Professional Documents
Culture Documents
MBA (2 Years) Course Oulines Print
MBA (2 Years) Course Oulines Print
Vision of DMS
Developing socially responsible business leaders and
researchers.
Mission of NUML
To foster creative pedagogy, innovative research, and inclusive
communication.
Mission of DMS
To develop business leadership through creative thinking, research and
learning, entrepreneurship, and social responsibility.
Core Values of DMS
Respect and Integrity
DO2. To develop research-oriented culture by providing a conducive learning environment for solving
industrial problems.
DO3. To promote social responsibility toward business and society.
DO4. To cultivate team-building attitude through learning and research in industrial and societal
domains.
PLO 1. Effectively utilize various human relations skills including leadership and creative thinking skills.
PLO 2.Use qualitative and quantitative methods and analytic tools to diagnose business challenges,
identify and analyze alternatives in a business context, and leverage technology and analytic reasoning to
cultivate new ways to successfully recognize, mitigate and solve problems.
PLO 3.Identify, articulate and disseminate core organizational values, evaluate the ethical, global, and
social issues of various business options for all stakeholder groups and demonstrate the ability to propose
feasible solutions to ethical, global, and social dilemmas consistent with stakeholder and organizational
values
PLO 4.Effectively utilize interpersonal skills of oral and written communication; teamwork and
collaboration.
General Teaching Methodology
Lectures, workshops, discussions and presentations are planned as class activities. All students are
advised to participate in said activities, failing which students will suffer in respect of learning and grades.
Consistent with the course objectives, lectures will address learning objectives associated with weekly
topics (as outlined in the weekly schedule), including basic principles and working examples. While
lectures will closely parallel material contained in assigned readings, they are not substitutes. In particular,
the lectures will clarify, expand and where necessary, update the material contained in assigned readings.
Attendance Policy
75% attendance in a course is mandatory to become eligible to appear in the final examination,
failing which, the student will be awarded ‘F’ grade in the course. ‘F’ grade will be treated as a normal
‘F’ grade earned by a student by failing in a course and it will carry all penalties associated with it.
Minor Penalties
(applicable to all course assignments, project reports, term papers, etc.) A minor penalty will be applied
if a student’s work is found to be copied (up to 50%), even after he/she has availed the TWO ATTEMPTS
for improving it. This will result in an award of Zero Marks in the work (course assignments, project
reports, term papers, etc.). The course instructor has to inform HoD/Dean and Examination Branch (in
writing) about such cases, with evidences appended. The instructor must make a red entry in award list
and counsel the student as well.
Moderate Penalties
(applicable to all works other than Thesis) 6 A moderate penalty will be applied if a student’s work is
found to be copied (more than 50%), even after he/she has availed the TWO ATTEMPTS (First
Submission + One Attempt) for improving it. This presupposes that the student would have received a
minor penalty, of an award of zero marks, already. Moreover, a warning letter will be issued to the student,
with a copy sent to parents/guardian.
Major Penalty
(applicable to Thesis at all levels) A major penalty is for plagiarism cases, concerning Thesis at all levels.
This penalty is applicable when a student/researcher has availed Two ATTEMPTS (First Submission +
one Attempts) for improving his/her work and failed to do so, according to HEC’s prescribed standards.
This entails the case to be put forward to Plagiarism Standing Committee (PSC) for further disciplinary
action. *Note: No other penalty will be applicable in Plagiarism cases, except the ones mentioned above.
Eligibility:
Old MBA / MPA, M. Com, ACMA, ACA, BBA (Hons), B. Com (Hons),
BS A&F (Hons), BS Commerce (Hons) with CGPA 2.5 out of 4 under
semester system OR 50% marks under annual system.
BE, MBBS, MSc (natural sciences) OR MA with 2/4 or 3/5 CGPA OR 2nd
div having studied any one of the subjects viz: Mathematics, Physics,
Statistics, Economics, Computer Science or Commerce at graduation level.
BBA / BS Commerce (2 years program) with 2/4 or 3/5 CGPA OR 2nd div
OR BA/ BSc with 2nd div and preferably having studied any one of the
subjects viz: Mathematics, Physics, Statistics, Economics, Computer
Science OR Commerce. 4 years managerial job experience is also mandatory
(original certificate should be attached with the admission form).
Selection Criteria:
Admission Procedure
i. Issuance of Admit Card.
Applicants obtain their Admit Cards by visiting the Admissions Office with a copy of the bank Challan.
Applicants residing outside Islamabad can get the Admit Card by from website around the time of
admission process.
iii. Interview
Interviews are conducted for evaluating the level of maturity, academic aptitude, motivation, interpersonal
skills and career focus of the applicants. Candidates who pass the Aptitude Test qualify for interview.
Interview detail displayed on websites. Selected candidates are to report to the venue at the designated
date and time for the said activity.
Candidates are required to bring the original documents on the day of Interview along with admit card
issued by the university.
The names of candidates who qualify the admission requirements will be notified through a list on our
website (www.numl.edu.pk). These candidates will get their Fee Challan.
As a prerequisite for issue of Fee Challan successful candidates are required to deposit the transcripts
bearing proof of their having met the minimum academic eligibility requirements for the respective
programs.
Table of Contents
Vision of NUML ....................................................................................................................................................... 2
Vision of DMS .......................................................................................................................................................... 2
Mission of NUML .................................................................................................................................................... 2
Mission of DMS ....................................................................................................................................................... 2
Core Values of DMS ................................................................................................................................................ 3
1. Departmental Objectives ............................................................................................................................ 3
2. Departmental Learning Outcomes............................................................................................................. 3
POs and PLOs of MBA ........................................................................................................................................... 4
1. Program Objectives of MBA ...................................................................................................................... 4
General Teaching Methodology ............................................................................................................................. 5
Attendance Policy .................................................................................................................................................... 5
Plagiarism Policy- Masters and Bachelors Programs .......................................................................................... 5
Penalties for Student ............................................................................................................................................... 5
Minor Penalties ........................................................................................................................................................ 5
Moderate Penalties .................................................................................................................................................. 5
Major Penalty .......................................................................................................................................................... 6
HEC Minimum Criteria for MBA ......................................................................................................................... 8
Table of Contents ..................................................................................................................................................... 9
Semester-I............................................................................................................................................................... 11
Course Title: Business Economics (MBA)........................................................................................................... 12
Course Title: Business Mathematics Statistics (MBA 2 years) ........................................................................ 21
Course Title: Financial Accounting ..................................................................................................................... 26
Course Title: Marketing Management ................................................................................................................ 30
Course Title: Business communication and Professional Speech ( MBA) ....................................................... 40
Semester-II ............................................................................................................................................................. 48
Course Title: Advanced Financial Management (MBA/BBA) ......................................................................... 49
Course Title: Human Resource Management (MBA) ........................................................................................ 54
Course Title: Managerial Accounting ................................................................................................................. 60
Course Title: Research Method and Analytical Techniques ............................................................................ 66
COURSE TITLE: OPERATIONS MANAGEMENT AND SUPPLY CHAIN ............................................... 76
Semester-III ........................................................................................................................................................... 84
Course Title: Contemporary Issues and Trends in Business World ..................... Error! Bookmark not defined.
Course Title: Strategic Marketing (MBA) .......................................................................................................... 90
Course Title: Leadership and Organizational Behavior.................................................................................... 98
Semester-IV .......................................................................................................................................................... 117
Course Title: Financial Reporting and Analysis (MBA)..................................................................... 118
Course Title: Strategic Management (MBA 2 years) ....................................................................................... 126
Course Title: Strategic Entrepreneurship ......................................................................................................... 132
Course: Title: Corporate Law ............................................................................................................................ 142
Specialization Courses III/IV ............................................................................................................................. 147
Course Title: International Finance (MBA) .................................................................................................... 148
Course Title: Financial Modelling and Planning .............................................................................................. 157
Course Title: Contemporary issues in HRM (MS/MBA) ................................................................................ 163
Course Title: Global HR and Diversity Management ...................................................................................... 171
Course Title: MARKETING ANALYTICS (MBA) ......................................................................................... 175
Course Title: Customer Relationship Management ......................................................................................... 182
Course Title: STRATEGIC SUPPLY CHAIN MANAGEMENT (MBA/BBA) ............................................ 187
Course Title: Supply Chain Risk Management (MBA) ................................................................................... 194
Course Title: Financial Econometrics ............................................................................................................... 199
Course Title: STRATEGIC FINANCE (MBA) ................................................................................................ 205
Course Title: Human Resource Analytics (HRA) ....................................................................................... 211
Course Title: Organizational Development .................................................................................................... 221
Course Title: International Marketing (MBA) ................................................................................................ 226
Course Title: Digital Marketing (MBA) ............................................................................................................ 233
Case1: Accor: Strengthening the Brand with Digital Marketing .................................................... 236
Case3: Voot: Digital Commerce in the World of Connected Screens ............................................................. 237
Course Title: SIX SIGMA LEAN & QUALITY MANAGEMENT ............................................................... 241
Course Title: GREEN SUPPLY CHAIN MANAGEMENT ........................................................................... 251
Semester-I
Course Code:
Credit Hours: 3+0
Course Instructor:
Mode of Contact
You can contact your course instructor in the following ways:
Email: friaz@numl.edu.pk
Meeting: By appointment via e-mail
PREREQUISITES:
This course provides a broadly-based introduction to the study of economics. It is designed for students wishing to familiarize themselves with the basics of economics. No particular background in
terms of specific subjects studied is expected or required and no prior knowledge of economics is necessary for students to undertake a course of study based on this specification. However, a
familiarity with economic concepts would be an advantage.
Textbook:
ECONOMICS by Sameulson Nordhaus. 19th Edition. By McGraw Hills Publications.
Economics for Business” By Chris Mulhearn & Howard R. Vane, 4th Edition
Reference Material:
Course Description:
Business Economics introduces economic concepts and principles which are useful in understanding the general economic environment within which businesses and other organizations
operate. This course is an introduction to economic analysis, with particular application to decision-making in business, and the effects of policy on the broader economic environment in
which business decisions must be made.
Course Objectives: The course objectives are
To provide an introduction to a broad range of economic concepts, theories and analytical techniques to the students.
To understand the analysis of choices made by individual decision-making units (households and firms).
To use economic concepts in a reasoned, careful manner in dealing with personal, community, national and global economic issues
Course Learning Outcomes: Upon completion of this course, students will be able to:
05 Supply
Difference between Stock & Supply
Supply & Law of Supply CLO
Lecture PLO 3 Comprehension
Assumptions of Supply 2
06 Supply
Factors Affecting Supply
Shift in Supply curve and Movement
along the curve CLO
Equilibrium of Demand & Supply Lecture Quiz 1 PLO 3 Comprehension
2
Effects of shift in Demand & Supply
Mathematical calculation of Equilibrium
07 Elasticity of Demand
Introduction to the concept of Elasticity
CLO
Definition of Elasticity of Demand Lecture PLO 3 Comprehension
2
Determinants of Elasticity of Demand
Mathematical calculation of Ed
Graphical representation of Ed
09 Elasticity of Supply
10 Applications of Elasticity
The Economics of Agriculture
Impact of tax on price & quantities CLO
Cross Elasticity of Demand Lecture Assignment 1 PLO 1 Comprehension
3
27 Economic Growth
Four wheels of Growth
Unemployment
o Okun’s Law CLO
o Types of unemployment PLO 3 Comprehension
2
Course Code:
Credit Hours: 3 - 0
Course Instructor:
Mode of Contact :
You can contact your course instructor in the following ways:
Email:
Meeting:
PREREQUISITES: As a mathematics & statistics course, you must have an understanding of basic arithmetic, algebra skills and basic statistics.
Textbook:
1) Business Mathematics by Frank.S.Budnick 4th Edition.
2) Elementary Statistics: A step by step Approach by: Allan G. Bluman 𝟓𝑻𝑯 Edition
Reference Material:
1) Business Mathematics by Gary Clendenen and Stanley A. Salman 13th edition
Course Description: This course is designed to serve as a fundamental course for mathematics needed for business students and solving application-based problems. This course applies students'
interpretation of basic mathematical concepts to common business usage covering such topics as system of linear equations, revenue and cost functions, break even analysis, financial mathematics,
time value money. The majority of class time will be spent in lecture discussing the various ways to solve real time problems and their application. This course provides an introduction to
Descriptive statistics and Probability with applications. It gives us the basic understanding of the Measures of Central Tendencies and Measures of Dispersion and discuss some of the issues and
problems associated with collecting and interpreting the concerned data. The course then moves on to the discussion of regression and correlation, spearman rank correlation, chi square, principles
of probability theory. The courses, then, focuses on normal Distribution and related problems.
i. To understand the System of Linear Equation by having different scenario/conditions and find out the combination/solution set.
ii. To use different methodologies which is more appropriate to find out the solution set by using system of linear equation.
iii. Understanding the revenue, cost and profit functions, principles and techniques that are useful in business management.
iv. To develop analytical skills so to analyze break even condition.
v. Understanding the concepts of simple interest, compound interest, annuities, discounted cash flows and its business applications
vi. To understand and discuss some of the issues and problems associated with collecting and interpreting the concerned data.
vii. To understand Measures of central tendencies, dispersion and its numerical applications.
viii. To compute and interpret regression, correlation analysis.
ix. To compute and interpret rank correlation, chi square.
x. An understanding of concept of Probability and continuous probability distribution, normal distribution and its numerical applications.
Course Learning Outcomes: Upon completion of this course, students will be able to:
i. System of linear equation by using scenario/business application-based problems and applying different methodologies which is deemed appropriate
ii. Revenue, cost and profit functions and its business applications.
iii. How to analyze break even condition and its business applications.
iv. Compute simple interest, compound interest, annuities and their present/future value.
v. Demonstrate understanding of various statistical terms and methods for summarizing, organizing, and presenting data.
vi. Analyze statistical data using measures of central tendency and measures of dispersion.
vii. Interpret simple linear regression and correlation analysis and use it in business decision making.
viii. Interpret rank correlation and chi square and use it in business decision making.
ix. Apply basic probability concepts and probability distributions as an aid to business decision making.
x. Use normal distribution to find probabilities for continuous random variables.
COURSE CONTENTS:
Lecture Scheduled Topic Learning Assessment PLOii CLO Thinking
Activity Activity Level
11 Annuities and its future value. Calculation of interest Lecture PLO 2 CLO Comprehension
annually, semiannually, quarterly and monthly.
4
12 Annuities and its future value. Calculation of interest CLO
annually, semiannually, quarterly and monthly. Lecture PLO 2 Comprehension
4
13 Annuities and its present value. Calculation of interest CLO
annually, semiannually, quarterly and monthly. Lecture PLO 2 Comprehension
4
14 Discounted Cash inflows, Net Present values. CLO
Lecture PLO 2 Application
4
15 Basic concepts of statistics, Variables and Constant,
CLO
Frequency distribution, presentation of data. Lecture PLO 2 Knowledge
5
COURSE OBJECTIVES:
This course is aimed at people with no or limited prior accounting knowledge and provides an understanding of how financial statements are prepared for various types of
organizations. This course presents the fundamentals of financial accounting theory and practice at the introductory level. It considers basic accounting principles, their
application in modern business organizations and the preparation of business records and financial statements. Consideration will be given to accounting techniques and the
formulation of financial reports; however, the course will focus on understanding accounting policies, their rationale and the implications for users of the financial accounting
information.
