Agenda Item 4: Approval of Eligibility Criteria and Courses/Curriculum for

Executive MBA in the light of Revised Business Education

Roadmap issued by Higher Education Commission (HEC),
Islamabad on March 28, 2019.

The Higher Education Commission (HEC) vide letter No. 9-

48/(Business)/Acad(Curri)/HEC/2018/2634 dated March 28, 2019 advised to implement the
revised Business Education Roadmap in true letter and spirit.

Currently, IBA is offering MBA Executive/Evening program to the candidates having

minimum qualification of 14 years education with four-years executive level experience.
This program involves 75 credit hours. This degree is equivalent to 16 years of education. As
per revised Business Education Roadmap, the eligibility criteria for Executive MBA (EMBA)
shall be 16 years of education (instead of 14 years) with three (3) years of professional
experience. The program shall comprise a minimum of 60-66 credit hours. The program
shall be equivalent to 18 years of education. Detail is given as Appendix-I for consideration
of the Academic Council, University of the Punjab.

1
 Appendix-I

Program Title: Executive Master of Business Administration

Department: Institute of Business Administration (IBA)
Faculty: Faculty of Economics and Management Sciences

1. Department Mission

We aim to produce ethical business graduates with the right attitude who are ready to
enter the market with the relevant Knowledge, Skills, Abilities (KSAs). To
accomplish this, we aim to create market-driven curricula and generate relevant
business research to foster academia-industry linkages by involving all the
stakeholders and promoting an enterprising culture of excellence.

2. Introduction

Institute of Business Administration traces its history back to 1972 when it was
established as a department. Later on, in 1987, the department was upgraded to the
status of Institute. This was a great milestone in the history of the University, as IBA
was the second Institute in Pakistan where Business Administration was taught. The
Institute was shifted to its existing building in 1994.

Over the years, IBA has earned national and international repute for its teaching and
research. It has been honoured with “Innovation Leadership Award” in the 2nd Asia’s
Best Business School Awards 2011 in Singapore. Continuous improvement of courses
helps the Institute to anticipate and reflect business trends. Emphasis on projects and
team work makes learning a challenging and stimulating experience and develops the
personal initiative and communication skills, which are in such high demand with
today’s employers.

The Institute is located within University of the Punjab, Quaid-e-Azam Campus,

Lahore. The present campus is entirely purpose-built and prides itself upon the state-
of-the-art equipment, the finest learning aids and environment. This houses lecture
rooms, seminar rooms, computer lab, wireless internet connectivity, library, faculty
offices, staff offices and a cafeteria. A meticulously furnished ladies lounge is
available for female students where they can sit and relax during their free time.
Restroom and prayer facilities are also available.

3. Program Introduction

The Higher Education Commission (HEC) vide letter No. 9-

48/(Business)/Acad(Curri)/HEC/2018/2634 dated March 28, 2019 advised to
implement the revised Business Education Roadmap in true letter and spirit.

Currently, IBA is offering MBA Executive/Evening program to the candidates having

minimum qualification of 14 years education with four year executive level
experience. This program involves 75 credit hours. This degree is equivalent to 16
years of education.

2
 As per revised Business Education Roadmap, the eligibility criteria for Executive
MBA (EMBA) shall be 16 years of education (instead of 14 years) with 3 years of
professional experience. The program shall comprise a minimum of 60-66 credit
hours. The program shall be equivalent to 18 years of education.

This program is going to replace 2-yearsMBA Evening (16 years) with EMBA (18
years) as per direction of Higher Education Commission, Islamabad. This degree
program provides in-service students with an opportunity to understand and acquire
business management, leadership and decision making skills needed for today's
dynamic business environment.

4. Program Objectives

The objectives of the two years program are to meet the needs of the society for
managerial talent by:

1. Bringing forth management generalists having comprehensive and extensive

training in Business Administration for socially responsible leadership in
business and industry.
2. Assisting students to achieve special competence & skills in area of Business
Administration;
3. Developing general understanding in fundamental areas of business
administration.
4. Building for socially responsible leadership in business and industry with effective
critical thinking and ethical responsibilities.
5. Helping students develop their problem-solving, effective oral and written
communication skills and decision-making skills.

5. Market Need / Rationale of the Program

In order to cater to the growing needs of the corporate sector, Institute of Business
Administration (IBA), being the business school in the largest public sector university
in Pakistan, aims to tap this opportunity to meet the emerging market needs. This
program attempts to nurture future business leaders through a rigorous training of
managerial skills, ethics and critical thinking and intends to offer insights on the socio-
economic dimensions of business in Pakistan with knowledge of modern management
philosophy.

The students who are enrolled in the evening programme are generally those who
already hold a reasonable place in the business world and in the society. The
developmental process will continue during education through interaction with faculty
members and sharing knowledge with each other.

The Institute of Business Administration makes efforts to encourage these students to

become more productive and effective managers in their organizations to fulfill the
dying need of the time in Pakistan that the organization should be run by professional
managers, so that the efficiency and effectiveness of the organizations can increased to
its maximum level.

3
 The development of the students will open different avenues for growth. The students
will be able to explore various professional opportunities that exist in the field of
business administration. The development process at the institute will sharpen the
cognitive skills, and moral and ideological values of the participants. Nonetheless, the
visionary objectives to develop the students include the strengthening of love for their
country and to become good citizen.

a) Potential Students for the program.

The students who have completed 16 years of schooling with 3 years of

professional experience will be the potential students for this 18 years business
education program.

b) Potential Employers

Potential employers of this degree in business administration include banks,

industries, corporate sector, multi-national companies, software houses, small
medium enterprises, government sectors, etc. Current and future prospects of job
market seem bright with emerging new markets at local as well as global level.

c) Academic Projections

This degree program is well established in universities nationally as well as

internationally.

d) Faculty.

The institute has currently eighteen faculty members. Out of which, ten faculty
members are PhD degree holders and remaining are [Link]/MS or pursuing their
PhD. They are regularly publishing research papers in well reputed national and
international journals.

e) Physical Facilities

 Two floors Library with 21000 books in hard and thousands in soft form on
different subjects relevant to business administration, nine daily newspapers
(Urdu and English), and different magazines.
 Two state-of-the-art computers lab with 170 computers
 Two common rooms for girls
 Heating/cooling system in classroom/seminar rooms
 12 Seminar rooms with state of the art facilities like white board, multimedia
projector etc.
 Cafeteria
 Faculty Rooms
.
6. Admission Eligibility Criteria

The Executive MBA program according to the revised HEC roadmap is equivalent to
18 years of education. Therefore, the merit criteria shall be the same as notified by

4
 the University of the Punjab for admission to the programs involving 18 years of
education as given below:-

Sr. No Description Marks

1 Academic qualifications* 40
2 Publications in HEC approved journals (One mark for each 5
publication)
3 Professional experience at executive level (one mark for each 5
year for job)
4 Entry Test** 40
5 Interview 10
Total 100
* Break up of 40 marks for academic qualifications
**Note:- Minimum 50% marks are required to be obtained in written test and
interview separately.

Detail of breakup of 40 marks for Academic qualifications

Course/Degree Marks allocated against %age marks

45% 50% 55% 60% 70% >80%
Matriculation or equivalent 2 4 5 7.5 8.5 10
FA/[Link] or equivalent 2 4 5 7.5 8.5 10
BA/[Link] or equivalent 2 4 5 7.5 8.5 10
MA/[Link] or equivalent 2 4 5 7.5 8.5 10
(Annual systems)

Marks allocated against CGPA

2.5 2.7 3.0 3.40 >3.80
BS/[Link]-Hons. 4 years Degree 10 12 15 17 20
MA/[Link] 2 years Degree 5 6 7.5 8.5 10
(Semester systems)

Graduates from universities other than University of the Punjab, Lahore should attach
NOC and Equivalence certificate.

 Years of Study completed: 16 years

 Study Program/Subject The students from any subject area will be eligible to
apply for the program.
 Percentage/CGPA At least second division in 16 years of schooling
 Entry Test Mandatory. Minimum 50% marks are required to be
obtained in entry test.

7. Duration of the Program

2 years (4 Semesters) and total number of credit hours: 66

8. Categorization of Courses as per HEC Recommendation and Difference

The structure of EMBA program as per HEC revised roadmap is as under:

5
 1. Core Courses (36 credit hours)

a. Accounting 6 credit hours

b. Finance 6 credit hours
c. Marketing 6 credit hours
d. Economics 6 credit hours
e. Quantitative Techniques 6 credit hours
f. Management 6 credit hours

2. Elective/Specialization Courses 24-30 credit hours

Category (Credit Hours)

Finan Mark Econ Quantit Manag Electi Semes
Semester Courses Accounti ce eting omic ative ement ve/Sp ter
ng s Techni ecializ Load
ques ation
1 5 3 3 3 3 3 15
2 5 3 3 3 3 3 15
3 6 3 15 18
4 6 3 3 12 18
PU 22 6 6 6 6 6 6 30 15-18
HEC
Guidelines
as per 20-22 6 6 6 6 6 6 24-30 15-18
revised
roadmap
Difference
0 0 0 0 0 0 0 0 0
(HEC&PU)

9. Scheme of Studies / Semester-wise workload

Course Prerequis
# Code Course Title Credit hours
Type ite
Semester I
1. EMBA 501 Essentials of Management Core 3
2. EMBA 502 Financial Accounting Core 3
3. EMBA 503 Principles of Marketing Core 3
EMBA 504 Economic Analysis (Micro Core
4. 3
& Macro)
EMBA 505 Mathematics & Statistics for Core
5 3
Management
Total Credit Hours 15
Semester II
EMBA 506 Computer Concepts & Elective
1. 3
Application
EMBA 507 Human Resource Core
2. 3
Management

6
 Course Prerequis
# Code Course Title Credit hours
Type ite
3. EMBA 508 Financial Management 1 Core 3
4. EMBA 509 Cost Accounting Core 3
5 EMBA 510 Marketing Management Core 3
Total Credit Hours 15
Semester III
EMBA 601 Behavioral Sciences for Elective
1. 3
Management
2. EMBA 602 Entrepreneurship Elective 3
3. EMBA 603 Financial Management II Core 3
4. EMBA 604 Operation Management Elective 3
Specialization Course I Speciali
5. - 3
(To be offered from the pool) zation
Specialization Course II Speciali
6. - 3
(To be offered from the pool) zation
Total Credit Hours 18
Semester IV
EMBA 605 Corporate Law & Business Elective
1. 3
Ethics
2. EMBA 606 Managerial Economics Core 3
3. EMBA607 Strategic Management Elective 3
4. EMBA 608 Business Research Methods Core 3
Specialization Course III Speciali
5. - 3
(To be offered from the pool) zation
Specialization Course IV Speciali
6. - 3
(To be offered from the pool) zation
Total Credit Hours 18
Total Credit Hours of Executive MBA program 66

List of Finance Specialization courses

Code Course Name
EMBA 621 Corporate Finance
EMBA 622 Derivatives & Risk Hedging
EMBA 623 Financial Econometrics
EMBA 624 Financial Institutions and Markets
EMBA 625 Financial Modeling
EMBA 626 Financial Reporting and Analysis
EMBA 627 Investment Analysis & Portfolio Management
EMBA 628 Investment Banking & Financial Services
EMBA 629 Islamic Financing
EMBA 630 Principles of Auditing
EMBA 631 Managerial Accounting
EMBA 632 Seminar in Finance
EMBA 633 Taxation Management

7
List of Marketing Specialization courses
Code Course Name
EMBA 641 Advertising
EMBA 642 Brand Management
EMBA 643 Consumer Behavior
EMBA 644 International Marketing
EMBA 645 Marketing Research
EMBA 646 Retail Marketing
EMBA 647 Sales Management
EMBA 648 Seminar in Marketing
EMBA 649 Service Marketing
EMBA 650 Social Media Marketing
EMBA 651 Supply Chain Management

List of Human Resource Management Specialization courses

Code Course Name
EMBA 661 Cases & Exercises in Personnel Management/HRM
EMBA 662 Human Resource Development
EMBA 663 International Human Resource Management
EMBA 664 Labour Laws in Pakistan
EMBA 665 Leadership & Change Management
EMBA 666 Organization Development
EMBA 667 Performance and Compensation Management
EMBA 668 Positive Organizational Scholarship
EMBA 669 Recruitment and Selection Techniques
EMBA 670 Seminar in Human Resource Management
EMBA 671 Team Management

Research Thesis / Project /Internship

Not offered in the program

10. Award of Degree

The Executive MBA degree will be awarded after two years successful completion of
course work of 66 credit hours.

