PHD Booklet

HAND BOOK
FOR PHD SCHOLARS
DEPARTMENT OF MANAGEMENT SCIENCES

NATIONAL UNIVERSITY OF MODERN LANGUAGES (NUML)
SECTOR H-9 ISLAMABAD
Booklet for PhD Page I

VISION
To establish as a world-class business school acclaiming distinction for

research based, innovative and dynamic entrepreneurial approach to
knowledge based business education leading to a better society under-
pinned by conscious sense of social responsibility
MISSION
To develop business leaders by providing conducive environment to our

students and staff to conduct teaching and research in effective and
innovative ways to bring practical solutions to the industrial challenges
and opportunities faced by business organizations at national, regional
and global level
Booklet for PhD Page II

Table of Content
HEC Minimum Criteria for PhD..................................................................................................... 1
Guidelines as per NUML Research Policy ..................................................................................... 3
A. Pre-requisites .............................................................................................................................. 3
B. Graduate Advisory Committee................................................................................................... 4
C. Synopsis ..................................................................................................................................... 4
D. Research Thesis.......................................................................................................................... 4
E. Synopsis/ Thesis Preparation & Presentation ............................................................................. 4
F. Supervision ................................................................................................................................. 5
G. Plagiarism Check and Similarity Index ..................................................................................... 5
H. Evaluation Process ..................................................................................................................... 5
I. Defense ........................................................................................................................................ 6
J. Publication of Article (Research Paper) ...................................................................................... 6
SOPs of Management Sciences (NUML) for PhD ......................................................................... 8
Scheme of the study .................................................................................................................... 11
Course Title: Advanced Quantitative Research Techniques ........................................................ 12
Course Title: Philosophy of Management .................................................................................... 15
Course Title: Qualitative Research Methods ................................................................................. 17
Course Title: Behavioral Finance ................................................................................................ 20
Course Title: Financial Markets and Institutions ......................................................................... 23
Course Title : Advanced Financial Management .......................................................................... 25
Course Title: Finance Theory ......................................................................................................... 3
Course Title: Financial Modeling ................................................................................................... 5
Course Title: Corporate Governance (Finance Specialization) ..................................................... 7
Course Title: International Finance .............................................................................................. 10
Course Title: Mergers, Acquisition and Corporate Restructuring ................................................ 14
Course Title: Strategic Finance (Finance Specialization) ............................................................. 18
Course Title: Decision Making and Problem Solving ................................................................. 22
Course Title: Advanced Human Resource Development ............................................................ 24
Course Title: Leadership and Learning Organization .................................................................. 26
Course Title: Cross Cultural Human Resource management ....................................................... 28
Course Title: Industrial Psychology.............................................................................................. 30
Booklet for PhD Page III

Course Title: Learning Organization ............................................................................................ 35
Course Title: Conflict and Negotiation Management ................................................................... 37
Course title: Personnel Training & Development ......................................................................... 39
Course Title: Recruitment and Selection ...................................................................................... 42
Course Title: Supply Chain Management .................................................................................... 44
Course Title: Advanced Topics in Consumer Behavior .............................................................. 46
Course Title: Cases in Marketing ................................................................................................. 49
Course Title: Distribution, Retail Channels, and Logistics .......................................................... 51
Course Title: International Marketing Management..................................................................... 54
Course Title: Strategic Marketing Research ................................................................................. 57
Course Title: Customer Relationship Management ...................................................................... 59
Course Title: Services Marketing ................................................................................................. 62
Course Title: International Marketing .......................................................................................... 65
Course Title: Strategic Marketing ................................................................................................. 67
Annexes-Form............................................................................................................................... 70
Booklet for PhD Page IV

HEC Minimum Criteria for PhD
1. Admission requirement:
For admission into the PhD minimum CGPA 3.0 (out of 4.0 in the Semester System) or
First Division (in the Annual System) in M.Phil/M.S/Equivalent is required.
2. Subject Test:
A subject test conducted by the National Testing Service (NTS) or ETS, USA in the area
of specialization chosen at the PhD level must be cleared prior to admission for the PhD
Program.
a. In the case of GAT Subject test ( http://www.nts.org.pk/GAT/GATSubject.asp) a
minimum of 60% marks is required to pass the test.
b. In the case GRE subject test, the minimum score will be acceptable as follows:
i. 45% Percentile Score: Valid for Admissions until December 31, 2010
ii. 50% Percentile Score: Valid for Admissions until December 31, 2011.
iii. 60% Percentile Score: Valid for Admissions thereafter.
c. If the Test is not available in NTS subject list, then a University Committee
consisting of at least 3 PhD faculty members in the subject area and approved by
the HEC will conduct the Test at par with GRE Subject Test and qualifying score
for this will be 70% score.
d. Students admitted in PhD Programs after August 25, 2010 have to submit the
requisite GAT Subject or GRE Subject within period of one year that is by October
31, 2011.
3. Course Work:
Course work of 18 credit hours preferably in the first year is required to be completed and
followed by a comprehensive examination for granting candidacy as PhD researcher.
4. Foreign Expert Evaluation:

The Ph.D. Dissertation must be evaluated by at least two Ph.D. experts from
technologically/academically advanced foreign countries in addition to local Committee
members.
5. Open defense:
An open defense of Dissertation is essential part of PhD Program after positive evaluation.
6. Research Paper:
Acceptance/publication of at least one research paper in an HEC approved “X” category
journal is a requirement for the award of Ph.D. degree (“Y” in case of Social Sciences
only).
7. Plagiarism Test:
The Plagiarism Test must be conducted on the Dissertation before its submission to the two
foreign experts.
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8. Copy of PhD Dissertation to HEC:
A copy of Ph.D. Dissertation (both hard and soft) must be submitted to HEC for record in
Ph.D.
Country Directory and for attestation of the PhD degree by the HEC in future.
9. Conduct of PhD Program:
There should be at least 3 relevant full time Ph.D. Faculty members in a department to
launch the Ph.D. program. The maximum number of Ph.D. students under the supervision
of a full time faculty member is five which may be increased to eight under special
circumstances in certain teaching departments subject to prior approval of the Higher
Education Commission (HEC).
10. Flow Diagram for Minimum Quality Criteria for M.Phil/MS &PhD
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Guidelines as per NUML Research Policy
A. Pre-requisites
1. PhD Program.
Total duration for PhD program is 3-8 years and the timeline for Ph.D programs is given
below:-
2. Prerequisites for admission

in PhD include:-
a. GAT Subject Result with a minimum cumulative score as determined by
HEC/NUML is required at the time of admission to PhD program.
b. Minimum 3 CGPA in MPhil
c. Interview Marks.
3. Course Work:
PhD is a 42 CHs program that includes:-
a. Coursework - 18 CHs,
b. Comprehensive examination + viva voce – 06 CHs,
c. Dissertation/ Thesis + oral defense – 18 CHs
d. Minimum 2.5 CGPA is required to pass this course.
e. It is permissible to improve/repeat/clear 2 courses during summer semester.
However, a PhD scholar will be ceased if he/she fails to complete course work
within 2 years (4 x semesters) after registration.
4. Final Comprehensive Examination (FCE):

a. After passing course work a scholar should appear for synopsis defense in
subsequent semester. However if he/she fails to clear his/her FCE till the end of 5th
semester he/she will be ceased.
b. The time allowed for FCE shall be 3 hours and the pass grade point shall be 3.0.
Otherwise, student shall be considered dropped.
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c. A scholar can avail maximum 2 chances for FCE
B. Graduate Advisory Committee

a. The Graduate Advisory Committee (GAC) will hold a meeting within a week after
receiving the research proposal
b. Graduate Advisory Committee shall approve research topic.
c. Cases related to change of research topic will be forwarded to faculty board of
studies.
d. The Graduate Advisory Committee will allocate relevant supervisor.
e. Cases related to change of supervisor will be forwarded to BASR after their
approval on provisional basis by FBS
C. Synopsis
a. After passing FCE & GAC a scholar should appear for synopsis defense in
subsequent semester. However if a scholar fails to clear his synopsis defense till the
end of 6th semester he/she will be dismissed.
b. Only 2 attempts for synopsis defense are permissible.
D. Research Thesis
1. Minimum length for PhD thesis is 55000 words including footnotes/end notes/
references but excluding prefatory pages and annexure.
2. Submission of research thesis is due at the end of 10th semester i.e. end of 5th year.
In case a scholar fails to submit his/her thesis first warning shall be issued.
However, Six months (i.e. 11th semester) extension can be granted by FBS on the basis
of performance reports.
3. In case a scholar fails to produce thesis even after 11th semester (after availing
extension) 2nd warning letter shall be issued. The case shall be taken to BASR for
decision.
4. If a scholar fails to submit thesis along with acceptance letter/ published article by
the end of 6th year (i.e. after 12 semesters) his/her case shall be sent to BASR for
dismissal.
E. Synopsis/ Thesis Preparation & Presentation

a. Students entering the research phase at MPhil/PhD levels shall present a synopsis
prepared under the guidance of a supervisor in front of the faculty board of studies
for approval. The board will be held twice a semester.
b. The synopsis must be prepared according to the guidelines provided by the
respective Faculties.
c. All synopses shall be run on Turnitin to ensure permissible similarity and certified
by the Supervisor.
d. Synopses prepared in foreign languages shall have an English/ Urdu version as
well.
e. Synopses will be presented in the target language with a brief in English / Urdu.
f. Questions shall be asked in the target language and English/ Urdu and replies shall
be given in the language in which the question is asked.
g. Approved synopses shall be displayed on University website.
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F. Supervision
a. The maximum number of PhD students under the supervision of full time faculty
member is five which may be increased to eight under special circumstances in
certain teaching departments subject to prior approval of the HEC. The case shall
be submitted to BASR for approval.
b. Presence of the supervisor in the meeting of Faculty Board of Studies is mandatory.
c. While assigning topics, Supervisors shall ensure that even if the research area is of
inter/ multi-disciplinary nature, it has relevance with the discipline in which the
student is enrolled.
d. Supervisors shall ensure that synopses/theses are prepared according to the
approved format.
e. Students working on inter-disciplinary topics shall have to have a co-supervisor and
knowledge of the subject / language.
f. The students will have to incorporate required amendments and resubmit for
internal defense within 30 days of the receipt of the reviews.
G. Plagiarism Check and Similarity Index

a. Hard and soft copies must be submitted to QEC through respective faculties for
plagiarism check and similarity Index before evaluation.
b. Students must state if they or their supervisors have already run their theses on
Turnitin so that necessary steps are taken to avoid getting high similarity indexes.
c. NUML shall not take any responsibility in case incomplete information is provided.
d. The coordinator will get the final report from QEC within 6 days after submission.
e. Plagiarism detected at any point, even after issuance of degree, is punishable under
law (vide HEC’s policy on plagiarism).
f. Turnitin report, submitted by QEC, shall be considered as valid and final.
g. NUML has a zero-tolerance policy on submission of fraudulent or plagiarized
data/thesis/papers. Such cases will be forwarded to the Plagiarism Standing
Committee of the university (PSC)
h. There is a provision of only TWO ATTEMPTS for achieving acceptable
similarity index i.e.19% or below. For the third attempt approval from BASR is
required.
i. No thesis shall be sent for evaluation unless the similarity index falls within the
permissible limit.
j. In case of re-defence with major changes, early submission with acceptable
similarity index i.e. 19% or below will not be considered as attempt.
k. If a scholar fails to achieve the required/ acceptable similarity index (i.e. 19%) even
after the 3 rd attempt he shall be ceased.
H. Evaluation Process
a. Within 10 days after successful report from QEC the Dean will send the thesis to
anonymous external, internal and foreign reviewers. In case if the PhD scholar is
NUML faculty member only 2 external subject experts will be the reviewers and no
internal reviewer from the University. However, in the case of languages if external
reviewers are not available 02 internal reviewers will be taken from NUML.
b. Decisions regarding the assignment of Foreign, External and Internal Evaluators
will be made by Faculty board of studies.
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c. As per HEC rules thesis after plagiarism check shall be sent to two foreign
evaluators and two local evaluators. Out of the latter one will be internal and one
external evaluator. Timely evaluation of the thesis will be ensured and for this
evaluators will be sent reminders. Evaluator/s shall be changed in case of delay.
d. Evaluation reports shall be shared with the scholar to ensure incorporation of
changes before defense.
e. If any foreign/ local/external/internal fail to submit the review within 45 days of
sending soft/hard copy of thesis to him/her. The Dean/Coordinator will issue a
reminder letter. In case of no response the reviewer may be changed.
f. After defense, in case of any minor or major changes, the scholar will be
responsible to resubmit dissertation after incorporation of changes within allocated
time period counting towards total stipulated time period for completion of
program/degree.
Foreign Evaluators: Correspondence & Remuneration

g. The remuneration of foreign reviewer for PhD thesis will be USD
500.Correspondence with foreign evaluators shall be made through email.
h. Thesis shall be sent in Pdf format by email.
i. Correspondence with foreign evaluators shall be made through email. Thesis shall
be sent in Pdf format by email.
I. Defense
a. If Rector is present he will permit the Dean to start the process. The Dean will
inform the defense committee regarding the defense process and rules of the
conduction of defense. After completing the briefing to the defense committee the
public may be allowed to enter the defense venue.
b. Rector/DG may ask the questions/observations suggested by the foreign reviewers.
Because it is the practice that the foreign reviewers are not present in the defense.
In case of absence of Rector/DG/Nominee the Dean may start the defense by
asking the external/internal to say questions to the scholar.
c. In case of absence of Rector/DG/Nominee the Dean of faculty may Chair the
defense.
d. After the completion of the question/answer round by the defense committee.
Everyone including NUML faculty will leave the room except the member of the
defense committee.
e. In case of NUML faculty member only two externals from defense committee will
have the voting rights. However, in case of PhD who is not NUML faculty member
the Deans will consult with internal and external reviewer for final decision.
J. Publication of Article (Research Paper)

a. Publication of at least one research paper based on the PhD research in an HEC
approved journal by 12th semester.
b. Copy of title page of research article published in HEC approved “Y” category
journal for sciences & social sciences (“Z” category journal is only accepted for
languages) by 12th semester.
c. PhD candidate as first author can publish the research paper along with his/her
supervisor. There shall be no binding on the candidate to get published his/her
research paper with supervisor as co-author.
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d. Acceptance letter regarding the publication of research paper shall enunciate about
the author, co-author, their affiliation with the organization (i.e. NUML) and exact
date for publication.
e. Final defense of the scholar shall not be conducted unless all the requirements
forwarding PhD degree as per HEC criteria are fulfilled (including acceptance/
publication of research paper).
f. It will be discretion of faculties to use any of(a) MLA (b) APA (c) Chicago citation
styles.
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SOPs of Management Sciences (NUML) for PhD
Sr. # 1 1. Eligibility Criteria for admission

a. For admission into the PhD,minimum CGPA 3.0 (out of 4.0 in the
Semester System) or First Division (in the Annual System) in
M.Phil/M.S/Equivalent degree is required.
b. A subject test conducted by the National Testing Service (NTS) or ETS,
USA in the area of specialization chosen at the PhD level must be
cleared prior to admission for the PhD Program.In the case of GAT
Subject test (http://www.nts.org.pk/GAT/GATSubject.asp) a minimum
of 60% marks is required to pass the test.
c. In Case the university conduct the GAT –Subject Test, University
Committee consisting of at least 3 PhD faculty members in the subject
area will prepare the test at par with GRE Subject Test and qualifying
score for this will be 70% score.
d. The Proposed research area (1-2 Pages)
e. Interview with Graduate Advisory Committee Chair by Rector / Dean
FMS.
Sr. # 2 2. Course Work and Research Process /Steps

The process/steps for the Program are as under.
Step-1
Course work of 18 credit hours preferably in the first year is required to be
completed (i.e. 06 course with three courses in each semester).
Step-2
Comprehensive examination will be conducted within one month after the end
term exam of the course work. The comprehensive exam will be from all the
06 courses which the student has studied in First two semesters of course work.
Maximum TWO attempts shall be given to the student. Once the student pass
the comprehensive exam, he will move to step-3.
Step-3
Submission of Research topic (Form A) along with proposed supervisor

consent form (Form B).The forms and the list of tentative supervisors can be
obtained from Program Coordinator MS Office. The eligibility criteria for the
supervisor is PhD degree in relevant discipline
Step-4
The initial review of the submitted topic and suggested supervisor by the
Graduate Advisory committee constituted by the Dean FMS .The initial review
will ensure that topic is relevant to the discipline of Management Sciences and
up to date .The committee will also ensure that suggested supervisor is
qualified and experienced andis relevant to the subject area of the proposed
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research topic. Once the topic and suggested supervisor is approved by the
committee the student is eligible for the step-4.
Step-4
The student will submit the proposal /synopsis according to the format as given
by the Program Coordinator .The student has to appear before the defense
panel to defend his/her synopsis .The composition of the Defense panel is as
under.Rector /Dean FMS (Chair),Director Academics ,In charge MS/PhD
Program, Head QEC, Subject Expert of the relevant Discipline, Graduate
Advisor, Supervisor (Mandatory),Program Coordinator MS. Defense
committee will provide feedback .The Defence committee decision may be as
under a
a. Approved
b. Approved with Changes
c. Rejected
The student will submit the final draft of the synopsis in case of Approved or
after incorporation of changes as recommended by the committee duly signed
by the Supervisor and supervisee to Program Coordinator MS Program. The
submitted document will then sent to Dean FMS through In charge MS,PhD
program for final notification. The formal permission will be issued to the
scholar to continue his/her research. The student has to write a thesis of at least
55000 words. The student is expected to write thesis as per the format within
the time frame allowed for the PhD degree i.e. 5-7 years.
.In case the student is unable to defend his/her synopsis, he or she will be given
another chance .In case the student is failed to defend his/her synopsis in
second time, his/her degree will be ceased.
Step-5
a. Once the scholar has completed his/her first draft,he/she has to submit the
soft copy of the thesis draft and one copy in hard copy spiral binding to the
program coordinator office for the Plagiarism/Similarity index. The soft
copy and hard copy of the synopsis will be sent to the Quality Enhancement
Cell (QEC) for Plagiarism/Similarity index. As per HEC criteria, similarity
index must be less than or equal to 19%.The student has maximum three
attempts to qualify this limit. In case the student is failed to qualify
similarity index of less than or equal to19% for the 3rdtime, his/her case
may be forwarded to the graduate Advisory Committee. The Advisory
Committee may recommend for another chance or rewrite the synopsis
with different topic (Step-2) or cease the degree of the student in case of
time bar.
b. After the qualification of Plagiarism/Similarity index, public defense will

be arranged and scholar is supposed to present he first draft thesis in front
of the whole faculty and MS/PhD scholars.The basic purpose of this
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exercise is to clear common mistakes and ambiguities before ending the
thesis for internal and external review.
c. On receipt of draft the thesis is ready for review process .As per the policy
the In chargeMS,PhD Program will sent the thesis to Two foreign
evaluators ,one internal ,one external local and one subject expert (external)
after the approval of Dean FMS. Each reviewers is advised to return back
the review report within 6 to 8 weeks to the In chargePhD,MS Program .As
per the policy the names of the reviewers will be kept confidential and will
not be shared with the student and the concerned supervisor.
Step-6
a. On receipt of the reports from the reviewers, these will be immediately

forwarded to the concerned scholar .The Scholar is advised to submit
the compliance report on the prescribed Performa after the changes has
been incorporated as asked for duly signed by the concerned Performa.
b. The confirmation Performa is also sent to the reviewers for verification
that the scholar has incorporated the required changes.
c. Once the scholar submits the final copies after incorporating all the
required changes, final defense will be arranged and scholar has to
appear before final defense committee. The defense committee
comprises of Rector/Dean FMS (Chair) ,Dir Academics, HoD QEC,
In charge PhD,MS/MPhil, Supervisor, Subject Expert, Internal
Reviewer, External Reviewer. Program Coordinator.
d. Defense committee may declare the thesis as “Approved as it is” ,