RECOMMENDED TEXTBOOK:
Financial and Managerial Accounting Latest edition by Meigs ,William, Haka , Betner
Course Code:
Credit Hours: 3+0
Course Instructor:
Mode of Contact: Face to face You can contact your course instructor in the following ways:
Email:
Meeting: By appointment via e-mail
PREREQUISITES: As a marketing course, you must have an understanding of Principle of marketing course.
Textbook:
Marketing Management, by Philip Kotler and Kevin Keller, 15th Edition
Reference Material:
Course Description: The course investigates marketing from a managerial perspective, including the critical analysis of functions of marketing opportunity assessment, marketing
planning, marketing implementation, evaluation, and, control of the marketing effort. The course provides the student with a necessary mix of critical analysis, application of
concepts and techniques, and communication. The course focuses on basic marketing concepts, the role of marketing in the organization, and the role of marketing in society.
The course explains the nature and purpose of marketing, followed by the fundamentals of each of the most important marketing tasks. It analyses the business need for customer
orientation, the evaluation of markets, and, the targeting of market opportunities. There is then an assessment of buyer behavior and the role of market information. In addition,
the course explains how to integrate product and service decisions with those on pricing, distribution, and, promotion - and why this is necessary.
To enhance your knowledge about marketing theories, principles, strategies, and concepts and how they are applied;
To provide you with opportunities to analyze marketing activities within the firm;
To allow you to apply marketing concepts and theories to realistic marketing situations.
To analyze the role of marketing within the firm and society.
To expose you to the two parts of a marketing strategy: the target market and the marketing mix.
To study the four basic variables in the marketing mix: product, promotion, price, and distribution.
Course Learning Outcomes: Upon completion of this course, students will be able to:
Develop an appreciation of marketing management and its contribution to the successful management of all contemporary organizations.
Create and present informed, actionable marketing tactics as part of the marketing plan
Develop skills to analyze and synthesize information and derive practical insights related to marketing management and marketing decision-making.
Identify consumer trends to plan the marketing mix (4Ps) in marketing management.
COURSE CONTENTS:
Learning Assessment Thinking
Lecture Scheduled Topic PLOiii CLO
Activity Activity Level
01 Defining Marketing for the 21st Century
■ The Importance of Marketing
12
■ The Brand Value Chain
■ What Is a Brand Worth?
BPLO
■ Managing Brand Equity Lecture CLO 1 Knowledge
1
■ Devising a Branding Strategy
■ Branding Decisions
13 Crafting the Brand Positioning
■ Developing and Establishing a
Brand Positioning
■ Determining a Competitive Frame
of Reference BPLO
Lecture CLO 1 Knowledge
1
■ Identifying Optimal Points-of-
Difference and Points-of-Parity
■ Choosing POPs and PODs
15 Competitive Dynamics
■ Competitive Forces, Industry Concept and
Market Concept of Competition,
■ Competitive Strategies for Market Leaders, BPLO
Lecture CLO 1 Knowledge
1
■ Competitor Centered Companies
■ Customer Centered Companies
16
■ Product Life-Cycle Marketing Strategies
■ Product Life Cycles BPLO
Lecture CLO 1 Knowledge
1
■ Style, Fashion, and Fad Life Cycles
■ Marketing Strategies for Life Cycle Stages
17 Setting Product Strategy
■ Product Differentiation
■ Services Differentiation
BPLO
■ Design: Product and Brand Lecture CLO 4 Knowledge
1
Relationships
■ The Product Hierarchy
■ Product Systems and Mixes
18 Co-Branding and Ingredient Branding BPLO
Packaging, Labeling, Warranties, and Lecture CLO 4 Knowledge
1
Guarantees
19 Philips India: Launch of New Air Purifiers BPLO
Case Discussion CLO 1,3 Comprehension
2
20 Developing Pricing Strategies and Programs
■ Understanding Pricing
■ A Changing Pricing Environment
■ How Companies Price BPLO
Lecture CLO4 Knowledge
1
■ Consumer Psychology and Pricing
■ Setting the Price
■ Channel-Design Decisions
■ Major Decisions
■ Events and Experiences
27 Final Project BPLO CLO
Presentations Application
4,5 1,2,3&4
28 Final Project BPLO CLO
Presentations Application
4,5 1,2,3&4
Topic related exercises and assignments – Throughout the term; we cover different topics and exercises related to Marketing Management. These exercises might include written
assignments, quizzes, online discussions, outside activities, and case studies.
Final Project - Students are required to work on a Marketing Management practical project during the term. The course instructor will assign the topics and students are required to work
in groups on the assigned project. The project can be any facet of Marketing Management.
Course Title: Business communication and Professional Speech ( MBA)
Course Code:
Credit Hours: 3+0
Course Instructor:
Mode of Contact: You can contact your course instructor in the following ways:
Email: abc@numl.edu.pk
Meeting: By appointment via e-mail
Prerequisites: None
Textbooks:
1. Business English and Communication (8th edition) by Lyn R. Clarke
2. Business Communication: Strategy and Skill by Mary Munter
3. Effective Business Communication (International 7th edition) by Herta A. Murphy
4. Business and Administrative Communication (5th edition) by Kitty O. Locker
5. Oxford Practice Grammar by John Eastwood
Reference Material:
1. Business Communication (3rd edition) by Kitty O. Locker
2. Business Communication Today (7th edition) by Courtland L. Bovee
3. Communicate! (10th edition) by Rudolph F. Verderber
Course Description: This course is designed to enable students to understand the process of public speaking and especially giving oral presentations and demonstrate their
knowledge in persuasive and informative speeches. The students should understand the significance of inter-cultural communication in the contemporary age and learn
how to communicate effectively with people from other cultures. They learn documentation by writing memorandums and reports.
This course also prepare students for job hunting by teaching them writing resumes and letters of application and preparing them for appearing in interviews.
To develop positive, constructive and practical approaches to effective written and oral communication.
To develop students skills to listen effectively
To speak objectively and persuasively.
To prepare and execute well oral presentations with effective visual aids.
To develop skills to face media.
To interpret and write business documents.
To demonstrate oral and written skills for job search including writing letters of applications, preparing resume and interviews.
Course Learning Outcomes: Upon completion of this course, students will be able to:
Organizing content
Lecture/Discu CLO
PLO 3 Knowledge
Preparing and using visuals ssion 1
03 Interpersonal Communication’s
Importance to Your Life Lecture/ CLO Knowledge/
Interpersonal Communication and PLO 3
Discussion 1 Comprehension/application
the Communication Process
15 Intercultural Communication
Definitions of culture
Types of culture Lecture/Discu CLO
Ways of learning culture PLO 3 Knowledge
ssion 5
Definition of intercultural communication
Factors contributing to importance of
intercultural communication
16 Differences in cultures Lecture/ CLO
Improving inter-cultural PLO 3 Knowledge
Discussion 5
communication
17 Report Writing Lecture/Discu CLO
Why write reports PLO 3 Knowledge
ssion 6
Style of writing reports
18 Formats and types of short reports:
informative, feasibility, recommendationLecture/Discu
and PLO 3
CLO
Knowledge
justification ssion 6
19 Test on inter-
Reading and analyzing sample short reports
Lecture/Discu cultural CLO
PLO 3 Comprehension/Application
ssion communicati 6
on
20 Parts of a long report: title, letter or
memorandum of transmittal, table of Lecture/Discu PLO 3
CLO
Knowledge
contents, list of illustrations, executive ssion 6
summary and body of report
21
Reading and analyzing long short reports Lecture/Discu CLO
PLO 3 Comprehension/Application
ssion 4
Course Code:
Credit Hours: 3+0
Course Instructor:
Mode of Contact: Physical Classes
Email:
Meeting: By appointment via e-mail
PREREQUISITES: NIL
Textbook:
Fundamentals of Financial Management by James C Van Horne (13th/ Latest Edition)
Reference Material:
Theory and problems of Financial Management By M Y Khan & P K Jain (5th Edition/Latest Edition)
Fundamentals of Financial Management by Eugene F. Brigham (12th/ Latest Edition)
Fundamentals of Corporate Finance By Ross Westerfield and Jordon (9th/Latest Edition)
Course Description:
Every decision that a business makes has financial implications, and any decision which affects the finance of a business is a financial management decision. The objective of the course is
to enable students to understand the basic as well as advanced concepts of finance. Moreover, the student will also learn the application of financial concepts and theories
Course Objectives: The course objectives are
To illustrate the basic concepts of financial management.
To understand the basic financial techniques used for the evaluation of a project
To understand and illustrate the composition of the businesses established both on debt and equity; the key concept of capital structure
To develop the decision-making skills of the students to interpret the financial concepts of the business problems.
To understand the role of financial theory for an investor
Course Learning Outcomes: Upon completion of this course, students will be able to:
1. Understand and strategically analyze the difference between investment decisions and financial decisions.
2. Understanding of basic tools and techniques of financial management
3. Analyze the impact of capital structure decisions as well as capital budgeting techniques on business problems.
4. Analyze the financial position of the company through financial ratio analysis
5. Understanding of basic theories of finance
COURSE CONTENTS:
Lectur Learning Assessment Thinking
Scheduled Topic PLO CLO
e Activity Activity Level
01 What Is Finance?
CLO
Lecture PLO 1 Knowledge
1
■ Overview of the Course
02 Goals of a firm
CLO
■ Introduction of Financial Lecture PLO 1
1
Knowledge
Management, Goals of a Financial
Manager, Goals of the Firm.
03 Time Value of Money
■ Concept of Time Value of Money, Lecture CLO
PLO 2 Comprehension
Time Line and its importance, 2
Compounding and Discounting
04 Annuities Lecture Assignment 1 PLO 2 CLO Comprehension
■ Types of Annuities: Ordinary Annuities and 2
Annuity
Due
05 Loans CLO
■ Types of Loans, Amortization of Loan Lecture PLO 2 Comprehension
2
and Schedule
06 Valuation of Long Term Securities CLO
■ Valuation of Long Term Securities: Lecture PLO 3 Comprehension
2
Types of Bonds
07 Yield and Required Rate of Return
■ Yield to Maturity and Yield to Call, CLO
Lecture PLO 3 Comprehension
Components of 2
Required Rate of Return of a Stock
08 Valuation of Long Term Securities CLO
■ Valuation of Long Term Securities, Lecture Quiz 1 PLO 3 Comprehension
2
Valuation of Stocks and Yields
09 Special Cases of Common stock
CLO
Lecture PLO 3 Comprehension
■ Special Cases of Common stock: 2
Perpetuity, Gordon Growth Model
10 Non-Constant Growth Model
CLO
Lecture PLO 3 Comprehension
2
■ Non-Constant Growth Model
11 Risk and Return
CLO
■ Risk and Return: Single Asset- Lecture PLO 4 Comprehension
2
Variance, Standard Deviation and
Coefficient of Variation
12 Portfolio Risk and Return
■ Portfolio Risk and Return- Variance, CLO
Standard Deviation and Coefficient of Lecture PLO 4 Comprehension
2
Variation, Covariance and
Correlation Coefficient
13 Total risk, Systematic and non-systematic
risk CLO
Lecture Assignment 2 PLO 7 Knowledge
■ Difference between total risk, 2
Systematic and non-systematic risk
14 The Capital-Asset Pricing Model (CAPM) CLO
■ The Capital-Asset Pricing Model Lecture PLO 7 Comprehension
5
(CAPM)
15 Financial Statements and Analysis CLO
■ Financial Statements and Analysis. UsersLecture
of PLO 6 Knowledge
4
financial statements
16 Financial Statements and Analysis CLO
■ Financial Statements and Analysis. Lecture PLO 6 Knowledge
4
Categories of Financial Ratios
17 Ratio analysis CLO
■ Ratio analysis- Liquidity ratios, Debt or Lecture PLO 5 Comprehension
4
Leverage ratios, Coverage ratios
18 Ratio analysis
■ Activity ratios, Profitability ratios and Market CLO
Lecture PLO 5 Comprehension
Value 4
Ratios
19 Financial Statements and Analysis CLO
■ Common-Size and Index Analysis, Lecture PLO 5 Comprehension
4
Horizontal and Vertical Analysis
20 Capital Budgeting
■ Capital Budgeting: Types of Projects- Lecture CLO
Assignment 3 PLO 4 Knowledge
Independent versus Mutually 2
Exclusive
21 Capital Budgeting CLO
■ Capital Budgeting Techniques: Payback Lecture PLO 4 Comprehension
2
& Discounted Payback Period,
22 Net Present Value (NPV) and NPV Profile, CLO
Internal Rate of Return (IRR) Lecture PLO 1 Comprehension
1
23 Modified Internal Rate of Return (MIRR), Lecture PLO 1 CLO Comprehension
Profitability Index
1
24 Mutually Exclusive Projects: Difference of CLO
Scale, Difference of Pattern, Difference of Lecture PLO 1 Comprehension
2
Life
25 Risk in Capital Budgeting and Capital CLO
Rationing Lecture Quiz 2 PLO 4 Comprehension
2
26 Theories of Capital Structure and Assignme CLO Knowledge
Dividend policy- Modigliani and Miller Lecture PLO 1
nt 4 3
Theory
27 Pecking Order Theory, Tax Shield Theory, CLO Knowledge
Market Timing Theory Lecture PLO 1
5
28 Theories of Dividend Policy- Bird-in-hand CLO Knowledge
Theory, Clientele Theory and Signaling Lecture PLO 1
3
Theory
Course Code:
Credit Hours: 3+0
Course Instructor:
Mode of Contact:
You can contact your course instructor in the following ways:
Email:
Meeting: By appointment via e-mail
Textbooks:
Human Resource Management By Raymond Noe and John Hollenbeck and Barry Gerhart and Patrick Wright
Fundamentals of Human Resource Management by David A. DeCenzo, Stephen P. Robbins, Susan L. Verhulst
REFERENCE MATERIALS:
Course Description:
This course aims to familiarize students with the principles and practices of Contemporary HRM. This course provides an introduction to the various functions of HRM,
including HR planning recruitment, selection, training, development, performance management and designing pay structure, employment laws and labor relations. The course
emphasis is on the understanding of the concepts of right person for right job with right policies.
Develop understanding of functions of HRM and examine them from the perspective of both employee and employer.
Develop an understanding of the issues and strategies required to hire, develop and retain manpower resources
Develop an understanding of impact of HR related policies on the workforce
Develop suitable skills essential for application in HR related issues
Develop an awareness and understanding for the roles of HR managers and practitioners in the organization through course readings and discussions.
