 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
Week-11
Unit-10 Strategic Human Resource Planning To learn about HR planning ,
and Recruitment resourcing and strategic recruitment
Week-12
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
Week-13
Unit-12 Strategic Performance Management The process of strategic performance
and Reward management and role of reward /
compensation policy to achieve
strategic objectives
Week-14
Unit-13 Performance Improvement and Roles To learn about the impact of HR and
in Strategic HRM HRM strategies on organizational
performance, the strategic role of front
line management in implementing HR
practices and policies
Week-15
Unit-14 Evaluation of HRM practices To evaluate individual practices as well
as bundle of HR practices and their
impact on organizational performance
Week-16
None Final Exam
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
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)
1. Wage concepts and Theories
2. Methods of Wage Payments
3. Wage Differentials
4. Wage-Fixation-Machinery
5. Wage structure
6. Wage Policy (With Reference to Pakistan)
7. Wage Legislation
a. Minimum Wages act 1948
b. The payment of wages 1936
c. The Payment of Bounus Act 1965
d. The equal Remuneration Act, 1976
(Part Two)
8. Compensation and Security
9. Managing Employee Compensation
10. Incentive Compensation
11. Employee Benefits
12. Safety and Health
Recommended Books
1. Dr. Panday and Rostogi, Public: 1997, Wage & Salary Administration.
2. Managing Human Resources, Chruden/Sherman, Seventh Ed: 1987
3. 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:
1. How the public sector can benefit from applying basic marketing principles to its operations
2. How to conduct a "social marketing" campaign
3. How public sector organizations have used social marketing successfully
Textbook
Lee Nancy R. and Kotler Philip 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
Mid-term: 30 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
 Evolution of marketing background concepts that lead to the
 Marketing mix emergence of CRM.
 Micro-economics
Week 2 Globalisation & CRM

 Impact of economics globalisation on marketing. Understanding how global
 Increasing significance of customer relationship. economies have changed because of
globalisation and how companies
compete to capture value from their
customers.
Week 3 Marketing & CRM
 Customers & Markets -Significance of customer Emphasizing on the concept of
focused marketing plan customer retention and building long
 Customer retention and profitability term , profitable relationships with
the customer
Week 4 CRM strategies

Comparing two popular marketing
 Transactional Marketing & Relationship Marketing concepts regarding CRM and
analyzing them for various types of
markets and products perspective
Week 5 Case study - I

 Analyzing at a case study of a major U.K. grocery Implementing the concepts
retailer developed during previous lectures
Week 6 CRM dimensions

 Looking at various dimensions of CRM What makes CRM successful for
 Process, technology, Philosophy ,capability. any organisation. Looking at various
motivational factors that could make
an organisation adopt CRM.
Week 7 CRM value drivers
 Looking at various variables that drive an organisation How to put an organizational
to adopt CRM practices. Due to huge financial cost message across through CRM.
associated with it often ends up in failure
Exam – week
Week 9 Managing the customer lifecycle: customer acquisition

Significance of focusing on right
 What is new customer from CRM perspective customers for value creation and
 Customer value estimation competitive advantage
Customer intimacy
Week 10  What is integration What lies behind building an
 What is warehousing effective information retrieval
 What is Data marts software about customer.
Week 11 Information technology for customer relationship

management Any Successful CRM system
 Origins of CRM technology requires implementation of
 The CRM marketplace technology for managing
 CRM architecture relationships with customers.
 CRM applications
 Technology for the CRM value chain
Week 12 Creating and managing networks
 What is a network? How networks contribute to the

 Principles of network management achievement of CRM objectives &
 Not all relationships are alike the composition of a business
 Activity links, resource ties and actor bonds network
Week 13 Class activity and Case-study

 Studying different CRM software’s and their
capabilities Implementing different concepts
 Looking at the strengths and weaknesses different developed in the previous lectures
CRM database systems
Week 14 eCRM
Increasing significance of e-
 How eCRM can be used for meeting organisaion commerce and its relationship with
objectives. CRM.
 Internet and CRM
Week 15 CRM evolving

 Multi-channel CRM Looking at the future of CRM and
 B2B CRM 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:
1. The definition, Scope & Challenge of International Marketing,
2. Dynamic Environment of International Marketing
3. The Emergence and importance of GATT, WTO and World Bank
4. Cultural Dynamics in Accessing Global Markets,
5. The Political Environment
6. Developing Global Marketing Strategies,
7. Global Marketing Management: Planning & Organization,
8. Creating Products for Consumers in Global Markets,
9. Exporting & Logistics,
10. The Global Advertising & Promotion Effort: Global Advertising & World Brands,
11. Global Market Segmentation & Promotion Strategy,
12. Media Mix Alternative,
13. Global Industrial Marketing,
14. 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:
1. Importance of Marketing Research
2. Definition and Role of Marketing Research in Marketing Management
3. The Marketing Research Process
4. The Decision to Undertake Research
5. Research Design & Data Source, Secondary Data
6. The Measurement Process
7. Data Collection: Exploratory Research, Sampling Plan & Data Collection Methods: Qualitative Analysis &
Quantitative Analysis
8. Data Processing, Data Analysis
9. Reporting Research Findings
10. The Role of Marketing Information Systems in Marketing Research
11. Application of Marketing Research: Forecasting, Advertising Research
12. 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.

Scheme of Study For Business Education 2019

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Institute of Management Studies

Implementation of Revised Business Education Roadmap 2019

(A): MBA Program for Business Group Students

Semester 1st (15 credit hours)

1 711 Advanced Qualitative 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)

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)

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

Financial Econometrics Qualitative Design Marketing for Non- Strategic

Islamic Banking &

Assignments, presentations and marks distribution:

Week/subject Lecture/Activity Learning outcomes

2.1 The Method of Ordinary Least Squares (OLS)

3.1 The Probability Distribution and the Normality Assumption of Disturbance

i. Formulation and Specification of Economic Model

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

Suggested Readings: GJ: Chap. 6, GHJ: Chap. 5

5.0 Multiple Regression Analysis

5.1 The Three-Variable Model

6.1 The Nature of Multicollinearity

Suggested Readings: GJ: Chap. 10 GHJ: Chap. 13

7.1 The Nature of Hetroskedasticy

Suggested Readings: GJ: Chap. 11, GHJ: Chap. 15

Suggested Readings: GJ: Chap. 12, GHJ: Chap. 16

Comparative Management subject contents will be provided as soon as possible.

Learning Aims and Objectives:

Integration When Not to 1. Develop an Understanding of Integration.

Intensive Growth Crisis and 1. Develop an Understanding of Ansoff’s Matrix and

Corporate 1. Develop an Understanding of Diversification.

Porter’s Generic 1. Develop an Understanding of Porter’s Generic

Defensive How to Best divest 1. Develop an Understanding of Defensive

Strategy Analysis 1. Describe a three-stage framework for choosing among

Implementing Secrets of 1. Explain why strategy implementation is more

Evaluating Balanced Scorecard 1. Explain market segmentation and product positioning

8 Strategic Alliances Handout 5

Assignments and Comprehensive Project:

The Marks are distributed as follows:

Learning Outcomes for Module

Week Topic Supplementary Material

1 Background of corporate Governance Read the section two “what is Corporate

3 Overview of estimation methods  Basic OLC procedures

Course Code: _________

Prerequisites:Financial Management, Financial Accounting

Textbooks (or course materials):

Assessment Instrument with weights

2 What is Risk, types of risk, categories of risk

4 Process of Risk Management, Matrics of Risk Management