“Approved with changes” , “Re-defense”. In the later two conditions
student will have to make necessary amendments and submit for
notification. In case of re-defense student will have to make necessary
modifications in the report as advised by the “Defense committee”
and wait for the next defense proceedings.
e. Once the student has submitted the final thesis, thesis will be sent to
the examination department for notification through the office of the
Dean FMS.
f. A copy of the thesis will be sent to each department i.e. Examination,
ORIC (Office of Research and Innovation and Commercialization)
and Concerned Department Library/Record.
g. After the notification has been issued, the student may apply for
transcript and degree accordingly.
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Scheme of the study
Semester Course Number Category (Credit hours)
Core courses
1 3 09
2 3 09
3 Thesis 24
Total 6 + Thesis 42
SEMESTER 1 SEMESTER 2
MS-705 Doctoral Seminar in Research Methods HR Specialization Courses
MS-707 Advance Quantitative Research Techniques MS-702 Decision Making and Problem Solving
MS-708 Philosophy of Management MS-703 Advanced Human Resource Development
* Additional Core Courses MS-753 Leadership and Learning Organizations
MS-706 Qualitative Research Methods MS-757 Creating an effective organization
MS-709 A Critical Analysis of the Literature Review MS-758 Cross cultural Human Resource Management
MS-764 Industrial Psychology
SEMESTER 2 HR - 659 Learning Organizations
HR - 663 Conflict and Negotiation Management
HR - 666 Personell Training & Development

Finance Specialization Courses
HR - 667 Recruitment and Selection
MS-704 Behavioral Finance Marketing Specialization Courses
MS-752 Financial Markets and Institutions MS-751 Supply Chain Management
MS-755 Advanced Financial Management MS-754 Advance Topics in Consumer Behaviour
MS-760 Finance Theory MS-756 Cases in Marketing
MS-761 Financial Economics MS-759 Distribution, Retail Channels & Logistics
MS-762 Financial Engineering MS-765 International Marketing Management
MS-763 Financial Modeling MS-766 Strategic Marketing Research
FM - 610 Corporate Governance MKT-612 Customer Relationship Management
FM - 662 International Finance MKT-613 Marketing of Services
FM - 664 Mergers Acquistion and Corporate Restructuring MKT-616 International Marketing
FM - 665 Strategic Finance MKT-615 Strategic Marketing
* Courses will be offered subject to the availability of respective teacher
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Course Title: Advanced Quantitative Research Techniques
Course Code : MS-707
Credit Hours : 3 - 0
Course Prescription
Students will become familiar with the underlying theory and current best practices in
quantitative research through discussion and application of topics including data
collection, measurement, design (including survey design), and computer-based data
analysis.
Goals of the Course
To introduce postgraduate research students to the scientific method, quantitative research

process, and basic and advanced statistical methods. It is designed as a primer for students
enrolled in a research degree.
Learning Outcomes
By the end of this course it is expected that the student will be able to:
1. Understand quantitative research methods;

2. Understand the quantitative research process and engage in research projects;
3. Apply basic and advanced statistical methods, including computer-based data
analysis; and
4. Understand the current best practice in quantitative research.
Content Outline
Fundamentals of quantitative research

Defining research problems
Data collection
Descriptive statistics
Univariate and Bivariate analysis
Multivariate analysis and regression
Categorical data and dependent variables
Moderation and mediation
Overview of advanced analysis techniques
Learning and Teaching
To achieve the objectives of the course a variety of teaching approaches will be utilised
including lectures, class discussions, written assignments, presentations, in-class tasks
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and computer-based data analysis. For computer-based data analysis, students will
become familiar with the Stata statistical analysis software. The class typically meets for
three hours a week. Students are expected to use at least six additional hours each week
reading and preparing for class. This will involve independent work with statistical
software. Active participation is essential, and students will be expected to master material
assigned in readings, presented in class lectures, discussions, presentations, in-class tasks
and in computer-based data analysis.
Learning Resources
The prescribed textbook for this course is Field, A. P. (2009). Discovering statistics using
SPSS, SAGE Publications Ltd.
See the weekly guide for a weekly break-down. Students are required to complete the
prescribed readings before each lecture and be fully prepared for an engaged discussion.
Participation
10 percent of student grades will be based on this aspect of the course. Students will gain
credit for insights, integration of the material covered in the course, participating in class
tasks, computer-based data analysis and clarity of communication. Those who miss classes
or who attend without contributing miss the opportunity to earn these grades.
Grades will be determined by an evaluation of student performance by the instructor. The

quality of contributions that will be monitored as well as progress when engaging in tasks
and computer-based data analysis. It should be noted that students must contribute
actively in discussions to receive passing grades for participation. The active contribution
will be assessed on quality, not quantity. Active participation involves:
Being fully prepared;
Showing engagement with the material;
Offering insightful comments and questions;
Building on others’ contributions;
Giving constructive criticism of others’ contributions;
Contributing to the shaping of the discussion;
Integrating what others have said;
Effective and brief communication
Engaging in tasks;
Participating in computer-based data analysis.
Research Proposal Presentation (15 minutes)
10 percent of student grades will be based on this aspect of the course. The final research
proposal will be accompanied by a 15-minute presentation to class in the last lecture
(timing subject to change depending on enrolment numbers). You should summarise your
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research proposal clearly, present it succinctly, motivate it and place it in the context of
the relevant literature. Please note that the focus, like in the final proposal, should be on
the methodology and analysis. You should also be ready to address any questions from
the instructor and students following your presentation. The overall performance in this
presentation will be evaluated by the instructor.
Course Schedule
Date Topic/Question
Week 1 Fundamentals of quantitative research: What is it all about?
Week 2 Defining the problem: Reviewing the literature, developing models
and hypotheses
Week 3 Data collection: Sampling, measurement, getting, entering and
cleaning data
Week 4 Exploratory Data Analysis and Confirmatory Factor Analysis
Week 5 Descriptive statistics: Exploring data and checking assumptions
Week 6 Univariate and Bivariate analysis: Correlation, hypotheses testing and
comparing groups
Week 7 Multivariate analysis and regression: Multiple variables and
relationships
Week 8 Mid Term
Week 9 Different Methods of Regression and their use in Analysis
Week 10 Logistic Regression
Week 11 Moderation and mediation: When variables depend on each other
Week 12 Moderation and mediation: Using AMOS
Week 13 Multigroup Moderation
Week 14 Moderated Mediation and Mediated Moderation
Overview of advanced analysis techniques: Getting to the state of the
Week 15
art
Week 16 Presentations (15 minutes)
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Course Title: Philosophy of Management
Credit Hours : 3-0
Text Book:
 Jaffery A. Miles (2012) Management and Organization Theory
 Peter Kostowski (2010) Elements of Philosophy of Management
 Sander, Lewis, Thornhill(2009) Research Methods for Business, Prentice Hall
Course Objectives:
 To help students appreciate nature of Management and its philosophical aspects.
 To focus on developing an understanding of evolution of management and
organizational philosophy
 To classify their relevance to mainstream theory building in the field of
management science.
Course Activities
 Presentation and discussion of research papers given by the professor, assigned to
each student.
 Presentation and discussion of management and organization theories, assigned to
each student by the professor.
Course Outcome
The students will be able to make a theoretical framework for their PhD research
proposal.
Course Evaluation
 Research paper/Theory presentation 20%
 Mid Term Exam 30%
 Final Term Exam 50%
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Course outline
1. Philosophy and Approaches of Management Research
2. Philosophy and Approaches of Management Research
3. Elements of Theory Building; Adaptive Theory.
4. Management Philosophy and Ethics; Ethical Theory.
5. Evolution of Organization and Management Thinking.
6. Scientific Management, Bureaucratic Management, Human Relations Management.
7. Management Philosophy and Corporate Culture, Influence of Environment.
8. OB Perspective and Management Philosophy, Perceptions, Beliefs and Behavior.
9. Changing, Corporate Culture and Management Philosophy.
10. Agency Theory, Organization Justice Theory.
11. Structural Contingency Theory, Transaction Cost Theory.
12. Game Theory, Social Capital Theory.
13. Social Network Theory, Philosophy of PhD Research Contribution.
14. Management in Turbulent Environment.
--------------------------------------------
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Course Title: Qualitative Research Methods
Credit Hourse : 3- 0
Course Description
Qualitative research has an extensive and prominent history in the social sciences. From
the research of the “Chicago school” in the 1920s and 1930s to the more recent “critical
ethnography,” qualitative research methods provide essential tools to study the social
world. This course will cover the basics of collecting, interpreting, and analyzing
qualitative data, paying particular attention to in-depth interviewing and
observational/ethnographic approaches. We will analyze some intriguing examples of
qualitative research to think critically about sociological questions of gender and racial
inequality, poverty, youth culture, gay and lesbian identity, transformations in family life,
the ex-gay movement, and others.
In class, we will learn how to design, conduct, and write up qualitative research,
including issues such as entering the field, ethical issues in qualitative research,
dilemmas of reflexivity and voice, approaches to the analysis of qualitative evidence,
oral and written presentation of, and evaluation and dissemination of qualitative
research.
Required Readings
Bruce L. Berg and Howard Lune. 2012. Qualitative Research Methods for the Social
Sciences. Pearson.
Learning Outcomes
1. Understand the distinctive challenges associated with studying and researching in
organizations;
2. describe the constituent assumptions/elements and applications of various qualitative
research methodologies;
3. Critique established works (published research) on methodological strengths and
weaknesses;
4. Design research technologies such as interview and focus group schedules;
5. Collect organizational orientated data, and analyze the raw data.
Course Outline
Week 1: Introductions
• Go over syllabus; introduce key concepts.
Week 2: The Scientific Method and Sociological Inquiry

• Berg, B., and H. Lune. 2012. Qualitative Methods for the Social Sciences, pp. 1-8;
19-26.
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• Jenness, Valerie. 2010. “From Policy to Prisoners to People: A '’Soft Mixed
Methods’ Approach to Studying Transgender Prisoners. Journal of
Contemporary Ethnography 39:
517-553.
Topics: What is the relationship of qualitative sociology and science?
How do you construct a qualitative research project?
Week 3: Reviewing Literature and Composing a Research Question

• Berg, B., and H. Lune. 2012. Qualitative Methods for the Social Sciences, pp. 26-
60.
• Blackstone, Amy. 2009. “Doing Good, Being Good, and the Social
Construction of Compassion.” Journal of Contemporary Ethnography 38:85-
116. Only pages 85-92. A2L
• Eckstein, Susan. 2001. “Community as Gift-Giving: Collectivistic Roots of
Volunteerism.” American Sociological Review 66: 829-851. Only pages 829-
832. A2L Topics: Using sociological theory to design research and create a
research question.
Week 4: The Ethics of Qualitative Research

87.
• Stein, Arlene. 2010. “Sex, Truths, and Audiotape: Anonymity and the Ethics of
Exposure in Public Ethnography.” Journal of Contemporary Ethnography 39(5)
554–568. A2L Topics: Ethical questions and controversies in conducting
research.
Week 5: Ethnography and Participant Observation

216.
Topics: Entering the field; doing observation
Week 6. Ethnography and Participant Observation II

238.
• Berkowitz, Dana. 2006. “Consuming Eroticism: Gender Performances and
Presentations in Pornographic Establishments.” Journal of Contemporary
Ethnography 35:583-606.
Topics: Taking fieldnotes, negotiating insider/outsider concerns.
Week 7: Qualitative Methods and Action Research

272.
• Amsden, Jackie, and Rob Vanwynsberghe. 2005. “Community Mapping as a
Research
Tool with Youth.” Action Research 3:357-
381. Topics: The how and why of action
research.
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Week 8: MIDTERM Exam
Week 9: Interviews: Developing Questions and Conducting Interviews

• Berg, Bruce L., and Howard Lune. 2012. Qualitative Methods for the Social
Sciences, pp.
105-128, 150-153.
• Nenga, Sandi Kawecka. 2011. “Volunteering to Give up Privilege? How Affluent
Youth
Volunteers Respond to Class Privilege.”
Topics: Designing interview questions
Week 10: Focus Group Interviews

192.
Topics: How, when and why to conduct focus group interviews.
Week 11: Analyzing

382.
Topics: Methods of analysis
Week 12: Writing of Research Paper based on Qualitative Research

• Berg, Bruce L., and Howard Lune. 2012. Qualitative Methods for the Social
Sciences,386-408, 414-419.
Topics: Writing about research
Week 13: Computer Software & Qualitative Research

Week 14: Future Directions for Qualitative Research
Brantlinger, Inward gaze and activism as moral next steps; and Qualitative
Research Dialogue
Week 15: Research Report due.
Week 16: Presentations
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Course Title: Behavioral Finance
Course Code: MS-704
Course Description
This course critically analyzes how individuals and firms make financial decisions, and
how those decisions might deviate from those predicted by traditional financial or
economic theory. Students explore the existence of psychological biases in financial
decision-making, and examine the impacts of these biases in financial markets and other
financial settings. The course examines how the insights of behavioral finance
complement the traditional finance paradigm.
Course Objectives:
The students will be able to analyze the impact of individuals’ behavior on organizational
financial decisions, and how individuals’ financial decision are effected by behavioral
aspects, and actually make critical financial decisions (descriptive). The course will provide
guidance on how to improve financial decision making (prescriptive) in themselves and
others.
Course Outcomes:
Students will be able to critically evaluate, analyze and predict the most probable behaviour
of the investors while making Financial & Investment Decisions.
Recommended Readings
1.Pompian, Michael M. 2010. Behavioral Finance.
2. Introduction and Logistics: -Lamont and Thaler (2004). Can the market add and subtract?
Mispricing in tech stock carve-outs. Journal of Political Economy, 111: 227-268.
3.-Kahneman and Tversky (1974) Judgment under Uncertainty: Heuristics and Biases.
Science, 185: 1124-1131.
4. History of Behavioral Finance:
-Barberis and Thaler 2003. A survey of behavioral finance in Handbook of the Economics
of Finance, Constantinides, Harris and Sulz (eds).
Week # TOPICS TO BE COVERED