Provide students with opportunities to apply HRM theory, policies and practices and critical thinking skills to real-world problems through case studies.
Course Learning Outcomes: On successful completion of the course, students should have the:-
CLO1 Ability to understanding and apply the key aspects of HRM.
CLO2 Ability to execute themselves as corporate HR leaders and mangers.
CLO3 Demonstrate collaborative learning, critical thinking and presentation skills.
CLO4 Apply analytical, and research skills in field of HRM.
CLO5 Embracing cultural diversity and reflecting contemporary HR practices at their jobs.
COURSE CONTENTS:
Lectur Learning Assessment Thinking
Scheduled Topic PLOiv CLO
e Activity Activity Level
01 Introduction to HRM
HRM in dynamic environment
Lecture PLO 1 CLO 1 Knowledge
Meeting competitive challenges through
HRM practices
02 HRM in dynamic environment
(Continued) Lecture PLO 1 CLO 1 Comprehension
Functions of HRM
03 Strategic Human Resource Management,
Strategy formulation, Lecture PLO 7 CLO 3 Comprehension
Strategy implementation
04 Role of HRM in providing strategic
Lecture PLO 2 CLO 4 Knowledge
competitive advantage
05 Work flow analysis and organization
Lecture PLO 1 CLO 4 Comprehension
structure
06 Job Analysis and Design Assignment 1
Lecture PLO 1 CLO 4 Comprehension
Job Design Approaches Quiz 1
07 Importance and use of Job Analysis
CLO
Job Analysis Information Lecture PLO 4 Knowledge
2,5
Job Analysis Methods
08 HR Planning
The Human Resource Planning Process
Creating Transitional Matrix
09 The Human Resource Recruitment CLO
Lecture PLO 1 Comprehension
Process Factors 2,5
10 Recruitment Process
Personnel Policies CLO
Lecture PLO 1 Comprehension
Recruitment Sources 2,5
Recruiters
11 HR Selection Process CLO
Lecture PLO 1 Comprehension
Selection Method Standards 2,5
12 Types of Selection Methods CLO
Lecture PLO 1 Comprehension
2,5
12 Mock Interview Practices
CLO
Resume writing Simulation PLO 5 Applied Learning
4,5
Interview Preparation
13 Training
CLO
Training: Its Role in Continuous Lecture PLO 1 Knowledge
2,6
Learning and Competitive Advantage
14 Designing Effective Formal Training CLO
Lecture PLO 1 Comprehension
Activities 2,6
15 Cross-Cultural Preparation
CLO
Managing Workforce Diversity and Lecture PLO 7 Comprehension
2,6
Inclusion
Onboarding and Socialization
16 Performance Management
The Practice of Performance
Management CLO
Lecture PLO 1 Knowledge
The Process of Performance 2,6
Management
Purposes of Performance Management
17 Performance Measures Criteria CLO
Lecture PLO 1 Comprehension
2,6
18 Approaches to Measuring Performance Case CLO
PLO 1 Comprehension
Discussion 2,6
19 Employee Separation and Retention CLO
Lecture PLO 1 Comprehension
Managing Involuntary Turnover 3,7
20 Managing Voluntary Turnover CLO
Lecture PLO 1 Knowledge
3,7
21 Pay Structures and Reward Management
Lecture PLO 6 CLO 4 Comprehension
Equity Theory and Fairness
22 Developing Pay Levels
Government Regulation of Employee Lecture PLO 6 CLO 4 Comprehension
Compensation
23 Recognizing Employee Contributions
Case CLO
with Pay PLO 1 Comprehension
Discussion 4,7
Pay for Performance Programs
24 Managerial and Executive Pay CLO
Lecture PLO 1 Comprehension
4,7
25 Equal Employment Opportunities
Class CLO
Employment Laws PLO 1 Application
Discussion 1,2,3
26 Affirmative Actions Case CLO
PLO 5 Analysis
Workplace discrimination Discussion 1,3
27 Final Project Presentation
Presentation PLO 5 CLO 3 Creation
28 Final Project Presentation Presentation PLO 5 CLO 3 Creation
Course Title: Managerial Accounting
Course Code:
Credit Hours: 3+0Course Instructor:
Prerequisites:
Financial Accounting
COURSE DESCRIPTION/OBJECTIVES:
Managerial accounting is related to the use of accounting information for decision-making. It mainly focused on timely information which enables organizations to estimate
future costs years in advance. The information generated through management accounting is used by the internal management of the organization.
Recognize the importance of management accounting in an organization and how it can be used within thecontext of the other functions of the company.
Understand how cost consciousness is increased among operating units through the identification of costand responsibility centers and the use of performance standards.
Conduct cost analyses which facilitate the linkages among management control, program budgeting, andperformance auditing.
Emphasis on cost estimation for planning or control purposes, rather than on financial reporting.
Costs are monitored to determine if they are reasonable for the activities performed.
05 Types of fixed cost, variable cost, fixed cost Lecture PLO2 CLO2 Knowledge
12 Practical implication
PLO1 CLO5 Creation
Discussio
n
13 Factory overhead variance Analysis Lecture PLO2 CLO4 Comprehension
Quiz 2
14 High low Method Knowledge
Lecture PLO2 CLO4
21 Change in Sales and change in fixed expenses and Assignment 3 PLO2 CLO4 Knowledge
Lecture
variable
expenses
Course Code:
Credit Hours: 3+0
Course Instructor:
Mode of Contact:
You can contact your course instructor in the following ways:
Email: -----@numl.edu.pk
Meeting: By appointment via e-mail
PREREQUISITES: As a Business research course, you must have an understanding of Introduction to Business.
Textbook:
Reference Material:
» Saunders M, Lewis P & Thornhill A, (8th Edition) Research Methods for Business Students.- Prentice Hall
» Research Methodology (Latest Edition) By Pradip Kumar Sahu
Course Description: The aim of this course is to develop students' knowledge and understanding of the role and conduct of quantitative and qualitative
research methods in
planning. Intellectual and methodological debates will be discussed in order to assist students to develop informed opinions and a critical appreciation for
other's
research. The imperative for ethical research practice will be presented. The course equips students with the skills to review and conduct methodologically
sound research
as a part of their professional work. Students develop the skills to recognise and reflect on the strengths and limitations of different research methodologies,
understand
the links between theory and practice, critically assess research, and address ethical and practical issues. The course takes a step-by-step approach to the design
and
implementation of quantitative and qualitative techniques including case study and precedent studies, surveys, interviews, focus groups, participant
observation,
textual and media analysis. How to manage and analyse data (including computer assisted), and how to write up and present findings are core components of
this course.
Students will be equipped with the knowledge and ability to undertake original research projects and develop a set of transferable workplace skills.
Course Objectives: The course objectives are
Course Learning Outcomes: Upon completion of this course, students will be able to:
01 Introductory class
What is research? Definition of
business research. Research and the
manger. Types of Business Research: CLO
Applied and basic Applied Research. Lecture PLO 1 Comprehension
1
Basic of fundamental Research.
Managers and research The Manager
and the consultant researcher.The
Manager- Researcher Relationship
02 Basic Concepts
Internal Versus External
consultants/Researcher Internal
consultants/Researchers. Assignment 1 CLO
Advantages of internal Lecture PLO 1 Comprehension
1
consultants/Researchers
Disadvantages of internal
consultants/ Researchers, External
Consultants/Researchers.
Advantages of External
consultants/Researchers,
Disadvantages of External
consultants/ Researchers,
Knowledge about Research and
Managerial Effectiveness. Ethics and
Business research
03 The scientific approach and Alternative
Approaches to Investigation
The Hall Marks of scientific research, CLO
Lecture PLO 2 Comprehension
Purposiveness, Rigor, Testability, 2
Replicability, Precision and confidence,
Objectivity, Generalizability, Parsimony
04 The Hypothetico-deductive Method
The seven step process in the The Hypothetico-
deductive Method, identify a broad
Problem Area, Define the problem statement, CLO
Lecture PLO 2 Comprehension
Develop Hypotheses, Determine measures, Quiz 1 2
Data Collection, Data Analysis, Interpretation
of Data, Review of The
Hypothetico-deductive Method
05 The Broad Problem Area and
Defining the Problem Statement The
Broad Problem Area, Preliminary Lecture/
CLO
information gathering, Nature of Article PLO 3 Comprehension
2
information to be gathered discussion
Background information on the
organization.
06 . Assignment 2 CLO
Lecture PLO 3 Comprehension
Quiz 1 2
Defining the problem Statement, What Makes
a good problem statement, The research
Proposal
07 The Critical Literature Review The Purpose of
Critical Literature Review, How to approach the CLO
Lecture PLO 3 Comprehension
literature Review 2
10 Theoretical framework
The components of Theoretical Framework,
Theoretical Framework for the example of air Assignment 3 CLO
Lecture PLO 4 Comprehension
safety violation, Hypotheses Development, Quiz 2 2
Definition of Hypotheses
Students should be specialized in Strategy Planning & Operations aspects, Principles of Management, Production Operations Management,
Business Mathematics and Statistics (BMS) and Management Information System (MIS).
COURSE DESCRIPTION / OBJECTIVES:
This course gives you an introduction to the functional area of production and operations management as practiced in manufacturing
industries and the services sector. It includes Operations and Productivity, Operations Strategy in a Global Environment, Project
Management, Forecasting, Design of Goods and Services, Managing Quality, Process Strategy, Location Strategies, Layout Strategies,
Supply Chain Management, Inventory Management, and Lean Operations. To cover high level supply chain strategy & concepts,
Strategic role of the supply chain, Key strategic drivers of supply chain performance.
Supply chain management strategy, planning, and operation by Sunil Chopra & Peter Meindl, 6th edition
Operations management by Jay Heizer, Barry Render, Chuck Munson, 12th edition.
REFERENCE BOOKS
Operations and supply chain management. By Roberta S. Russell and Bernard W. Taylor III, 7th Edition
ASSESSMENT INSTRUMENT WITH WEIGHTS:
COURSE CONTENTS:
Learning Assessment Thinking
Lecture Scheduled Topic Activity Activity PLO CLO Level
01 Introductory class, Basic Concepts of
Production and Operations
Project CLO
Management, Organizations for Lecture Comprehension
Discussion 1
creation of goods and service,
Objective of Supply Chain
02 Operations and Productivity, The
History of Operations Management,
CLO
Operations for Goods and Services, Lecture Assignment 01 Comprehension
1
Importance of Supply Chain
Decisions
03 The Productivity Challenge,
Productivity Measurement,
Productivity Variables, Productivity
Group CLO
and the Service Sector, Current Lecture Comprehension
Executions 2
Challenges in Operations
Management, Supply Chain
Strategies, Achieving Strategic fit
04 Operations Strategy in a Global
Environment, A Global View of
Operations and Supply Chains,
Achieving Competitive Advantage
Lecture/Case- CLO
Through Operations, Competing Presentation Comprehension
study 2
on Differentiation, Competing on
Cost, Competing on Response,
Issues in Operations Strategy
Course Code:
Credit Hours: 3+0
Course Instructor: Dr. Aijaz Mustafa Hashmi
PREREQUISITES
COURSE DESCRIPTION/OBJECTIVES:
The aim of this course is to explore the ongoing development within the discipline - Business and Economics - and to identify and uncover current trends related
to the five sub-disciplines accounting, entrepreneurship, finance, management, and marketing in the field of Business along with Economic Policy making.
The ambition is also to focus on long-term international megatrends which alter business, economics and society in a profound and lasting fashion. The
megatrends have strong long-term impact on society at large and thus also forming the future premises and challenges for the business community.
RECOMMENDED TEXTBOOKS:
Contemporary Articles will be used for reading in close proximity as per outline.
PREREQUISITES: Strategic Marketing is a specialization subject and assumes that the student must have a basic understanding of the Principles of
Marketing course.
TEXTBOOK:
Marketing Strategy: A Decision-Focused Approach by Orville C. Walker, Jr. and John W. Mullins – Eighth Edition
REFERENCE BOOKS: Marketing Management; A South Asian Perspective 14th Ed, Philip Kotler, Kevin L. Keller, Abraham Koshy & Mithileshwar Jha. Pearson
Education.
Course Description: The aim of this course is to teach the development and implementation of a marketing-based strategy. Students will acquire an
understanding of the tools that strategists use to assess business situations. Moreover, students will be applying those tools and frameworks to real-life cases to
diagnose problems and identify opportunities. The class environment will be highly interactive whereby the students think and act like marketing strategists.
This approach will enhance their analytical capabilities and equip them with teamwork and communication skills. This course serves as a capstone course that
integrates all concepts and frameworks learned from prior marketing courses. Students will also learn to develop a strategic marketing plan for a product or
service.
It is mandatory for students to prepare the assigned case and reading before the class. It will be ensured that each student contributes to the class discussion.
Course Objectives:
After reading Strategic Marketing, students will:
1. Master Marketing Fundamentals: To provide students with a solid foundation in marketing principles, theories, and concepts, enabling them to
comprehend and apply fundamental marketing knowledge in real-world scenarios.
2. Analyze Competitive Environments: To develop students' skills in evaluating competitive landscapes, including market structures, industry trends, and
competitive forces, and to use this analysis to identify strategic opportunities and challenges.
3. Formulate Effective Marketing Strategies: To teach students how to craft well-defined and actionable marketing strategies that address key components
such as market segmentation, target audience selection, positioning, and the marketing mix (4Ps).
4. Utilize Decision-Making Frameworks: To equip students with decision-making frameworks and tools, such as SWOT analysis, market research, and
scenario planning, enabling them to make informed and strategic marketing decisions.
5. Apply Ethical and Sustainable Practices: To instill an understanding of ethical considerations and sustainable practices in marketing strategy
development, enabling students to make responsible decisions that align with societal and environmental concerns.
Course contents:
Learning Assessment Thinking
Week Scheduled Topic PLOv CLO
Activity Activity Level
01 Discussion about the world of marketing Lecture and General discussion PLO1 CLO2 Knowledge
Traditional Marketing discussion and views of class
New concepts-Marketing regarding the
Introduction to Marketing Strategy marketing in
Chapter 1: Market-Oriented industry of
Perspectives Underlie Successful Pakistan
Corporate, Business, and Marketing
Strategies
Three Levels of Strategy: Similar
Components but Different Issues
02 Chapter 1: Market-Oriented Lecture and Project discussion PLO1 CLO3 Knowledge and
Perspectives Underlie Successful discussion Comprehension
Corporate, Business, and Marketing
Strategies
Formulating and Implementing
Marketing Strategy— An Overview of
the Process
The Marketing Plan – A Blueprint for
Action.
03 Chapter 2: Corporate Strategy Lecture Assignment 1: PLO2 & CLO2 Knowledge and
Decisions and Their Marketing Select a company 3 Comprehension
Implications and explain the
Corporate Strategy Components and BCG Growth
Issues Share Matrix in
Corporate Growth Strategies detail.
Overview of BCG Matrix
Bring a case and
we shall discuss
and work in the
next class.