11. NOC from Professional Councils (if applicable)

Not applicable.
12. Faculty Strength
Degree Area/Specialization Total
1. Business Management/Administration.
PhD 2. Management 10
3. Economics
1. Business Administration
2. Management
MS/MPhil 8
3. Computer Sciences
4. Banking &Financial Economics
Total 18
13. Present Student Teacher Ratio in the Department

8
 Currently student teacher ratio in the institute 24:1

Program Coordinator Director - IBA

9
 Annex-I

Core/Elective Courses
for Executive MBA

10
Name of the Essential of Management
course
Course Code EMBA 501
Semester 1st
Credit Hours 3
Prerequisite -
Learning On completion of this course, the students will be able to:
outcomes 1. Understand fundamental concepts and principles of management,
including the basic roles, skills, and functions of managers;
2. Get detail informationabout historical development, theoretical aspects
and practical application of managerial process;
3. Familiar with interactions between the environment, technology,
human resources, and organizations in order to achieve high
performance;
4. Aware of the ethical dilemmas faced by managers and the social
responsibilities of business.
Contents Unit-1 Introduction to Management and Organizations
1.1 Who are managers?
1.2 What is management?
1.3 What do managers do?
1.4 What is an organization?
1.5 Why study management?
Unit-2 Management yesterday and today
2.1 Historical background of management
2.2 Managing in the new Era
2.3 The Internet, Globalization, Knowledge Management
Unit-3 Organizational culture and the Environment
3.1 The manager: Omnipotent or Symbolic
3.2 The organization’s culture
3.3 Current Organizational Culture issues facing managers
3.4 The environment
3.5 The decision-making process
3.6 The manager as decision maker
3.7 Decision making for today’s world
Unit-4 Foundations of Planning
4.1 What is planning?
4.2 Why do managers plan?
4.3 How do managers plan?
4.4 Establishing goals and developing plans
Unit-5 Strategic Management
5.1 Strategic management process
5.2 Types of organizational strategies
5.3 Strategic management in today’s environment
Unit-6 Planning tools and techniques
6.1 Techniques for assessing the environment
6.2 Techniques for allocating resources
6.3 Contemporary planning techniques
6.4 Defining organizational structure
6.5 Organizational design decisions
6.6 Common organizational designs

11
 Unit-7 Communication and Information Technology
7.1 Understanding communication
7.2 The process of interpersonal communication
7.3 Organizational communication
7.4 Understanding IT
7.5 Communication issues in today’s organizations
Unit-8 Human Resource Management
8.1 The HRM process
8.2 HR planning
8.3 Employee performance management;
Compensation/Benefits; Career development
8.4 Current issues in HRM
Unit-9 Foundations of Behaviour
9.1 Why look at individual behavior?
9.2 Attitudes
9.3 Personality
9.4 Perception
9.5 Learning
Unit-10 Motivating Employees
10.1 What is motivation?
10.2 Early theories of motivation
10.3 Contemporary theories of motivation
10.4 Current issues in motivation
Unit-11 Leadership
11.1 Managers versus leaders
11.2 Early leadership theories
11.3 Contingency theories of leadership
11.4 Issues in 21st century
Unit-12 Foundations of Control
12.1 What is control and why is it important?
12.2 The control process
12.3 Controlling for organizational performance
12.4 Tools for controlling organizational performance
12.5 Contemporary issues in control
Teaching & A combination of lecturing, presentations, and discussions will be used to
Learning conduct the course. Students will be expected to read extensively ahead of
Strategies each class session and actively participate in discussions and practical
work.
Assignment Written assignment (10 marks), presentation (5 marks) and Quiz (10
marks)
Suggested Koontz, H. (2010). Essentials of management. Tata McGraw-Hill.
Readings Robbins, S. P., & Coulter, M. (2018). Management (15th ed.). Pearson.
Weihrich, H., & Koontz, H. (2014). Management: A global perspective
(14th ed.). Tata McGraw-Hill.

Assessment and Examinations

12
Sr. # Elements Weightage Details
1 Midterm Assessment 35% Written test (at the mid-point of the semester)
2 Formative Assessment 25% Assignment, presentation and quiz
3 Final Assessment 40% Written test (at the end of the semester)

Name of the Financial Accounting

course
Course Code EMBA 502
Semester 1st
Credit Hours 3
Prerequisite -
Learning On completion of this course, the students will be able to:
outcomes 1. Understand the language of accountingand financial reporting.
2. Understand the complete Accounting Cycle.
3. Prepare the Journal, Ledger and subsidiary books.
4. Prepare the balance sheet, profit and loss account and cash flow
statement.
Contents Unit-1 Accounting and Its Role
1.1 Development of accounting
1.2 Accounting Theory and Conceptual framework
1.3 Accounting Defined
1.4 Why study Accounting
1.5 Financial statements
1.6 Major fields of Accounting
1.7 Accounting as a Career
Unit-2 Basic Accounting Concepts
2.1 The Entity Concept
2.2 The Reliability (or Objectivity) principles
2.3 The cost Principles
2,4 The Going-Concern Assumptions
2,5 The Stable Currency Assumptions
2.6 Ethics-the-Most Fundamental Principlesof
Accounting
2.7 Qualitative characteristics of Financial statements
Unit-3 The Recording Process
3.1 The Recognition Issue
3.2 The Valuation Issue
3.3 The Classification Issue
3.4 The Recording Process
3.5 Analysis of Transaction
3.6 The Journal
3.7 The Ledger
3.8 Balancing the Accounts
Unit-4 Preparation of Financial Statements
4.1 Preparing Trial Balance
4.2 Locating and correcting errors in recording process
4.3 Preparing Profit and Loss Account and Balance Sheet

13
Unit-5 TheAdjusting and Closing Entries
5.1 Need for Adjusting Entries
5.2 Recording adjustingentries
5.3 Preparing adjusted trial balance
5.4 Recording closing entries
5.5 Preparing post-closing trial balance
5.6 Preparing work-sheet
5.7 Preparation of Financial Statements
Unit-6 Accounting for Trading Organization
6.1 The Purchase Function
6.2 Accounting for Purchases and Sales
6.3 Return and allowances
6,4 Periodic System
6.5 Perpetual System
6.6 Worksheet
6.7 Preparation of financial Statements
6.8 Departmental Accounts
Unit-7 Accounting Systems
7.1 Developing a System
7.2 Subsidiary Journals
7.3 Subsidiary ledgers
7.4 Cash Book
7.5 Petty cash book
7.6 Control Accounts
Unit-8 Cash and Temporary Investment
8.1 Nature and Composition of Cash
8.2 Cash Management and Control
8.3 Maintaining Bank Account
8.4 Bank Reconciliation
8.5 Short term investments
Unit-9 Accounting for Debtors and Stock
9.1 Accounting Treatment of Bad Debts
9.2 Direct Write-Off Method
9.3 Aging Schedule
9.4 Percentage of Sales Method
9.5 Recoveries of Bad debts
9.6 Stock
9.7 Measurement of Stock Quantity
9.8 Measurement of Stock Cost
9.9 Perpetual Stock System
9.10 Periodic Stock System
Unit-10 Accounting for Property, plant and Equipment
10.1 Property, Plant and Equipment
10.2 Lump-sum purchase
10.3 Subsequent expenditure
10.4 Depreciation methods
10.5 Revaluation
10.6 Review of useful life
10.7 Intangible assets and amortization
10.8 Wasting assets and depletion

14
Teaching & A combination of lecturing, presentations, and discussions will be used
Learning to conduct the course. Students will be expected to read extensively
Strategies ahead of each class session and actively participate in discussions and
practical work.
Assignment Written assignment (10 marks), presentation (5 marks) and Quiz (10
marks)
Suggested Bettner, M., Williams, J., Haka, S., &Carcello, J. (2014). Financial &
Readings managerial accounting. Tata McGraw-Hill.
Khan, A. (1999). Financial accounting: Managerial [Link]
Publishers.
Williams, J. R., Haka, S. F., Bettner, M. S., &Carcello, J. V.
(2017). Financial and managerial accounting. McGraw-Hill.
Wood, F., & Sangster, A. (2018). Frank Wood's business accounting
(12th ed., Vol. 1). Pearson Education

Assessment and Examinations

Sr. # Elements Weightage Details

1 Midterm Assessment 35% Written test (at the mid-point of the semester)
2 Formative Assessment 25% Assignment, presentation and quiz
3 Final Assessment 40% Written test (at the end of the semester)

Name of the Principles of Marketing

course
Course Code EMBA 503
Semester 1st
Credit Hours 3
Prerequisite -
Learning On completion of this course, the students will be able to:
outcomes 1. Develop an understanding of key marketing concepts of marketing.
2. Enhance the conceptual knowledge of marketing as applicable to
decision making process with a focus on tactical marketing mix
decisions.
3. Understand comprehensive framework of marketing that helpful to
evaluate marketing decisions and to create successful marketing
initiatives
Contents Unit-1 Understanding the marketplace and customer
1.1 What is marketing?
1.2 Understanding the marketplace and customer need
Unit-2 Designing a Customer-Driven Marketing Strategy
2.1 Designing a customer-Driven marketing strategy
2.2 Preparing an integrated marketing plan
2.3 Capturing value from customers
2.4 Companywide strategy planning
2.5 Planning marketing: Partnering to build customer
relationships
2.6 Marketing strategy and marketing mix
2.7 Return on marketing investment

15
 Unit-3 Model of Consumer Behavior
Unit-4 Characteristics Affecting Consumer Behavior
Unit-5 The Buyer Decision Process
Unit-6 The Buyer Decision Process
6.1 The Buyer Decision Process
6.2 Market Segmentation
6.3 Market Targeting
Unit-7 Differentiation and Positioning
Unit-8 Product, Services, and Branding Strategies
8.1 What is a Product?
8.2 Product and Service Decision
8.3 Branding Strategy
8.4 Services Marketing
Unit-9 New-Product Development and Product Life-Cycle
Strategies
9.1 New Product Development Strategy
9.2 Managing New Product Development Process
9.3 Product Life-Cycle Strategies
Unit-10 Pricing Strategies
10.1 New-Product Pricing Strategies
10.2 Product Mix Pricing Strategies
10.3 Price Adjustment Strategies
10.4 Price Changes
Unit-11 Retailing and Wholesaling
11.1 Retailing
11.2 Wholesaling
Unit-12 Advertising, Sales Promotion, And Public Relations
12.1 Advertising
12.2 Sales Promotion
12.3 Public Relations
Unit-13 Personal Selling and Direct Marketing
13.1 Personal Selling
13.2 Managing Sales Force
13.3 The New Direct Marketing Model
13.4 Growth and Benefits of Direct Marketing
13.5 Customer Databases and Direct Marketing
13.6 Forms of Direct Marketing
Teaching & A combination of lecturing, presentations, and discussions will be used to
Learning conduct the course. Students will be expected to read extensively ahead of
Strategies each class session and actively participate in discussions and practical
work.
Assignment Written assignment (10 marks), presentation (5 marks) and Quiz (10
marks)
Suggested Armstrong, G. M., Kotler, P., Harker, M., & Brennan, R.
Readings (2018). Marketing: An introduction. Pearson.
Kotler, P. (2019). A framework for marketing management (6th ed.).
Pearson.
Kotler, P., Armstrong, G., Haque, E., &Agnihotri, Y. (2010). Principles of
marketing: A South Asian perspective (13th ed.). Pearson.