Overconfidence:
-Barber and Odean (2000), Trading is Hazardous to Your Wealth: The
Common Stock Investment Performance of Individual Investors, LV(2), 773-
805.
1.
-Barber and Odean (2001), Boys Will Be Boys: Gender, Overconfidence, and
Common Stock Mistakes. Quarterly Journal of Economics , 116(1), 261-292.
-Malmendier and Tate (forthcoming), Who Makes Acquisitions? CEO
Overconfidence and the Market’s Reaction. Journal of Financial Economics.
Representativeness:
-Poteshman (2001). Underreaction, Overreaction, and Increasing
2.
Misreaction to Information in the Options Market. Journal of Finance,
LVI(3), 851-876.
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Anchoring and Adjustment:
-Campbell and Sharpe (forthcoming) Anchoring Bias in Consensus Forecasts
3. and its Effect on Market Prices. Journal of Financial and Quantitative Analysis.
Cognitive Dissonance:
4. -Goetzmann and Peles (1997), Cognitive dissonance and mutual fund
investors, Journal of Financial Research, 20(2), 145-158.
Attribution:
-Daniel, Hirshleifer and Subrahmanyam (1998). Investor Psychology and
Security Market Under- and Overreactions. The Journal of Finance. 53,
5. 1839-1885.
-Billett and Qian (forthcoming). Are Overconfident Managers Born or
Made? Evidence of Self-Attribution Bias from Frequent Acquirers.
Management Science.
Illusion of Control:
-Langer and Roth (1975). Heads I win, tails it's chance: The illusion of control
as a function of the sequence of outcomes. Journal of Personality and Social
6. Psychology. 32, 951-955.
-Fellner (2004), Illusion as a source of poor diversification: An experimental
approach. Working Paper, Max Planck Institute for Research into Economic
Systems
Conservatism:
-Chan, Frankel, and Kothari (2004) Testing Behavioral Finance Theories
7.
Using Trends and Consistency in Financial Performance. Journal of
Accounting and Economics. 38, 3-50.
Ambiguity:
8 -Ellsberg (1961) Risk, Ambiguity, and the Savage Axioms.The Quarterly
Journal of Economics. 75, 643-669.
Endowment:
-Kahneman, Knetsch and Thaler (1990) Experimental Tests of the
Endowment Effect and the Coase Theorem. The Journal of Political
9.
Economy. 98, 1325-1348.
Benartzi and Thaler (1995). Myopic Loss Aversion and the Equity Premium
-Puzzle, The Quarterly Journal of Economics, 110(1), 73-92.
Self-Control:
10. - Laibson (1997) Golden Eggs and Hyperbolic Discounting. The Quarterly
Journal of Economics. 112, 443-477
Optimism (Competence):
Heath an-d Tversky (1991) Preference and Belief: Ambiguity and
11. Competence under Uncertainty. Journal of Risk and Uncertainty 4: 5-28.
Graham, Harvey, and Huong (2006) Investor Competence, Trading
Frequency, and Home Bias”Working Paper, Duke University.
Mental Accounting:
12. -Huberman and Jiang (2006). Offering versus Choice in 401(k) Plans:
Equity Exposure and Number of Funds. Journal of Finance, 61(2), 763-801.
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-Lim (2006). Do Investors Integrate Losses and Segregate Gains? Mental
Accounting and Investor Trading Decisions The Journal of Business, 2006,
79(5), 2539-2574.
Hindsight:
-Biais and Weber (2006) Hindsight Bias and Investment Performance.
Working Paper, Institute d'Économie Industrielle (IDEI), Toulouse.
Loss Aversion (Disposition Effect):
13. -.Shefrin and Statman (1985) The Disposition to Sell Winners Too Early and
Ride Losers Too Long: Theory and Evidence. Journal of Finance, 15:779-
790
-Odean (1998) Are Investors Reluctant to Realize Their Losses. Journal of
Finance 53 (5), 1775–1798.
Recency:
- DeBondt and Thaler (1985). Does the Stock Market Overreact? Journal of
Finance, 40 (3), 793-805.
14. -DeBondt and Thaler (1987). Further Evidnece on Investor Overreaction and
Stock Market Seasonality. Journal of Finance, 42(3), 557-581.
-DeBondt and Thaler (1990). Do Security Analysts Overreact? American
Economic Review, 80(2), 52-57.
-Madrian and Shea (2001). The Power of Suggestion: Intertia in 401(k) Participation
and Savings Behavior. Quarterly Journal of Economics, 116, 1149-1187.
15. Regret:
-Tykocinski, Israel and Pittman (2004). Inaction Inertia in the Stock Market. Journal
of Applied Social Psychology, 34 (6), 1166-1175.
Framing:
- Kirchler, Maciejovsky and Weber, (2005). Irrelevant Information, Framing
Effects, and Market Behavior-An Experimental Analysis. Journal of
Behavioral Finance, 5(2), 90-100.
16
Status Quo:
-Benartzi and Thaler (2004) Save More Tomorrow: Using Behavioral
Economics to Increase Employee Saving. Journal of Political Economy. 112,
S164-S187.
Grading
HEC’s guidelines for semester system:
Mid-Term Exams: 30%

Course Evaluation: 20%
End Semester Exam: 50%
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Course Title: Financial Markets and Institutions
Course Code: MS-752
Course Description
The course critically examines the importance of financial markets and institutions, how
interest rates effect the organizations, what is the role of central banks and money markets.
Course Objectives:
- To create ability to understand and evaluate the financial markets and institution, and
critically analyze the management, functioning of these institutions
- To criticize and analyze the Functions and interaction of these institution with The Central
Banks
Course Outcomes:
After the completion of the course, the student will be able,
- To understand the Types, roles and importance of Financial Institution and Financial
markets in the Economy
- To understand and analyze the functions of/ and dealing of these institutions
-To identify, understand, and counter the foreign exchange exposure in policy making
Frederic S. Mishkin & Stanely G. Eakins (2006). Financial Markets + Institutions (5th
Edition). Dorling Kindersley (India) Pvt. Ltd. Pearson Education in South Asia.

Why study Financial Market & Institutions
1. Debt market & Interest market, Foreign Exchange markets,
Applied managerial Perspective
Overview of Financial Systems
2. - Function of Financial Markets, Debt & equity markets, Exchanges & Over-
the-counter markets, Money & Capital Market
Fundamentals of Financial Markets
3.
- Measuring Interest, Types of Market Instrument.
Why Do Interest Rates Change?
4. - Determinants of Asset demands, expected returns, Liquidity, Market
Euilbrium
How do Risk and Term Structure Affect Interest Rates
5.
- Risk structure of interest rate
Are Financial Markets Efficient
6.
-The Efficient Market Hypothesis
Central Banking & The Conduct of Monetary Policy
The Conduct of Monetary Policy: Tools, Goals, Targets
7.
-Origins of the Federal Reserve Systems; Federal Reserve Balance Sheet;
Open Market operations; Tools of Monetary Policy etc.
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Financial Markets: The Money Markets, The Bond Markets, The Stock
Markets, The Mortgage Market, The Foreign Exchange Market, The
International Financial System
8
- Definition & Purpose of Money Market; Purpose of Capital Market, Types
of Bonds, Stocks; Mortgages interest rates, Foreign Exchange (long-run &
short-run) & its trade, Intervention in Foreign Exchange market
Fundamentals of Financial Institutions
9. - Why do financial Institutions exists, Basic facts about financial structure,
Transaction cost influence
What Should Be Done About Conflicts of Interest in the Financial
10. Industry?
- What are conflicts & why they are important
The Financial Institutions Industry -
11.
-Banking and Financial Institutions of the Industry
Commercial Banking Industry: Structure & Competition
12.
-Historical Development of Banking System
Savings Associations and Credit Unions
13.
- Mutual Savings Banks etc
Banking Regulations, Mutual Funds Industry, Insurance companies &
Insurance Funds, Investment Banks, Security Brokers & Dealers,
14.
Venture Capital Firms
-International Banking regulations, Growth of Mutual Funds etc.
The Management of Financial Institutions
15.
Managing Credit risk, etc
Hedging with Financial Derivatives
16
Hedging, Forward Markets
Grading
Mid-Term Exams: 30%

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Course Title : Advanced Financial Management
Calendar Description
Finance Management, students further develop their knowledge and skills in business
finance. Topics include corporate governance and executive compensation, matching the
maturities of assets and liabilities, pro forma financial statements, capital budgeting,
incorporating risk in capital budgeting decisions, sustainable growth, sources of
permanent financing, working capital management, capital structure and debt policy, and
dividend policy.
Educational Objectives/Outcomes
Upon completing this course, students will be able to:
1. Evaluate the corporate governance and executive compensation policies of a publicly

traded company.
2. Assess the degree to which a company matches the maturity of its assets and
liabilities and the problems it may create.
3. Conduct a complex capital budgeting analysis of a new project or venture using
spreadsheet software.
4. Investigate the net present value of capital projects under conditions of uncertainty.
5. Determine the optimal capital structure of an organization based on an assessment
of its operational leverage and other factors.
6. Develop an appropriate dividend policy for an organization.
7. Appraise the various sources of permanent financing.
8. Create a short-term financial plan for an organization which complies with its
lending requirements and attains its financial objectives.
Prerequisites
Financial Management
Texts/Materials
Brealey, Myers, Marcus, Maynes, and Mitra, Fundamentals of Corporate Finance,

McGraw Hill–Ryerson
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Student Evaluation
Tests/quizzes 20%
Mid Term 30%
Final exam 50%
Students must pass the exam to pass the course.
Course Topics-Weekly
1. Introduction, Corporate Governance and Executive Compensation

Topics in financial management
Best practices for corporate governance
Best practices for executive compensation
2. Matching the Maturity of Assets and Liabilities

Why match maturities?
Aggressive and conservative strategies
Factors affecting the maturity matching decision
3. Pro-forma Financial Statements

Cash budgeting
Percentage-of-sales method
4 & 5. Capital Budgeting

Capital budgeting methods
Internal Rate of Return
Net Present Value
Modified IRR
Limitations of methods
Advanced NPV applications
Investment Tax Credits
Changes in net working capital over time
CCA, Recaptures, Terminal Losses, and Capital Gains
Effect of end-of-year cash flow discounting
Allowing for inflation – nominal and real approaches
Capital rationing
Hard and Soft Rationing
Methods for rationing capital
Profitability Indexes
Allocation using Solver
Comparing projects of varying lives
Capital budgeting practises in large and small business
26 | P a g e
6 & 7. Incorporating Risk in Capital
Budgeting Decisions
Reduced payback period
Risk-adjusted cost of capital
Certainty Equivalents
Sensitivity Analysis
Scenario Analysis
Simulation
Decision Trees and Management Options
Mid Term Exam
9. Sustainable Growth
What is Sustainable Growth?
Sustainable Growth formula
Managing the rate of Sustainable Growth
10 &11. Sources of
Permanent Financing
Debt financing
Term loans
Mortgages
Leasing
Mezzanine financing
Project financing
Bonds
Equity
Startup capital
Personal savings
Residential mortgages
Personal lines of credit
Credit cards
Family and friends
Swaps of business services for equity
Angels and venture capital
Limited partnerships
Joint ventures
Franchises
Retained earnings
Common and preferred shares
ESOP
Government financing programs
Business Development Bank of Canada (BDBC)
Export Development Corporation (EDC)
1 | Page
13. Working Capital
Management
Cash conversion cycle
Managing cash and temporary investments
Managing accounts receivable
14. Merger and Acquisition
15. Derivative and Risk Management
16. Revision
2 | Page
Course Title: Finance Theory
Course Code: MS-760
Credit Hours: 03
I. COURSE DESCRIPTION AND OBJECTIVES

Prerequisite:
Introduction to Finance, Corporate Finance
Objectives: The objective of this course is to prepare Graduate and doctoral students for research
in finance. In this course, we will develop an integrated framework for understanding the issues
in finance for the purpose of producing research that is publishable in high quality refereed
academic journals. Generally, we will study theoretical or conceptual papers on a given topic,
with the focus on identifying empirically testable hypotheses. We will then discuss one or more
recent or seminal empirical papers on the subject.
Required Textbook: 1. Corporate Finance Theory by William L Megginson
2. Financial Theory and Corporate Policy by Thomas E. Copeland and
other
TENTATIVE COURSE SCHEDULE
Week Topic
Week 1 Introduction, Building Blocks of Financial Theory
Week 2 Saving, Investment in Perfect Capital Market and Fisher Separation Theorem
Week 3 Portfolio Theory
Week 4 Capital Structure Theory
Week 5 Dividend Policy
Week 6 Agency Theory
Week 7 Asset Pricing Models
Week 8 Efficient Capital Market Theory
Mid Term Paper
Week 9 Signaling Theory
Week 10 Option Pricing Theory
Week 11 The Modern Theory of Corporate Control
Week 12 The Theory of Financial Intermediation
Week 13 Market Microstructure Theory
Week 14 Future Gaps in Finance
Week 15-16 Class Presentations and Viva
3 | Page
Related Article Reading:
Akerlof, G. A. (1970). The Market for "Lemons": Quality Uncertainty and the Market
1 Mechanism. The Market for "Lemons": Quality Uncertainty and the Market
Mechanism, 488-500.
Arrow, K. J., & Debreu, G. (1954). Existence of an equilibrium for a competitive
2
economy. Econometrica: Journal of the Econometric Society, 265-290.
Brealey, R., Leland, H. E., & Pyle, D. H. (1977). Informational asymmetries, financial
3
structure, and financial intermediation. The Journal of finance, 32(2), 371-387.
Chen, N.-F., Roll, R., & Ross, S. A. (1986). Economic Forces and Stock the Stock
4 Market: Testing the APT and Alternative Asset Pricing Theories. Journal of Business,
383-403.
Easley, D., & O'hara, M. (1987). Price, trade size, and information in securities
5
markets. Journal of Financial economics, 19(1), 69-90.
Fama, E. F. (1991). Efficient capital markets: II. The journal of finance, 46(5), 1575-
6
1617.
7 Fisher, I. (1930). The theory of interest (pp. 161-165). New York: Macmillan.
Grossman, S. J., & Stiglitz, J. E. (1980). On the impossibility of informationally
8
efficient markets. The American economic review, 393-408.
Jensen, M. C., & Meckling, W. H. (1976). Theory of the firm: Managerial behavior,
9
agency costs and ownership structure. Journal of financial economics, 3(4), 305-360.
Lo, A. W., & MacKinlay, A. C. (1988). Stock market prices do not follow random
10 walks: Evidence from a simple specification test. Review of financial studies, 1(1), 41-
66.
11 Markowitz, H. (1952). Portfolio selection. The journal of finance, 7(1), 77-91.
Miller, M. H., & Modigliani, F. (1961). Dividend policy, growth, and the valuation of
12
shares. the Journal of Business, 34(4), 411-433.
Modigliani, F., & Miller, M. H. (1958). The cost of capital, corporation finance and the
13
theory of investment. The American economic review, 261-297.
Roll, R. (1977). A critique of the asset pricing theory's tests Part I: On past and
14
potential testability of the theory. Journal of financial economics, 4(2), 129-176.
Roll, R., & Ross, S. A. (1980). An empirical investigation of the arbitrage pricing
15
theory. The Journal of Finance, 35(5), 1073-1103.
Sharpe, W. F. (1964). Capital asset prices: A theory of market equilibrium under
16
conditions of risk. The journal of finance, 19(3), 425-442.
Weston, J. F. (1981). Developments in finance theory. Financial Management,10(2),
17
5-22.
4 | Page
Course Title: Financial Modeling
Course Code: MS-763
Credit Hours: 03
Prerequisites: Financial Accounting, Managerial Accounting, Financial Management
Textbooks (or Course Materials)

1. Financial modeling by Simon Benninga.(3rd Edition)
Course Description and Scope:

This course is built on finance theory, financial strategy, and quantitative analysis taught in pre-requisite
courses. The course extensively uses Microsoft EXCEL to tackle a number of questions faced by financial
analysts. Students learn how to design and develop financial models for solving complex financial questions.
The course also gives students ample opportunities to experience hand on practices on numerical analyses,
graphical illustrations, and customized formatting that arise out of applications on forecasting financial
statement, estimating costs of capital, constructing efficient portfolio, computing covariance matrix,
measuring value at risk, pricing financial & real options, and fixed income analytics. This course also touch
research boundaries needed for MS students to complete its research work and properly use their
econometric models.
Learning Goals Learning Objective Assessment Method

Knowledge  Understand formulas functions  Assignment
Acquisition and commands of Excel for  Quizzes
financial calculations  Class Project
 Confidently apply finance theory  Term Papers
and concepts to construct
spreadsheet models
 Gain hands on experience in
designing and implementing their
own financial models
Assessment Instrument with Weights

Assignments & Quizzes…………………………..10%
Semester Project…………….………………...…10%
Mid-Term Exam……………………………..…..30%
Final Exam………………………………...……..50%
Total……………………………………………..100%
5 | Page
Course Introduction
Excel Basic
1.
Features and Functions
Calculation and Operation of Arrays and Matrices
Data Table Analysis
Financial Functions
2. Time Value of Money and Basic Valuation
Estimating Costs of Capital
The Gordon Dividend Model
Supernormal Growth and Gordon Dividend Model
3. Using the Capital Asset Pricing Model to Determine the Cost of Equity
Calculation cost of Debt
Pro forma Financial Statement Modeling Using Financial Statement Models for
Valuation
How Financial Models Works: Theory and Initial Example
4. Measuring Free Cash Flow
Notes on the Valuation Procedure
Debt as Plug
The Financial Analysis of Leasing
5. The Equivalent Loan Method
The Lessor’s Problem: Calculating the Highest Acceptable Lease
Portfolio Models
Computing Returns for a Portfolio Investment
6. Calculation Risk for a Portfolio
Efficient Portfolio Calculation
Estimating Beta and the Security Market Line

7. Testing the Security Market Line
Mid Term Paper
The Inefficiency of the “Market Portfolio”
8. Testing of CAPM Model
9 Event Studies Analysis
10 Regression Analysis
11 Testing of Regression Assumptions
12 ARCH/GARCH Modeling
13. Balanced and Unbalanced Panel Data Analysis
14 Value at Risk Analysis
15 Revision Class
END TERM EXAM
6 | Page
Course Title: Corporate Governance (Finance Specialization)
Course Code : FM-610

Credit Hours : 3
Reference Books and “A.C-Fernando (2006), Corporate Governance Principles,

Material Policies and Practices, Pearson Education S. Asia.”
(Further reading
may be prescribed “Coporate Governance – An Introductory text for Pakistan”
in the class.) By: Dr. Safdar Ali Butt
2nd Edition
Course Introduction An important theme of corporate governance is to ensure the

accountability of certain individuals in an organization through
mechanisms that try to reduce or eliminate the principal-agent
problem. The grave areas to be addressed by corporate governance
can be easily described: the competent, accountable, clear and
honest domination of profitable entities, whether they are classified
or state owned, large, medium or small. The doctrine set out for
Corporate Governance is a well-recognized benchmark. The
columns of corporate governance are responsibility, justice,
accountability and precision. These pillars must be maintained by
an ample authorized and dictatorial structure that has integrity and
is imposed.
This course will introduce participants to the generally accepted

knowledge and principles surrounding the field of corporate
Course Objective governance.
The course also aims to:
 To enable the students to understand the mechanism of
governance and its valuation for organizational
profitability.
 To have the students understand the operations of boards.
 To enable the students to understand the financial impact
and operational mechanism of effective governance in
public and private limited corporations.
Course Pre-requisite Introduction to Business, Human Resource Management, Financial

Accounting & Common Sense.
Teaching Methodology Lectures, Slides, Case Studies, Projects & Class discussions
7 | Page
CLASS SCHEDULE & COURSE CONTENTS
Week Topics to be Covered
1 Corporate Governance Overview
2 Theory and Practice of Corporate Governance

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

The Role of the Government in Ensuring Corporate Governance.
14
The Corporation in a Global Society.
End Term Examination*
Students’ Evaluation
A. Quizzes and Assignments 20%

B. Mid-Semester Examination 30%
Final Examination 50%

TOTAL 100%
8 | Page
Additional Reading:
1. All cases and appendix in the book by Dr. Safdar Ali Butt are included in the
course and shall be discussed in the class.
2. Chew, D.H.(ed.1997) Studies in International Finance and Governance Systems.