04 Case study (to be selected by students Discussion In groups, the cases PLO 3 CLO1, Application
prior to this class) shall be discussed &4 2
having topics
studied in the last
lectures
05 Chapter 3: Business Strategies and Quiz 1 PLO5 CLO2, Knowledge and
Their Marketing Implications 3 comprehension
Deciding When a Strategy Is
Appropriate: The Fit Between Business
Strategies and the Environment.
How Different Business Strategies
Influence Marketing Decisions
06 Singapore Airlines (abridged) Discussion Case study PLO3 & CLO1, Application
Assignment 2 4 2&3
Select an
organization and
Run its Macro and
Micro Trend
Analysis in a
graphical and
explanatory form.
07 Chapter 4: Understanding Market Lecture and Quiz 2 PLO6 CLO4 Comprehension and
Opportunities discussion analyzing
Difference between a market and an
industry
The Seven Domains of Attractive
Opportunities
Porter’s Five Competitive Forces That
Shape Strategy
Midterm exam
08 Chapter 5: Measuring Market Lecture Paper showing PLO6 & CLO4 Comprehension and
Opportunities: Forecasting and Market 7 analyzing
Knowledge
Forecaster’s Tool Kit: A Tool for Every
Forecasting Setting
Statistical Methods
Observation
Surveys or Focus Groups
09 Chapter 5: Measuring Market Lecture and Assignment 3: PLO6 & CLO4 Comprehension and
Opportunities: Forecasting and Market discussion Why data? Why 7 analyzing
Knowledge Marketing
Analogy Research?
Judgment What is CRM and
Experiments and Market Tests its importance in
Other Mathematical Approaches: strategic
Chain Ratios and Indices marketing?
Rate of Diffusion of Innovations: Explain with
Another Perspective on Forecasting. proper examples.
10 Case study: Discussion Class groups shall PLO 3 CLO 1, Application
Metabical: Pricing, Packaging, and give presentations &4 2, 3, & 4
Demand Forecasting Recommendations after discussion
for a New Weight Loss Drug and preparation
Ontella PicDeck during the class.
Saxonville Sausage Company
Patanjali Takes on Industry Giants
The rise and fall of blackberry
11 Chapter 6: Targeting Attractive Market Lecture and DIFFERENT PLO5 CLO4, Comprehension and
Segments discussion TARGETING 5 analyzing
Most markets are heterogeneous STRATEGIES
How market segments are best defined? SUIT DIFFERENT
Who they are? Segmenting OPPORTUNITIES
Demographically to be discussed in
Where They Are: Segmenting the form of class
Geographically activity
How They Behave: Behavioral
Segmentation
Innovative Segmentation: A Key to
Marketing Breakthroughs
DIFFERENT TARGETING
STRATEGIES SUIT DIFFERENT
OPPORTUNITIES
12 Chapter 7: Differentiation and Brand Lecture Quiz 3 PLO5 CLO4 Comprehension and
Positioning analyzing
Brand positioning
Target Market Selection and Product
Positioning
Comparison of Physical and Perceptual
Positioning Analyses
Levers marketers can use to establish
brand positioning
7 steps that prepare the foundation for
marketing strategies: the brand
positioning process.
13 Chapter 8: Marketing Strategies for Discussion PLO4 CLO2 Application 2
New Market Entries
Sustaining Competitive Advantage over
the Product
Life Cycle
New Market Entries—How New Is
New?
Objectives of New Product and Market
Development
Market Entry Strategies: Is It Better to
Be a Pioneer or a Follower?
Strategic Marketing Programs for
Pioneers
Topic-related exercises and assignments – Throughout the term, we shall cover different topics and exercises related to Strategic Marketing. These exercises might
include written assignments, quizzes, online discussions, or outside activities and case studies
Final Project
Students are required to work on a Strategic Marketing project during the term. The topics will be assigned by the course instructor and students are required to work
individually on the assigned project. The project can be any facet of a Strategic Marketing.
Course Title: Leadership and Organizational Behavior
Course Code:
Credit Hours: 03
Course Instructor: Dr. Hina Shahab
Prerequisites:
Students should be specialized in Principles of Management and Human Resources Management
Textbooks (or Course Materials) with Edition Organizational Development & Change
Course Description
Organizational Behavior is an important field of study for anyone who plans to work in an organization at some point in his /her life. Organizational behavior is the study of how individuals relate
in the workplace and how groups and organizational structures affect individual behavior. Organizational behavior has three levels of focus: individuals, groups (or teams) and organizations. The
understanding of some key principles regarding how people behave can help in becoming more effective co-worker, team member, organization citizen and most importantly an effective leader.
Without effective leadership at all levels in organizations, it is difficult to sustain profitability, productivity and good consumer service. Today organizations recognize that leadership transcends
senior executives. As a result, organizations require people with appropriate leadership skills to inspire and influence others in teams, units and entire organization. Course is specifically designed
to understand meaning, importance and nature of leadership including role, traits and attributes of leadership as well as the behaviors and practices associated with effective leadership.
Course Objectives:
The course first part is understanding about organizational behavior has three primary objectives
1. To examine central theories and concepts in organizational behavior which provide students with in-depth understanding of human behavior issues in organizations
2. To develop students analytical and problem solving skills as they relate to organizational behavior issues
3. To develop students understanding about effectiveness of organizations in relevance to organizational behavior
The second part comprises of effective leadership based on the following objectives
COURSE CONTENTS:
■ Hawthorne Studies
4. Challenges and opportunities for OB Lecture & Quiz1 PLO1 CLO2 Comprehension
■ Goals of OB Case
Discussion
■ Contributing Disciplines
■ Theoretical Paradigm of OB
5. Perception Lecture PLO1 CLO2 Knowledge
■ Importance and definition of
perception,
■ Perceptual Process
■ Factors Influencing Perception
6. ■ Attribution theory Lecture PLO1 CLO2 Comprehension
■ Attribution Errors
■ Improving Perceptual
accuracy
■ Johari Window
7. Personality Lecture PLO1 CLO2 Comprehension
■ Determinants of Personality
■ Trait Activation Theory
■ MBTI Personality Traits
Big Five Personality Trait
8. ■ Other and Dark Personality Lecture and Assignment 1 PLO5 CLO4 Comprehension
Traits Case
Discussion
■ Cultivating Self-Esteem
■ Holland Typology
Values
■ Terminal vs. Instrumental
Values
■ Value Integration
9. Emotions Lecture PLO7 CLO6 Comprehension
■ Emotions at workplace
■ Emotional Labor and challenges
■ Emotional intelligence Model
■ Affective Event Theory
10. Attitudes Lecture and Assignment2 PLO5 CLO4 Comprehension
■ Components of Attitudes Case
Discussion
■ Traditional Models of Attitudes
■ Role of Emotions in Attitudes
■ Cognitive Dissonance Theory
■ Positive Vs. Negative Attitude
■ Power of Positive Attitude
■ Positive Job Attitudes
11. Motivation Lecture PLO1 CLO2 Comprehension
■ Elements of Motivation
■ Approaches of Motivation
■ Need-Based Approaches
12. ■ Cognitive Approaches Lecture and Quiz 2 PLO2 CLO4 Comprehension
Case
■ Non-Cognitive Approaches of Discussion
Motivation
■ Contemporary Approaches of
Motivation
13. Learning Lecture PLO1 CLO2 Knowledge
■ Types of Learning
■ Behaviorism
■ Classical Conditioning
■ Operant Conditioning
■ Reinforcement Conditioning
14 ■ Social Learning Theory Lecture PLO1 CLO2 Knowledge
■ Cognitive
■ Constructivist
■ Conceptual Difference Between
Behavior, Cognitive and
Constructivist Theories
MID TERM BREAK
Group and teams
15 ■ Why groups needed Lecture PLO3 CLO3 Comprehension
■ Group formation Theories
■ Types of Group
■ Characteristics of Groups
■ Performance Norms and
Cohesiveness
16. ■ Five- stage model of group Lecture and Assignment 3
Development Case PLO3 CLO5 Comprehension
Discussion
■ Group Decision Making and
techniques
■ Weakness in group thinking
■ Groups Vs. Teams
■ Types of Teams
■ Team Failures
■ Ideal Team Players
■ Creating Effective teams
Course Code:
Credit Hours: 3+0
Course Instructor:
Mode of Contact: Physical Classes
Email:
Meeting: By appointment via e-mail
PREREQUISITES: Fundamentals of Accounting, Financial Accounting, Cost Accounting, Introduction to Finance, Financial Management
Textbook:
The Analysis and use of Financial Statements (3rd Edition) By:Gerald I. White, Ashwinpaul C. Sondhi, and Dov Fried.
Reference Material:
Financial Statement Analysis Using Financial Accounting Information (7th Edition) By: Charles H. Gibson
Course Description:
This module serves as an initiation into the realm of financial statement analysis from an MBA perspective. Its primary objective is to equip you with fundamental skills
and techniques essential for scrutinizing financial statements with the goal of valuation. Throughout this course, you will gain proficiency in assessing financial statements
and conducting analyses for prospective, credit, and equity evaluations. Additionally, you will be instructed on the recalibration and adjustment of financial statements to
enhance the accuracy of estimating earning power.
Course Objectives:
Financial reports serve as the principal channel through which managers convey a company's outcomes to investors, creditors, and analysts. These stakeholders rely on
these reports to evaluate company performance, gauge creditworthiness, forecast future financial outcomes, and scrutinize potential acquisitions and takeovers. Users of
financial statements need the capability to interpret reports effectively, develop metrics for financial performance, and scrutinize the reporting decisions made by
companies.
Given that company managers make deliberate accounting choices when preparing reports, users must acquire the skills to reverse the impact of these accounting
decisions. The objective of this course is to establish the groundwork for conducting such analyses.
Course Learning Outcomes: Upon completion of this course, students will be able to:
1. Compute and analyze various accounting ratios using the financial statements of large corporations.
2. Recognize the intricate nature of real-world calculations involved in financial statement ratios.
3. Comprehend the significance of, and utilize, the strategic context (both competitive and sustainable) of a business when interpreting its financial statements.
4. Skillfully interpret financial statements considering the forward-looking information requirements of diverse stakeholders.
5. Grasp a variety of factors that can serve as indicators of the quality and reliability of information presented in financial statements.
COURSE CONTENTS:
Learning Assessment Thinking
Lecture Scheduled Topic PLOvi CLO
Activity Activity Level
01 Introduction to Analysis of Financial Statements, CLO
Utilization and Practicality of the Course Lecture PLO 1 Knowledge
1
02 Framework for Financial Statements Analysis
Need for financial statement analysis, Users of financial
statements
Principal financial statements CLO
Lecture PLO 1 Knowledge
Qualitative characteristics of accounting data 1
24 Analysis of Inventories
Inventory and cost of goods sold: Basic relationships CLO
LIFO Versus FIFO: Income, Cash flow, and working Lecture PLO 4 Comprehension
capital effect
2
Course Code:
Credit Hours: 03 Course Instructor:
Textbook
• Concepts in Strategic Management and Business Policy, 12th Edition by Thomas L. Wheelen and J. David Hunger.
Course Description
Strategic Management is aimed to help you to advance and apply knowledge to understand how the managers of modern, sustainable organizations operating in complex, increasingly volatile
and technology-rich environments look to formulate, implement, communicate and manage strategies designed to deliver on a strategic vision and generate outcomes that fulfil the purpose for
which the organization was created. The course caters to the explanation of business strategies, strategy formulation, strategy implementation and evaluation and control measures at corporate,
business and functional levels of the businesses.
Reference Material
• Strategic Management: Concepts and Cases, 12th Edition by Fred R. David
• Case Studies of National and International Exposure.
Course Objectives:
• To facilitate students in understanding strategic management process • To assist the concepts of strategic management with updated cases.
• To prepare the students to conduct a strategic audit of any of the manufacturing or service companies and to develop a business plan for implementation.
Course Outcomes:
MIDTERM EXAMS
15 Basic Organizational Structures Lecture & 2 8 Knowledge
8 Discussion
16 Strategic Functional Issues: Internal Scanning Lecture & 2 6 Knowledge
Discussion
17 (Contd.) Strategic Functional Issues: Internal Scanning Lecture & 1 9 Application
9 Discussion
18 Business Strategies; Porter’s Competitive Strategies Lecture & Assignment 1 9 Knowledge
Discussion
19 Competitive Tactics and Market Location Tactics Cooperative Lecture &
10 Strategies: Collusion and Strategic Alliances Discussion 1 9 Knowledge
Corporate Strategy: Directional Growth Strategies
20 Stability and Retrenchment Strategies Lecture & 1 4 Application
Discussion
21 Portfolio Analysis: BCG Growth-Share Matrix, Parenting Strategy Lecture & Quiz 1 4 Knowledge
11 Discussion
22 Functional Strategies: Strategy Formulation Lecture & 1 4 Knowledge
Discussion
23 (Contd.) Functional Strategies: Strategy Formulation, Strategies to Lecture &
4 7 Application
12 Avoid Discussion
24 Strategy Implementation, Who Implements Strategy and What Lecture &
4 7 Knowledge
must be Done, Advanced Types of Organization Structures Discussion
25 Staffing: Staffing Follows Strategy, Leading: Assessing Strategy- Lecture &
13 Culture Compatibility, Action planning, International Discussion 4 7 Knowledge
Considerations in Leading
26 Evaluation and Control: Balanced Scoreboard Approach,
Responsibility Centers Lecture & 2 8 Application
Discussion
27 Guidelines for Proper Control, Strategic Incentive Management Lecture & Comprehension
Discussion Presentation 2 8
14 Creativity
28 Revision Lecture & Comprehension
Discussion Presentation 1 9
Creativity
ENDTERM EXAMS
Course Title: Strategic Entrepreneurship
Course Code:
Credit Hours: 3
Course Instructor:
Mode of Contact:
You can contact your course instructor in the following ways:
Email:
Meeting: By appointment via e-mail
PREREQUISITES:
Textbook:
Reference Material:
By the end of this course, you will emerge with a deep understanding of how to strategically wield your entrepreneurial spirit, making you a formidable force in the ever-evolving world of
business. Whether you aspire to launch a start-up, drive innovation within an established corporation, or effect positive change in the non-profit sector, this course equips you with the
strategic prowess to bring your entrepreneurial visions to life.
Course Learning Outcomes: Upon completion of this course, students will be able to:
1. Comprehend Entrepreneurship: Develop a comprehensive understanding of the entrepreneurship, including how entrepreneurial processes align with strategic
planning and decision-making.
2. Strategically Generate and Evaluate Business Ideas: Cultivate the ability to strategically generate and critically evaluate business ideas and opportunities within
the context of entrepreneurial ventures, considering market dynamics and alignment with broader organizational goals.
3. Strategically Address Entrepreneurial Challenges: Learn to identify and strategically tackle significant challenges that arise in entrepreneurial ventures, including
market entry strategies, resource allocation, and risk management, using a strategic problem-solving approach.