16
Assessment and Examinations

Sr. # Elements Weightage Details

1 Midterm Assessment 35% Written test (at the mid-point of the semester)
2 Formative Assessment 25% Assignment, presentation and quiz
3 Final Assessment 40% Written test (at the end of the semester)

Name of the Economics Analysis (Micro & Macro)

course
Course Code EMBA 504
Semester 1st
Credit Hours 3
Prerequisite -
Learning On completion of this course, the students will be able to:
outcomes 1. Understand economic problems of allocation and distribution of
resources.
2. Know the factors that determine demand and supply
3. Understand the concept of elasticity of demand and supply
4. Examine the effect of market structure on firm behavior
5. Analyze efficiency and the role of government in promoting and
deterring efficiency
6. Learn the concept of derived demand for labor and capital
7. Understand the existence of impact of externalities, income
distribution and fairness
8. Familiar with the basic macroeconomic variables.
9. Understand the models that determine the basic macroeconomic
variables.
10. Understand the distinguish between the long run and the short run.
11. Understand how the government and the central bank can influence
outcomes in the economy.
12. Understand current macroeconomic events.
Contents Unit-1 Introduction
1.1 What is economics about?
1.2 Microeconomic vs. Macroeconomics
1.3 Subject matter and scope of economics in detail.
Unit-2 Microeconomics
2.1 Demand and Supply
2.1.1 Demand determinants of demand, law of
demand, shifts and shift factors in demand
2.1.2 Law of supply; shifts & shift factors in supply.
2.1.3 Market equilibrium-surplus and shortage conditions
2.2 Elasticity of Demand and Supply
2.2.1 Elasticity of demand, Price, income and cross
elasticity, Point and Arc Elasticity
2.2.3 Measurement of elasticity of demand:Percentage,
graphic and Total Outlay methods
2.2.4 Elasticity of supply, Measurement &Determinants
of elasticity of supply.
2.3 Production and cost

17
 2.3.1 Law of Variable Proportions
2.3.2 Traditional theory of costs, average, marginal
and total costs
2.3.3 Long run average cost
2.4 Market Structures
2.4.1 Perfect competition: Price and output
determination in the short and long run
2.4.2 Monopoly: Price and output determination in
the short and long run, Price discrimination
2.4.3 Monopolistic Competition: Price and output
determination in the short and long run
2.5 Economics of public sectors
2.6 Economic of labor markets
Unit-3 Macroeconomics
3.1 Introduction to macroeconomics
3.1.1 Objectives and instruments of macroeconomics.
3.1.2 Tools of macroeconomics policy.
3.1.3 Aggregate demand and supply.
3.2 Keynesian Macroeconomics
3.2.1Consumption function, Fundamental
Psychological law, Saving function,
MPC, APC, MPS & APS
3.2.2 Keynesian theory of income and employment
3.2.3 Inflationary and deflationary gap
3.3 Measuring Economic Activity
3.3.1 Concepts of National Income.
3.3.1 Measurement of National Income. GDP, NDP,
GNP &NNP, Personal Income & Disposable
Personal Income
3.3.3 GDP Deflator and a real GDP
3.3.4 National income as a measure of economic
welfare
3.4 Consumption and Investment
3.4.1 Consumption, income and saving.
3.4.2 Consumption Function.
3.4.3 Saving Function.
3.4.4 The Marginal Propensity to Consume and
Average Propensity to consume
3.4.5 The Marginal Propensity to save and average
propensity to save
3.4.6 Determinants of consumption
3.4.7 Determinants of Investment (Rate of interest,
MEC), Income and Employment Determination
3.5 Fiscal and monetary policies
3.6 Inflation
3.7 Business cycle
3.8 International trade
3.9 Balance of Payments
Teaching & A combination of lecturing, presentations, and discussions will be used
Learning to conduct the course. Students will be expected to read extensively

18
Strategies ahead of each class session and actively participate in discussions and
practical work.
Assignment Written assignment (10 marks), presentation (5 marks) and Quiz (10
marks)
Suggested Blanchard, O. (2018), Macroeconomics (6th ed.). Prentice Hall.
Readings McConnell, C. R., Brue, S. L., & Flynn, S. M. (2013). Macroeconomics:
Brief Edition. McGraw-Hill.
McConnell, C. R., Brue, S. L., & Flynn, S. M. (2018). Macroeconomics.
(21sted). McGraw-Hill.
Pindyck, R. S., Rubinfeld, D. L. (2017) Microeconomics (8th ed.).
Prentice Hall.
Rizavi, S.S. (2017). Introduction to economics. Syed Mobin& Co.
Samuelson, P. A., &Nordhaus, W. D. (2010). Economics (19th ed.).
McGraw-Hill.
Varian, H. R. (2014). Intermediate microeconomics: A modern
approach. WW Norton & Company.

Assessment and Examinations

Sr. # Elements Weightage Details

1 Midterm Assessment 35% Written test (at the mid-point of the semester)
2 Formative Assessment 25% Assignment, presentation and quiz
3 Final Assessment 40% Written test (at the end of the semester)

Name of the Mathematics and Statistics for Management

course
Course Code EMBA 505
Semester 1st
Credit Hours 3
Prerequisite -
Learning On completion of this course, the students will be able to:
outcomes 1. Handle algebraic manipulations.
2. Understand of the geometric properties of functions.
3. Understand of simple financial calculations.
4. Understand the basic mathematical model and statistics techniques.
Contents Unit-1Arithmetic Refresher
1.1 Number systems
1.2 Basic operations and order of operations
1.3 Fractions, decimals
Unit-2 Algebra Refresher
1.1 Definition, rules
1.2 Formulating equations
1.3 Expansion of expressions
1.4 Factorization, powers
Unit-3 Equations, Linear Programming
3.1 Introduction
3.2 Graphically, supply and demand analysis, simultaneous;
Quadratic: solving (factorizing, formula), simultaneous,
business application

19
 3.3 Linear programming models
3.4 Solving algebraically
Unit-4 Functions I
4.1 Definitions,
4.2 Polynomials
4.3 Inequalities, sign diagrams, applications
Unit-5 Functions II
5.1 Geometric properties (increasing/decreasing, concave /
convex),
5.2 Shifting graphs
5.3 Inverse functions,
Unit-6 Differentiation I
Difference quotient, rules of differentiation
Unit-7 Differentiation II
Optimization (with one independent variable), second derivative
Unit-8 Economic Applications of Functions and Derivatives
Total, average, marginal costs, relationships between cost
functions, revenue functions, profit maximization
Unit-9 Economic Applications II
9.1 Integration
9.2 Indefinite, definite, economic applications
Unit-10 Introduction to Statistics & Data Collection
10.1 Understanding data types and summarizing as well
10.2 Types of variables: quantitative, categorical, nominal,
ordinal & Exercises
Unit-11 Presenting Data in Tables and Charts
11.1 Tables and graphs for categorical variables
11.2 Summary table, bar charts, pie charts, pareto
chart,exercises, table and graph for bi-variate
categorical variables, exercises
11.3 Organizing numerical data
11.4 Ordered array, stem n leaf display, Exercises
Unit-12 Table and Charts for Numerical Data
12.1 The Frequency Distribution, relative frequency
distribution and percentage distribution, cumulative
distribution, histograms, polygon, cumulative
percentage polygon.
12.2 Table and graph for bi-variate numerical variables.
12.3 Contingency table, scatter plots and time series plot.
12.4 Measures of central tendency
12.5 Numerical descriptive measure for population
12.6 Quartiles and box plots
12.7 Covariance and coefficient of correlation
12.8 Basic probability concepts
12.9 Discrete Probability Distribution
12.10 Variance and standard deviation
Teaching & A combination of lecturing, presentations, and discussions will be used
Learning to conduct the course. Students will be expected to read extensively
Strategies ahead of each class session and actively participate in discussions and
practical work.

20
Assignment Written assignment (10 marks), presentation (5 marks) and Quiz (10
marks)
Suggested Chaudhry, S.M., & Kamal, S. (2010) Introduction to statistical theory
Readings (Part I). IlmiKitabKhana.
Keller, G. (2015). Statistics for management and economics:
Abbreviated. Cengage Learning.
Spiegel, M. R., & Stephens, L.J. (1984) Statistics. McGraw Hill Book
Company.
Thomas, G. B., Weir, M. D., Hass, J., Giordano, F. R., &Korkmaz, R.
(2010). Thomas' calculus. Pearson.
Walpole, R. E. (1981). Introduction to statistics (2nd ed.). Little Brown
& Company

Assessment and Examinations

Sr. # Elements Weightage Details

1 Midterm Assessment 35% Written test (at the mid-point of the semester)
2 Formative Assessment 25% Assignment, presentation and quiz
3 Final Assessment 40% Written test (at the end of the semester)

Name of the Computer Concepts and Application

course
Course Code EMBA 506
Semester 2nd
Credit Hours 3
Prerequisite -
Learning On completion of this course, the students will be able to:
outcomes 1. Understand the basic concepts of information technology.
2. Know the different areas of computer science.
3. Develop programming skills.
Contents Unit-1 Introduction to Computers
overview course, Characteristics of computer, The component
of computers, Categories of computers, Computer Application
in society
Unit-2 Component of System Unit
The system unit, Processor, Data representation. Memory.
Expansion slots and adapter card., Ports and connectors, Buses,
Power supply.
Unit-3 Input
Input devices, keyboard, pointing devices, Mouse, Other
pointing devices, Voiceinput, Digital camera, Video input,
Scanner and reading devices.
Unit-4 Output
Output devices, Display devices, Flat Panel devices, Printers,
Speakers and Handsets, Other output devices.
Unit-5 Storage
Floppy disk, Zip drives, Hard disk, CDs and DVDs, Tape.
Unit-6 Operating system and Utility Programs
21
 System software’s, Operating system Functions, Operating
system utility Programs, Type of Operating systems.
Unit-7 Application Software’s
Business Software, Graphics and multimedia software, Software
of homes, personal and educational use, Application software
for communication, Application software on the web.
Unit-8 Web Development
Internet, History of internet, How internet works, The world
wide web, Internet services, Netiquettes.
Unit-9 Microsoft Office Word
Opening and Saving a MS Word document, Giving Meaningful
names to MS Word documents, Basic Text Formatting, Cut,
Copy and Paste Commands, Use of Clipboard, Font
Formatting, Paragraph Formatting, Styles & Headings,
Editing, Pages, Cover Pages, Tables, Illustrations, Page
Background, Paragraph, Table of Contents, Footnotes, Citation
& Bibliography, Table of Tables, Table of Figures, Mail
Merge, Spelling & Grammar, Thesaurus.
Unit-10 Microsoft Office Power Point
Slides, Slide Numbers, Footer, Design, Transitions,
Animations, Slide Show, Slide Master.
Unit-11 Microsoft Office Excel
Workbook, Worksheet, Cell, Alignment, Numbers, Sorting,
Filter, Charts, Page Setup, Formulas, Functions, Names, Data
Validation.
Unit-12 Computers Society, Security, Privacy and Ethics
Computer security risk, Computer viruses, Worms,
Unauthorized access and use, backing up, Internet security risk,
Ethics and society, Information privacy.
Teaching & A combination of lecturing, computer lab, presentations, and discussions
Learning will be used to conduct the course. Students will be expected to read
Strategies extensively ahead of each class session and actively participate in
discussions and practical work.
Assignment Written assignment (10 marks), presentation (5 marks) and Quiz (10
marks)
Suggested Davis, G. (2006). Mastering Microsoft VBA. John Wiley & Sons.
Readings Shelly, G. B., Gunter, G. A., & Gunter, R. E. (2013). Teachers discovering
computers: Integrating technology in a connected world. Cengage
Learning.
Sinha, P. K., & Sinha, P. (2010). Computer fundamentals. BPB
publications.
Vermaat, M. E. (2013). Discovering computers 2014. Cengage Learning.
Vermaat, M. E. (2014). Microsoft Office 2013: Post advanced. Cengage
Learning.
Vermaat, M. E. (2015). Enhanced Microsoft Office 2013: Introductory.
Cengage Learning.
Vermaat, M., Sebok, S. L., Freund, S. M., Frydenberg, M., & Campbell, J.
T. (2016). Enhanced discovering computers 2017. Nelson
Education.