OxfordUniversity Press.
3. Garratt, Bob (2003), This on Top, Nicholas Brealey Publishing.
4. Kotler, Philip and Lee Nancy (2005)Corporate Social Responsibility, HobokenNy,

John Wiley.
5. Millstein and Katsh (2003), The limits of Corporate power, New York, Macmillan.
6. Mouks R.A G&N. Minnow (2001), Corporate Governance, Oxford: Blackwell

Publishing.
7. Byrne John. A (2002) After Enron: The Ideal Corporation, Business Week.
8. Chang S.G. and Dae sung Ha (2001) Corporate Governance in 21st Century,
American Business Review.
9. Paul C. and M. Watson (200), Three surveys on Corporate Governance, Mc Kinsey

Quarbevly,No.4.
10. Schiefer, Andrei and Robert Wishing (1997), A Survey of Corporate Governance,
Journal of Finance 52(2) PP737-783.
11. OECD (2001) Corporate Governance and National Development Technical Papers
No. 180 www.oecd.org.
12. World Bank (1999), Corporate Governance. Overview, www.worldbank.org.
9 | Page
Course Title: International Finance
Course Code: FM-662
Credit Hours: 3+0
Course Instructor:
Prerequisites : Financial Accounting, Managerial Accounting, Financial
Management
Textbooks. International Financial Management (8th Edition) by Jeff Madura
Course Description
Reference Material
1. International Financial Management (5th Edition) by Eun&Resnick
2. International Financial Management by Addison Wesley Longman
3. International Finance by Keith Pilbeam
4. International Economics: Theory and Practice by Paul Krugman
Course Objectives:
Course Outcomes:

Midterm 30%
End term 50%
Internalevaluation 20% (5 quizez, 5 assignments, vivavoice).
Week # Lecture # TOPICS TO BE COVERED

1. Multinational Financial Management: An Overview Chapter
1
Goal of the MNC
Theories of International Business
International Business Methods
1.
2. Multinational Financial Management: An Overview
International Opportunities
Exposure to International Risk
Overview of an MNC’s Cash Flows
Valuation Model for an MNC
3. International Flow of Funds Chapter
2
Balance of Payments
2.
International Trade Flows
Factors Affecting International Trade Flows
Correcting a Balance of Trade Deficit
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4. International Flow of Funds
International Capital Flows
Agencies that Facilitate International Flows
How International Trade Affects an MNC’s Value
5. International Financial Markets Chapter 3
Motives for Using International Financial Markets
Foreign Exchange Market
International Money Market
International Credit Market
3.
6. International Financial Markets
International Bond Market
International Stock Markets
Comparison of International Financial Markets
How Financial Markets Affect an MNC’s Value
7. Exchange Rate Determination Chapter 4
Measuring Exchange Rate Movements
Exchange Rate Equilibrium
4.
8. Exchange Rate Determination
Factors that Influence Exchange Rates
Speculating on Anticipated Exchange Rates
9. Government Influence on Exchange Rates Chapter 6
Exchange Rate Systems
A Single European Currency
Government Intervention
5.
10. Government Influence on Exchange Rates
Exchange Rate Target Zones
Intervention as a Policy Tool
How Central Bank Intervention Can Affect an MNC’s Value
11. International Arbitrage and Interest Rate Parity Chapter 7
International Arbitrage
Locational Arbitrage
Triangular Arbitrage
6. Covered Interest Arbitrage…..
12 Interest Rate Parity
Derivation of Interest Rate Parity
Determining the Forward Premium
Graphic Analysis of Interest Rate Parity……
13. Relationships Among Inflation, Interest Rates, and Exchange Rates Chapter 8
Purchasing Power Parity (PPP)

Interpretations of PPP
7. Rationale Behind PPP Theory
Derivation of PPP…..
14. International Fisher Effect (IFE)
Implications of the IFE for Foreign Investors
Derivation of the IFE……
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Comparison of IRP, PPP, and IFE Theories
MID TERM EXAMS

MID TERM BREAK
15. Forecasting Exchange Rates Chapter 9
Why Firms Forecast Exchange Rates
Forecasting Techniques
8.
16. Forecasting Services
Evaluation of Forecast Performance
Exchange Rate Volatility
17. Measuring Exposure to Exchange Rate Fluctuations Chapter 10
Is Exchange Rate Risk Relevant?
Transaction Exposure
9.
18. Measuring Exposure to Exchange Rate Fluctuations
Economic Exposure
Translation Exposure
19. Direct Foreign Investment Chapter 13
Motives for Direct Foreign Investment (DFI)
Benefits of International Diversification
10.
20. Decisions Subsequent to DFI
Host Government Views of DFI
Impact of the Direct Foreign Investment Decision on an MNC’s Value
21. Multinational Capital Budgeting Chapter 14
Subsidiary versus Parent Perspective
Input for Multinational Capital Budgeting
11.
Multinational Capital Budgeting Example
22. Factors to Consider in Multinational Capital Budgeting
Adjusting Project Assessment for Risk
23. Country Risk Analysis Chapter 16
Why Country Risk Analysis Is Important
Political Risk Factors
Financial Risk Factors
Types of Country Risk Assessment
Techniques to Assess Country Risk
12.
Comparing Risk Ratings Among Countries
24. Measuring Country Risk
Comparing Country Risk Ratings Across Countries
Actual Country Risk Ratings Across Countries
Incorporating Country Risk in Capital Budgeting
Reducing Exposure to Host Government Takeovers
25. Multinational Cost of Capital and Capital Structure Chapter 17
Background on Cost of Capital
13. Cost of Capital for MNCs
Costs of Capital Across Countries
Using the Cost of Capital for Assessing Foreign Projects
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26. The MNC’s Capital Structure Decision
Interaction Between Subsidiary and Parent Financing Decisions
Local Versus Global Target Capital Structure
Impact of an MNC’s Capital Structure Decisions on Its Value
27. Financing International Trade Chapter 19
Payment Methods for International Trade
14. Trade Finance Methods
28. Financing International Trade
Agencies that Motivate International Trade
END TERM EXAMS
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Course Title: Mergers, Acquisition and Corporate Restructuring
Course Code: FM-664
Credit Hours: 3+0
Pre-requisites : Financial Accounting, Managerial Accounting, Financial
Management, Corporate Finance, Corporate Governance
Textbooks (or Course Materials) with Edition

1. Gaughan, Patrick, A., (2007). Mergers, Acquisitions, and Corporate
Restructurings (4th Edition) John Wiley & Sons, New York
Course Description
Reference Material
1. Takeovers, Restructuring, and Corporate Governance (4th Edition) by J. Fred
Weston,
Mark L. Mitchell and J. Harold Mulherin, Pearson Educational International
Course Objectives:
Course Outcomes:

Midterm 30%
End term 50%
Internalevaluation 20% (4 quizez,4assignments, vivavoice).

1. Chapter 1. Introduction
Recent M&A Trends
Types of Mergers
Reasons for Mergers and Acquisitions
1. 2. Merger Financing
Leveraged Buyouts and the Private Equity Market
Corporate Restructuring
Reverse Mergers
Holding Companies
3. Chapter 2. History of Mergers
Merger Waves
2. What Causes Merger Waves?
First Wave, 1897–1904
Second Wave, 1916–1929
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4. The 1940s
Third Wave, 1965–1969
Trendsetting Mergers of the 1970s
Fourth Wave, 1984–1989
Fifth Wave
5. Chapter 3. Legal Framework

Laws Governing Mergers, Acquisitions, and Tender Offers
International Securities Laws Relating to Takeovers
3. 6. Antitakeover Laws
Regulation of Insider Trading
Antitrust Laws
Antitrust Remedies
7. Chapter 4. Merger Strategy
Growth
Synergy
Operating Synergy
4. 8. Diversification
Other Economic Motives
Hubris Hypothesis of Takeovers
Other Motives
Tax Motives
9. Chapter 5. Antitakeover Measures
Management Entrenchment Hypothesis versus Stockholder Interests Hypothesis
Preventative Antitakeover Measures
5.
10. Changing the State of Incorporation
Active Antitakeover Defenses
Information Content of Takeover Resistance
11. Chapter 6. Takeover Tactics
Preliminary Takeover Steps
Tender Offers
6. 12 Open Market Purchases and Street Sweeps
Advantages of Tender Offers over Open Market Purchases
Arbitrage and the Downward Price Pressures Around M&A Announcements
Proxy Fights
13. Chapter 7. Leveraged Buyouts
Historical Trends in LBOs
Costs of Being a Public Company
Management Buyouts
7. Conflicts of Interest in Management Buyouts
14. Financing for Leveraged Buyouts
Capital Structure of LBOs
Reverse LBOs
Protection for Creditors
MID TERM EXAMS
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MID BREAK
15. Chapter 8. Trends in the Financing of Takeovers and Going Private
Transactions Including Hedge Funds and Private Equity Funds
Trends in Cash versus Stock Percentage of Takeover Financing
Shareholder Wealth Effects and Methods of Payment
8. 16. Private Equity Market
Hedge Funds
Junk Bonds Financing of Takeovers
Stapled Financing
Securitization and M&A Financing
17. Chapter 9. Employee Stock Ownership Plans
Historical Growth of ESOPs
Types of Plans
Characteristics of ESOPs
Leveraged versus Unleveraged ESOPs
9. 18. Corporate Finance Uses of ESOPs
Voting of ESOP Shares
Cash Flow Implications
ESOPs as an Antitakeover Defense
ESOPs and LBOs
19. Chapter 10. Corporate Restructuring
Divestitures
Divestiture and Spinoff Process
Wealth Effects of Selloffs
10.
20. Equity Carve-outs
Voluntary Liquidations, or Bustups
Tracking Stocks
Master Limited Partnerships and Selloffs
21. Chapter 11. Restructuring in Bankruptcy
Types of Business Failure
Causes of Business Failure
Bankruptcy Trends
11.
22. Reorganization versus Liquidation
Corporate Control and Default
Liquidation
Investing in the Securities of Distressed Companies
23. Chapter 13. Joint Ventures and Strategic Alliances
Contractual Agreements
12. Comparing Strategic Alliances and Joint Ventures with Mergers and Acquisitions
24. Joint Ventures
Governance of Strategic Alliances
25. Chapter 14. Valuation
Valuation Methods: Science or Art?
13. Managing Value as an Antitakeover Defense
Benchmarks of Value
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Valuation of the Target’s Equity
26. Takeovers and Control Premiums

Valuation of Stock-for-Stock Exchanges
Exchange Ratio
International Takeovers and Stock-for-Stock Transactions
Desirable Financial Characteristics of Targets
27. Chapter 15. Tax Issues
Taxable versus Tax-Free Transactions
Tax Consequences of a Stock-for-Stock Exchange
14.
28. Role of Taxes in the Merger Decision
Taxes as a Source of Value in Management Buyouts
Miscellaneous Tax Issues
END TERM EXAMS
17 | P a g e
Course Title: Strategic Finance (Finance Specialization)
Course Code: FM - 665
Credit Hours: 3+0
Prerequisites: Introduction to Finance.

Financial Management.
Corporate Finance.
Analysis of Financial Statements
Financial Risk Management
Investment Analysis and Portfolio Management
Textbooks
Corporate Finance Theory
By: William L. Megginson
Strategic Finance
By: Dr. Safdar Ali Butt
Reference Books
Fundamentals of Financial Management.
By: Brigham and Houston.
Corporate Finance.
By:Mearly and Byears
Corporate Finance.
By: Khan and Jain
Introduction to Corporate Finance
By : Ross&Westerfield,
Course Description
Strategic decision-making requires managers to devise, select and implement investment strategies
which fit their external and internal organizational environments. Financial information and an
understanding of finance theory is key to the strategic decision making process. This course caters
for all the financial decisions that influence firm value, ultimately translating into shareholder’s
worth.
Course Objectives
 To provide textual theories of finance to base financial decisions
 To enable students to numerically calculate strategic financial decisions
 To account for the long term and short term effects of financial decisions in
achievement of short term and long term objectives
 To enable students to strategically evaluate different decisions for enhancing value
of the firm.
Course Outcomes:
After completing this course students will be able to:
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o Describe and analyze the global and domestic financial environment facedby firms.
o Understand and apply different investment appraisal techniques.
o Analyze the role of debt and equity within the firm and viability of
differentcorporate capital structures.
o Recommend and justify financial decisions.
o Explain financial theories and critique their relevance in the real
worldeconomy.
o Summarize and critique the importance of risk within financial
decisionmaking.
The assessment framework for the judgment of students is comprised of
 Midterm 30%
 End term 50%
 Internal evaluation 20%
The internal evaluation is comprised of 4 assignments, 4 best quizzes out of six,
class participation, attendance and final project.

1. Role of Financial Theory and Evidence
Building blocks of finance, 12 Theories of Finance, Savings and Investment Theory,
Portfolio Theory, Capital Structure Theory, Dividend Policy Theory,
1. 2. Asset Pricing Models, Efficient Capital Market Theory, Option Pricing
Theory, Agency Theory, Signaling Theory, Modern theory of Corporate
Control, Theory of Financial Intermediation and Market micro Structure
Theory.
3. Ownership, Control and Compensation
4. INVESTMENT DECISIONS
Risk, Return and Market Efficiency
2. Market Efficiency Theory
Single Asset Models
Portfolio of Assets
CAPM and APT
Efficient Frontier
5. Review of Time Value of Money and Valuation
Interest Rate, Simple interest verses compound interest Annuities verses
simple compounding and Discounting Future value of ordinary annuity and Future
value of annuity due, Present value of ordinary annuity and Present value of annuity
3.
due.
6. Numerical related to effective rate of interest and annuities, Concept of nominal rate
of interest and Effective rate of interest, Loan Amortization and Partial
Amortization.
7. Bond and Stock Valuation and Models, Tax Effects in Bond Pricing.
4. Difference between annuity and uneven cash flows present and future values of
uneven cash flows, Practice Questions.
19 | P a g e
8. Valuation of Long term securities
Distinctions among valuation concepts, Types of bonds, Characteristics of
bonds and Key characteristics of bonds Preferred stock Valuation and common
stock valuation (Constant growth Model) Common Stock valuation (Non constant
growth model) and Practice questions. Calculation of Yields
9. Option Pricing Models
Black-Scholes Model for Option Valuation
Capital Budgeting and Investment Decisions
5.
Process of capital budgeting. Types and Calculation of Cash flows. Initial,
Incremental and Terminal Cash flows.
10. Calculation of Cash Budgeting Techniques
11. Calculation of Capital Budgeting Techniques
12 FINANCING DECISIONS
Capital Structure Theory
6.
Theories of capital Structure.
NI Approach, NOI Approach, MM Theorem, Static Trade Off theory
Pecking Order Hypothesis
13. Corporate debt and Instruments along their valuation
7.
14. Corporate Equity and Instruments along their valuation
MID TERM EXAMS
MID BREAK
15. Cost of capital
8. Cost of Debt, Cost of Equity,
16. Optimum Capital Structure, Cost of Capital and Firm value
17. DIVIDEND POLICY DECISIONS
9. Dividend Models, MM Theorem

18. Agency cost and Contracting Model for Dividend Policy
19. ASSET ALLOCATION DECISIONS
10. Liquidity decisions and Allocation of liquid assets
20.
21.
22. FINANCIAL PLANNING AND FORECASTING
Financial ratio analysis and financial planning:
11.
Financial statements. Why we do analysis of financial statements.. Ratio
analysis, liquidity rations, debt or leverage rations. Questions and problems.
23. Coverage ratios, activity ratios. Questions and problems relating to the ratios
12.
and their interpretation.
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24. Profitability ratios: Gross profit ratio, net profit ratio ,operating profit ratio
basic earning power, return on asset and return on equity.
25. Common size and Index analysis
13.
26. Understanding and Accessing Financial Markets
27.
14. Revision.
28.
END TERM EXAMS
21 | P a g e
Course Title: Decision Making and Problem Solving
Course Code: MS-702

Course Description
The course examines and explains the different concepts & Models to design, analyze and
formulate different strategies to solve the organizational problem and make the decisions.
Course Objectives:
- To enable students analyze organizational problems with the help of DM & PS concepts.
- To enable students proactively identify and creatively solve the organizational problems.
- To enable the students apply the methodological frameworks of DM & PS.
- The course includes case studies, research papers
Course Outcomes:
- After the completion of the course, the student will be able;
- To apply Creative problem solving methods to refine the solutions.
- To identify and analyze the organizational issues systematically
- To evaluate the decisions critically and identify the real causes through convergent and divergent
approaches
1. Hicks, Michael J. (2004). Problem Solving and Decision Making: Hard, Soft and Creative
Approaches (2nd Edition). International Thompson Business Press. International, Padstow,
Cornwall. UK
2. -Cook, S. & Slack, N. (1992). Making Management Decisions, Prentice Hall International.

Problems, Opportunities, and Decisions
1.
Approaches to problem solving and stages involved
2.
Creativity, innovation
3.
Data gathering, Problems identification, ideation, Problem resolution
4.
Hard system, soft system
5.
The issues of tackling large complex problems

6.
Group problem solving
7.
22 | P a g e
Creative Problem Solving Process
8
Finding Gap
9.
Gathering information
Problem Identification
10.
Problem definition
11.
Problem Formulation – Choosing the alternatives

12.
Solution Finding – Choosing the best solution

13.
Solution – Strategy to implement
14.
Strategy – Evaluation
15.
Grading
Mid-Term Exams: 30%

23 | P a g e
Course Title: Advanced Human Resource Development
Course Code: MS-703
Course Description
The course focuses the Strategic aspects of all human resource aspects. It critically examines the
need assessment, designing, implementing, and evaluating HRD learning requirements keeping
in view the futuristic requirements of the organization.
Course Objectives:
-To enable students to analyze and plan the strategic aspects of human resource development
-To introduce to strategy formulation environment scanning, strategy implementation, positioning
and alignment HRD
-To concentrate on key issues-effectiveness of HRD interventions, Linkage of learning and
performance and future direction of HRD practice
Course Outcomes:
The students will be able to critically assess the strategic training needs, design training
programmes, implementing and evaluating these programmes.
-Lyles, York, (2005). Strategic Human Resource Development, Thomson South Western.
-Charles R. Greer (2005). Strategic Human Resource Management, Pearson Education

The HRD Practice, strategy, Tactics and Operational Effectiveness
1.
Strategy
2.
The role of HRD Leadership in the organization
3.
Strategic Positioning of HRD
4.
Theoretical Foundations of HRD practice
5.
Designing Learning Opportunities
6.
Web- Based Learning
7.
Assessing the Effectiveness of HRD Intervention. Linking Learning and
8
Performance
24 | P a g e
Investment Perspective of Human Resources
9.
The Human Resource Environment Scanning

10.
HR Strategy Formulation
11.
Strategy Implementation, Work Force Utilization

12.
Strategy Implementation, Integration with Reward and Development

13.
systems
Future Directions of HRD Practice
14.
Project Presentations
15.
Grading
Mid-Term Exams: 30%

25 | P a g e
Course Title: Leadership and Learning Organization
Course Code: MS-753

Course Description
The course focuses the role of organizational leaders and their impact on different learning
organization concepts and theories.
Course Objectives:
- To enable the students to scan, analyze and diagnose the learning gaps in the organizational core
activities.
- To critically evaluate the current organizational development intervention style
Course Outcomes:
- To analyze the organizational real problems systematically
- To systemically evaluate all the events and issues of the organizations.
- Able to know the strategic orientation of being a learning organization
- Able to understand the contextual factors that increase adaptability, flexibility, and creative
thinking in the organizations.
-Senge, Peter M. (2006). The Fifth Discipline. The Art and practice of the learning organization.
Currency Doubleday. New York. USA.
-Argyris, C., & Schön, D. (1978). Organizational learning: A theory of action perspective,
Reading, Mass: Addison Wesley.
-Argyris, C. and Schön, D. (1996). Organizational learning II: Theory, method and practice,
Reading, Mass: Addison Wesley.