4. Strategically Develop Business Plans: Gain practical experience in the strategic development of business plans for new ventures, emphasizing the integration of
product/service strategies, pricing, promotion, distribution, and alignment with overarching strategic objectives.
5. Apply Strategic Entrepreneurship Concepts: Apply strategic entrepreneurship principles in real-world scenarios, enabling students to strategically initiate, manage,
and sustain entrepreneurial ventures, whether as an entrepreneur or within established organizations.
ASSESSMENT INSTRUMENT WITH WEIGHTS:
COURSE CONTENTS:
Learning Assessment Thinking
Lecture Scheduled Topic CLO
Activity Activity Level
01 Introduction
■ Introduction to Entrepreneurship
■ Nature and Importance Lecture CLO 1 Knowledge
■ Myths, process of entrepreneurship
02 Ideas and Opportunities
■ Recognizing Opportunities and Generating Ideas
■ Finding gaps Lecture CLO 1 & 2 Comprehension
■ Sources and Methods of Generating Ideas
■ Brainstorming for Ideas
03 Feasibility Analysis
■ First - Screen Analysis The Feasibility Analysis Tool
Business Model
■ Developing an effective business model
Business Plan Lecture CLO 2 Comprehension
■ What is Business Plan
■ Why Business Plan?
■ Contents of an effective business plan
■ How to write a business plan?
04 Business Plan
■ Financial Plan Lecture CLO 2 & 3 Comprehension
■ Marketing Plan
■ Operational Plan
05 Funding and Financing for the Venture
■ Personal Sources
■ Love Money
■ Bootstrapping Comprehension &
Lecture CLO 2 & 3
■ Debt Financing Application
■ Venture Capital
■ Government Funding
■ NGO Funding
06 Financial Viability of the Venture
■ Proforma Statements Assignment 1 Comprehension &
■ Break even analysis Lecture CLO 2 & 3
Quiz 1 Application
■ Sources and Uses of funds
■ Ratio Analysis
07 Case Study Discussion Comprehension &
(The art of raising funds) Lecture CLO 3, 4 & 5
Application
08 Case Study Discussion CLO 3, 4 & 5 Comprehension &
Lecture
(Will our investment yield profits or will doom us?)
Application
09 Intellectual Property
■ Why intellectual property Copyrights
■ Patents Trademarks Comprehension &
■ Geographical Indications Lecture CLO 2 & 3
Application
■ Trade Marks
■ IPO Pakistan
Prerequisites:
Financial Management
Textbook:
International Financial Management (11thor later Edition) by Jeff Madura
Reference Material:
This course introduces students to the environment of international finance and its management. The topics covered include the multinational financial management; international flow of
funds; international financial markets; foreign exchange market; foreign exchange risk management; currency futures and options; government influence on exchange rate; international
parity conditions; multinational capital budgeting & international investment management; international financing, capital structure & cost of capital; multinational working capital
management; and political and country risk analysis.
Course Objectives:
The course of International Finance shall provide students with a basic knowledge of how international financial markets work. It shall also provide students with an understanding
of exchange rates and why currency values fluctuate. The course shall enable students to explore methods used to manage risk in the global markets and also provide an in-
depth understanding of the process and techniques used to make international investment decisions.
Become familiar with the complexities facing investors and firms when operating in an international context.
To understand the processes of international financial markets and explain the financial operations in international firms.
Articulate the benefits and costs of international diversification and the relative advantages/disadvantages of various vehicles.
To understand various concepts of international investment and financing.
To know about international IRP,PPP, IFE and MNCs role
Assessment instrument with weights:
02 Financial Managment
Globalization of financial markets and institutions
Financial crises and financial institutions CLO Comprehensio
Lecture PLO 1
Financial Management of MNCs 1 n
The role of finance manager in MNCs
Textbook:
Financial Modeling by Simon Benninga and Tal Mofkadi (5th Edition)
Course Description & Course Objectives: This course is built on finance theory, financial strategy, and quantitative analysis taught in pre-
requisite courses. The courseextensively uses Microsoft EXCEL to tackle several questions faced by financial analysts. Students learn how to:
Design and develop financial models for solving complex financial questions.
To experience hand on practices on numerical analyses, graphical illustrations, and customized formatting that arise out of applications on
forecasting financialstatement.
To estimate costs of capital, constructing efficient portfolio, computing covariance matrix, measuring value at risk, and fixed income
analytics.
05 Time Value of Money and Basic Valuation Lecture PLO4 CLO1 Knowledge
Future values and functions.
06 IRR and MIRR Lecture PLO4 CLO1 Knowledge
Lecture Knowledge
26 An introduction to Monte-Carlo Method: PLO5 CLO2
Writing a VBA Method
Prerequisites
Human resource management, Leadership and Organizational Behavior and understanding of HR courses
COURSE DESCRIPTION
The aim of this course is to build upon students existing knowledge of Human Resource Management (HRM) from previous courses, by focusing on key contemporary issues in
the study and practice of managing human resources. The course is not aimed at mapping all debates in HRM: rather, the course is a topics-based approach to HRM research and
practice. The course begins with an overview of the HRM debate to date and key controversies in HRM research which provides the basis for the subsequent sessions. Thereafter,
prominent debates in HRM are critically assessed, including flexible working, trust in HRM and managing well-being; the changing nature of contemporary workplaces and the
management of work-life balance. The course concludes with sessions on the significance of evidence based management and leadership. The overarching themes of the course
will be the interplay between the theory and practice of HRM, the challenges of managing human resources and the state of contemporary HRM research. The course will provide
knowledge and understanding of both academic and practical relevance to students of management and organization studies and will encourage students to think critically and
analytically about some of the more popular solutions offered to the problems of managing people in the workplace.
Students will be expected to have previous general knowledge of human resource management issues and to apply critical analytical skills developed from other courses on
organizations and management.
This course relies on academic journals and students should be familiar with the University Library’s electronic journals system. In addition, students will be expected to keep up-
to-date with developments in the area through newspaper and business reports.
Relevant Journals
There are a number of relevant journals in this area. Useful material is to be found in the following:
Human Resource Management Journal (available in electronic form) Employee Relations (available in electronic form)
People Management (available in hard copy in the library) Personnel Review (available in electronic form)
International Journal of Human Resource Management (available in electronic form) British Journal of Industrial Relations (available in electronic form)
Industrial Relations Journal (available in electronic form) Work, Employment & Society (available in electronic form)
Relevant Websites
Some relevant websites are listed below:
http://www.bis.gov.uk/ www.cbi.org.uk www.cipd.co.uk
http://www.equalityhumanrights.com/ www.theworkfoundation.com www.tuc.org.uk http://www.bestcompanies.co.uk/
CLO1 Describe and discuss key issues and controversies associated with current debates in human resource management
CLO2 Critically assess the objectives, rationales, uses and limitations of various managerial policies and practices in human resource management
CLO3 Identify the perspectives of key stakeholders in the theory and practice of human resource management
CLO4 Identify the adoption of human resource trends, policies and practices in critical thinking and analytical decision making
CLO5 Application and utilization of HR understanding in practical scenarios.
ASSESSMENT INSTRUMENT WITH WEIGHTS:
COURSE CONTENTS:
Assessmen
Learning Thinking
Lecture Scheduled Topic t PLO CLO
Activity Level
Activity
01 The state and Scope of HRM Lecture CLO
PLO Knowledge
Challenges and future research agenda Article 1,2,3,
1,2,4 comprehension
Convergence-Divergence of HRM Analysis 4,5
02 Attribution theories in Human Resource Lecture CLO
PLO Knowledge
Management research: a review and research Article 1,2,3,
agenda 1,2,4 comprehension
Analysis 4,5
03 International HRM
Organizational and comparative Lecture CLO
PLO Knowledge
institutionalism in Article 1,2,3,
1,2,4 comprehension
international HRM: Toward an integrative Analysis 4,5
research agenda
04 Cultural Diversity
Definition, Meaning,
Lecture CLO
Why cultural diversity is important, PLO Knowledge
Article 1,2,3,
Benefits and challenges of cultural diversity 1,2,4 comprehension
Analysis 4,5
Flexible global working arrangements: An
integrative review and future research agenda
05 Technology in HRM
Algorithmic management and app-economy
gig economy Using HR technology,
PLO CLO
Impact of technology on HR practices, Lecture Knowledge
1,4 1,2,3
The duality of algorithmic management:
Toward a research agenda on HRM algorithms,
autonomy and value creation.
06 HR Analytics
Benefits and challenges of the use of Articles CLO
PLO 2 Comprehension
technology in HR, E HR, HRIS, Digital talent Analysis 4,5
management, Future trends
07 Green HRM
Green HRM Policies and Practices
Green HR process
Assignmen
Contemporary Developments in Green HRM PLO CLO
Lecture t1 Knowledge
Research 1,4 1,2,3
Quiz 1
Putting employees at the centre of
sustainable HRM: a review, map
and research agenda
08 Motivation and GHRM,
Green Intellectual Capital,
Employee engagement in managing Articles CLO
PLO 2 Comprehension
environmental performance, Analysis 4,5
Enabling green spillover: how firms can
benefit from employees' private green activism
09 Occupational Health and Safety
PLO CLO
Introduction and Overview Lecture Knowledge
1,4 1,2,3
Current issues
Policy instruments on workers' health
10 How to protect and promote health and Safety
at workplace
Article CLO
Improving the performance of and access to PLO 2 Comprehension
Analysis 4,5
occupational health services, incorporating
workers' health into other policies
11 High Performance Work Systems
PLO CLO
Features, Characteristics, Lecture Knowledge
1,4 1,2,3
HPWS and corporate performance
12 HPWS and individual outcomes
Designing a HPWS, Value of High
Performance Work System Article CLO
PLO 2 Comprehension
High-performance work systems and employee Analysis 4,5
voice behaviour: an integrated model and
research agenda
13 Talent Management
Assignmen
What is Talent Management? PLO CLO
Lecture t2 Knowledge
Definition, Process and Models 1,4 1,2,3
Quiz 2
Talent Management as a Business Strategy
14 Manager's Key Role in Talent Management
Benefits of Talent management for the
organization and for employees
Talent Management for the Twenty-First
Article CLO
Century PLO 2 Comprehension
Analysis 4,5
How talent management is different from HR
Talent management: a critical literature review
and research agenda for public sector human
resource management
MID TERM EXAMINATION
15 Emotional Intelligence
Definition, Types; PLO CLO
Lecture Knowledge
Difference between trait EI and ability EI, 1,3,4 1,2,3
Emotional Intelligence Models
16 EI and Leadership
How to foster EI in employees Article PLO CLO
Comprehension
Bright and Dark sides of EI Analysis 2,3 4,5
EI and Wellbeing
17 Workplace Bullying
Different dimensions of Workplace Bullying, PLO CLO
Lecture Knowledge
Cyber Bullying 1,4 1,2,3
Effects of bullying on employee’s performance
18 Corporate laws against workplace bullying
Establishment of anti-bullying HR policies
Case CLO
Ethical infrastructure and Affirmative Actions PLO 2 Comprehension
Discussion 4,5
Anti- bullying training to prevent bullying
behavior
19 Counterproductive Work Behavior
Types of CWB, factors effecting (antecedents) of PLO CLO
Lecture Knowledge
CWB, 1,4 1,2,3
Consequences of CWB,
20 HR policies and practices to reduce CWB, Assignmen
Article CLO
leadership and CWB, t3 PLO 2 Comprehension
Analysis 4,5
Employees attitudes and justice perceptions Quiz 3
21 Organizational Citizenship Behavior
PLO CLO
Dimensions of OCB Lecture Knowledge
1,4 1,2,3
Antecedents and consequences of OCB,
22 Progressive HRM practices and OCB,
Leadership and OCB, Article CLO
PLO 2, Comprehension
Organizational policies and practices on OCB, Analysis 4,5
Dark side of OCB on employees.
23 Psychological Capital
Dimensions of PsyCap Lecture CLO
PLO 1 Knowledge
Difference between state like and trait like Discussion 1,2,3
PsyCap
24 Roles of managers and PsyCap, Article CLO
PLO 2 Comprehension
Organizational policies and practices to Analysis 4,5
enhance employee’s PsyCap,
Effective training programs on PsyCap.
PsyCap and Wellbeing
25 Reward Systems
Lecture PLO CLO
Different types of Rewards systems Knowledge
Discussion 1,4 1,2,3
HRM policies and practices for rewards
26 Consequences of effective reward systems
Article CLO
dealing with employees in times of Crisis/ PLO 2 Comprehension
Analysis 4,5
COVID
27 Whistleblowing and Glass ceiling
Different dimensions of Whistleblowing and
Glass ceiling,
Moral Whistleblowing and Glass ceiling Lecture PLO CLO
Knowledge
Virtual Whistleblowing and Glass ceiling Discussion 1,2,4 1,2,3
whistleblowing from initiator’s perspective
Effects of whistleblowing and glass ceiling on
employee’s performance
28 Corporate laws against Whistleblowing and
Glass ceiling
Establishment of anti-whistleblowing HR
Article CLO
policies PLO 2 Comprehension
Analysis 4,5
Ethical infrastructure
Anti-whistleblowing trainings to prevent
deviant behavior.
END TERM EXAMINATION
Course Title: Global HR and Diversity Management
Course Code:
Credit Hours: 3+0
Course Instructor:
Mode of Contact:
You can contact your course instructor in the following ways:
Email: shahzadi.rameen@numl.edu.pk ; usmanbaig@numl.edu.pk
Meeting: By appointment via e-mail
Prerequisites:
HRM-221 Human Resource Management
Main Textbook:
Before Midterm: Dowling, P. J., Festing, M. & Engle, A. D. (2017). International Human Resource Management. 7th Edition. Cengage Learning.
After Midterm: Mor Barak, M. E. (2016). Managing Diversity: Toward a Globally Inclusive Workplace. 4th Edition. Sage.
Course Description:
This course aims to develop the awareness, skills and knowledge required by HRM students seeking to work in a cross-cultural environment with an emphasis on diversity and inclusion.
It provides a key grounding in the nature of HR management in the global context by increasing awareness and understanding of the challenges faced in international human resource
management.