22
Assessment and Examinations

Sr. # Elements Weightage Details

1 Midterm Assessment 35% Written test (at the mid-point of the semester)
2 Formative Assessment 25% Assignment, presentation and quiz
3 Final Assessment 40% Written test (at the end of the semester)

Name of the Human Resource Management

course
Course Code EMBA 507
Semester 2nd
Credit Hours 3
Prerequisite -
Learning On completion of this course, the students will be able to:
outcomes 1. Understand the theories and practices of HRM
2. Develop and design different employment forms.
3. Participate in selection of personnel using psychometric assessment
techniques
Contents Unit-1 Human Resource Management: Present and Future
1.1 What is HRM?
1.2 Why and how is HRM important?
1.3 Introduction to the era of management and inclusion of
HRM
1.4 Challenges of HRM
1.5 Current trends in HRM
1.6 Specific and general services of HRM
1.7 Functions of HRM
Unit-2 Job analysis
2.1 HR planning
2.2 Job description
2.3 Job specification
Unit-3 Requirement
3.1 Recruitment of employees
3.2 Recruitment techniques
3.3 Sources of recruitment
3.4 Types of job test
Unit-4 Staffing
4.1 Types of interviews
4.2 Interview techniques
Unit-5 Employee development
5.1 Performance appraisal
5.2 Performance management
Unit-6 Training development
6.1 Types of training
6.2 Training techniques
Unit-7 Developing careers
7.1 Career growth
7.2 Responsibility of career growth

23
 7.3 Factors of career growth
Unit-8 Compensation
8.1 Compensation management
8.2 Types of compensation
Unit-9 Rewards
9.1 Types of rewards
9.2 Rewarding performance
9.3 Pay for performance
Unit-10 Benefits
10.1 Benefits administration
10.2 Types of benefits
10.3 Pay equity
10.4 Pay dissatisfaction model
10.5 Employee and labor relations
10.6 Employee health and safety
Teaching & A combination of lecturing, presentations, and discussions will be used to
Learning conduct the course. Students will be expected to read extensively ahead of
Strategies each class session and actively participate in discussions and practical
work.
Assignment Written assignment (10 marks), presentation (5 marks) and Quiz (10
marks)
Suggested Byars, L. L., & Rue, L. W. (2008). Human resource management (9th ed.).
Readings McGraw-Hill Irwin.
Dessler, G., &Varkkey, B. (2018). Human resource management (15th
ed.). Pearson.
Ren, S., Tang, G., & Jackson, S. E. (2018). Green human resource
management research in emergence: A review and future
directions. Asia Pacific Journal of Management. 35(3), 769-803.

Assessment and Examinations

Sr. # Elements Weightage Details

1 Midterm Assessment 35% Written test (at the mid-point of the semester)
2 Formative Assessment 25% Assignment, presentation and quiz
3 Final Assessment 40% Written test (at the end of the semester)

Name of the Financial Management I

course
Course Code EMBA 508
Semester 2nd
Credit Hours 3
Prerequisite -
Learning On completion of this course, the students will be able to:

24
outcomes 1. Explain the role and purpose of financial management
2. Evaluate the overall management of working capital
3. Assess appropriate sources of finance for particular situations
Contents Unit-1 Role of Financial Management
1.1 What is financial management
1.2 Functions of financial manager
1.3 Financial institutions and markets
1.4 Goal of the firm
1.5 Agency issues
Unit-2 The Time Value of Money
2.1 Role of time value in finance
2.2 Simple and compound interest
2.3 Present and future value of single amounts
2.4 Types of annuities
2.4 Present and future value of ordinary annuity
2.5 Present and future value of annuity due
2.6 Present value of perpetuity
2.7 Compounding more than annually
2.8 Continuous compounding
2.9 Nominal and effective annual rates of interest
2.10 Loan amortization
2.11 Sinking funds
Unit-3 The Valuation of Long-Term Securities
3.1 Basic valuation model
3.2 Bond valuation: bond fundamentals, valuation model,
yield to maturity
3.3 Preferred stock valuation: features of preferred stock,
valuation model
3.4 Common stock valuation: features of common stock,
three valuation models
Unit-4 Financial Statement Analysis
4.1 Four key financial statements
4.2 Trend analysis of balance sheet and income statement
4.3 Common size analysis of balance sheet and income
statement
4.4 Ratio analysis of balance sheet and income statement
4.4 Liquidity ratios, activity ratios, debt ratios, profitability
ratios and market ratios
4.5 Complete ratio analysis
Unit-5 Funds Analysis, Cash-Flow Analysis, and Financial
Planning
5.1 Operating cash flows
5.2 Investing cash flows
5.3 Financing cash flows
5.4 Classification of an item as operating, investing or
financing cash flow
5.5 Computation and interpretation of statement of cash
flows using direct and indirect method
Unit-6 Risk and Return
6.1 Stand Alone Risk

25
 6.2 The Trade Off between Risk and Return
6.3 Risk in a Portfolio Context
6.4 The Relationship between Risk and Rates of Return
6.5 Physical Assets versus Securities
6.6 Some Concerns about Beta and the CAMP
6.7 Volatility Versus Risk
6.8 Calculate component cost of debt
6.9 Calculate component cost of preferred stock
6.10 Calculate component cost of common stock
6.11 Calculate the weighted average cost of capital
Unit-7 Capital Budgeting and Estimating Cash Flows
7.1 Capital budgeting decision process
7.2 Relevant cash flows
7.3 Finding initial investment
7.4 Finding the operating cash flows
7.5 Finding the terminal cash flows
Unit-8 Capital Budgeting Techniques
8.1 Capital budgeting techniques
8.2 Payback period
8.3 Net Present Value
8.4 Internal Rate of Return
8.5 Profitability Index
8.6 Comparing the techniques and project evaluation
8.7 Breakeven analysis
Unit-9 Operating and Financial Leverage
9.1 Operating leverage, financial leverage and total
leverage
Unit-10 Overview of Working Capital Management
10.1 The firm’s capital structure
10.2 EBIT-EPS approach to capital structure
10.3 Choosing the optimal capital structure
10.4 Net working capital fundamentals
10.5 Calculating and interpreting the cash conversion cycle
10.6 Strategies for managing cash conversion cycle
Unit-11 Cash and Marketable Securities Management
11.1 Cash Management
11.2 The Cash Budget
11.3 Cash Management Techniques
11.4 Marketable Securities
Unit-12 Accounts Receivable and Inventory Management
12.1 Inventory management: common techniques for
managing inventories
12.2 Accounts Receivable management: credit selection,
credit terms and credit monitoring
Teaching & A combination of lecturing, presentations, and discussions will be used to
Learning conduct the course. Students will be expected to read extensively ahead of
Strategies each class session and actively participate in discussions and practical
work.
Assignment Written assignment (10 marks), presentation (5 marks) and Quiz (10
marks)

26
Suggested Block, S. B., Hirt, G. A., &Danielsen, B. R. (2014). Foundations of
Readings financial management. McGraw-Hill Education.
Brealey, R. A., Myers, S. C., & Marcus, A. J. (2012). Fundamentals of
corporate finance. McGraw-Hill.
Brigham, E. F., &Ehrhardt, M. C. (2013). Financial management: Theory
& practice. Cengage Learning.
Gitman, L. J., &Zutter, C. J. (2017). Principles of managerial finance (13th
ed.). Pearson.
Gitman, L. J., Juchau, R., & Flanagan, J. (2015). Principles of managerial
finance. Pearson Higher Education.
Van Horne, J. C., &Wachowicz, J. M. (2012). Fundamentals of financial
management. Prentice Hall International.

Assessment and Examinations

Sr. # Elements Weightage Details

1 Midterm Assessment 35% Written test (at the mid-point of the semester)
2 Formative Assessment 25% Assignment, presentation and quiz
3 Final Assessment 40% Written test (at the end of the semester)

Name of the Cost Accounting

course
Course Code EMBA 509
Semester 2nd
Credit Hours 3
Prerequisite -
Learning 1. On completion of this course, the students will be equipped with
outcomes concepts of cost accounting.
2. The students will be able to use cost accounting as a tool for
information provision and managerial decision making.
Contents Unit-1 Introduction
1.1 Cost accounting concepts and objectives
1.2 Cost classification
1.3 Cost behavior
1.4 Cost accounting system
Unit-2 System of Accounting for Cost
2.1Cost accounting cycle
2.2 Cost of Goods Sold Statement
Unit-3 Financial statement
3.1 Income Statement
3.2Balance Sheet
Unit-4 Costing and Accounting for Product Cost Elements
4.1 Planning and control of material
4.2 Planning and control of labor
4.3 Planning and control of overheads
Teaching & A combination of lecturing, presentations, and discussions will be used
Learning to conduct the course. Students will be expected to read extensively
Strategies ahead of each class session and actively participate in discussions and
practical work.
27
Assignment Written assignment (10 marks), presentation (5 marks) and Quiz (10
marks)
Suggested Afzal, S., & Ahmad, Z. (2014) Cost accounting (Revised ed.). Azeem
Readings Academy Publisher & Book Sellers.
BPP Learning Media. (2012). ACCA: Management accounting practice
and revision kit (FMA/F2). Huazhong University of Science and
Technology Press.
Datar, S. M., &Rajan, M. (2018). Horngren’s cost accounting: A
managerial emphasis. Pearson.
Usry, M. F., Hammer, L. H., & Carter, W. K. (1991). Cost
accounting: Planning and control. South-Western Publishing
Company.

Assessment and Examinations

Sr. # Elements Weightage Details

1 Midterm Assessment 35% Written test (at the mid-point of the semester)
2 Formative Assessment 25% Assignment, presentation and quiz
3 Final Assessment 40% Written test (at the end of the semester)

Name of the Marketing Management

course
Course Code EMBA 510
Semester 4th
Credit Hours 3
Prerequisite Principles of Marketing
Learning On completion of this course, the students will be able to:
outcomes 1. Define and understand the nature and purpose of effective marketing
management in the marketplace.
2. Identify and apply the marketing concepts, processes and activities
within appropriate types of business environment.
3. Identify and analysis the environmental factors (internal and
external) that have implication for marketing management and will
affect the marketing decisions.
4. Analyze and seek to identify gaps in the needs and wants of the
customer so that appropriate strategy can be proposed to create
customer value through competitive advantage.
5. Apply and practice the concepts of marketing in the marketplace
within the ethical standards of cultural diversity, religion and
mankind.
Contents Unit-1 Marketing: An Overview
1.1 Definitions
1.2 The evolution of marketing management.
1.3 The marketing concept and social responsibility.
1.4 The importance and scope of marketing.
1.5 The basic functions of marketing.
Unit-2 Marketing Information Systems
2.1 Concept and components of marketing information
systems.
28
 2.2 Marketing intelligence system.
2.3 Marketing research system.
2.4 Analytical marketing system.
2.5 Marketing decision support system.
Unit-3 Consumer Markets and Consumer Behavior Analysis
3.1 Demographic dimensions of consumer market.
3.2 Behavioral dimensions of consumer market.
3.3 The consumer's decision process.
3.4 The buyer's decision process.
3.5 The industrial market, the reseller market and the
Government market.
3.6 Organizational markets and their buying objectives &
structures.
Unit-4 STP Marketing
4.1 An overview of marketing opportunities and target
markets
4.2 Market segmentation concept patterns & procedure
4.3 Dimensions to segment consumer and industrial
markets
4.4 Market targeting and product positioning
Unit-5 Product Markets Strategies
5.1 Basic concepts of product planning.
5.2 The product lifecycle: Stages and marketing strategies.
5.3 New product planning and development.
5.4 Product-mix strategies.
5.5 Branding, packaging and labeling.
Unit-6 Pricing Strategies and Policies
6.1 Procedure for price setting.
6.2 Methods of setting prices.
6.3 Price-adaptation strategies
6.4 One-price and flexible-price polices.
6.5 Price level policies over the product life cycle.
6.6 Initiating and responding to price changes.
Unit-7 Marketing Channel Decisions
7.1 Channel- design decisions.
7.2 Channel- management decisions.
7.3 Channel dynamics
Unit-8 Promotional Strategies
8.1 Effective advertising programs.
8.2 Sales promotion and public relations programs.
8.3 The strategic personal selling process.
8.4 Strategic sales-force management.
Teaching & A combination of lecturing, presentations, and discussions will be used to
Learning conduct the course. Students will be expected to read extensively ahead of
Strategies each class session and actively participate in discussions and practical
work.
Assignment Written assignment (10 marks), presentation (5 marks) and Quiz (10
marks)
Suggested Kotler, P. (2017). Marketing management: Analysis, planning,
Readings implementation and control. Prentice Hall.