1. The Learning organization (LO) – Disciplines of a LO, the fifth discipline
2. Seven Learning Disabilities
3. Prisoners of Our own thinking – Beer Game
4. The laws of 5th discipline
5. Natures’s Templates: Identifying the patterns that control events – The Archetypes
6. Self-limiting or Self-sustaining Growth
7. The Core Disciplines – Personal Mastery & Leadership
8 The Core Disciplines – Mental Models & Leadership
9. The Core Disciplines – Shared Vision & Leadership
10. The Core Disciplines – Team Learning & Leadership
11. Reflections from Practice – Foundations
12. Reflections from Practice – Impetus
26 | P a g e
13. Reflections from Practice – Strategies
14. Reflections from Practice – The Leader’s New Work
15. Reflections from Practice – Systems Citizens
16 Reflections from Practice – Frontiers
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Course Title: Cross Cultural Human Resource management
Course Code: MS-758

Credit Hours: 3
Prerequisites:
Student should have in depth knowledge of HRM

Browayes, M.J. and Price, R. ( 2011) Understanding Cross – Cultural
Management, 2nd edition. Harlow: Pearson Education Limited
Reference Material
Harvard case studies and research papers will be discussed
Course Objectives:
How national culture influences management practice is also considered. In particular the
focus will be on the influence of organizational and national cultures on the development
and transfer of a wide range of HRM practices. A range of areas in international
management will be reviewed including, structure and learning networks, transfer of HRM
practices in MNCs, .knowledge transfer and corporate social responsibility. Finally, we
consider the emerging challenges of international management. The emphasis will be on
how individuals, teams and organizations manage these cultural
Course Outcomes:
Understand the importance of cross-cultural management, and of the major theoretical and
empirical studies which examine the impact of different national cultures on work and
employment. Understand a range of international management practices and how
organizational and national culture impacts upon them: work, motivation, performance
appraisal, leadership, cross-cultural communication and decision-making, negotiation and
trust, conflict and dispute resolution and corporate social responsibility.
Display an understanding of cultural difference in interactions with different nationalities.
Midterm 30%
End term 50%
Internal evaluation 20% (5 quizez, 5 assignments, viva voice).

ASSESSMENT INSTRUMENT WITH WEIGHTS
 Surprise quizzes, Assignments, Class participation, Class Presentations, Mid-
Term and Final Examination.
28 | P a g e
 Midterm exam is of 30% and Final exams will comprise questions based on the
entire syllabus and is of 50% of overall evaluation.

1. Introduction to the Global Business Environment
2. Definitions and Models of cultures
3. The Role of Regional, Industry, Corporate and Professional Cultures.
4. Managing Knowledge across borders
5. Leadership
6. Cross cultural teams.
7. Cross Cultural Management
MID TERM EXAMS
MID TERM BREAK
Corporate Social Responsibility in MNCs
8.
Corporate Culture and Cross Border HRM and Employment Practices: The
9.
McDonald’s Corporation
10. Cross cultural negotiation
11. Management, culture and employment
12 Cross cultural communication
13. Discussion
14. Presentation
END TERM EXAMS

Mid-Term Exams: 30%
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Course Title: Industrial Psychology
Course Code: MS - 764

Credit Hours: 03
Prerequisites: Management, Organizational Behavior, Psychology.
Textbooks (or Course Materials)

Industrial Psychology
By: Vikram Bisen and Priya
And other books as considered relevant by the course instructor.
Course Description:
The aim of this course is to develop and enhance the knowledge in various aspects of industrial psychology
that is how psychology can be used to understand workforce, select and train the best people for a job, how
to motivate them, overcome workplace inequalities, understand and change the dynamics of culture
prevailing in groups/organizations. Moreover, it also aims to apply the relevant concepts by filling the gap
between the psychological theories and organizational practices.
Course Objectives:
This outline is intended to serve the following objectives:-
 To give insights into the basic concepts and overview of organizational psychology.
 To understand and apply different theories of organizational psychology in work settings.
 To enhance the ability to conduct research studies in industrial psychology and to generate the concrete
recommendations which have the managerial implications.
 To develop critical thinking and skills related to the industrial psychology.
 To facilitate class participation and discussion to stimulate students’ interest of the course.
Course Outcomes:
On completion of this course unit, successful students will be able to:
 understand different concepts of the industrial psychology.
 initiate, plan and execute research studies in the course.
 apply the theoretical knowledge and pertinent literature in work environment.
 develop interest in the subject to further contribute towards the existing body of knowledge in the
best possible manner.

Assignments & Quizzes…………………………..10%
Semester Project…………….………………...…10%
Mid-Term Exam……………………………..…..30%
Final Exam………………………………...……..50%
30 | P a g e
Total……………………………………………..100%

1. INDUSTRIAL PSYCHOLOGY
 Introduction
 Concept and Meaning
 Characteristics of Industrial Psychology
1.  Scopes of Industrial Psychology
 Historical Development of Industrial Psychology
2. SCIENTIFIC MANAGEMENT
 Introduction
 Scientific Management School
3. THE HOWTHRONE STUDIES
 Introduction
 Hawthorne Studies
 Implication of Hawthorne Studies
 Criticisms of Hawthorne Studies
4. TIME AND MOTION STUDY
 Introduction
2.
 Concept and Meaning of Time Study
 Aims and Objectives of Time Study
 Procedure of Time Study
 Advantages and Disadvantages of Time Study
 Concept and Meaning of Motion Study
 Advantages and Disadvantages of Motion Study
 Relation between Motion and Time Study
5. MOTIVATION
 Introduction
 Types of Motivation
3.  Motivation Theories
6. MOTIVATION (Continued)
 Implication of Motivation Theories in Workplace
 Studies on Motivation
 Tips for Improving Employee Motivation
7. JOB SATISFACTION
 Introduction
 History of Job Satisfaction
4.  Factors Influencing Job Satisfaction
 Consequences of Job Satisfaction/ Dissatisfaction
 Tips for Reducing Dissatisfaction
 Experimental Studies
8. STRESS
31 | P a g e
 Introduction
 Defining Stress
 The Dynamics of Stress
 Types of Stress
 The Signs of Stress
9. STRESS (Continued)
 Causes of Stress
 Addressing the Causes of Stress
 Workplace Stress
 Managing Stress at Workplace
10. ORGANIZATIONAL CULTURE
5.
 Introduction
 Types of Organizational Culture
 Importance of Organizational Culture
 Changing Organizational Culture
 Matching People with Organizational Culture
11. LEADERSHIP
 Introduction
 Importance of Leadership
6.  Qualities of Good Leader
12 LEADERSHIP (Continued)
 Principles of Leadership
 The Process of Great Leadership
 Leadership Theories
13. GROUP DYNAMICS
 Introduction
 Features of Group
 Group Formation and Development
 Types of Groups
7.  Why Individual Join the Group?
 Group Structure
 Group Cohesiveness
14. WORK ENVIRONMENT
 Introduction
 Requirement of Suitable Working Environment
MID TERM EXAMS
MID TERM BREAK
8. 15 INDUSTRIAL FATIGUE
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 Introduction
 Types of Industrial Fatigue
 Why do we Get Fatigued?
 Fatigue Symptoms
 Industrial Studies on Fatigue
 Causes and Remedies of Industrial Fatigue
 Effects of Industrial Fatigue
16 INDUSTRIAL BOREDOM
 Introduction
 Causes and Remedies of Boredom
 Effects of Boredom
 How to Reduce Boredom
17 INDUSTRIAL ACCIDENT AND SAFETY
 Introduction
 Causes of Industrial Accidents
 Accident Proneness
9
18 INDUSTRIAL ACCIDENT AND SAFETY (Continued)
 Accident Cost
 Accident Measurement
 Industrial Safety
 Safety Measures
19 JOB ANALYSIS
 Introduction
 Importance of Job Analysis
 Job Analysis Methods
20 RECRUITMENT AND SELECTION
 Introduction
10
 Need of Recruitment
 Objectives of Recruitment
 Process of Recruitment
 Factor Affecting Recruitment
 Source of Recruitment
 Selection
 Objective of Selection
 Process of Selection
21 RECRUITMENT AND SELECTION (Continued)
 Source of Recruitment
11
 Selection
 Objective of Selection
33 | P a g e
 Process of Selection
22 RELIABILITY AND VALIDITY OF RECRUITMENT TEST
 Introduction
 Importance of Reliability and Validity Test on
 Recruitment
 Reliability Test
 Validity Test
 The Relationship of Reliability and Validity
23 PERFORMANCE MANAGEMENT
 Introduction
 Objectives of Performance Management
 Process of Performance Management
 Approaches to Performance Development
12  Methods of Performance Management
24 TRAINING AND DEVELOPMENT
 Introduction
 Basic Purposes of Training
 Basic Purposes of Development
 Difference between Training and Development
25 TRAINING AND DEVELOPMENT (Continued)
 Importance of Training and Development
 Process of Training
13.
 Types of Training
 Evaluation of Training Effectiveness
26 Assignments and Presentations
14 27 Assignments and Presentations
28 Assignments and Presentations
END TERM EXAMS
Note: The above outline may be enriched by adding more topics as considered appropriate
by the course instructor.
34 | P a g e
Course Title: Learning Organization
Course Code: HR - 659
Credit Hours: 3
Course Instructor:
Prerequisites:
Studentshould have in depthknowledge of HRM and Organizationdevelopment

 Tensteps to a learningorganizations by Peter Kline and Bernard
saundersRevisededition.
 Building the learningorganization by Michael J Marquardt 3rd edition,
Nicholas BrealeyIntl.
Course Description
This course will explore characteristics of learningorganizations and

theirorganizational cultures. Participants willlearnthatlearningorganizations are
verydifferentfromotherenterprises. They are forwardlooking, nurturing, flexible,
and safe. Leaders of suchorganizations have special traits and are usually servant
leaders or transitional leaders. Creating a learningorganizationtakesgreat effort on
the part of all constituencies. It alsotakes a specialkind of commitment,
muchenergy, and variousresources.
Reference Material
Harvard case studies and researchpaperswillbediscussed
Course Objectives:
 To makestudentsunderstand the importance of learning and sharing of
information’s in organization.
 How to bring a positive cultural shift atwork place to make sure about
positive implication of learningorganizations.
Course Outcomes:
Studentswilllearn about :
Organizational culture and the roleitplays in the effectiveness and the success of
the organizationwillalsobeexamined. A learning culture is one of the
mostdesirableorganizationalenvironments. Creatingittakestolerance,
understanding, and the support of everyone in the organization.
Midterm 30%
End term 50%
Internalevaluation 20% (5 quizez, 5 assignments, vivavoice).
ASSESSMENT INSTRUMENT WITH WEIGHTS
35 | P a g e
 Surprise quizzes, Assignments, Class participation, Class Presentations, Mid-
Term and Final Examination.
 Midterm exam is of 30% and Final exams will comprise questions based on the
entire syllabus and is of 50% of overall evaluation.

Orientation, definition of Learning organization, Historical background of Learning
1.
organization
2. Give me a lever long enough … and single handed I can move the world
3. Discipline of Learning Organization
4. Does your organization have a Learning disability? Learning Disability and case
study
5. Prisoners of the system or prisoners of our own thinking?
6. Laws of the Fifth Discipline
7. Laws of the Fifth Discipline
MID TERM EXAMS
MID TERM BREAK
A shift of mind
8.
9. Identifying the patterns that control events
10. Discipline of personal mastery
11. Discipline of personal mastery
12 Discipline of mental model
13. Discipline of Shared Vision
14. Discipline of Team Learning
END TERM EXAMS
36 | P a g e
Course Title: Conflict and Negotiation Management
Course Code : HR-663

Credit Hours : 3+0
Prerequisites:
A verysound and in-depthknowledge of HR practices and theories

 Andreas Wenger and Daniel Mockli (2003). Conflictprevention: The
untappedpotential of the business sector. Lynne Riennerpublisher.
BoulderLondon
 Leslie P. lewis (1994). Curingconflict. Pitmanpublishing UK
Course Description
No organization runs for charity, it has to make money to survive well. Employees
must give their hundred percent at work to ensure the maximum productivity.
Nothing productive will ever come out if the employees are constantly engaged in
fighting and criticizing others. Conflict management plays a very important role at
workplaces to prevent conflicts and for the employees to concentrate on their work.
The team leaders must ensure that the roles and responsibilities of each and every
employee are clearly passed on to them.
Reference Material
Researchpapers and case studies
Course Objectives:
 To acquaint the studentswith importance of conflict in the organization.
 To familiarize the studentswith the current management conflict
techniques by focusing on practicalexercises and case studies.
Course Outcomes:
Aftercompletion of course studentswillbe able:
 To identify the oragnizational conflictcreating situations
 To identify and resolve the conflictexhebeting effective mediation
techniques
 Able to know the implications of non-resolving the issues
 Able to communicate, negotiate and influence the issues and conflicts in
the oragnizations.

Midterm 30%
End term 50%
37 | P a g e
Internal evaluation 20% (5 quizz, 5 assignements, vivavoice).

1. What is conflict and frictions? The main sources of conflict
1.
2. Different types of conflicts
3. Key questions which clarify conflict causes, Conflict stages
2. 4.
Listening continuum , Attitudes towards conflict, The Dual Concern Model
5. Understanding where my attitude to conflict is rooted (case studies).

6. Tools for improved communication
3.
What gives people power
7. Problem solving , Management techniques in industrial conflicts

4. 8. Tools for conflict analysis
9. Inter-group conflict, Stereotypes and prejudices

5.
10. Strategies for resolving inter-group conflict
11. Negotiations, The importance of negotiations and agreements
6.
12 Building the relationship
13. Building trust and Qualities of good negotiators
7.
14. Facilitating the negotiation process and Understanding the Negotiations process map
MID TERM EXAMS
MID TERM BREAK
15. The mediation process and its key strategies
8.
16. The mediation process and its key strategies continued
17. The function of the mediator and The goals of mediation and Facilitation
9.
18. The function of the mediator and The goals of mediation and Facilitation continued
19. Conciliation and Managing emotions
10.
20. Arbitration and its strategies
21. Issues of Labor union and laws to resolve those conflicts
11.
22. Issues of Labor union and laws to resolve those conflicts Continued
23. International and cross cultural negations/global governance in conflict prevention
12.
24. Design a strong agreement and making sure volunteer acceptance of that continued
25. Case Studies from (HBR) Harvard Business review for conflict management
13.
26. Case Studies from (HBR) Harvard Business review for conflict management
27. Project Presentation
14.
28. Project Presentation
END TERM EXAMS
38 | P a g e
Course title: Personnel Training & Development
Course Code : HR-666
Credit Hours : 3- 0
Course overview: The course Training and development (T&D) seeks to introduce the concepts
of T&D in the organizations. It looks at why firms need to have training & development of their
human resource personnel. It discusses the different ways of approaching T&D; it also details a
process for understanding and implementing T&D; a learning environment and what works and
what doesn’t when implementing T&D programs in organizations. The intention remains to
impart the scholars, the modern versions of T&D in a wider context. The scholars are required to
participate fully and effectively during the interactive sessions and try to add their input into the
discussion. The text includes renowned books on the subject of T&D including success stories
and valuable case studies. The scholars would also be introduced to various models, comprised
of practical tools for the training needs analysis, T&D design, delivery, and evaluation, a deeper
insight and action in the world of T&D with a focus on research and practice.
Course Objectives: Organizations are constantly changing, often as a result of events which affect
the status quo, such as process improvements, development of new tools & techniques, & methods,
the introduction of new technology, and increasing pressure on competitiveness and effective
performance. The greatest challenge for organizations today is to achieve the cultural or behavioral
change of the people involved that is often required to achieve the planned benefits as an outcome.
Firms’ success does not just happen. Typically, they will only succeed if all initiatives have clear
direction, leadership, very clear goals and benefits for its key stakeholders; and of course, all of
these are communicated well and in a timely manner. For it to be successful, T&D programs need
to be wisely developed, implemented and practiced to ensure positive results – higher levels of
performance. These can only be achieved by creative planning, skilful design, effective
implementation, timely communication and by developing a coherent T&D strategy that will drive,
achieve and sustain real success. This course is designed to achieve the following objectives
seeking to enable the learners:
1. To understand the basic concepts and process of T&D;
2. To comprehend the various organizational aspects influencing firms, systems, cultures,
styles & structures & their implications for the success of T&D programs;
3. To know the prevailing models, theories & strategies governing T&D;
4. To examine the personal, interpersonal and organizational impact of T&D;
5. To identify the best methods of planning for and managing T&D programs;
6. To design successful T&D programs and avoid common pitfalls.
7. To measure the ‘success’ of T&D programs;
Learning outcomes:
On completion of the course, the scholars would be expected to:
1. Demonstrate T&D skills as managers, leaders and researchers.
2. Have a deeper understanding of T&D and the application of its latest concepts in the
field.
3. Be able to contribute new knowledge addition in T&D through research and
development.
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4. Have gained competence in comprehending the importance and dynamics of T&D and
are capable of efficiently initiate, plan, design, implement and evaluate T&D programs in
a continuous and cost effective manner.
Teaching-learning methodology:
The course is designed to have interactive sessions based on response eliciting styles, -
individual and group discussions, - individual/group presentations - carrying out a project on
T&D in a selected organization identifying gaps in how T&D is managed and suggesting
concrete &viable T&D solutionsto the identified problems and presentation of findings in class.
Assessment Instrument with weights:
1. Midterm 30%
2. End term 50%
3. Internal evaluation 20% (10 marks for project; 5 for assignments; 5 for viva voice).
Text Book:
Raymond Andrew Noe. (2004). Employee training and development. 3rd ed.McGraw-Hill Irwin
Consultation time: 30 minutes before each session
Reference Books:
Rothwell, William J. (2005). Beyond training and development: The groundbreaking classic on
human performance enhancement, 2nd ed. AMACOM
P. Nick Blanchard and James W. Thacker. (2009). Effective Training: Strategies, systems and
practices, 2nd ed. Pearson
Lucas, Robert W. (2003). The creative training idea book: Inspired tips and techniques for
engaging and effective learning. AMACOM
Week # Lecture # Session topics Assessments