Course Objectives:
COURSE CONTENTS:
Learning Assessment Thinking
Lecture Scheduled Topic PLO CLO
Week Activity Activity Level
1 Sourcing Human Resources for Global Markets Lecture 1 1, 2 Knowledge
1 2 Sourcing Human Resources for Global Markets Lecture Project 2,3 3,4 Application
3 Case 4: Strategic Forecasts and Staffing Formulation: Executive and Managerial Discussion Quiz 1 1 1, 2 Knowledge
2 Planning for Bosch-Kazakhstan
4 Case 4: Strategic Forecasts and Staffing Formulation: Executive and Managerial Discussion 2,3 3,4 Application
Planning for Bosch-Kazakhstan (continued)
5 International Performance Management Lecture 1 1, 2 Knowledge
6 International Performance Management
Lecture 2,3 3,4 Application
3
7 International Training, Development, Careers, and Talent Lecture 1 1, 2 Knowledge
8 International Training, Development, Careers, and Talent Assignment
Lecture 2,3 3,4 Application
4
9 International Compensation Lecture 1 1, 2 Knowledge
5 10 International Compensation
Lecture 2,3 3,4 Application
11 Case 6: Expatriate Compensation at Robert Bosch GmbH: Coping with Modern Mobility Discussion Quiz 2 1 1, 2 Knowledge
6 Challenges
12 Case 6: Expatriate Compensation at Robert Bosch GmbH: Coping with Modern Mobility Discussion 2,3 3,4 Application
Challenges (Continued)
13 International Industrial Relations and Global Institutional Context Lecture 1 1, 2 Knowledge
7 14 International Industrial Relations and Global Institutional Context Lecture Application
MIDTERM EXAMS
15 Socioeconomic Transitions: The New Realities of the Global Workforce Lecture 1 1, 2 Knowledge
8 16 Socioeconomic Transitions: The New Realities of the Global Workforce Lecture 1 1, 2 Knowledge
17 Defining Diversity in Global Context: Prejudice and Discrimination Lecture 2,3 3,4 Application
9 18 Defining Diversity in Global Context: Prejudice and Discrimination Lecture 1 1, 2 Knowledge
19 Theoretical Perspectives on Diversity and Exclusion in the Workplace
Lecture 1 1, 2 Knowledge
10
20 Theoretical Perspectives on Diversity and Exclusion in the Workplace Lecture 2,3 3,4 Application
21 Inclusive Leadership: Unlocking the Diversity Potential Lecture 1 1, 2 Knowledge
11 22 Inclusive Leadership: Unlocking the Diversity Potential Lecture 1 1, 2 Knowledge
23 The Inclusive Workplace: Level I---Inclusion Through Diversity Within the Work
Lecture Quiz 3 2,3 3,4 Application
12 Organization
24 The Inclusive Workplace: Level I---Inclusion Through Diversity Within the Work Lecture/Case
Organization study 1 1, 2 Knowledge
discussion
25 Practical Steps for Creating An Inclusive Workplace: Climate for Diversity, 1, 2,
Lecture 1 Knowledge
13 Climate for Inclusion, and Survey Scales 5
26 Practical Steps for Creating An Inclusive Workplace: Climate for Diversity,
Lecture 2,3, 3,4,5 Application
Climate for Inclusion, and Survey Scales
27 Project Presentations Comprehension
2,3 4,5
14 Creativity
28 Project Presentations Comprehension
2,3 4,5
Creativity
ENDTERM EXAMS
Course Title: MARKETING ANALYTICS (MBA)
Course Code:
Credit Hours: 3+0
Course Instructor: Muhammad Ahmed Mushtaq
Mode of Contact:
You can contact your course instructor in the following ways:
Email: ahmad.mushtaq@numl.edu.pk
Meeting: By appointment via e-mail
PREREQUISITES: Marketing Analytics is an elective subject and assumes that the student has taken the Core Marketing classes. You must have an understanding of marketing
principles and strategies.
Textbook:
Lilien, Gary L., Arvind Rangaswamy, and Arnaud De Bruyn (2017), Principles of Marketing Engineering and Analytics, 3rd Edition, DecisionPro, Inc.
Reference Material:
Palmatier, Robert W. and Shrihari Sridhar (2017), Marketing Strategy: Based on First Principles and Data Analytics, London: Palgrave/Macmillan
Course Description: This course is designed to view marketing as a combination of art and science to solve specific problems. Students will learn concepts and will work hands-on with
data and software tools for making decisions regarding segmentation and targeting, positioning, forecasting, new product and service design, and the elements of the marketing mix.
Through the course, students will learn to take advantage of the massive amounts of data available in most organizations, using that data to make better-informed decisions, and to create
compelling evidence to persuade other executives to support those decisions.
Course Objectives: The course objectives are
1. Master Data-Driven Marketing: Learn data-driven marketing strategies and decision-making, enabling independent and collaborative data-driven marketing decisions.
2. Hands-on Data Tools: Acquire practical skills in data handling and modelling using common marketing software tools.
3. Apply Techniques: Apply techniques to product design, customer segmentation, pricing, advertising, and sales allocation through real cases.
4. Team Project Experience: Collaborate on a marketing analytics project to understand the end-to-end process of tackling such projects.
5. Advanced Analytics Skills: Gain expertise in conjoint models, logit models, RFM analysis, segmentation, predictive modelling, and big data analytics, enhancing marketabilit
marketing/business analyst and team manager.
Course Learning Outcomes: Upon completion of this course, students will be able to:
1. Identify Marketing Analysis Fundamentals: Recognize key statistics, methods, and data sources used in marketing analysis.
2. Choose Effective Analytic Tools: Determine the right marketing analytics tools for solving typical marketing challenges.
3. Apply Computational Skills: Demonstrate proficiency in using computational and computer-based techniques for marketing analysis.
4. Enhance Marketing Decisions: Apply marketing analytic tools effectively to enhance both strategic and tactical marketing decisions.
5. Evaluate Tool Advantages and Limitations: Assess the strengths and weaknesses of marketing analytic tools in common marketing scenarios.
6. Integrate Tools for Complex Solutions: Integrate multiple marketing analytic tools to address complex marketing problems.
COURSE CONTENTS:
Lectur Learning Assessment Thinking
Scheduled Topic PLO CLO
e Activity Activity Level
01 Introduction to marketing analytics
The marketing decision environment
Lecture PLO 1 CLO 1 Knowledge
Trends that Favor Marketing Engineering
Examples of Marketing Engineering Success
02 Tools for marketing engineering
CLO 1 &
Market Response Models Lecture PLO 1
2
Comprehension
Types of Response Models
Dynamic Effects
03 Tools for marketing engineering
Forecasting methods
Judgmental Methods PLO 4 & CLO 2 &
Market and Product Analysis Methods Lecture
5 3
Comprehension
Time-Series Methods
Regression and Econometric Methods
The Product Life Cycle
Textbook:
1) Customer Relationship Management: Concept, Strategy, and Tools, 3rd Edition by
2) V. Kumar Werner Reinartz, Published: 2018
Reference Material:
1) Customer Relationship Management by Francis Buttle (3rd Edition), Elsevier Ltd., 2015.
2) “Why Service Stinks,” Business Week, October 23, 2000.
3) “The Perils of Social Coupon Campaigns,” V. Kumar and Bharath Rajan, MIT Sloan Management Review, Vol. 53 (4), 2012.
4) “Competing on Analytics,” Thomas H. Davenport, Harvard Business Review, Jan 1, 2006
5) “Building and sustaining profitable customer loyalty for the 21st century,” V. Kumar, and D. Shah, Journal of Retailing, 2004.
6) “How Valuable Is Word of Mouth?” V Kumar, J. Andrew Petersen, Robert P. Leone, Harvard Business Review, October 2007.
7) “Measuring the Benefits of Employee Engagement,” V. Kumar and Anita Pansari, MIT Sloan Management Review, Summer 2015.
Course Description: This course examines customer relationship management (CRM) and its application in marketing, sales, and service. Effective CRM strategies help companies align
business processes with customer-centric strategies using people, technology, and knowledge. Companies strive to use CRM to optimize the identification, acquisition, growth, and retention
of desired customers to gain a competitive advantage and maximize profit. Anyone interested in working with customers and CRM technology and who would like to be responsible for
the development of any major aspect of CRM will find this course beneficial. Emphasis is given to both conceptual knowledge CRM discussions and assignments that will address
relationship marketing with both organizational customers (B2B) and consumers/households (B2C). This course will be delivered through a mix of lectures, mini-cases, and hands-on
exercises. Each week a conceptual/theoretical lecture will be given. The pitfalls, as well as the benefits of CRM strategy and implementation, are addressed in the course.
Course Objectives: The course objectives are
Course Learning Outcomes: Upon completion of this course, students will be able to:
Understand the major concepts and framework of customer relationship management.
Analyze the organization’s relational strategies with stakeholder groups that affect how well it meets customer needs
Evaluate various CRM strategies adopted by organizations and which is more productive and why?
Apply the strategic, operational, and tactical CRM decisions.
Plan and investigate on an aspect of CRM, and communicate findings in an appropriate format
COURSE CONTENTS:
Lectur Learning Assessment Thinking
Scheduled Topic PLO CLO
e Activity Activity Level
01 Class & Course Introduction, Rules & Regulations,
Case Studies before Mids. to Distributed among the
CR & GR and Final Project Overview
Chapter 1: CRM Conceptual Foundations
Strategic CRM today Introduction to Lecture PLO 1 CLO 1 Knowledge
Strategic CRM
Why managing customer is more critical
than ever
02 Chapter 1: CRM Conceptual Foundations
The Benefits of the Customers Evolution
and growth of CRM Lecture PLO 1 CLO 1 Knowledge
CRM and the IT revolution: the view from
the industry
03 Chapter 2: Concepts of Customer Value
Value of the customer Lecture PLO 1 CLO 2 Comprehension
Value to the company
04 Chapter 2: Concepts of Customer Value Lecture PLO 1 & CLO 2 Comprehension
From Value for Customers to value from 5
Customers: The Satisfaction – Loyalty Profit
Chain
Extending the concept of customer value
05 Chapter 3: Strategic Customer Relationship
Management
■ Strategic CRM Perspectives Lecture Assignment 1 PLO 5 CLO 3 Comprehension
■ Elements of CRM Strategy
Course Code:
Credit Hours: 3+0
Course Instructor:
Mode of Contact"
You can contact your course instructor in the following ways:
Meeting: By appointment via e-mail
PREREQUISITES:
Students should be specialized in current stage of supply chain management theory & practice.
Textbook:
“Strategic supply chain management by Shoshanah, Cohen & Joseph Roussel 2nd edition
Supply Chain Management by Janat Shah
Reference Material:
Course Description:
To establish a common base line definition of the supply chain
To define a common set of critical supply chain performance matrix
Course Objectives: The course objectives are
To adopt the framework for consideration presentation and application of supply chain matrix
Course Learning Outcomes: Upon completion of this course, students will be able to:
1. Provide an understanding of end-to-end supply chain concept and its strategic significance in current business environment.
2. Provide an understanding of the philosophy of vertical integration, strategic considerations associated with integration issues.
3. Provide students with an understanding of the phenomenon of postponement and Vendor Managed Inventory and its application in different industries and the requirements from the
supply chain structure to support postponement strategy.
4. Provide an understanding of key issues of Bullwhip phenomenon and its impact on the supply chain working.
5. Provide an understanding of issues related to supply chain relationships, their assessment and impact on supply chain coordination.
COURSE CONTENTS:
Learning Assessment Thinking
Lecture Scheduled Topic PLO CLO
Activity Activity Level
01 Align your Supply Chain with your business
Strategy CLO
Lecture PLO 1 Comprehension
The Core Strategy Vision 2
How companies use Supply chain to compete
02 Align your Supply Chain with your business
Strategy CLO
Lecture PLO 1 Comprehension
The Key elements of Supply Chain Strategy 2
Tests of a good supply chain strategy
03 Align your Supply Chain with your business
Strategy
Supply Chain Management Profile: BASF: CLO
Lecture Assignment 1 PLO 2 Comprehension
o Increasing Farm Yields through Innovations 2
in chemistry
A1. Mastering a Multi-Industry Chain.
04 Align your Supply Chain with your business
Strategy
CLO
A2. Dealing with Unpredictable Lecture PLO 2 Comprehension
Demand a year in Advance 2
A3. Measures of Success
05 Develop an End-to-End Process Architecture
CLO
Designing an Integrated Supply Chain Lecture PLO 2 Knowledge
1
Process Architecture
06 Develop an End-to-End Process Architecture
Key Processes for End-to-End Supply Chain Lecture Quiz 1 PLO 2
CLO
Knowledge
Management 1
Tests for a good Supply chain Architecture
07 Develop an End-to-End Process Architecture
Supply Chain Management Profile: Essilor:
Building an Efficient Supply Chain to serve the
company’s Mission CLO
Lecture PLO 1 Comprehension
B1. Innovation and Customer Service: A 1
Winning Combination
B2: Two Types of Lenses, Two Operating
Models
08 Develop an End-to-End Process Architecture
B3. Developing the Global End-to-End
Supply chain
CLO
B4. Balancing Inventory with Service Lecture PLO 1 Comprehension
1
B5. Mastering Complexity
B6. Building in Adaptability and
Reliability
09 Design a High-Performance Supply chain
organization
CLO
Lecture Assignment 2 PLO 2 Comprehension
5
Three activities essential for designing
your company’s Supply Chain
Organization
10 Design a High-Performance Supply chain
CLO
organization Lecture PLO 4 Comprehension
5
Other Defining characteristics of
exceptional Supply Chain
Organizations
11 Design a High-Performance Supply chain
organization
CLO
Supply Chain Management Profile: Lecture PLO 4 Comprehension
5
HAIER: Pursuing the Customer-Inspired
supply chain
C1. Becoming the Number-One White-
Goods brand in China
12 Design a High-Performance Supply chain
organization
CLO
Lecture Quiz 2 PLO 4 Comprehension
C2. Becoming a Global Leader 5
C3. Global and Domestic Supply chains:
Common Links
C4. No Everlasting Success
13 Build the Right Collaborative Model
CLO
Understanding Collaboration Lecture PLO 3 Knowledge
3
The Path to successful Collaboration
14 Build the Right Collaborative Model CLO
Lecture PLO 3 Knowledge
Tests of Successful Collaboration 3
15 Supply Chain Management Profile: Kaiser Permanente:
Thriving Under Pressure
D1. Building the KP Network CLO
Lecture PLO 3 Knowledge
3
D2. Adopting a new Approach to Supply
chain management
16 Supply Chain Management Profile: Kaiser Permanente: CLO
Thriving Under Pressure Lecture PLO 2 Comprehension
3
D3. Turning Demand planning from an
art to a Science
D4. Leading the Way
17 Use Metrics to Drive Performance
Supply chain Performance CLO
Lecture PLO 1 Comprehension
Measurement: Selecting the Right 2
Metrics
18 Use Metrics to Drive Performance CLO
Supply chain Performance Management: Making
Lecture Assignment 3 PLO 2 Comprehension
2
Metrics Matter
19 Use Metrics to Drive Performance
Supply Chain Management Profile: CLO
Lenovo: Moving Full-Speed Ahead Lecture PLO 3 Comprehension
3
E1. From Startup to Upstart
E2. Stabilize and Transform
20 Use Metrics to Drive Performance
E3. Protect and Attack CLO
Lecture PLO 3 Comprehension
E4. Dual Operating Model 3
E5. Shaping Future Growth
21 Benchmarking Results: The Best-In-Class
Performance Advantage CLO
Lecture PLO 3 Comprehension
The relationship between Supply Chain 3
Performance and Financial Performance
22 Benchmarking Results: The Best-In-Class
Performance Advantage CLO
Driving Supply Chain Performance Lecture Quiz 3 PLO 1 Comprehension
3
Mastering Complexity for Superior
Performance
23 Benchmarking Results: The Best-In-Class
Performance Advantage
Supply Chain Management Profile:
Schlumberger: Integrating people and CLO
technology for service excellence Lecture PLO 2 Comprehension
3
F1. Getting to First Oil
F2. The Mobilization Challenge
F3. Making the Service Supply Chain
Work
24 Benchmarking Results: The Best-In-Class
Performance Advantage
F4. Cutting-Edge Technology and the CLO
Lecture PLO 2 Comprehension
Equipment Supply Chain 3
F5. People: Making the Difference
F6. Exceeding Customer Expectations
25 Transform your Supply chain CLO
Lecture PLO 1 Knowledge
Setting Improvement Priorities 1
26 Transform your Supply chain
CLO
Designing the Transformation Road Map Lecture PLO 1 Knowledge
1
Implementing the change
27 Project Presentations CLO
Presentations PLO 2 Creation
3
28 Project Presentations CLO
Presentations PLO 2 Creation
2
Course Title: Supply Chain Risk Management (MBA)
Course Code:
Credit Hours: 3+0
Course Instructor:
Mode of Contact"
You can contact your course instructor in the following ways:
Meeting: By appointment via e-mail
PREREQUISITES:
Textbook:
Reference Material:
1. Describe the alternatives ways to organize for supply chain risk management
2. To analyze risk management of supply chain and cash flows
3. Ability to understand the importance and danger of risk
COURSE CONTENTS:
Learning Assessment Thinking
Lecture Scheduled Topic PLO CLO
Activity Activity Level
01 o Supply Chain Risk Management: Setting the Stage
CLO
Concept of risk and risk management Lecture PLO 1 Knowledge
1
Defining supply chain risk management
02 o Supply Chain Risk Management: Setting the Stage
CLO
Why focus on supply chain risk management Lecture PLO 1 Knowledge
1
Some important risk concepts
03 o Supply Chain Risk Management: Setting the Stage
CLO
Generic risk management approaches Lecture Assignment 1 PLO 2 Comprehension
2
Supply chain risk management enablers.