29
 McCarthy, E. J. (1960). Basic marketing: A managerial approach.
Homewood, Illinois.
Perreault, W. D., & McCarthy, E. J. (2002). Basic marketing: A global
managerial approach. McGraw-Hill.
Sheth, J. N., & Garrett, D. E. (2016). Marketing management: A
comprehensive reader. South-Western.
William, J. S., &Futrell, C. (1994). Fundamentals of marketing (10th ed.).
McGraw Hill.

Assessment and Examinations

Sr. # Elements Weightage Details

1 Midterm Assessment 35% Written test (at the mid-point of the semester)
2 Formative Assessment 25% Assignment, presentation and quiz
3 Final Assessment 40% Written test (at the end of the semester)

Name of the Behavioral Science for Management

course
Course Code EMBA 601
Semester 3rd
Credit Hours 3
Prerequisite -
Learning On completion of this course, the students will be able to:
outcomes 1. Understand the behavior of individuals and groups in organizations in
terms of the key factors that influence organizational behavior.
2. Assess the potential effects of organizational‐level factors (such as
structure, culture and change) on organizational behavior.
3. Critically evaluate the potential effects of important developments in
the external environment (such as globalization and advances in
technology) on organizational behavior.
4. Understand organizational behavioral issues in the context of
organizational behavior theories, models and concepts.
Contents Unit-1 Introduction of Behavior and Organization Behavior
What is behavior and Organizational Behavior (OB), its
importance, organizational behavior variables,challenges and
opportunities fororganizational behavior.
Unit-2 The Individual Behavior
2.1 Ability and diversity, implications for diversity, attitudes and
job satisfaction,
2.2 Emotion and moods, emotional labour, emotional
intelligence and OB applications for emotions and moods,
2.3 Personality and values,linking an individual’s personality
and values to the workplace: person organization fit and
person job fit.
2.4 Factors influencing perception, making judgements about
others, link between perception & decision making,
decision making, influences on decision making.
2.5 Motivation concepts and its applications
Unit-3 The Group Behavior
30
 Foundation of group behavior and organizations structure,
defining and classifying groups, stages of group development,
group properties, group decision making, team work,
communication, leadership, power and policies, conflict and
negotiation.
Unit-4 Theories
Early and contemporary theories and their integration.
Trait theories, behavioral theories, contingency theories, leader
member exchange theory, charismatic and transformational
leadership, authentic leadership.
Unit-5 Organization Change and Stress Management
Forces for change, planned change, resistance to change,
approaches to manage change, work stress and management.
Teaching & A combination of lecturing, presentations, and discussions will be used to
Learning conduct the course. Students will be expected to read extensively ahead of
Strategies each class session and actively participate in discussions and practical
work.
Assignment Written assignment (10 marks), presentation (5 marks) and Quiz (10
marks)
Suggested Colquitt, J., Lepine, J. A., Wesson, M. J., &Gellatly, I. R.
Readings (2014). Organizational behavior: Improving performance and
commitment in the workplace (4th ed.). McGraw-Hill Education.
Kreitner, R., Kinicki, A. (2012). Organizational behavior. McGraw Hill
Luthans, F. (2011). Organizational behavior (12th ed.). McGraw Hill.
Robbins, S. P., & Judge, T. (2019). Essentials of organizational
behavior (18th ed.). Pearson Education.

Assessment and Examinations

Sr. # Elements Weightage Details

1 Midterm Assessment 35% Written test (at the mid-point of the semester)
2 Formative Assessment 25% Assignment, presentation and quiz
3 Final Assessment 40% Written test (at the end of the semester)

Name of the Entrepreneurship

course
Course Code EMBA 602
Semester 3rd
Credit Hours 3
Prerequisite -
Learning On completion of this course, the students will be able to:
outcomes 1. Understand entrepreneurship concept as a whole.
2. Make the relation of entrepreneurship with economy
3. Explain the role and importance of the small and medium sized
enterprises in the economy.
4. Explains the characteristics of small and medium sized enterprises.
5. Understands the sections of business plan.
6. Analyze the future and success of the entrepreneurial process.

31
 7. Determine formulas for the problems of small enterprises.
Contents Unit-1 Entrepreneurship: An Evolving Concept
1.1 Entrepreneurship–A perspective
1.2 Emerging Trends: The Internet and E-Commerce
1.3 Entrepreneurial Opportunities
1.4 The evolution of Entrepreneurship
1.5 The myths & approaches to entrepreneurship
Unit-2 Understanding Strategic Issues in Business Plan
Development
2.1 Comparative analysis entrepreneurship in other
countries
2.2 Strategic Objectives
2.3 Competitor Analysis
2.4 STP Strategies
2.5 Marketing Mix Strategies
Unit-3 Understanding the Entrepreneurial Perspective in
Individuals
3.1 The Entrepreneurial Perspective
3.2 The Dark Side of Entrepreneurship
3.3 Entrepreneurial Motivation
3.4 Entrepreneurial Perspective in Organizations
3.5 Corporate Entrepreneurship
3.6 Social Entrepreneurship and the Ethical Challenges of
Entrepreneurship
Unit-4 Innovation: The Creative Pursuit of Ideas
4.1 Opportunity Identification: The search for New Ideas
4.2 Entrepreneurial Imagination and Creativity
4.3 The role of Creative Thinking
4.4 Arenas in Which People Are Creative
4.5 Innovation and the Entrepreneur
4.6 The Innovation Process
Unit-5 Pathways to Entrepreneurial Ventures
5.1 The Pathways to New Ventures for Entrepreneurs
5.2 Creating New Ventures
5.3 Acquiring an Established Entrepreneurial Venture
5.4 Franchising: The Hybrid
Unit-6 Legal Challenges for Entrepreneurial Ventures
6.1 Legal Challenges for the Entrepreneurial Venture
6.2 Intellectual Property Protection: Patents, Copyrights,
and Trademarks
6.3 Identifying Legal Structures for Entrepreneurial
Ventures
6.4 Sole Proprietorships
6.5 Partnerships
6.6 Corporations
6.7 Specific Forms of Partnerships and Corporations
6.8 Understanding Bankruptcy
Unit-7 Sources of Capital for Entrepreneurial Ventures
7.1 The Entrepreneur’s Search for Capital
7.2 Debt Versus Equity

32
 7.3 The Venture Capital Market
7.4 Informal Risk Capital: “Angel” Financing
Unit-8 Assessment of Entrepreneurial Plan
81 The Challenge of New - Venture Start-Ups
8.2 Pitfalls in Selecting New Ventures
8.3 Critical Factors for New-Venture Development
8.4 Why New Ventures Fail
8.5 The Evaluation Process
Unit-9 Marketing Challenges for Entrepreneurial Ventures
9.1 The Marketing Concept for Entrepreneurs
9.2 Marketing Research
9.3 Inhibitors to Marketing Research
9.4 Internet Marketing
9.5 Developing the Marketing Concept
9.6 Developing a Marketing Plan
9.7 Pricing Strategies
Unit-10 Financial Preparation for Entrepreneurial Ventures
10.1 The Importance of Financial Information for
Entrepreneurs
10.2 Understanding the Key Financial Statements
10.3 Preparing Financial Budgets
10.4 Pro Forma Statements
10.5 Capital Budgeting
10.6 Break-Even Analysis
10.7 Ratio Analysis
Unit-11 Developing an Effective Business Plan
11.1 What is a Business Plan?
11.2 Pitfalls to Avoid in Planning
11.3 Benefits of a Business Plan
11.4 Developing a Well - Conceived Business Plan
11.5 Elements of a Business Plan
11.6 Updating the Business Plan
11.7 Presentation of the Business Plan: The “Pitch”
Unit-12 Strategic Entrepreneurial Growth
12.1 The Nature of Strategic Planning in Emerging Firms
12.2 Strategic Planning
12.3 The Lack of Strategic Planning
12.4 The Value of Strategic Planning
12.5 Managing Entrepreneurial Growth
12.6 Venture Development Stages
12.7 The Entrepreneurial Company in the Twenty-First
Century
12.8 Building the Adaptive Firm
12.9 The Transition from an Entrepreneurial Style to a
Managerial Approach
12.10 Understanding the Growth Stage
12.11 Unique Managerial Concerns of Growing Ventures
12.12 The International Environment: Global Opportunities
12.13 Achieving Entrepreneurial Leadership in the New
Millennium

33
 Unit-13 Valuation of Entrepreneurial Ventures
13.1 The Importance of Business Valuation
13.2 Underlying Issues When Acquiring a Venture
13.3 Due Diligence
13.4 Analyzing the Business
13.5 Establishing a Firm’s Value
13.6 Term Sheets in Venture Valuation
13.7 Additional Factors in the Valuation Process
Unit-14 Harvesting the Entrepreneurial Venture
14.1 Harvesting the Venture: A Focus on the Future
14.2 The Management Succession Strategy
14.3 Key Factors in Succession
Teaching & A combination of lecturing, presentations, and discussions will be used to
Learning conduct the course. Students will be expected to read extensively ahead of
Strategies each class session and actively participate in discussions and practical
work.
Assignment Written assignment (10 marks), presentation (5 marks) and Quiz (10
marks)
Suggested Hisrich, R. D. (1990). Entrepreneurship/intrapreneurship. American
Readings psychologist, 45(2), 209.
Hisrich, R. D., Manimala, M. J., Peters, M. P., & Shepherd, D. A. (2013).
Entrepreneurship. McGraw Hill.
Kearney, C., Hisrich, R., & Roche, F. (2008). A conceptual model of
public sector corporate entrepreneurship. International
Entrepreneurship and Management Journal, 4(3), 295-313.
Kuratko, D. F. (2016). Entrepreneurship: Theory, process, and practice.
Cengage Learning.
Assessment and Examinations

Sr. # Elements Weightage Details

1 Midterm Assessment 35% Written test (at the mid-point of the semester)
2 Formative Assessment 25% Assignment, presentation and quiz
3 Final Assessment 40% Written test (at the end of the semester)

Name of the Financial Management II

course
Course Code EMBA 603
Semester 3rd
Credit Hours 3
Prerequisite Financial Management I
Learning On completion of this course, the students will be able to:
outcomes 1. Understand the development of the theory of corporate finance.
2. Recognize the basics of finance theory as it applies to corporate
financial decisions.
3. Realize issues of valuation and their application for Take-Over,
acquisition and merger.
4. Understand and appreciate the difference between conventional and
Islamic finance.