1. 1. HRM defined; Defining T&D; Learning & Training; Activity based
Likely scenarios; The prerequisites; The role of training assessments-lessons
& development manager; Performance concerns; learned- group formations,
Training types; Individual development; Effective assignment to be given for
developmental plan; Training needs assessment & submission/ presentations
analysis on the 4th week
2. Job itself as a developmental experience; Training & Research papers on T&D;
development- requirement; T&D department; Process - discussion
orienting employees; The five step training &
development process; Data sources for operational
analysis; More data sources for operational analysis;
Managerial development & training; Managerial T&D
Types; Behavior modeling; Evaluating the T&D effort
2. 3. Classification of Learning Outcome; Organizational Group Discussion
Chart for resource function; Possible Career Path in
HRD; General Open Systems Model; Training as a
Subsystem within the Organizational System; Training
Processes Model; Components of learning organization;
Differences between OD practitioners and trainers
4. Training case 1
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3. 5. Relationship of training and development with other HR Self-Assessment
functions; Employee development; Training as a system Exercises
approach
6. Training Need Analysis; Types of need analysis;
Selecting suitable methods.
4. 7. Training Benefits; Benefits of training to individuals. Group Discussion
8. Benefits of training to teams; Benefits of training to
organizations.
5. 9. The trainer and training methodologies; Selection of Group Discussion
trainer; Competencies of trainer.
10. In-house and on the job training.
6. 11. Case study 2 Discussion on lessons
12. Experiential exercise learned
7. 13. Developing a training plan; Training objectives Group Discussion
14. Business impact objectives; Determining training
sequence
MID TERM BREAK
8. 15. Training evaluation system; ROTI: Return on training Interactive dialogue on
investment; Measurement of training impact practical implications
16. Pre- training evaluation; During training evaluation; Post
training evaluation
9. 17. Mentoring & Coaching skills; Mentoring skills for
trainer; Coaching skills for trainer; Counseling skills for
trainer
18. Competencies of a trainer/master trainer; training of
trainer (ToT); transfer of training
10. 19. Case study 3 Group discussion
20. Lessons Learned
11. 21. Career management concept; Theories & issues of Group discussion
traditional course versus protean career
22. Career Development models
12. 23. Resources of a trainer; training toolkit; Practical tools &
24. Planning & arranging training sessions discussion
13. 25. Challenges in training; Challenges in development; Brainstorming session
Challenges in career management
26. The future of training & development
14. 27. New horizons: beyond training & development; Group discussion
28. Human performance enhancement; Selecting,
implementing & evaluating human performance
enhancement (HPE) Strategies
Final Exam
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Course Title: Recruitment and Selection
Course Code: HR-667

Credit Hours: 3+0
Prerequisites:
No Prerequisites

 Staffing Organisations by Heneman Judge 4th edition.
 Recruiting, Interviewing, Selecting and Orienting New Employees by
Diane Arthur.
Course Description
Objective of the course is to introducestudents to challenges, mostrecentresearch

and mostpopularapproaches on Recruitment and Selection. Course covers in detail
the development and implementation of effective selection programs
withintoday'sorganizations. A streamlined, yetthorough, approach and
numerouscurrentexamples focus on today'smost important legal, global and
ethicalconcerns; psychometricmeasurement concepts; job analysis; predictors of
job performance; and criteriameasures.
Reference Material
Harvard case studies and researchpaperswillbediscussed
Course Objectives:
 To makestudentsunderstand the importance of human capital in
today’sknowledgeeconomy
 To makestudentsdevelop grip over the differentapproaches of recruiting and
selectinghuman capital.
Course Outcomes:
Studentswilllearn about :
 KnowledgeEconomy and the role of human capital in thiseconomy
 Reasons for organizations existence and organizationalstrategies
 Job Analysis and Design
 Labor Markets and Recuritment Sources
 Pre-employementAssesment techniques
 Interviewing techniques
 Retention Management
42 | P a g e
Midterm 30%
End term 50%
Quizzes 10%
Assignement 10%

1. Transition from Agricultural Economy to Industry Economy to Knowledge Economy
1.
2. What is Human Capital and its importance
3. Organizational Objectives and reason for existence
2.
4. Organization Strategies
5. Job Analysis and Requirement gathering
3.
6. Job Design
7. Organizational Structures and Jobs Alignment
4.
8. Organizational Structures and Jobs Alignment
9. Recruitment Challenges and External Influences
5.
10. Recruitment Challenges and External Influences
11. Labor Markets
6.
12 Traditional Recruitment Sources and Innovative Recruitment Sources
13. External Recruitment vs. Internal Recruitment Methods
7.
14. Recruiting Evaluation and Metrics
MID TERM EXAMS
MID TERM BREAK
15. Pre-employment screening--Applications
8.
16. Pre-employment screening—Electronic Assessments
17. Ability Tests
9.
18. Assessment Centers and 360 degree evaluation
19. Personality Tests
10.
20. Big 5 Personality Model
21. Interview Techniques—Biographical Interviews
11.
22. Interview Techniques—Behavioral Interviews
23. Interview Techniques—Competency Interviews
12.
24. Interview Techniques—Situational and Stress Interviews
25. Employees Orientation
13.
26. Employees Orientation
27. Retention Management
14.
28. Retention Management
END TERM EXAMS
43 | P a g e
Course Title: Supply Chain Management
Course Code: MS-751

Course Description
The course focuses the critical apprehension of SCM concepts and the application of SCM
models in the organizations. It also examines the role of IT in SCM.
Course Objectives:
- To enable students to critically evaluate the Supply Chain Management systems of organizations
- To enable them identify, understand the application of SCM concepts.
Course Outcomes:
-To diagnose and design supply chain basic foundations of SCM
- To supply chain problems of businesses
- To apply different models of Supply Chain
- To integrate different SC activities of a business
Jannat Shah, (2009). Supply Chain Management. Text & Cases. Dorling Kindersely (India) Pvt.
Ltd. Pearson Education. South Africa. (Recommended Book)

The Role of Supply Chain Management (SCM)
1.
- What is SCM, Enablers of SCM
Supply Chain Strategy & Performance Measures
2.
-Customer Service & Cost Trade-offs, SC Performance measures
Outsourcing - Make versus Buy
3.
-Identifying core processes, market vs hierarchy
Inventory Management
4.
-Types of Inventory, Inventory related costs, managing cycle & safety stock
Transportation
5. -Drivers of transportation decision, models of Transportation, vehicle
scheduling
Network Design & Operations: Facility Location
6.
-Network operations planning, Network design problem etc.
Demand Forecasting
7. - The role of forecasting, Qualitative forecasting methods, Quantitative
Methods etc.
Information Technology in Supply Chain
-Enabling Supply Chain Management Through Information Technology
8
-Strategic Management Framework for IT adoption in Supply Chain
Management
44 | P a g e
Supply Chain Integration: Internal integration, external integration,
9. Building partnership and trust in Supply Chain
-Supply Chain Mapping
Supply Chain Restructuring
10. -Supply chain mapping
-Supply chain process restructuring
Agile Supply Chain
-Supply chain for high demand uncertainty environment
11.
-Illustration of responsive supply chain approach
-Sources of supply chain disruptions and its impact on businesses
Pricing and Revenue Management
12. -Pricing, revenue management for multiple customer segments etc
Case Studies Presentations
13. - Case studies are allocated in beginning by Instructor and are given in the
end of Course book
Research Proposal Presentations
14.
- Each student is supposed to present individually the research proposal
15. Presentation of Final projects
Grading
Mid-Term Exams: 30%

45 | P a g e
Course Title: Advanced Topics in Consumer Behavior
Course Code: MS-754

Credit Hours: 3+0
Course Instructor:
Prerequisites: Principle of Marketing, Marketing Management, Basic Consumer Behavior
Specific Assumed Prior Knowledge and Skills: Analytical & interpretation, Research skills
_________________________________
Course Description
The purpose of this course work is to investigate advanced topics in consumer behavior. The class
will be organized in a way that allows you to 1) gain depth in important areas of consumer behavior
research identified by faculty; 2) gain exposure to various faculty in marketing and their research
values and styles; and 3) develop and advance your own research interests.
Students with a variety of backgrounds and research interests are welcome to participate in this
graduate seminar. Although the course is designed for marketing PhD. students and taught by
marketing faculty, it is relevant to students who are interested in behavioral research in a variety
of other disciplines (e.g., management, accounting, health sciences, and psychology).
Course Objectives
This course has two main objectives: (1) introduce students to the classic & advance theories and
practice of consumer behavior and the implications of the most current academic research in the
field; and (2) enable students to apply consumer behavior concepts to real world marketing
problems and develop their own ideas about their future research.
Course Reading Material

All reading materials listed below are required. Please note that the assigned readings are central
to the learning in this class. They will form the basis of the two exams and of the discussions in
class. In class, I will be assuming that you have completed all the readings. We will typically use
time in class to discuss and explore some (but not all) of the concepts covered in the readings in
greater detail. When reading, be sure to think about the relevance and importance of the concepts
you encounter to 1) you as a consumer and 2) to marketers.
a) Textbook: Wayne Hoyer & Deborah MacInnis, Consumer Behavior, 6th Ed,
ISBN10: 1-133-43521-1, ISBN13: 978-1-133-43521-1.
b) Popular books: The following books are all available from the bookstore or from Amazon.com
(used, and new, often discounted). Recent previous editions are also acceptable. If you buy a
previous edition, ensure you are reading the correct assigned chapter.
a. Robert Cialdini (2008), Influence: The Psychology of Persuasion.
b. Barry Schwartz (2004), The Paradox of Choice: Why More Is Less.
c. Dan Ariely (2010), Predictably Irrational.
c) Harvard cases and readings

Midterm 30%
46 | P a g e
End term 50%
Internal Evaluation 20%
Week # Lecture # TOPICS TO BE COVERED Assignments

1.
1. Non-conscious Process
2.
3.
2. Psychological Affect
4.
5.
3. Choice Models Book Review Report
6.
7.
4. Decision-Making Over Time
8.
9.
5. Case Studies (Discussion-I)
10.
11.
6. Anchoring and Adjustment
12
13.
7. Variety and Assortment
14.
MID TERM BREAK
15.
8. Mental Simulation
16.
17.
9. Impulse Buying and Self-Control
18.
19.
10. Book Case Studies (Discussion-II)
20.
21.
11. Consumer Memory and Retrieval
22.
23.
12. Attitude, Persuasion, and Influence
24.
25.
13. Additional Topics: Cultural Difference
26.
27.
14.
28. Final Project and Class Presentations
END TERM EXAMS
Scholars are required to explore the mentioned research journals for outline topics in advance and prepare the articles
for class discussion.
*List of Academic Journals (Not limited to this)
 International Journal of Advertising International Marketing Review
 Journal of Consumer Behavior
 Journal of Consumer Research
 Journal of Consumer Psychology
 Journal of Business Research
 Journal of Advertising
47 | P a g e
 Journal of Advertising Research
 Journal of International Marketing
 Journal of Marketing
 Journal of Marketing Research
 Journal of Public Policy and Marketing
 Psychology and Marketing
 The European Journal of Marketing
Grading
Mid-Term Exams: 30%

48 | P a g e
Course Title: Cases in Marketing
Course Code: MS-756
Credit Hours: 3+0
Prerequisites: Principle of Marketing, Case Study Analysis
Specific Assumed Prior Knowledge and Skills: Deduce & Induce the phenomenon
Teaching Methodology: Extensive Discussions, and Presentations
_________________________________
Course Description
Case study analysis is an important component in business and Management. This course aims to
encourage the student to utilise the many strategic and tactical models propounded by marketing
theorists in a broad and practical context. The cases are drawn from a wide range of sources to
encompass marketing issues which are international in nature, contain strategic and short term
issues, focus on utilising the marketing planning process as a means of analysis and will link with
the topics and ideas presented in the Marketing Concepts module.
The course will attempt to develop an understanding of the decision making process required by
marketing professionals through report writing and presentation. The use of information
technology to deliver high quality presentations will be encouraged.
Course Objectives
 Apply the core concepts of marketing to marketing case studies

 Analyse marketing data and facts
 Highlight general approaches and techniques to solve marketing problems
 Develop ways of identifying marketing problems and solutions
 Understand the marketing planning process and its influence on decision making
 Present solutions, in class, to marketing dilemmas
 Work in multi-cultural teams on marketing projects

 Cases Studies will be provided in due of course of time
Midterm 30%
End term 50%
Week # Lecture # TOPICS TO BE COVERED IN CASE STUDIES

Assignments
1. Marketing Envirnoment
1.
2.
2. 3. Consumer and Business Behaviours
49 | P a g e
4.
5.
3. Marketing Research and Inferences
6.
7. Audience Analysis and Segmentation
4.
8.
9.
5. Prouduct,Product Life Cycyle,NPD
10.
11.
6. Case Studies Discussion
12
13.
7. Packaging & Branding
14.
MID TERM EXAMS
15.
8. Priceing Mechanism
16.
17.
9. Promotion Mix
18.
19. Social Media & Adverstisment
10.
20.
21. Personal Selling and Sales Promotion
11.
22.
23.
12. Service Marketing
24.
25.
13. Customer Relationship Management
26.
27.
14.
28. Final Presentations
END TERM EXAMS

 Harvard Case Studies
 Asian Journal of Case Studies
 Harvard Business Review
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Course Title: Distribution, Retail Channels, and Logistics
Course Code: MS-759

Credit Hours: 3+0
Prerequisites: Strategic overview of Value Chain and Supply chain, Strategic Marketing,
Principle of Retailing
_________________________________
Course Description
This course presents an integrated approach to distribution strategy, retail channel management,
and selected aspects of logistics. Distribution involves the creation of product and service
availability through marketing channels, retailing involves the management and marketing of
assortments of merchandise for direct sale to the consumer, and logistics involves the creation of
targeted levels of customer service through the distribution system. Students will focus on the
distribution activities involved in getting consumer and business goods and services to market as
well as consider a) some unique characteristics associated with the retail marketing of merchandise
assortments and b) selected strategic aspects of logistics as a marketing tool. In marketing
management, quality products and good promotion efforts are not enough. Product and service
assortments and availability levels must competitively match the wants of target market customers.
Learning Outcomes
In light of the teaching strategies described above and the topics to be covered in the timetable for
lectures and class discussions described later in this outline as well as the required readings and
assignments, the expected learning outcomes of this course are as follows:
1. To develop a mature and critical understanding of concepts, theories, and evidence for
effective distribution channel management from a marketing perspective.
2. To understand the components of channel design and to develop an ability to assess
alternative channel designs against channel performance criteria.
3. To gain a basic exposure to logistics management from a strategic marketing as opposed to
an operations management perspective.
4. To understand the core retail merchandising functions of category and assortment
management in so far as these relate to supplier product and channel management.
5. To gain further specialized experience and to advance professional skills in managerial
decision making in a marketing channels and retailing context
6. To understand the productive function of a marketing distribution system in both developed
and developing economies.
7. To understand the public policy constraints in which a marketing distribution system must
operate.