04 o Supply Chain Risk Management: The
As Is Landscape CLO
Linking supply chain risk management and Lecture PLO 2 Comprehension
2
supply chain strategy
Four pillars of supply chain risk management
05 o Strategic Risk
What is strategic risk? CLO
Lecture PLO 4 Comprehension
Reducing strategic risk through better 3
product
06 o Strategic Risk
CLO
Lecture
Protecting intellectual property and when strategic risk Quiz 1 PLO 4
3
Comprehension
becomes strategic reality?
07 o Hazard Risk
The traditional world of the hazard risk and Lecture PLO 4
CLO
Comprehension
o insurance 3
First party commercial insurance
08 o Hazard Risk
CLO
Lecture PLO 4 Comprehension
3
Cargo insurance and Cyber insurance
09 o Hazard Risk
CLO
Trade disruption insurance Lecture Assignment 2 PLO 2 Comprehension
3
Global logistics insurance
10 o Financial Risk CLO
Understanding financial risk and Supplier Lecture PLO 3 Knowledge
2
and customer financial viability
11 o Financial Risk Lecture PLO 1 CLO Comprehension
Supply market volatility 2
12 o Financial Risk
CLO
Supplier financial health assessment through Lecture Quiz 2 PLO 1 Comprehension
2
Ratio analysis
13 o Financial Risk
CLO
Bankruptcy predictors And Currency risk Lecture PLO 2 Knowledge
3
management approaches
14 Review CLO
Lecture PLO 1 Knowledge
3
15 o Operational Risk
Operational risk CLO
Lecture PLO 1 Knowledge
Supply risk 3
Demand risk
16 o Operational Risk
CLO
Lecture PLO 2 Comprehension
Process risk and Environment / Ecosystem 3
risk
17 o Supply Chain Fraud, Corruption,
Counter feting and theft CLO
Lecture PLO 1 Comprehension
Bribery, Counterfeiting and Fraudulent, 2
corrupt, Coercive and Collusive Practices
18 o Supply Chain Fraud, Corruption,
Counter feting and theft CLO
Lecture Assignment 3 PLO 4 Comprehension
2
C-TPAT, Protection act
19 o Emerging Risk Management
framework for Success CLO
Framework supporting the new supply chain Lecture PLO 3 Comprehension
3
risk, ERM framework and Coso ERM
framework
20 o Emerging Risk Management
framework for Success CLO
Lecture PLO 3 Comprehension
ISO standards 3
GRC and SCRM
21 o Emerging Risk Management Tools,
Techniques and approaches CLO
Construct supply chain heat maps, Challenges Lecture PLO 1 Comprehension
3
when mapping a supply chain and DE cluster
the clusters
22 o Emerging Risk Management Tools,
Techniques and approaches CLO
Lecture Quiz 3 PLO 1 Comprehension
Create the flexible supply chain and 3
Controlling inventory through perfect record
23 o Risk Management CLO
Lecture PLO 2 Comprehension
Risk measurement validity and reliability 3
24 o Risk Management CLO
Lecture PLO 2 Comprehension
Supply chain key indicators 3
25 o Future Directions for Supply Chain
Risk Management CLO
Lecture PLO 1 Knowledge
Future directions in supply chain risk 1
management
26 o Future Directions for Supply Chain
Risk Management CLO
Lecture PLO 1 Knowledge
Future directions in supply chain risk 1
management
27 Project Presentations CLO
Presentations PLO 2 Creation
3
28 Project Presentations CLO
Presentations PLO 2 Creation
2
Course Title: Financial Econometrics
Course Code:
Credit Hours: 3+0
Course Instructor:
Textbook
1. Introductory Econometrics for Finance / Author: Chris Brooks / Year: 2019 / Edition: 4th / Publisher: Cambridge University Press
2. Applied Econometrics / Author: Dimitrios Asteriou / Year: 2018 / Edition: 2nd / Publisher: Red Globe PressIntroductory Econometrics for Finance / Author: Chris Brooks
/ Year: 2019 / Edition: 4th / Publisher: Cambridge University Press
3. Fomby, T. B., Terrell, D., & Hill, R. C. (Eds.). (2006). Econometric analysis of financial and economic time series. Emerald Group Publishing.
Course Description:
The course introduces students to econometrics and data analysis techniques and gives them a practical understanding of the main tools used by economists, business and financial analysts.
The course is designed to provide a balanced mix of theory and practice with the aim of making students operational forecasters, capable of designing, implementing and evaluating their
own forecasting projects. Therefore, the theories discussed will be seconded by hands-on using industry-standard forecasting software packages (EVIEW/STATA 14). This course intends
to help students to understand how econometric techniques can be applied in the field of finance.
CLO 1 Understand the fundamental concepts of financial econometrics, including time series analysis, asset pricing models, and panel data analysis.
CLO 2 Identify and apply appropriate econometric techniques to analyze financial data, including regression analysis, volatility modeling, and spillover techniques
CLO 3 Analyze the relationship between financial risk and returns, and apply asset pricing models to estimate expected returns.
CLO 4 Apply panel data analysis to financial data to account for cross-sectional and time-series heterogeneity and to address endogeneity issue
CLO 5 Develop forecasting and co-movement models for financial time series data
COURSE CONTENTS:
Lectur Learning Assessment Thinking
Scheduled Topic PLO CLO
e Activity Activity Level
01 Topic 1: Introduction to Financial Research CLO
Lecture PLO 1 Knowledge
1&2
02 Introduction to Financial Econometrics, Knowledge &
Importance of research in Finance, What is Data Lecture PLO 1 CLO 3 Comprehensio
Analysis, Types of Data, Main features of Time n
series data, Financial research process, Returns in
financial modeling, Steps involved in formulating
an econometric model, Points to consider when
reading articles in empirical finance
03 Statistical Background and Basic Data Handling-Part Comprehensio
I Lecture PLO 1 CLO 3
n
04 Basic Data Handling through Econometric Software,
Looking at Raw Data, Graphical analysis of data, Comprehensio
Lecture PLO 1 CLO 3
Summary Statistics, Data Transformation n
Techniques in Finance
05 Statistical Background and Basic Data Handling-Part Lecture PLO 2& 5 CLO 1 Creation
II
06 Measures of central tendency: Mean, median, mode,
Measures of Dispersion: range, variance, standard
deviation, Box plot for detecting outliers, Scales of Comprehensio
Lecture Assignment #1 PLO 2 CLO 3
measurements, Shape of a distribution, Normal n
distribution, Skewness, Kurtosis. Analysis with
Statistical Packages
07 Topic 2: Linear Regression Assessment CLO 3 Comprehensio
Quiz#1 PLO 2
Activity n
08 Introduction to regression, Why do we do
regression, Assumptions of Regression and their Knowledge &
testing, Application of The determinants of Lecture PLO 1 CLO 5 Comprehensio
leverage of listed companies of Pakistan Stock n
Exchange
09 Topic 3: ARCH & GAARCH Comprehensio
Lecture PLO 1 CLO 5
n
10 Testing and application of ARCH, GARCH, E&T
GARCH. Testing on real time data by finding out Comprehensio
Lecture PLO 1 CLO 5
volatility and stability of market, Hand on practice n
through EVIEWs
11 Spill over techniques
Theoretical foundation of spill over phenomenon Comprehensio
Empirical evidences from previous researches Lecture PLO 1 CLO 5
n
e.g., Seema Narayan (2015) Are Asian Stock
Returns Predictable? Emerging
Markets Finance and Trade, 51:5, 867-878,
12 Testing spillover effects of developed market Assignment# 2 Comprehensio
On developing and underdeveloped market Practice PLO 1 CLO 5
n
13 Topic 4 Markove Switching regression
Theoretical foundation of dynamic behavior of time
series variables in the presence of structural breaks
or regime changes through Markove Switching
Interactive
regression model PLO 1 &4 CLO 5 Creation
session
Literature: Wahid, A., Mumtaz, M. Z., Kowalewski,
O., & Adil, I. H. (2021). Post‐spillover effects of
China's integration on Pakistan Stock
Exchange. Strategic Change, 30(6), 581-588.
14 Testing and application of discrete state space Knowledge &
of the regimes and specifies the probabilistic switching Practice PLO 2 CLO 5 Comprehensio
mechanism among the regimes through Markove
Switching regression model n
15 Topic:5 Co-Integration
Theoretical foundation of cointegration and application
of co Integration in order to identify the long-run
parameters or equilibrium for two or more variables. PLO 2 CLO 4 Knowledge
Lecture
Literature: Johansen, S. (2000). Modelling of
cointegration in the vector autoregressive
model. Economic modelling, 17(3), 359-373.
16 Topic:6 Co -movement
Theoretical Foundation of traditional theory of return
comovement is the fundamentals-based view, under Comprehensio
Lecture PLO 2 CLO 4
which the returns of two assets are correlated because n
changes in the assets' fundamental values are correlated
Textbook:
Strategic Finance by Dr. Safdar Ali Butt
Reference Books:
Financial Management: Theory and Practice by Brigham & Ehrhardt (13 ed.)
Principles of Managerial Finance by Gitman & Zutter (13 ed.)
The Analysis and Use of Financial Statements by White, Sondhi, & Fried (3rd ed.)
Fundamentals of Corporate Finance by Ross, Westerfield, & Jordan (13 ed.)
Course Description:
Strategic decision-making requires managers to devise, select and implement investment strategies which fit their external and internal organizational environments. Financial information and an
understanding of finance theory is key to the strategic decision making process. This course caters for all the financial decisions that influence firm value, ultimately translating into shareholder’s worth.
Course Objectives:
To provide textual theories of finance as a basis for financial decisions
To enable students to solve strategic financial problems.
To account for the long-term and short-term effects of financial decisions in the achievement of short-term and long-term objectives
To enable students to strategically evaluate different decisions for enhancing value of the firm.
COURSE CONTENTS:
Recommended Books:
Predictive HR Analytics: Mastering the HR Metric, By Martin R Edwards and Kirsten Edwards, 2016. Published by Kogan Page.
Reference Books:
Elementary Statistics: A Step-by-Step Approach, By Allan Bluman, 10th Edition.
Human Resource Management, By David A. DiCenzo and Stephen P. Robbins.
Discovering Statistics Using IBM SPSS Statistic, By Dr. Andy Field, 5th Edition.
IBM SPSS Statistics 26 Step by Step, A Simple Guide, and Reference, By Darren George and Paul Mallery, 16th Edition.
Research Methods for Business: A Skill-Building Approach, 7th Edition, By Uma Sekaran and Roger Bougie, Published by Willey.
Statistical Packages Used:
IBM® (International Business Machines Corporation), SPSS® (Statistical Package for the Social Sciences)
Course Description:
The goal of this course is to provide a very concise, easy‐to‐use introductory primer of a host of computational tools useful for making sense out of HR data, whether that data come from
the social, behavioral aspects of employees, or other sources of the organization, and to get you started doing HR data analysis fast. The emphasis of the course is on HR data analysis
and drawing conclusions from empirical observations. The emphasis of the course is not on theory but on practical. The focus of the course is on concepts rather than on mathematical
abstraction. The course emphasizes computational tools used in the discovery of empirical patterns and feature a variety of popular statistical analyses and HR data management tasks
that you can immediately apply as needed to your own HR Data. The course features analyses and demonstrations using IBM SPSS® and AMOS.
Course Objectives:
This course is designed to meet the following objectives:
CO 1. To give students the knowledge of statistics and research in HR.
CO 2. To understand how research and statistics would help reduce uncertainty in HR decisions.
CO 3. To apply key statistical frameworks and methods and develop analytical skills to solve HR problems
CO 4. To give knowledge about usage of IBM SPSS to undertake tests for decision making and forecasting based on HR data.
CO 5. To give insights about usage of IBM SPSS AMOS to perform tests on HR data for decision making and predictions.
CO 6. To provide the skill for formulation of hypothesis in HR, hypothesis testing and interpreting their results about HR.
Learning Assessment
Lecture Scheduled Topics PLO CLO Thinking Level
Activity Activity
2. Current state of HR analytic professional and academic Lecture PLO1 CLO1 Knowledge
training
Business applications of modelling,
HR analytics and HR people strategy
9. Gender and job grade analysis using frequency tables and Lecture PLO1 CLO 2,4 Comprehension
chi-square
Exploring ethnic diversity across teams using
descriptive statistics,
10. Comparing ethnicity and gender across two functions in Lecture Assignment No PLO1 CLO 2,4 Comprehension
an organization using the independent samples t-test, 4
11. Predicting employee turnover, Lecture Quiz No 2 PLO1 CLO 2,4 Comprehension
Employee turnover and why it is such an important
part of HR management information,
Descriptive turnover analysis as a day-to-day
activity,
Measuring turnover at individual or team level
12 Exploring differences in both individual and team-level Lecture PLO1 CLO 2,4 Comprehension
turnover.