34
 5. Determine the current economic crisis and to suggest the corrective
measures.
Contents Unit-I An Economic Overview of Corporate Institutions
1.1 Corporate Governance
1.2 Corporate Financing: Some Stylized Facts
1.3 Historical development of corporate finance theories
1.4 Economic theories as the basis
1.5 Comparative overview of different economic systems
and its impact on financial management practices
1.6 Corporate Financing and Agency Costs
1.7 Outside Financing Capacity
1.8 The Role of Net Worth: A Simple Model of Credit
Unit-II Rationing
2.1 Debt Overhang
2.2 Borrowing Capacity: The Equity Multiplier
2.3 Related Models of Credit Rationing:
2.4 Inside Equity and Outside Debt
2.5 Determinants of Borrowing Capacity
2.6 Pledge able Income
2.7 Boosting the Ability to Borrow:
2.8 Diversification and Its Limits
2.9 The Costs and Benefits of Collateralization
2.10 The Liquidity–Accountability Tradeoff
2.11 Inalienability of Human Capital
2.12 Group Lending and Microfinance
2.13 Sequential Projects
Unit-III Modigliani–Miller and the Financial Structure Puzzle
3.1 Debt Instruments
3.2 Equity Instruments
3.3 Financing Patterns
Unit-IV Liquidity and Risk Management, Free Cash Flow, and
Long-Term Finance
4.1 The Maturity of Liabilities
4.2 The Liquidity–Scale Tradeoff
4.3 Corporate Risk Management
4.4 Endogenous Liquidity Needs, the Sensitivity of
Investment to Cash Flow, and the Soft Budget
Constraint
4.5 Free Cash Flow
Unit-V Corporate Financing under Asymmetric Information
5.1 Implications of the Lemons Problem and of Market
Breakdown
5.2 Dissipative Signals
5.3 Contract Design by an Informed Party:
5.4 Optimal Contracting in the Privately-Known-
Prospects Model
5.5 The Debt Bias with a Continuum of Possible Incomes
5.6 Signaling through Costly Collateral
5.7 Short Maturities as a Signaling Device
5.8 Formal Analysis of the Underpricing Problem

35
 Unit-VI Islamic Banking and Finance
6.1 Theoretical basis of Islamic Economics
6.2 History and development of Islamic Banking
6.3 Modes of Islamic Financing
6.4 Current Status of Islamic Banking
6.5 Future of Islamic Banking
6.6 Sakuks
6.7 Islamic Perspective of Capital Markets
Unit-VII Corporate restructuring
7.1 Describe divestitures and the reasons for it
7.2 Describe various forms of divestiture and the reasons
for each
7.3 Describe and evaluate leverage buyouts and leverage
recapitalization
7.4 Corporate financial distress and its consequences
7.5 Aspects of financial distress
7.6 Causes of financial distress
7.7 Early detection of financial distress
7.8 Reorganization vs. liquidation
7.9 Reorganize-liquidate decisions
Unit-VIII Takeovers
8.1 The Pure Theory of Takeovers: A Framework
8.2 Extracting the Raider’s Surplus:
8.3 Takeover Defenses as Monopoly Pricing
8.4 Takeovers and Managerial Incentives
8.5 Positive Theory of Takeovers: Single-Bidder Case
8.6 Multiple Bidders
8.7 Managerial Resistance
Unit-IX Mergers and Acquisitions, and the Equilibrium
9.1 Determination of Asset Values
9.2 Valuing Specialized Assets
9.3 General Equilibrium Determination ofAsset Values,
Borrowing Capacities, and Economic Activity:
9.4 The Kiyotaki–Moore Model Types of long-term debt
9.5 Main features of long-term debt
9.6 Designing a long-term debt issue
Teaching & A combination of lecturing, presentations, and discussions will be used
Learning to conduct the course. Students will be expected to read extensively
Strategies ahead of each class session and actively participate in discussions and
practical work.
Assignment Written assignment (10 marks), presentation (5 marks) and Quiz (10
marks)
Suggested Brigham, E. F., & Houston, J. F. (2012). Fundamentals of financial
Readings management. Cengage Learning.
Copeland, T. E., Weston, J. F., &Shastri, K. (2005). Financial theory
and corporate policy (Vol. 4). Pearson Addison Wesley.
Ehrhardt, M. C., & Brigham, E. F. (2011). Financial management:
theory and practice. South-Western Cengage Learning.
Hillier, D., Ross, S., Westerfield, R., Jaffe, J., & Jordan, B.
(2013). Corporate finance (2nded). McGraw Hill

36
 Megginson, W. L. (2017). Corporate finance theory. Addison-Wesley.
Ross, S., Westerfield, R., & Jaffe, J. (2018). Corporate finance (11th
ed.). McGraw-Hill Higher Education.
Tirole, J. (2010). The theory of corporate finance. Princeton University
Press.

Assessment and Examinations

Sr. # Elements Weightage Details

1 Midterm Assessment 35% Written test (at the mid-point of the semester)
2 Formative Assessment 25% Assignment, presentation and quiz
3 Final Assessment 40% Written test (at the end of the semester)

Name of the Operations Management

course
Course Code EMBA 604
Semester 3rd
Credit Hours 3
Prerequisite -
Learning On completion of this course, the students will be able to:
outcomes 1. Understand the administration of business practices to create the
highest level of efficiency possible within an organization.
2. Build the theoretical ideas of converting materials and labor into goods
and services as efficiently as possible to maximize the profit of an
organization.
3. Develop theoretical ideas as to how operations management teams
attempt to balance costs with revenue to achieve the highest net
operating profit possible.
Contents Unit-1 Introduction
1.1 Introduction to operations management
1.2 Competitiveness, strategy and productivity
Unit-2 Operations Management Models
2.2 Forecasting
2.3 Decision Making
2.4 Transportation models
2.5 Waiting lines models
2.6 Learning curves
Unit-3 System Design
3.1 Product and Service Design: Reliability
3.2 Strategic Capacity Planning for Products and Services:
Decision Theory
3.3 Process Selection and Facility Layout: Linear
Programming
3.4 Design of work systems: Learning Curves
3.5 Location Planning and Analysis: The Transportation
Model
Unit-4 Quality
4.1 Management of Quality
4.2 Quality Control: Acceptance Sampling
37
 Unit-5 Inventory Management and Scheduling
5.1 Inventory Management
5.2 Aggregate Planning
5.3 MRP and ERP
5.4 JIT and Lean Operations: Maintenance
5.5. Scheduling
Unit-6 Supply Chain Management
6.1 Supply Chain Strategies
6.2 Vendor selection, Internet purchasing, Supplier quality
and reliability
6.3 Benchmarking
6.4 Types of Facilities and location analysis techniques
6.5 Transportation and distribution system
Unit-7 Project Management
7.1 Waiting Lines and Simulations
Unit-8 Layout Strategy
8.1 Basics layouts
8.2 Designing process layouts
8.3 Designing product layouts
8.4 Warehousing and storage layouts
8.5 Assembly line balancing
8.6 Hybrid layouts
Teaching & A combination of lecturing, presentations, and discussions will be used to
Learning conduct the course. Students will be expected to read extensively ahead of
Strategies each class session and actively participate in discussions and practical
work.
Assignment Written assignment (10 marks), presentation (5 marks) and Quiz (10
marks)
Suggested Heizer, J., Render, B., & Munson, C. (2008). Operations management.
Readings Prentice-Hall.
Heizer, J., Render, B., & Munson, C. (2014). Operations
managementsustainability and supply chain management (11 ed.).
Pearson.
Meredith, J. R., & Shafer, S. M. (2002). Operations management for
MBAs. John Wiley & Sons. Inc.
Russell, R. S., & Taylor, B. W. (2014). Operations and supply chain
management. John Wiley & Sons.
Stevenson, W. J. (2018). Operations management (12th ed.). McGraw-Hill
Education.

Assessment and Examinations

Sr. # Elements Weightage Details

1 Midterm Assessment 35% Written test (at the mid-point of the semester)
2 Formative Assessment 25% Assignment, presentation and quiz
3 Final Assessment 40% Written test (at the end of the semester)

Name of the Corporate Law and Business Ethics

course

38
Course Code EMBA 605
Semester 4th
Credit Hours 3
Prerequisite -
Learning On completion of this course, the students will be able to:
outcomes 1. Understand the various aspects of corporate law regarding
incorporation, working and benefits of companies.
2. Apply principles of corporate law in a rigorous and principles
manner.
3. Apply legal knowledge at an intermediate level using both primary
and secondary sources.
4. Understand the investment scenario in stock market.
5. Boost their knowledge of business and economic concepts from an
ethical aspect.
Contents Unit-1 Nature and Kind of Companies
1.1 History and meaning of company, differences between
company and partnership.
1.2 Kind of companies according to incorporation, liability,
ownership and control, companies Act, 2017.
Unit-2 Formulation of Company
Promotion, incorporation, commencement of business.
Unit-3 Memorandum of Association
Characteristics and form of memorandum, prohibition of
names, alternation of memorandum.
Unit-4 Articles of Association
Meaning and definition, contents of article, restrictions on
alternation, differences between memorandum and article.
Unit-5 Prospectus and Commencement of Busines
Unit-6 Allotment and Transfer of Shares
Meaning, share capital, and meetings of Shareholders.
Unit-7 Corporate Law and Islam
Basic ingredients of Islamic belief
Introduction to some moral and ethical teaching of the Quran
Islamic belief regarding prohibition of Riba
Unit-8 Business Ethics
Overview of business ethics, ethical issues, decision making
process, implementing business ethics, and cases
Teaching & A combination of lecturing, presentations, and discussions will be used
Learning to conduct the course. Students will be expected to read extensively
Strategies ahead of each class session and actively participate in discussions and
practical work.
Assignment Written assignment (10 marks), presentation (5 marks) and Quiz (10
marks)
Suggested Baig, L. (2011) Company law. Ghazanfar Academy Pakistan.
Readings Cheema, K. M. (2018) Company law. Syed Mobin Mahmood.
Hannigan, B. (2018). Company law. Oxford University Press, USA.
Saeed, K. A. (2004) Company law and practice in Pakistan. Institute of
Business Management.

Assessment and Examinations

39
Sr. # Elements Weightage Details
1 Midterm Assessment 35% Written test (at the mid-point of the semester)
2 Formative Assessment 25% Assignment, presentation and quiz
3 Final Assessment 40% Written test (at the end of the semester)

Name of the Managerial Economics

course
Course Code EMBA 606
Semester 4th
Credit Hours 3
Prerequisite Economics Analysis (Micro & Macro)
Learning On completion of this course, the students will be able to:
outcomes 1. Understand the key role of managers in decision making
2. Analyze firm’s decision-making process
3. Examine how a firm achieves its aims and objectives most efficiently
4. Understand functioning of different markets
5. Meet the challenges of the risky businesses
6. Formulate price strategies in different markets
7. Become confident in making managerial decisions
Contents Unit-1 The Nature and Scope of Managerial Economics.
1.1 Management Problem
1.2 Effective management
1.3 Theory of firm
1.4 The objective of the Firm
1.5 Constrains faced by a firm
1.6 Business vseconomic profit
1.7 Theories of economic profit
Unit-2 Advanced Demand Analysis
2.1 The Market Demand Function
2.2 Total and Marginal Revenue
2.3 Sensitivity analysis
2.4 Computation of Price, Income and Cross price Elasticity
of Demand by two Methods
2.5 Uses and Application of Price, Income and Cross-Price
Elasticity of demand
2.6 Some other Demand Elasticity
2.7 Price elasticity, Marginal Revenue and Total Revenue
2.8 Optimal Pricing Policy under given price elasticity
Unit-3 Demand estimation by Regression Analysis
3.1 Simple Linear and Multiple Linear Regression Models
3.2 Significance of estimated coefficients and model
3.3 Use of R2
Unit-4 Demand Forecasting
4.1 Quantitative Methods for Forecasting
4.2 Best Forecasts
4.3 Forecasting power of a Regression Model
Unit-5 Economic Optimization
5.1 Mathematical tools for derivatives