Midterm 30%
End term 50%
Prescribed Text Book
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Rosenbloom, B., Marketing Channels: A Management View (8th ed), South-western
Cengage, Mason, Ohio
Research Articles covering all prescribed topics will be provided well before the start of each class session

1. Introduction and Overview; Channel
2. Concepts and Distributive Institutions.
1.
Marketing Channel Structure and
Functions
3. Distribution Service Outputs and Segmentation for
2. 4. Channel Design.
Elements of Channel Design
5. Channel Flows and Efficiency.
3.
6. Channel Gap Analysis
7. Channel Power and Channel Conflict .
4.
8. Strategic Alliances in Distribution .
9. Distribution Intensity and Vertical Restraints .
5.
10. Direct channels and e-Channels .
11. Retail Product Selection, Retail Buying.
6. 12 Category Management, and Retail Assortment
Planning .
13. Review of concepts and Cases
7.
14. Review of exam
MID TERM EXAMS
MID TERM BREAK
15. Product Management in Channels
8.
16. Pricing and Promotion Through Change
17. Vertical Integration Decisions in Marketing Channels .
9.
18. Franchising .
19. Presentations of Channel Design Proposals
10.
20. (Channel Design Proposal assignment due)
21.
11. Logistics and Supply Chains in Channel Management
22.
23.
12. Policy Constraints for Marketing Channel Strategies
24.
25.
13. Channel Strategies for Wholesalers and Retailers
26.
27. Review of concepts and Cases
14.
28. Review of exam
END TERM EXAMS
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1. International Journal of Retail & Distribution Management
2. International Journal of Physical Distribution & Logistics Management
3. Journal of Retailing and Consumer Services
4. Journal of Retailing
5. International Journal of Electronic Marketing and Retailing
6. International Journal of Sales, Retailing and Marketing
7. International Journal of Logistics Management
8. Logistics Research
9. Harvard Business Review
Grading
Mid-Term Exams: 30%

53 | P a g e
Course Title: International Marketing Management
Course Code: MS-765
Credit Hours: 3+0
Prerequisites: Principle of Marketing, Marketing Management, International Relations

Specific Assumed Prior Knowledge and Skills: Diplomatic Dynamics,Cross Culture
Understanding
_________________________________
Course Description
This course will present various concepts and tools for analysing international marketing
strategies, and evaluating the marketplace (competitors, external environment: cultural, economic,
technological, political/legal, marketing opportunities, etc.). Specifically, the focus will be on
developing, evaluating and implementing international marketing strategy at the corporate,
regional and local levels. By learning about both theory and practice, the student will obtain a good
conceptual understanding of the field of international marketing as well as become firmly
grounded in the realities of the global marketplace.
Course Objectives
 Identify and analyse opportunities within international marketing environments
 Utilise cases, readings and international business reports to evaluate corporate
problems/opportunities in an international environment
 Select, research, and enter a new international market
 Prepare an international marketing plan based on empirical results
 Develop a comprehensive course of action for a business firm using formal decision
making processes;
 Complete a final written project using skills acquired throughout the course; and,
All reading materials listed below are required. Please note that the assigned readings are central
to the learning in this class. They will form the basis of the two exams and of the discussions in
class. In class, I will be assuming that you have completed all the readings. We will typically use
time in class to discuss and explore some (but not all) of the concepts covered in the readings in
greater detail. When reading, be sure to think about the relevance and importance of the concepts
you encounter to 1) you as a consumer and 2) to marketers.
a) Textbook: Cateora, Philip Gilly, Mary and Graham, John , International Marketing, 16th
edition, Sydney, Australia: McGraw Hill.
Textbook website: http://www.mhhe.com/cateora16e.
c) Harvard cases and readings
Midterm 30%
End term 50%
54 | P a g e
1. Introduction to Course/Scope and Challenge of Int'l Mkting
1.
2. Chapter 1
3. Dynamic Environment of International Trade (Countries
2. 4. allocated for Country/Product Brief)
Chapter 2
5. Cultural Dynamics in Assessing Global Markets
3.
6. Chapter 4; Reading 1
7. Culture, Management Style, Business Systems and
8. Negotiation Styles Group Project Proposals DUE IN
4.
CLASS
Chapter 5 and 19; Reading 2
9.
5. Case Studies (Discussion-I) Review Report
10.
11. The Political Environment: A Critical Concern
12 International Legal Environment: Playing by the Rules
Chapter 7
13.
7. QUIZ 1 (ch 1, 2, 4, 5, 6, 7 plus readings 1-3)
14.
MID TERM EXAMS
MID TERM BREAK
15. Developing a Global Vision through Marketing Research
8.
17. Market Entry Modes
9.
18. Chapter 15 (lecture notes); Reading 5
19. Product Adaptation/Product and Brand Management
10.
21. Integrated Marketing Communications and International
11. 22. Advertising
Chapter 16; Reading 7
23. Pricing for International Markets
24. Group Projects Due
12.
Submitted through Turnitin
Chapter 18; Reading 8
25.
13. 26. QUIZ 2 (ch 8, 13, 15, 16 & 18, plus readings 4-8)
27.
14.
28. Proposal Presentations
END TERM EXAMS
55 | P a g e

 Journal of International Marketing
 Harvard Business Review
 Journal of International Business Studies
 Journal of Global Marketing
 Journal of Advertising
 International Journal of Advertising
 International Marketing Review
 Business Horizons
 Management International Review
 Journal of Int’l Consumer Marketing
 Journal of International Management
 Columbia Journal of World Business
 Sloan Management Review
56 | P a g e
Course Title: Strategic Marketing Research
Course Code: MS-766
Credit Hours: 3+0
Prerequisites: Principle of Marketing, Business Research Methods
Specific Assumed Prior Knowledge and Skills: Diplomatic Dynamics, Cross Culture
Understanding
Teaching Methodology: Extensive Discussions, and Presentations
_________________________________
Course Description
This course enshrines the various topics of marketing. focuses on the more technical components of marketing research
analysis and reporting. The course covers a number of aspects of quantitative market research such as advanced
questionnaire design skills, online research methods and more advanced statistical analysis of marketing research data
(including many multivariate methods). Students gain practical experience with the entire marketing research process
through applied assignments.
The emphasis in this course is on thoroughly understanding marketing research techniques and the compilation of a
marketing research project. Accordingly, it primarily is intended for individuals interested in specialising in marketing
research. Students taking this paper will benefit through a better understanding of the needs of clients and the range
of possible applications of marketing research.
Course Objectives
1. Integrate the components of marketing research into the marketing research process;
2. Undertake individual stages of the marketing research process in a scientific manner;
3. Have an in-depth understanding of the principles of survey design and online survey methods;
4. Understand the flow and components of a data analysis strategy;
5. Understand the assumptions and techniques of multivariate research methods;
6. Analyse and interpret the results from various multivariate techniques.

 Hair, J.F., Jr., Black, W.C., Babin, B.J. & Anderson, R.E. (2016). Multivariate data analysis: Pearson new
international edition (7th ed.). Upper Saddle River, N.J.: Pearson Education. ISBN: 9781292021904.
 Allen, P., Bennett, K. and Heritage, B. (2014). SPSS statistics version 22: A practical guide (3rd ed.).
Australia: Cengage Learning Australia.
 Frazer, Lorelle and Meredith Lawley (2000). Questionnaire design and administration. QLD, Australia:
Wiley & Sons Inc.
 GAALLUP Gallani
Midterm 30%
End term 50%

1. 1.
57 | P a g e
2. Introduction to Advanced Marketing Research. Qualitative and
quantitative research methods. Sampling methods.
3. Assignment briefing. Questionnaire design, reliability and validity. Descriptive Analysis of
2. Online survey methods.
4. FMCGs
5. Data preparation, and basic data analysis (chi-square/t-tests) and
3. data presentation (graphing).
6.
7. Identifying relationships between continuous marketing variables
4. (regression and correlation).
8.
9.
5. Research Data Presentations
10.
11. Analysis of Variance (ANOVA) and Analysis of Covariance
6. (ANCOVA).
12
13.
7. Case Studies Discussion
14.
MID TERM EXAMS
MID TERM BREAK
15.
8. Market segmentation (cluster analysis).
16.
17. Reducing the collected data into manageable information
9.
18. (factor analysis).
19. Proposal Presentations
10.
20.
21.
11. Multi-Dimensional Scaling (MDS)
22.
23. Conjoint Analysis
12.
24.
25.
13. 26. Questionnaire Development Mechanics
27.
14.
28. Final Presentations
END TERM EXAMS

 International Journal of Research in Marketing
 Journal of Marketing Research
 Maketing Reseach
58 | P a g e
Course Title: Customer Relationship Management
Course Code: MKT-612

Credit Hours: 3+0
Course Instructor:
Prerequisites:
Principle of Marketing [A South Asian Edition]
Research Methodology
Textbooks (or Course Materials) with Edition:

1. William Zikmund, Raymond Mcleod, Jr., & Faye W. Gilbert (2003). Customer
Relationship Management: Integrating Marketing Strategy and Information
Technology (Recommended).
2. Simon Knox, Stan Maklan, Adrian Payne, Joe Peppard, LynetterRyals

(2003).TheCustomer Relationship Management. Perspective forms the
marketplace. Butterworth-Heinemann. Oxford.(References book for case
studies)
Reference Material: Research articles of Harvard Business Review, case studies

from reference book
Course Description
Customer relationship management (CRM) is one of the hot topics in marketing
and information systems today. Customer relationship management is a business
strategy that provides the enterprise with a complete, dependable, and integrated
view of its customer base. A CRM system brings together lots of pieces of
information about customers, sales, market trends, marketing effectiveness and
responsiveness. CRM helps companies improve the profitability of their
interactions with customers while at the same time making those interactions appear
friendlier through individualization. CRM's purpose is to enhance customer
satisfaction and retention by alignment of customer business processes with
technology integration. As the Internet and digital technology change the ways
business is conducted, the academic disciplines of information technology and
marketing are merging. As a result, experiments with new and modified courses are
being taught at many innovative universities at the forefront of this change.

Introduction to CRM with Reference to Marketing and business
1.
1. environment
2. The Nature of CRM: Potential returns of system, Potential returns & cost of CRM to
59 | P a g e
organization
A Strategic Framework for CRM – Strategy development, value creation
3. -A Strategic Framework for CRM – Channel and Media Integration, information
management, Performance Assessment (Reference Book)
2.
Understanding customer preferences
4. -Identifying customer differences, demographic segmentation variables,
behavioural patterns
Information Technologies & Collecting Customer Data
5.
- IT & CRM, CRM architecture, computer architecture, closed-loop data etc
3.
Information Technologies & Collecting Customer Data
6.
- IT & CRM, CRM architecture, computer architecture, closed-loop data etc
CRM Data Warehouse
7.
-Data Warehouse & Data Marts, Data warehouse architecture etc.
4.
CRM Data Warehouse
8.
-Data Warehouse & Data Marts, Data warehouse architecture etc.
Customer Loyalty
9.
- Perspective of Brand loyalty, Factors that affect customer loyalty etc.
5.
Customer Loyalty
10.
- Perspective of Brand loyalty, Factors that affect customer loyalty etc.
Customer Retention Strategy
11.
6. -The evolution of relationship marketing programs
12 The complete CRM for retaining customer
13. Revision
7.
14. Revision
MID TERM EXAMS
MID TERM BREAK
Strategy Development Process – Business Strategy (Reference Book)
15.
8. -Strategy Development Process - Competitive strategy, Customer strategy
16. Case study 3.1: A fruitful passion for Orange
-Winback and Acquisition Strategies
17.
Winback strategies, acquisitions
-Winback and Acquisition Strategies
9.
Winback strategies, acquisitions
18.
Building the value proposition for target customers (reference book)
Case study 4.1: Friends First: Building the customer centric organization
19. Measuring Customer Loyalty
10.
20. The value of measuring customer satisfaction
Channel and Media Integration Process (reference book)
21.
Case study 5.1: Wesleyan Assurance Society
11.
Channel and Media Integration Process (reference book)
22.
Case study 5.1: Wesleyan Assurance Society
-Information Management Process (reference book)
12. 23. Case study 6.1: The Derbyshire Building Society: Putting the customer at
the heart of business
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-Information Management Process (reference book)
24. Case study 6.1: The Derbyshire Building Society: Putting the customer at
the heart of business
Performance Assessment Process; CRM Investment and Shareholder value
25.
- Case study 7.1: Sears, Roebuck and Company
13.
Performance Assessment Process; CRM Investment and Shareholder value
26.
- Case study 7.1: Sears, Roebuck and Company
Issues for Implementing CRM Systems
27.
-Potential implementation problems
14.
Issues for Implementing CRM Systems
28.
-Potential implementation problems
END TERM EXAMS
Course Objectives:
To develop an integrated view of the customer base, successful executives must
understand both marketing concepts and information system architecture. This
groundbreaking book explores the emerging field of customer relationship
management (CRM) from the crossroads of marketing strategy and information
technology. Business students and executives will appreciate both the treatment of
relevant marketing and information systems concepts and the coverage of practical
techniques for the creation of a successful CRM system.
Course Outcomes:
 To acquaint the students with the concept of Customer relationship
Management
 To familiarize the students with the significance of CRM
 To analyze the CRM role in success of business
 To integrate the customer dimension in business activities.
 Able to know the strategic perspective of CRM

Midterm 30%
End term 50%
Internal evaluation 20% (5 quizez, 5 assignments, vivavoice).
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Course Title: Services Marketing
Course Code: Mkt-613
Credit Hours: 3+0
Course Instructor:
PREREQUISITES: Service Marketing is an elective and assumes that the student has taken the
Core Marketing classes. You must have an understanding of marketing principles and strategies.
Textbook
 Lovelock, C. H., Wirtz, J. and Chatterjee, J. Services Marketing – People,

Technology, Strategy , 7th edition, Pearson Education/Prentice Hall, 2011
Course Description: The service sector forms an increasingly important part of the world
economy. The Services Marketing module seeks to provide an understanding of the differences
and similarities between goods and services, as well as analyzing services marketing to enable
students to become an expert service marketer. The course focuses on the unique challenges of
marketing and managing services and delivering quality service to customers. The attraction,
retention, and building of strong customer relationships through quality service and services are
at the heart of the course content. The course is equally applicable to organizations whose core
product is service (e.g., banks, transportation companies, hotels, hospitals, educational
institutions, professional services, telecommunication, etc.) and to organizations that depend on
service excellence for competitive advantage (e.g., high technology manufacturers, automotive,
industrial products, etc.). The basic concepts covered in the course include: the difference
between marketing services versus products; the role of the service encounter; the key drivers of
service quality; the customer’s role in service creation; service design and innovation; going
beyond service to create customer experiences; technology’s impact on services; managing
customer service expectations; and customer service metrics
Reference Material
 K. Douglas Hoffman, John E.G. Bateson. Services Marketing Concepts, Strategies,

Cases, 4th Edition, SouthWestern College Pub, 2010
 Additional slides/handouts/information will also be shared in-class, as
appropriate.
 Cases and Reading materials will be shared with the class.
Course Objectives: The course objectives are
 To develop an appreciation for the far reaching impact of services in the global
economy
 To ensure students understand the what is needed to become a successful service
marketer, especially in the Pakistani context
 To foster a ‘customer’ and ‘employee’ service orientation among students
 To enable students to implement service marketing principles in their working life,
including ethical values
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 To help students become the best service marketers that they can possibly be
Course Outcomes: After successful completion of this course, students will be able to
 Explain the place of services in the global economy and why – if at all – services
should be treated differently as compared to goods.
 Differentiate between the different types of services while appreciating the grey area
between the ‘types’.
 Implement and Analyze the Ps of services (extended marketing mix)
 Appreciate the role of customers and employees in services marketing – especially
with the increasing use of technology in service delivery.
 Discuss and implement various aspects of service positioning, recovery, customer
loyalty and retention while keeping in mind cultural and ethical considerations.

Midterm 30%
End term 50%
Internal evaluation 20% (quizzes 5%, Assignments 5% Final Project 10%).

1.
1. Fundamentals of Services Marketing & Services Marketing in Pakistan
2.
3. New Perspectives on Marketing in the Service Economy ( Chapter 1)
2.
4.
5. Consumer Behavior in a Services Context ( Chapter 2)
3.
6.
7. Positioning Services in Competitive Markets ( Chapter 3)
4.
8.
9.
5. Book Case Studies (Discussion-I)
10.
11. Developing Service Products: Core and Supplementary Elements ( Chapter 4)
6.
12
13.
7. Service Products in Pakistan Discussion
14.
MID TERM EXAMS
MID TERM BREAK
15. Distributing Services through Physical and Electronic Channels ( Chapter 5)
8.
16.
17. Promoting Services and Educating Customers ( Chapter 7)
9.
18.
19.
10. Book Case Studies (Discussion-II)
20.
63 | P a g e
21. Balancing Demand and Productive Capacity ( Chapter 9)
11.
22.
23. Managing Relationships and Building Loyalty ( Chapter 12)
12.
24.
25. Complaint Handling and Service Recovery ( Chapter 13)
13.
26.
14.
28.
END TERM EXAMS
Topic related exercises and assignments– Throughout the term as we cover different topics
and exercises related to Services Marketing. These exercises might include written assignments,
online discussions, or outside activities and case studies. Presentations and regular assignments
ensure that the student gets value from this course. Topics include techniques for effective
speaking, persuasion, and listening.
Final Project
Students are required to work on a project during the term. The topics will be assigned by the
course instructor and students are required to work individually on the assigned project. The
project can be based on any facet of services marketing.
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Course Title: International Marketing
Course Code: MKT - 616
Credit Hours: 3+0
PREREQUISITES: As a marketing elective, this course focuses in more detail on one key aspect of
marketing. However, you must have an understanding of marketing strategy and the marketing mix to
apply marketing principles to this course.
Course Description: This course will present various concepts and tools for analyzing international
marketing strategies, and evaluating the marketplace (competitors, external environment: cultural,
economic, technological, political/legal, marketing opportunities, etc.). Specifically, the focus will be on
developing, evaluating and implementing international marketing strategy at the corporate, regional and
local levels.
TEXT BOOK
SvendHollensen (2014) Global Marketing, 6th edition, Prentice Hall/ Pearson Education ().
REFERENCE BOOKS AND MATERIAL

 Cateora, Philip Gilly, Mary and Graham, John (2013), International Marketing, 16th edition,
Sydney, Australia: McGraw Hill.Harvard Business Review Case studies
 Czinkota, Michael R. and Ilkka A. Ronkainen (2013): International Marketing, Southwestern,
Cengage Learning
 Research Articles
COURSE OBJECTIVES: The main objectives of this course are
 Provide an understanding of the scope and function of international marketing theory and practice.
 Increase knowledge and skills to help in developing international market entry strategies.
 Develop skills related to the analysis of international marketing data, in particular the use of
secondary data in assessing the international marketing opportunities.
Course Outcomes: Upon completion of the course students should be able to:
 Identify and analyze opportunities within international marketing environments;

 Utilize cases, readings and international business reports to evaluate corporate
problems/opportunities in an international environment;
 Select, research, and enter a new international market;
 Prepare an international marketing plan;
 Develop a comprehensive course of action for a business firm using formal decision
making processes;
 Complete a final written project using skills acquired throughout the course;
 Apply personal and interpersonal skills appropriate to being an effective member of an
international marketing team.
EVALUATION CRITERIA
65 | P a g e
Midterm 30%
End term 50%
Topic related exercises and assignments: Throughout the term as we cover different topics and
exercises related to Advertising & Promotion. These exercises might include written
assignments, online discussions, or outside activities and case studies.
Final Project: Students are required to work on International marketing based project during the
term. The topics will be assigned by the course instructor and students are required to work
individually on the assigned project.
Week Lecture TOPICS TO BE COVERED

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

8.
16.
17. International sourcing decisions and the role of the sub-supplier ( Chapter 13)
9.
18..
19. Product decisions ( Chapter 14)
10.
20.
23 Pricing decisions and terms of doing business ( Chapter 15)
11
24
25 Distribution decisions ( Chapter 16)
12.
26
27 Communication decisions (promotion strategies) ( Chapter 17)
13.
28
29 Final Project Presentations
14.
30
END TERM EXAMS
66 | P a g e
Course Title: Strategic Marketing
Course Code : MKT-615

Credit Hours: 3+0
PREREQUISITES: StrategicMarketing is a marketing elective subject and assumes that the

student must have basic understanding of marketing principles and strategies.
Textbook
 G. J. Hooley, N. F. Piercy, B. Nicolaud. (2008). Marketing strategy and competitive

positioning (4th ed). New Delhi: Pearson Education
Course Description: Strategic Marketing will equip you with the basic tools, techniques, theories
and frameworks for marketing strategy formulation and implementation and control that you need
in today's competitive marketplace. You'll learn how an organization's competitive position is
constantly affected by factors in the macro- and micro- environments, and is shaped by advances in
technology, changing consumer behaviors and the advent of globalization. This course also
highlights contemporary issues facing marketers, and discusses strategies adopted by multinational
companies to enhance and sustain their competitive advantage. Strategic Marketing deals with the
process of developing and implementing a marketing strategy. The course focuses on competitive
positioning at the heart of marketing strategy and includes in-depth discussion of the processes
used in marketing to achieve competitive advantage. The course is primarily about creating and
sustaining superior performance in the marketplace. This course focuses on business level
marketing strategy. You will acquire an understanding of the tools that strategists use to assess
business situations. You will have the opportunity to use these tools to diagnose situations and
generate information from which strategies are formulated and marketing plans are prepared. Much
of the course is based on case-based learning situations. This approach helps you to develop
diagnostic, critical and communication skills.
Reference Material
 Additional slides/handouts/information will also be shared in-class, as

appropriate.
 Cases (marketing strategy)
 HBR must read on Strategic marketing
Course Objectives: The course objectives are
 Gain a solid understanding of key marketing concepts and strategies.