Using frequency tables to explore regional
differences in staff turnover
13. Using chi-square analysis to explore regional differences in Lecture Assignment No PLO1 CLO 2,4 Comprehension
individual staff turnover. 5
Predicting individual turnover. predicting team
turnover
14. Using one-way ANOVA to analyze team-level turnover by Lecture PLO1 CLO 2,4 Comprehension
country.
15. Modelling the costs of turnover and the business case for Lecture PLO1 CLO 2,4 Comprehension
action
16. Predicting employee performance, measure to indicate Lecture PLO2 CLO 3 Comprehension
performance, methods of measuring performance,
17. Ethical considerations in performance data analysis. Lecture PLO2 CLO 3 Comprehension
18 Considering the possible range of performance analytic Lecture Assignment No PLO2 CLO 3,6 Applying
models 6
20 Monitoring the impact of interventions Lecture Quiz No 3 PLO2 CLO 3,6 Comprehension
Tracking the impact of interventions, stress before
and after intervention by gender,
Evidence-based practice and responsible
investment
21 Business applications: scenario modelling and business Lecture PLO2 CLO 3,6
cases,
Predictive modelling scenarios, customer
reinvestment, modelling the potential impact of a
training program.
Obtaining individual values for the outcomes of
our predictive models
22 Making graduate selection decisions with evidence Lecture Assignment No PLO2 CLO 3 Applying
obtained from 7
Previous performance data
Constructing the business case for investment in an
induction day,
Using predictive models to help select, decision in
graduate recruitment.
Further consideration on the use of evidence-based
recommendations in selection
25 Carving time and space to be rigorous and thorough, be Lecture PLO2 CLO 5,6 Comprehension
skeptical and interrogate the results
26 The importance of quality data and measures Lecture Assignment PLO2 CLO 5,6 Comprehension
Taking ethical considerations seriously No 8
Ethical standards for the HR analytics team,
The metric and the data are linked to human
beings
27 Final Project Presentation PLO2 CLO 1-6 Creation
28 Final Project Presentation PLO2 CLO 1-6 Creation
END TERM EXAMS
Course Title: Organizational Development
Course Code: HR-573
Credit Hours: 3+0
Course Instructor:
Prerequisites:
Proficiency in Human Resources Management specialization is required for students.
A fundamental understanding of the concepts of change and development is expected from students.
COURSE DESCRIPTION
Organizational Development (OD) is a dynamic and strategic approach aimed at enhancing organizational effectiveness and adaptability. This course explores key principles, theories, and
practical interventions to facilitate positive change within an organization. Students will gain insights into fostering a healthy organizational culture, managing change, and optimizing
team performance. Through case studies and interactive discussions, this course equips individuals with the knowledge and skills needed to drive sustainable organizational growth and
development.
OBJECTIVES:
1. Grasp Core OD Principles: Understand foundational Organizational Development concepts for identifying opportunities for positive change.
2. Master Change Management: Acquire practical skills in diagnosing issues, creating effective intervention strategies, and navigating organizational transitions.
3. Optimize Team Performance: Learn strategies to enhance team dynamics, productivity, and foster a positive, collaborative organizational culture.
4. Apply OD Interventions: Gain hands-on experience in designing and implementing effective OD interventions to address specific organizational challenges.
1. Establishing Strategic Relationships: Develop the skills to initiate and cultivate meaningful connections with key personnel within an organization, often referred to as "entering"
and "contracting" with the organization.
2. Conducting Systemic Research: Acquire the ability to research and assess organizational systems, effectively diagnosing dysfunctions and goals within the organization.
3. Strategic Intervention Identification: Identify and propose targeted approaches, known as "interventions," to enhance the overall effectiveness of both the organization and its
personnel.
4. Implementing Planned Change: Apply various methods of "planned change" to enact interventions, fostering improvements in organizational and individual effectiveness.
5. Continuous Evaluation and Improvement: Develop the capability to assess and continually evaluate the effectiveness of implemented approaches, ensuring ongoing enhancement
of organizational outcomes.
REFERENCE BOOKS
Practicing Organization Development: A Guide for Consultants
Organization Development at Work: Conversations on the Values, Applications, and Future of OD
Instructors will further furnish reference materials from various sources, including articles sourced from HR Manual, Harvard Business Review and case studies.
MIDTERM BREAK
Lecture / Application
15 Evaluating and institutionalizing OD interventions Quiz 2 PLO 2 CLO 5
Practical
Lecture / Application
16 Evaluating and institutionalizing OD interventions Project PLO 2 CLO 5
Practical
17 Human resource interventions: interpersonal and group Lecture PLO 2 CLO 5 Comprehension
process approach;
18 Human resource interventions: interpersonal and group Lecture PLO 4 CLO 3 Comprehension
process approach;
19 Organization process approach of HR interventions Lecture PLO 3 CLO 3 Knowledge
20 Organization process approach of HR interventions Lecture PLO 4 CLO 3 Knowledge
21 Techno-structural interventions Lecture PLO 2 CLO 3 Comprehension
22 Techno-structural interventions Lecture Assignment 3 PLO 2 CLO 3 Evaluation
23 Human resource management interventions Lecture PLO 2 CLO 3 Analysis
24 Human resource management interventions Lecture Quiz 3 PLO 2 CLO 3 Creation
25 Strategic interventions Lecture PLO 2 CLO 3,5 Creation
26 Evaluating and institutionalizing OD interventions Lecture PLO 3 CLO 3 Comprehension
Project Comprehension
27 Evaluating and institutionalizing OD interventions - PLO 3 CLO 3
Presentation
Human resource interventions: interpersonal and group Project Analysis
28 - PLO 2 CLO 3,5
process approach Presentation
ENDTERMEXAMS
Course Title: International Marketing (MBA)
Course Code:
Credit Hours: 3+0
Course Instructor: M Fahad Muqaddas Mode of Contact"
You can contact your course instructor in the following ways:
Email: mfahidm@numl.edu.pk Meeting: By appointment via e-mail
PREREQUISITES: As a marketing elective, you must have an understanding of Marketing, marketing strategy and the marketing mix to apply marketing principles to this
course (Principles of Marketing /Marketing Management course)
Textbook:
International Marketing, Cateora, P. R., Gilly, M. C., and Graham, J., 18th edition, published by McGraw-Hill.
Reference Material:
International Marketing, Ghauri, P. N., and Cateora, P. R (2021), 5th edition, published by McGraw-Hill.
International Marketing, Czinkota, Michael R. and Ilkka A. Ronkainen (2013), 10th edition : Southwestern, Cengage Learning
Course Description: International Marketing is a course designed to introduce you to the marketing practices of companies seeking market opportunities outside their home
country, and to raise your awareness about the importance of viewing marketing management strategies from a International perspective. You will learn to plan effectively for
the marketing of consumer and business needs and wants on an international level. Special emphasis will be placed on cultural and environmental aspects of international
trade, and integration of culture and marketing functions. This course will present various concepts and tools for analyzing international marketing strategies, and evaluating
the marketplace (competitors, external environment: cultural, economic, technological, political/legal, marketing opportunities, etc.). Specifically, the focus will be on
developing, evaluating and implementing international marketing strategy at the international level.
Course Objectives: The course objectives are
Provide an understanding of the scope and function of international marketing theory and practice.
Students will be able to articulate international marketing knowledge & skills to develop international market entry strategies and solve practical business problems in specific
national markets from the real business world
Develop skills related to the analysis of international marketing data, in particular the use of secondary data in assessing the international marketing opportunities.
Students will get up-to-date knowledge of key markets in the world, different cultural, socio-economic, and legal environments encountered in the international marketplace;
Course Learning Outcomes: Upon completion of this course, students will be able to:
A comprehensive understanding of and the ability to apply basic international marketing theories and concepts (CLO 1)
The ability to undertake strategic business analysis in order to develop appropriate international marketing objectives and strategies (CLO 2)
The ability to identify, analyze, and evaluate data, information, and evidence from cases, readings and international business reports to evaluate corporate
problems/opportunities & threats in an international environment (CLO 3)
The ability to communicate, clarify & produce a logical and coherent International Marketing Strategy Plan (CLO 4)
ASSESSMENT INSTRUMENT WITH WEIGHTS:
11 Case 2: Hong Kong Disneyland Case Discussion Assignment 2B PLO 2&3 CLO 3 Application
Topic related exercises and assignments: Throughout the term as we cover different topics and exercises related to International marketing. These exercises might
include written assignments, online discussions, or outside activities and case studies
Final Project: Students are required to work on a International marketing project during the term. The topics will be assigned by the course instructor and
students are required to work individually on the assigned project. The project can be any facet of International marketing.
Course Title: Digital Marketing (MBA)
Course Code:
Credit Hours: 3+0
Course Instructor:
Mode of Contact"
You can contact your course instructor in the following ways:
Email:
Meeting: By appointment via e-mail
Textbook:
Digital Marketing: Strategy Implementation and Practice Dave Chaffey & Fiona Ellis, 2019 (7th Edition). Pearson.
Reference Material:
Digital Marketing: Strategic Planning & Integration. Hanlon, A., 2019(2nd Edition). SAGE Publications
Digital marketing excellence: planning, optimizing and integrating online marketing Chaffey, Dave, & Smith, P. R, 2019 (5th Edition) Routledge
Course Description:
Digital marketing is an exciting area of marketing practice. In this course, we will cover the what, why, and how of major current approaches, including search
engine optimization, website analytics, search and display ads, email marketing, social media, and social listening/monitoring. Through the study of theory and best
practices in digital marketing, students learn to design, assess and implement digital marketing strategies and solutions for businesses working in a global
environment. Three key messages are woven into the coverage of those tactics. First, you should establish habits for keeping up to date on emerging digital
technologies relevant to business and to marketing. Second, you should tie the use of digital marketing activities to business objectives. Third, you should identify
and design data sources that allow you to track performance for your digital marketing activities. The course is designed to get you to think like a digital marketing
professional, and to give you experience with industry-relevant hands-on assignments and exercises.
To prepare students for future roles in digital marketing and as such to familiarize students with the key marketing issues in the developing field of digital marketing
studies and practice.
To ensure that as marketing managers, students are adept at integrating effective and efficient digital strategies into traditional marketing planning.
To improve students’ ability to understand, analyze, and apply current research and trends in digital marketing.
To apply knowledge for building or improving a marketer’s use of digital media.
To focus on digital platforms and how they can be used to benefit businesses
Course Learning Outcomes: Upon completion of this course, students will be able to:
Identify and apply digital marketing knowledge to business situations in local and global environments.
Identify and research digital marketing issues in business situations, analyze the issues, draw appropriate and well-justified solutions, and develop and evaluate an
effective digital marketing plan.
Effectively communicate digital marketing knowledge in oral and written contexts.
Critically review digital marketing decisions based on social, environmental, and cultural considerations.
CLO
Lecture BPLO 1 Knowledge
Introduction 1
Using social media to improve customer
loyalty and advocacy
16 Case 5: Volkswagen India: Das Auto Digitally CLO
Case Discussion BPLO 2, 3 Comprehension
3
17 Relationship marketing using digital platforms
CLO
The challenge of customer Lecture BPLO 4 Knowledge
1
engagement
Customer lifecycle management strategy
18 Case 6: Starbucks' Loyalty Reigns CLO
Case Discussion BPLO 2,3 Comprehension
3
19 Campaign planning for digital media CLO
Introduction Lecture BPLO 1 Knowledge
1
The characteristics of digital media
20 Campaign planning for digital media
Step 1. Goal setting and tracking for
interactive marketing Assignment 3 CLO
communications Lecture BPLO 4 Knowledge
Quiz 3 2
Step 2. Campaign insight
Step 3. Segmentation and targeting
Topic related exercises and assignments: Throughout the term as we cover different topics and exercises related to Digital marketing. These exercises might include
written assignments, online discussions, or outside activities and case studies
Final Project: Students are required to work on a Digital marketing project during the term. The course instructor will assign the topics and students are required to work
individually on the assigned project. The project can be any facet of a Digital marketing.
Course Title: SIX SIGMA LEAN & QUALITY MANAGEMENT
Course Code:
Credit Hours: 3+0
Course Instructor:
PREREQUISITES:
Students should be specialized with the updated know how of latest tools and techniques of quality management.
Crosby, Philip B. Completeness: Quality for the 21st Century. New York: Dutton, 1992. [HD62.15.C76 1992]
Deming, W. Edwards. Out of the Crisis. Cambridge, Mass.: Massachusetts Institute of Technology, Center for Advanced Engineering Study, 1986. [HD70.U5D45
1986]
COURSE DESCRIPTION:
This course will present the various TQM frameworks, concepts, and quality improvement tools necessary for implementing the quality culture that characterizes world-class
organizations of the 21st century. This subject will cover all the TQM tools which are used in the industry to manage quality.
COURSE OBJECTIVES:
By the end of this course, you should be able to:
Understand the philosophy and core values of total quality management
Determine the voice of the customer and the impact of quality on economic performance & long-term business success of the organization
Apply and evaluate best practices for the attainment of total quality
Total Quality Management (TQM) is a comprehensive and fundamental rule or belief for leading and operating an organization, aimed at continually improving
performance over the long term by focusing on customers while addressing the needs of all stakeholders.
It is both a philosophy and a set of guiding principles that represent the foundation of a continuously improving organization.
The bottom line of TQM is results: increased productivity, efficiency, customer satisfaction/delight, and world-class performance.
COURSE LEARNING OUTCOMES:
By the end of this course, student should be able to:
Implement the principles and concepts inherent in a Total Quality Management (TQM) approach to managing a manufacturing or service organization.
Understand the philosophies--including similarities and differences of the gurus of TQM in order to better evaluate TQM implementation proposals offered by quality
management organizations and consultants.
Successfully implement process improvement teams trained to use the various quality tools for identifying appropriate process improvements.
Assess exactly where an organization stands on quality management with respect to the ISO 9000 quality management standard and the Baldrige Award criteria.
Develop a strategy for implementing TQM in an organization.
Reference materials
Case studies
Green Supply Chain Management Road map
Course Description
The graduate course in Green Supply Chain Management will focus on the fundamental strategies, tools and techniques required to analyze and design environmentally
sustainable supply chain systems. Topics covered include: Closed-loop supply chains, reverse logistics systems, carbon foot printing, life-cycle analysis and supply
chain sustainability strategy.
Course objectives
On completion of the course the students will be able to carrying out the routine but vital responsibilities of Green Supply Chain Management and handling major
challenges facing to Supply Chain Management.
Course Learning Outcomes:
Use of term’s associated with green supply chain.
Understanding of green supply chain profitability in the industry.
Knowledge of green procurement drivers, challenges and benefits.
Knowledge of green production drivers, challenges and benefits.
Knowledge of green logistics drivers, challenges and benefits.
Knowledge of green packaging drivers, challenges and benefits.
Knowledge of green marketing drivers, challenges and benefits.
Different methodologies of green supply chain.
Generic Skills
The following generic skills are trained in the course
Presentation skills
Information retrieval
Analytical skills