40
 5.2 Unconstrained vs Constrained Optimization
5.3 The substitution vs. the Lagrange Methods of
Optimization
Unit-6 Production Analysis
6.1 Production Function
6.2 Total, Marginal and average Products in case of single
and two variable inputs
6.3 Marginal Revenue Product and Optimal Employment of
Inputs
6.4 Returns to scale vs. Returns to factor
Unit-7 Cost Analysis
7.1 Explicit and Implicit Costs
7.2 Incremental and Sunk Costs
7.3 Short-Run vs. Long-Run Costs
7.4 Economies of Scale and Economies of Scope
7.5 Learning Curves
7.6 Breakeven Analysis
Unit-8 Pricing Practices
8.1 Markup Pricing and profit maximization
8.2 Mark up on costs and price
8.3 Optimal markup on price and cost
8.4 Price discrimination
Unit-9 Risk Analysis
9.1 Economics Risk vs. Uncertainty
9.2 Various types of risk
9.2 Expected Profit of a Project
9.4 Absolute vs. Relative Risk
9.5 Beta as Measure of Risk
9.6 Managerial Applications
Teaching & A combination of lecturing, presentations, and discussions will be used to
Learning conduct the course. Students will be expected to read extensively ahead of
Strategies each class session and actively participate in discussions and practical
work.
Assignment Written assignment (10 marks), presentation (5 marks) and Quiz (10
marks)
Suggested Hirschey, M. (2009). Managerial economics: An integrative approach.
Readings Cengage Learning.
Hirschey, M., &Bentzen, E. (2016). Managerial economics. Cengage
Learning.
Michael R, B. (2010). Managerial economics and business strategy. The
Mc-Graw Hill.
Salvatore, D., &Brooker, R. F. (2004). Managerial economics in a global
economy. McGraw-Hill.
Samuelson, W. F. (2012). Managerial economics. John Wiley & Sons.

Assessment and Examinations

Sr. # Elements Weightage Details

1 Midterm Assessment 35% Written test (at the mid-point of the semester)
2 Formative Assessment 25% Assignment, presentation and quiz

41
3 Final Assessment 40% Written test (at the end of the semester)

Name of the Strategic Management

course
Course Code EMBA 607
Semester 4th
Credit Hours 3
Prerequisite -
Learning On completion of this course, the students will be able to:
outcomes 1. Analyze and evaluate, both qualitatively and quantitatively, the
performance of people responsible for strategic decisions.
2. Understand the present and future environment in which corporations
must function.
3. Develop analytical and decision-making skills for dealing with
complex conceptual problems in an ethical manner
4. Demonstrate the functions of strategic management.
Contents Unit-1 An Overview
1.1 Strategic management: Definition and process
1.2 Key terms in Strategic Management
1.3 The nature of strategic decisions.
1.4 The strategy managers: the role and tasks.
1.5 Strategic planning and its benefits and pitfalls
Unit-2 Strategy Formulation
2.1 Vision and Mission
2.2 The business vision & mission
2.3 Importance of vision and mission
2.4 Components of mission statement
2.5 Writing and evaluating mission statement
Unit-3 Strategy Formulation: External & Internal Assessment
3.1 Operating environment scanning
3.2 Structural analysis of competitive forces
3.3 The structure and performance of the industry as a
whole
3.4 The structure and performance of individual
competitors
3.5 Company situation analysis
3.6 Financial diagnosis
3.7 Other functional areas diagnosis
3.8 Existing strategies audit
3.9 SWOT analysis
Unit-4 Strategies in Action
4.1 Long-term Objectives
4.2 Types of Strategies
4.3 Integration Strategies
4.4 Intensive Strategies
4.5 Diversification Strategies
4.6 Defensive Strategies
4.7 Michael Porter’s Generic Strategies
4.8 Means for achieving Strategies

42
 4.9 Strategic Management in non-profit and
Government Organization
4.10 Strategic Management in small firms
Unit-5 Strategy Formulation: Organizational Process
5.1 The strategy-making hierarchy
5.2 Corporate strategy
5.3 Line of business strategies
5.4 Functional strategies
5.5 Operating strategies
5.6 The factors shaping strategy
5.7 Strategy and ethics
5.8 The basic strategy-making approaches.
Unit-6 Strategy Analysis and Choice
6.1 A comprehensive strategy formulation framework
6.2 The input stage
6.3 The matching stage
6.4 SWOT Matrix
6.5 Space Matrix
6.6 BCG Matrix
6.7 IE Matrix
6.8 The Grand Strategy Matrix
6.9 The decision
6.10 QSPM Matrix
6.11 Strategy choice criteria
6.12 Consistency tests
6.13 Clarity of goals
6.14 Appropriate timing
6.15 Flexibility
6.16 Management commitment
6.17 The politics of strategy choice
Unit-7 Strategy Implementation
7.1 Analyzing strategy-change
7.2 Analyzing organizational structure
7.3 Analyzing organizing culture
Unit-8 Strategies Evaluation
8.1 Evaluation Framework
8.2 Characteristics of an effective evaluation system
8.3 Contingency planning
8.4 Auditing
8.5 21st century challenges in Strategic Management
Unit-9 Strategic Control
9.1 The strategic control process
9.2 The management information system (MIS) and
strategic control
9.3 Top management & strategic control
Unit-10 A Case Analysis Framework
10.1 Diagnosis and record of the current situation
10.2 Identification and record of the strategic issues and key
problems
10.3 Formulation and evaluation of alternative course of

43
 actions
10.4 Selection of an action plan and set of recommendation
10.5 How to avoid pitfalls in case analysis
10.6 Communication of case analysis
10.7 The written report
10.8 The oral presentation and discussion
Teaching & A combination of lecturing, presentations, and discussions will be used to
Learning conduct the course. Students will be expected to read extensively ahead of
Strategies each class session and actively participate in discussions and practical
work.
Assignment Written assignment (10 marks), presentation (5 marks) and Quiz (10
marks)
Suggested Campbell, D., Edgar, D., &Stonehouse, G. (2011). Business strategy: an
Readings introduction. Macmillan International Higher Education.
David, F. R., & David, F. R. (2018). Strategic management concepts and
cases: A competitive advantage approach (16th ed.). Pearson.
Gamble, J., Thompson, A. A., &Peteraf, M. (2010). Essentials of strategic
management. McGraw-Hill Publishing.
Hitt, M. A., Ireland, R. D., &Hoskisson, R. E. (2012). Strategic
management cases: Competitiveness and globalization (9th ed.).
Cengage Learning.
Jenkins, W., & Williamson, D. (2015). Strategic management and business
analysis. Routledge.
Peter, J. P., &Certo, S. C. (1988). Strategic management: Concepts and
applications. McGraw-Hill.
Scholes, K., & Johnson, G. (Eds.). (2001). Exploring public sector
strategy. Pearson Education.

Assessment and Examinations

Sr. # Elements Weightage Details

1 Midterm Assessment 35% Written test (at the mid-point of the semester)
2 Formative Assessment 25% Assignment, presentation and quiz
3 Final Assessment 40% Written test (at the end of the semester)

Name of the Business Research Methods

course
Course Code EMBA 608
Semester 4th
Credit Hours 3
Prerequisite -
Learning On completion of this course, the students will be able to:
outcomes 1. Develop the ability to convert their managerial/administrative concerns
into research problem in a clear, objective, and pragmatic manner; and
2. Prepare a road map or a blueprint of the research (Research Report).
3. Make an appropriate use of various research methodologies and tools
learnt in this course
Contents Unit-1 The Research Process

44
 1.1 Research defined. Scientific method of research (Main
Characteristics)
1.2 Theory and Research; relationship between theory and
research
1.3 The steps in research process: An overview
1.4 Classification of research
Unit-2 Review of Literature
2.1 Elements of a good literature review
2.2 Major approaches to literature review
2.3 Sources of literature
2.4 Writing the literature review
2.5 Ethical issues in borrowing ideas, and material
2.6 Plagiarism
Unit-3 Theoretical Framework
3.1 Concepts, variables, and relationship between variables
3.2 Building of Propositions
3.3 Hypothesis: types and characteristics of hypotheses
Unit-4 Measurement of Concepts
4.1 Theoretical and operational definitions; Dimensions,
elements
4.2 Criteria for good measurement: Validity, reliability,
sensitivity
Unit-5 Qualitative Research
5.1 Introduction to qualitative research.
5.2 Theoretical position underlying qualitative research;
Ethnography; Feminism and Gender Studies
5.3 Research Process in qualitative research
5.4 Research strategies: Case study, Ethnography,
Participant observation, Phenomenology,
Ethnomethodology, Grounded theory, Biographical
method, Historical method
Unit-6 Research Design
6.1 Elements of research design
6.2 Survey research
6.3 Tools of data collection: quantitative research tools
(Interview schedule, questionnaire, interview guide),
qualitative research tools (interviews, focus group
discussions, observations)
6.4 Sampling
Unit-7 Data Analysis
7.1 Data handling: Dealing with data, coding, data entries
in computer, cleaning.
7.2 Data transformation: scoring and score index.
7.3 Use of descriptive statistics.
7.4 Interpreting the data and testing the Hypothesis
7.5 Content analysis
Unit-8 Report Writing Form
8.1 Thesis, report for funded research
8.2 Referencing: different formats. Citations
Teaching & A combination of lecturing, presentations, and discussions will be used to

45
Learning conduct the course. Students will be expected to read extensively ahead of
Strategies each class session and actively participate in discussions and practical
work.
Assignment Written assignment (10 marks), presentation (5 marks) and Quiz (10
marks)
Suggested Flick, U. (2018). An introduction to qualitative research. Sage
Readings Publications Limited.
Hesse-Biber, S. N., &Leavy, P. (2010). The practice of qualitative
research. Sage.
Sekaran, U. (2018). Research methods for business (7th ed.). John Wiley &
Sons.
Zikmund, W. G., Carr, J. C., & Griffin, M. (2013). Business research
methods (8th ed.). Cengage Learning.

Assessment and Examinations

Sr. # Elements Weightage Details

1 Midterm Assessment 35% Written test (at the mid-point of the semester)
2 Formative Assessment 25% Assignment, presentation and quiz
3 Final Assessment 40% Written test (at the end of the semester)

46
 Annex-II

Finance Specialization
Courses
for Executive MBA

47
Name of the Corporate Finance
course
Course Code EMBA 621
Semester -
Credit Hours 3
Prerequisite -
Learning On completion of this course, the students will be able to:
outcomes 1. Evaluate and formulate effective working capital polices to be cash
efficient in day to day operations.
2. Make effective use of financial resources available to an organization.
3. Evaluate various alternatives available to acquire fixed assets.
4. Make use of computer applications in financial management issues.
5. Develop and analyze the pro-forma financial statements and also the
sensitivity and scenario analysis for decision making.
6. Increase the confidence to participate in financial decision making.
Contents Unit-1 Introduction
1.1 Financial planning models
1.2 External financing and growth
1.3 Internal growth and sustainable growth
Unit-2 Project Cash Flows for Investment Decisions
2.1 Projected Cash Flows
2.2 Investment Cash Flows
2.3 Proforma financial Statements
2.4 Estimating NPV Estimates
Unit-3 Project Analysis and Evaluation
3.1 Scenario and other what-if analysis
3.2 Operating leverage
3.3 Capital rationing
3.4 Accounting vs. Financial Break-Even
Unit-4 Raising Capital
4.1 Early stage financing & venture capital,
4.2 Underwriters
4.3 IPO‟s and Under pricing
4.4 Costs of issuing securities
4.5 Rights, Dilution
4.6 Issuing Long Term Debt
4.7 Securitization (bundling-unbundling)
4.8 Mutual funds management
Unit-5 Financial Leverage and Capital Structure Policy
5.1 Capital structure & Cost of Capital
5.2 The effect of financial leverage
5.3 Optimal capital structure
Unit-6 Dividend Policy
6.1 Cash dividend and dividend payment
6.2 Low payout and high payout factors
6.2 Establishing a dividend policy
6.3 Stock repurchase, Stock splits
6.4 Short Term Finance and Planning
6.5 Operating and Cash Cycle
6.6 Alternative Financing Policies for current assets