 Apply marketing strategies to diverse products, services, and situations.
 Develop strong marketing strategies and communicate your recommendations and
rationale persuasively.
67 | P a g e
 Evaluate and develop marketing strategies.
 To develop expected attitude and skills required of a successful marketer by way of
understanding marketing strategies better in the context of developed economy as well
as that of Pakistan.
Course Outcomes: After successful completion of this course, students will be able to
 Explain key planning and strategy concepts, and apply them to marketing.
 Analyse factors affecting the competitive position of an organization, including the
macro- and micro-environment, and profiles of customers, competitors and the
organization.
 Explain key elements of market segmentation, and propose a competitive positioning
plan for an organization.
 Formulate and implement marketing strategy in line with an organization's competitive
positioning.

Midterm 30%
End term 50%

1.
1. Market-led strategic management (Chapter 1)
2.
3.
2. Strategic marketing planning (Chapter 2)
4.
5. The Changing Market Environment (Chapter 3)
3.
6.
7.
4. Customer analysis (Chapter 4)
8.
9.
5. 10. Competitor analysis (Chapter 5)
11.
6. Segmentation and positioning principles (Chapter 8)
12
13.
7. Selecting market targets (Chapter 10)
14.
MID TERM EXAMS
MID TERM BREAK
15.
8. 16. Creating Sustainable Competitive Advantage (Chapter 11)
9. 17. Competing through the New Marketing Mix (Chapter 12)
68 | P a g e
18.
19.
10. Strategic customer management (Chapter 14)
20.
21.
11. Strategic alliances and networks (Chapter 15)
22.
23.
12. Strategy implementation and internal marketing ( Chapter 16)
24.
25.
13. Twenty-first Century Marketing ( Chapter 18)
26.
14.
28.
END TERM EXAMS
Topic related exercises and assignments. Throughout the term as we cover different topics and
exercises related to marketing strategies. These exercises might include written assignments,
online discussions, or outside activities and case studies. Presentations and regular assignments
ensure that the student gets value from this course. Topics include techniques for effective
speaking, persuasion, and listening.
Final Project. Students are required to work on a project during the term. The topics will be
assigned by the course instructor and students are required to work individually on the assigned
project. The project can be based on any facet of marketing strategies.
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Annexes-Form
70 | P a g e
Form A Guideline for Supervisor & Scholar
National University of Modern Languages

Faculty of Management Sciences
PhD/MS Thesis Proposal
STUDENT INFORMATION:
Student Registration Number:

S/O,D/O:
Student Name: (As it appears on transcript)
Address:
New Address:

E-Mail Address: Phone Number:
Degree:
Discipline: Specialization:
Research Title:
SUPERVISOR INFORMATION:
Thesis Supervisor Name Office Phone:
E-Mail Address: Cell No:
Please follow the following Thesis/ Dissertation proposal format in the writing of your Complete Thesis/ Dissertation Research
proposal. Your proposal will be word processed and double spaced. It will be a document Proposal should be returned with
presented in the way you present your research projects: a spiral/ soft copies along with completed form signed by the respective
this form:
Supervisor and Scholar.
Ensure through [] the following:
I. Title:
Provide a tentative title for your thesis. It should be concise and precise so as to allow  Title page
other researchers to correctly infer the topic of your research.  Number of pages (11 excluding references)
II. Introduction/Background of the Study:  Page Number on every page
Give an introduction to your field of study, your background, your interests and
concerns, and your experience in no more than one paragraph.
 Number of copies required
III. Research Objectives, Research Questions/Problem Statement &  Spiral/Filed Copies
Significance of the Study:  Research Questionnaire
State clearly the context of your study and your research problem you intend to  All other Appendixes (if any or
investigate. You should be able to define your problem or hypothesis/ rationale/
not than leave it unchecked).
objectives in no more than 200 words. Your Research Proposal statement must
include your research questions.
IV. Review of Related Literature and Conceptual Framework:
Others have contributed to your field historically, philosophically, or experimentally.
What a good synopsis is?
What closely related problems, ideas, or solutions will you build on and use in your A good synopsis should have a
research? What contribution do you expect your research to make to the literature? foundational premise and ideas along with
Please limit your response to 500 words (approximately two pages, double spaced). your research questions that are pertinent
V. Procedure or Method: to your research, and formulated within
Briefly describe how you plan to investigate the problem you have identified. Your this framework. Your questions describe
description may consist of an outline of research techniques or procedures, your quest through research; should act as
proposed chapter headings and chapter breakdown, or other pertinent information. a stimulant to your thinking process, and
Please limit your response to 500 words (approximately two pages, double spaced).
should be raising answers in your
Time frame to complete thesis.
VI. References: proposal.
Please list a representative sample (no more than 20) of the primary reference
sources you plan to use in your thesis or dissertation. Please provide full citations NOTE: Follow the APA 6th Edition style of
for each source listed. writing
VII. Use of Human Subjects:
Does your research involve the use of human subjects?  YES  NO
If yes, you must obtain approval from the Synopsis Review Board before your
proposal can be submitted to FMS:
Student’s signature/Date
Approval of Defense Committee:
Supervisor’s signature/Date
Form B Suggested Supervisor`s Consent
Form
[To be submitted with Synopsis]
71 | P a g e
Consent Form
I, _________________________________agree to supervise Mr. /Ms.____________________________
For his/her MS  Ph.D.  research.
The suggested topic of research is
___________________________________________________________________________________________
___________________________________________________________________________________________
___________________________________________________________________________________________
___________________________________________________________________
My updated, detailed CV is enclosed.
Signature: ___________________________________
Official Address: ___________________________________
E-mail: ___________________________________
Cell: ___________________________________
Tel: ___________________________________
FOR OFFICIAL USE

Student`s Name: _____________________________________________
Father`s Name: _____________________________________________
Registration No: _____________________________________________
Present Address: _____________________________________________
Permanent Address: _____________________________________________
Contact No: _____________________________________________
Email: _____________________________________________
Student`s Signature: ______________________
Form C Suggested Advisory Committee

Form
[To be submitted with Synopsis]
72 | P a g e
Advisory Committee Form
MS Thesis Title:
-------------------------------------------------------------------------------
-------------------------------------------------------------------------------
-----------------------------------------------------------
By
Student Name: ------------------------
Student Sign & Date: ------------------------
Session: -----------------------
Advisory Committee:
Advisor 1 Name: -------------------------------
Advisor 1 Sign: -------------------------------
Advisor 2 Name: -------------------------------
Advisor 2 Sign: -------------------------------
Supervisor Name: ------------------------------
Supervisor Sign: ------------------------------
MS Program Coordinator
FMS-NUML
Form D Research Meeting Log
[To be submitted with Synopsis & Thesis]

Research Meeting Log
73 | P a g e
This is an important document, which is to be handed in with your Research Proposal/Thesis. This log
will be taken into consideration when awarding the final mark for the dissertation.
Student Name:
Supervisor’s Name:
Dissertation Topic:
SECTION A. MONITORING STUDENT RESEARCH PROCESS
The plan below is to be agreed between the student & supervisor and will be monitored against
progress made at each session.
Activity Milestone/Deliverable Date

Submission of research proposal
a) For in-house defence
b) For final defence
Literature review
Questionnaire
Data collection and analysis
Submission of 1st draft to supervisor
Receive feedback from supervisor and
Make changes if required
Submission of final draft to supervisor
Submitting Final Thesis
SECTION B. RECORD OF MEETINGS
The expectation is that students will meet their supervisors up to seven times and these meetings
should be recorded.
Meeting 1
Date of Meeting
Progress Made
Agreed Action
Student Signature
Supervisor’s
Signature
Meeting 2
Date of Meeting
Progress Made
74 | P a g e
Agreed Action
Student Signature
Supervisor’s
Signature
Meeting 3
Date of Meeting
Progress Made
Agreed Action
Student Signature
Supervisor’s
Signature
Meeting 4
Date of Meeting
Progress Made
Agreed Action
Student Signature
Supervisor’s
Signature
Meeting 5
Date of Meeting
Progress Made
Agreed Action
Student Signature
Supervisor’s
Signature
Meeting 6
Date of Meeting
Progress Made
75 | P a g e
Agreed Action
Student Signature
Supervisor’s
Signature
Meeting 7
Date of Meeting
Progress Made
Agreed Action
Student Signature
Supervisor’s
Signature
Meeting 8
Date of Meeting
Progress Made
Agreed Action
Student Signature
Supervisor’s
Signature
Meeting 9
Date of Meeting
Progress Made
Agreed Action
Student Signature
Supervisor’s
Signature
Meeting 10
Date of Meeting
76 | P a g e
Progress Made
Agreed Action
Student Signature
Supervisor’s
Signature
SECTION C. COMMENTS ON MANAGEMENT OF PROJECT
(To be completed at the end of the Research Thesis process)
Students Comments:
Supervisors Comments:
Signature of Student Date
Signature of Supervisor Date
NATIONAL UNIVERSITY OF MODERN LANGUAGES
77 | P a g e
FACULTY OF MANAGEMENT SCIENCES
Tel # +92 (051) 9257 646-50 ext 327
THESIS SUBMISSION PROFORMA

PHOTO
Session
Date of Submission
Date of Dispatch
PROGRAMME (MPhil/PhD): DISCIPLINE:
Name of Candidate:
Father’s Name:
Registration No:
Address:
PTCL/Mobile No:
Research Topic:
Supervisor’s Name:
Address/Contact No:
No of Thesis Received No of Synopsis Received
___________________ _________________
SUPERVISOR’S SIGNATURE STUDENT’S SIGNATURE
CLEARANCE OF DUES
(FINANCE BRANCH)
________________________________
DATE:___________________ Auditor
FOR FMS USE
DATE:__________________
______________________
Coordinator
Rais Khan___
RECEIVED BY
78 | P a g e
FOREIGN / EXTERNAL / INTERNAL EVALUATORS
FOREIGN
EVALUATOR 1
FOREIGN
EVALUATOR 2
EXTERNAL
EXAMINER
INTERNAL
EXAMINER
SUBJECT
EXPERT
79 | P a g e
EXTERNAL / INTERNAL EVALUATORS
EXTERNAL
EXAMINER
INTERNAL
EXAMINER
Form A
To be filled by Ph.D Scholars
80 | P a g e
Ph.D. Scholars’Proforma
Each Ph.D. Scholar should complete this proforma. The University should prepare summary of these
proforma’sand submit the summary along with proforma to QAA, HEC.
Name of University:
Department:
Name of Scholar:
Degree working for:
Area of Research:
Title of Thesis:
Date of Enrolment:
Name of Supervisor & Co- Supervisor:
Checklist Covering Minimum Criteria

ITEMS STATUS
PART I M.Phil /Equivalent Yes No
1. Completed 16 years of schooling/ (124-136 credit hours)
2. Cleared GRE test (NTS) or equivalent
3 Completed 30 credit hour (at least 24 credit course work)
4. GPA > 3 in course work and thesis
Part-II (Ph.D.)
5 Cleared the Subject:
GRE test (ETS) orequivalent?
6 Completed additional work of minimum 18 credit hours?
7 Cleared the comprehensive exam?
8. The dissertation examined or to be examined by at least
two foreigner examiners?
9. Has the dissertation been defended?
10. Paper accepted for publication in HEC approved
journals?
Attachments: Course work details of 18 credit hours of Ph.D., studied or to be studied& other relevant documentary evidence
to be attached
Note: The form and guidelines for filling the form are also available on QAA, HEC
webpage(http://www.hec.gov.pk/InsideHEC/Divisions/QALI/QualityAssuranceAgency/Pages/Main.aspx)
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Ph. D. Program Review University Proforma
This Proformais to be completed by the university prior to the Form B
HEC Program Review Committee Visi Name
of University: NATIONAL UNIVERSITY OF MODERN LANGUAGES
Name of the Department: DEPARTMENT OF MANAGEMENT SCIENCES
Number of Ph. D. students: Number of M. Phil students:
Checklist Covering Minimum Criteria
S# Item Number Remarks

a) Students
1 Number of students who have completed 16 years of
schooling/ 124-136 credit hour study
2 Number of students who have cleared GRE type test
(NTS test)
3 Number of students who have completed a minimum
of 30 graduate level, post bachelor, credit hours
(minimum of credit 24 course work)
4 Number of students who have completed M.Phil thesis
5 Number of students who have GPA > 3
6 Number of students who have cleared international
GRE Subject test or equivalent
7 Number of students who have completed course work
of 18 credit hours beyond M. Phil
8. Number of students who cleared the comprehensive
exam
9. Number of students whose thesis has been evaluated
by minimum two foreign experts
10. Number of students who have defended their thesis
11. Number of students who have published (accepted for
publication) at least one paper in a HEC approved
journal
12. Number of students conferred or awaiting to be
conferred the Ph.D. degree
13. Number of students who have submitted soft & hard
copy of their thesis to HEC
b) Faculty
1 Number of students being supervised by one full time
faculty member
2 Number of student who have a Ph.D. Advisory
Committee according to HEC guidelines
3. Number of Ph.D. faculty members available for each
department of the university offering a Ph.D. Program
Note: The form and guidelines for filling the form are also available on QAA, HEC webpage
(http://www.hec.gov.pk/InsideHEC/Divisions/QALI/QualityAssuranceAgency/Pages/Main.aspx)
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PHD Booklet

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HAND BOOK

FOR PHD SCHOLARS

DEPARTMENT OF MANAGEMENT SCIENCES

Booklet for PhD Page I

To establish as a world-class business school acclaiming distinction for

To develop business leaders by providing conducive environment to our

Booklet for PhD Page II

Booklet for PhD Page III

Booklet for PhD Page IV

4. Foreign Expert Evaluation:

2. Prerequisites for admission

4. Final Comprehensive Examination (FCE):

B. Graduate Advisory Committee

E. Synopsis/ Thesis Preparation & Presentation

G. Plagiarism Check and Similarity Index

Foreign Evaluators: Correspondence & Remuneration

J. Publication of Article (Research Paper)

Sr. # 1 1. Eligibility Criteria for admission

Sr. # 2 2. Course Work and Research Process /Steps

Submission of Research topic (Form A) along with proposed supervisor

b. After the qualification of Plagiarism/Similarity index, public defense will

a. On receipt of the reports from the reviewers, these will be immediately

d. Defense committee may declare the thesis as “Approved as it is” ,

MS-705 Doctoral Seminar in Research Methods HR Specialization Courses

MS-708 Philosophy of Management MS-703 Advanced Human Resource Development

* Additional Core Courses MS-753 Leadership and Learning Organizations

MS-706 Qualitative Research Methods MS-757 Creating an effective organization

MS-764 Industrial Psychology

SEMESTER 2 HR - 659 Learning Organizations

HR - 663 Conflict and Negotiation Management

HR - 666 Personell Training & Development

MS-752 Financial Markets and Institutions MS-751 Supply Chain Management

MS-755 Advanced Financial Management MS-754 Advance Topics in Consumer Behaviour

MS-760 Finance Theory MS-756 Cases in Marketing

MS-761 Financial Economics MS-759 Distribution, Retail Channels & Logistics

MS-762 Financial Engineering MS-765 International Marketing Management

MS-763 Financial Modeling MS-766 Strategic Marketing Research

FM - 610 Corporate Governance MKT-612 Customer Relationship Management

FM - 662 International Finance MKT-613 Marketing of Services

FM - 664 Mergers Acquistion and Corporate Restructuring MKT-616 International Marketing

FM - 665 Strategic Finance MKT-615 Strategic Marketing

* Courses will be offered subject to the availability of respective teacher

Goals of the Course

To introduce postgraduate research students to the scientific method, quantitative research

1. Understand quantitative research methods;

Fundamentals of quantitative research

Learning and Teaching

Grades will be determined by an evaluation of student performance by the instructor. The

Research Proposal Presentation (15 minutes)

 To help students appreciate nature of Management and its philosophical aspects.

 To focus on developing an understanding of evolution of management and

 To classify their relevance to mainstream theory building in the field of

 Presentation and discussion of research papers given by the professor, assigned to

 Presentation and discussion of management and organization theories, assigned to

each student by the professor.

 Mid Term Exam 30%

 Final Term Exam 50%

1. Philosophy and Approaches of Management Research

2. Philosophy and Approaches of Management Research

3. Elements of Theory Building; Adaptive Theory.

4. Management Philosophy and Ethics; Ethical Theory.

5. Evolution of Organization and Management Thinking.

6. Scientific Management, Bureaucratic Management, Human Relations Management.