48
 6.7 Short Term Borrowing
6.8 Cash and Liquidity Management
6.9 Float Management
6.10 Cash Collection and Disbursements
6.11 Target Cash Balance
6.12 Credit and Inventory
6.13 Credit and Receivables
6.14 Factorization
Unit-7 Hybrid Financing
7.1 What is Lease, Why Lease?
7.2 Financial & Operating Lease
7.3 Valuing Financial Lease
7.4 Leasing Versus Purchasing Decision
Teaching & A combination of lecturing, presentations, and discussions will be used to
Learning conduct the course. Students will be expected to read extensively ahead of
Strategies each class session and actively participate in discussions and practical
work.
Assignment Written assignment (10 marks), presentation (5 marks) and Quiz (10
marks)
Suggested Brealey, R. A., Myers, S. C., Allen, F., &Mohanty, P. (2018). Principles of
Readings corporate finance. (12thed). Tata McGraw-Hill Education.
Brigham, E. F., &Ehrhardt, M. C. (2016). Financial management: Theory
& practice (14th ed.). Cengage Learning.
Ross, S. A., Westerfield, R., & Jordan, B. D. (2012). Fundamentals of
corporate finance (Asian Global ed.). Tata McGraw-Hill Education.
Van Horne James, C. (2002). Financial management and policy. Pearson

Assessment and Examinations

Sr. # Elements Weightage Details

1 Midterm Assessment 35% Written test (at the mid-point of the semester)
2 Formative Assessment 25% Assignment, presentation and quiz
3 Final Assessment 40% Written test (at the end of the semester)

Name of the Derivatives & Risk Hedging

course
Course Code EMBA 622
Semester -
Credit Hours 3
Prerequisite -
Learning On completion of this course, the students will be able to:
outcomes 1. Understand price a range of derivative securities.
2. Identify risk management issues facing investors and corporations.
3. Implement risk management strategies
Contents Unit-1 Introduction
What isa derivative and risk management, derivatives in
practice?
Unit-2 Introduction to Forwards and Futures

49
 Forward contracts, call options, put options, forward and option
positions.
Unit-3 Forwards, Futures, and Swaps
Financial forward and future, forward contracts, future contracts,
and uses of index future, hedging with futures, and basics of
swaps
Unit-4 Basics of Credit Default Derivatives
Unit-5 Introduction to Options
Option trading strategies,Option Pricing, Option Risks,
Unit-6 Hedging Options
Defining hedging, problems, Delta hedging,
Teaching & A combination of lecturing, presentations, and discussions will be used to
Learning conduct the course. Students will be expected to read extensively ahead of
Strategies each class session and actively participate in discussions and practical
work.
Assignment Written assignment (10 marks), presentation (5 marks) and Quiz (10
marks)
Suggested Bartram, S. M. (2019). Corporate hedging and speculation with
Readings derivatives. Journal of Corporate Finance, 57(4), 9-34.
Boyle, P., & McDougall, J. (2018). Trading and pricing financial
derivatives: A guide to futures, options, and swaps (2nd ed.). DEG
Press.
Hull, J., Treepongkaruna, S., Colwell, D., Heaney, R., & Pitt, D.
(2018). Fundamentals of futures and options markets (9th ed.).
Pearson.
Jarrow, R. A., &Chatterjea, A. (2019). Introduction to derivative
securities, financial markets, and risk management (2nd ed.).World
Scientific.

Assessment and Examinations

Sr. # Elements Weightage Details

1 Midterm Assessment 35% Written test (at the mid-point of the semester)
2 Formative Assessment 25% Assignment, presentation and quiz
3 Final Assessment 40% Written test (at the end of the semester)

Name of the Financial Econometrics

course
Course Code EMBA 623
Semester -
Credit Hours 3
Prerequisite Basic courses in Finance, Economics and Statistics
Learning On completion of this course, the students will be able to:
outcomes 1. Understand the problems arising when using financial data.
2. Understand and critically evaluate financial models
Contents Unit-1 Introduction to Econometrics
Definition with some examples, types of econometrics
Unit-2 The Simple Equation Regression Model

50
 Nature of regression analysis, two-variables of regression analysis,
dummy variable regression analysis
Unit-3 Econometric Model
Model selection and its criteria, types of specification error, test of
specification error, nested versus none nested.
Unit-3 Time series modelling and forecasting
Approaches, AR, MA, and ARIMA modeling of time series data,
BJ methodology, diagnostic test, forecasting.
Unit-4 Multivariate Models
Unit-5 Modelling Long-run Relationships in Finance
Unit-6 Modelling Volatility and Correlation
Unit-7 Switching Models
Unit-8 Panel Data Analysis
Unit-9 Limited Dependent Variable Models
Unit-10 Simulation Equation Model
Definition, types, supply and demand model.
Unit-11 Empirical Research and Doing a Project or Dissertation
Unit-12 Recent and Future Developments
Teaching & A combination of lecturing, computer lab, presentations, and discussions
Learning will be used to conduct the course. Students will be expected to read
Strategies extensively ahead of each class session and actively participate in
discussions and practical work.
Assignment Written assignment (10 marks), presentation (5 marks) and Quiz (10
marks)
Suggested Angrist, J. D., &Pischke, J. S. (2008). Mostly harmless econometrics: An
Readings empiricist's companion. Princeton University Press.
Brooks, C. (2015). Introductory econometrics for finance. Cambridge
University Press.
Dinardo, J., Johnston, J., & Johnston, J. (1997). Econometric methods (4th
ed.) McGraw-Hill Companies.
Goldberger, A. S., & Goldberger, A. S. G. (1991). A course in
econometrics. Harvard University Press.
Greene, W. H. (2010). Econometric analysis (8th ed.). Pearson.
Harvey, A. C. (1999). The econometric analysis of time series. Mit Press.
Kennedy, P. (2003). A guide to econometrics. MIT press.
Stock, J. H., & Watson, M. W. (2015). Introduction to econometrics. (3rd
ed.) Pearson.
Taylor, S. J. (2011). Asset price dynamics, volatility, and prediction.
Princeton University Press.
Tripathi, G. (2000). Econometric methods. McGraw Hill.
Verbeek, M. (2017). A guide to modern econometrics. (5thed) John Wiley.
Wooldridge, J. M. (2016). Introductory econometrics: A modern approach
(5th ed.). Cengage Learning

Assessment and Examinations

Sr. # Elements Weightage Details

1 Midterm Assessment 35% Written test (at the mid-point of the semester)
2 Formative Assessment 25% Assignment, presentation and quiz

51
3 Final Assessment 40% Written test (at the end of the semester)

Name of the Financial Institutions and Markets

course
Course Code EMBA 624
Semester -
Credit Hours 3
Prerequisite -
Learning On completion of this course, the students will be able to:
outcomes 1. Critically examine different functions of financial instruments,
financial markets and financial institutions in corporate financial
management.
2. Analyze the behavior and performance of the financial system.
3. Build skills to analyze and manage risks in corporate financial
management.
4. Create an understanding of the financial assets traded in these markets,
the financial services and instruments these institutions offer, and the
mechanisms and characteristics that influence the value of these assets
and instruments.
Contents Unit-1 Introduction to the Financial System and its Components
1.1 Financial instruments
1.2 Financial markets
1.3 Financial institutions
1.4 Foreign markets
1.5 Financial system
1.6 Determination of interest rates
Unit-2 Securities Markets
2.1 Financial instruments
2.2 Money market
2.3 Bond (debt) markets
2.4 Stock (equity) markets
2.5 Mortgage markets
2.6 Foreign exchange markets
2.7 Derivative markets such as Futures, Options and Swap
markets
Unit-3 Depository Institutions
3.1 Central bank
3.2 Commercial banks
3.3 Depository Institutions’ Financial Statements and
Analysis
3.4 Regulation of Depository Institutions
Unit-4 Other Financial Institutions
4.1 Insurance Companies
4.2 Securities Firms and Investment Banks
4.3 Finance Companies
4.4 Mutual Funds
4.5 Leasing Companies
4.6 Micro-Financing Institutions
Unit-5 Risk Management in Financial Institutions

52
 5.1 Types of Risks Incurred by Financial Institutions
5.2 Managing Risk on the Balance Sheet I: Credit Risk
5.3 Managing Risk on the Balance Sheet II: Liquidity Risk
5.4 Managing Risk on the Balance Sheet III: Interest Rate
and Insolvency Risk
5.5 Managing Risk with Derivative Securities
Unit-6 Islamic Financial Institutions and Markets
6.1 Principles of Islamic Finance
6.2 Major Contracts/Products used in Islamic Financing
6.3 Mudaraba
6.4 Murabaha
6.5 Musharaka
6.6 Ijara
6.7 Sukuk
Teaching & A combination of lecturing, presentations, and discussions will be used to
Learning conduct the course. Students will be expected to read extensively ahead of
Strategies each class session and actively participate in discussions and practical
work.
Assignment Written assignment (10 marks), presentation (5 marks) and Quiz (10
marks)
Suggested Madura, J. (2018). Financial institutions and markets (10th ed.). Cengage
Readings Learning.
Saunders, A., & Cornett, M. M. (2016). Financial markets and institutions.
McGraw-Hill Education.
Sohail, S. (2010). Financial Institutions of Pakistan (1st ed.). Ilmo-Irfan
Publishers.

Assessment and Examinations

Sr. # Elements Weightage Details

1 Midterm Assessment 35% Written test (at the mid-point of the semester)
2 Formative Assessment 25% Assignment, presentation and quiz
3 Final Assessment 40% Written test (at the end of the semester)

Name of the Financial Modelling

course
Course Code EMBA 625
Semester -
Credit Hours 3
Prerequisite Financial Management course
Learning On completion of this course, the students will be able to:
outcomes 1. Design and construct useful and robust financial modeling
applications.
2. Learn financial forecasting.
3. Use several of the support tools and techniques in spreadsheet
programs.
4. Utilize sensitivity and scenario analysis.
Contents Unit-1 Introduction to Modelling

53
 1.1. Using Excel as a spreadsheet
1.2. Effective construction of a model
1.3. Objective and structure
1.4. Initial preparation
Unit-2 Basics for Financial Modeling
2.1 Refresher of basic knowledge of financial accounting
2.2 Breakdown and grouping of accounting elements
2.3 Determine drivers of the model
2.4 Assumptions for projections
2.5 Effective use of short keys and functions
Unit-3 Building Models
3.1 Projection of P&L, balance sheet and cash flow
3.2 Balancing numbers
3.3 How to deal with circular references
3.4 How to prevent circular references
3.5 Professional use of Excel -protection, range names, data
validation
Unit-4 Building Good Models
4.1 Maximum use of Excel applications
4.2 Flexible and user-friendly models
Unit-5 Auditing
5.1 Using existing models
5.2 How to become comfortable with "new" models
5.3 Auditing models
Unit-6 Formatting and Showcasing
6.1 Formatting
6.2 Professional showcase
6.3 Use of graphs
6.4 Using switches
Unit-7 Effective Use of Build-in Functions
7.1 Use of shortcut
7.2 Applicable financial and logical functions
Unit-8 Frameworks and Concepts Covered
8.1 Monte-Carlo simulation
8.2 Risk analysis of discounted cash flow models
8.3 Black-Scholes formula
8.4 Simulating stock price evolution with Monte-Carlo
simulation
Teaching & A combination of lecturing, computer lab, presentations, and discussions
Learning will be used to conduct the course. Students will be expected to read
Strategies extensively ahead of each class session and actively participate in
discussions and practical work.
Assignment Written assignment (10 marks), presentation (5 marks) and Quiz (10
marks)
Suggested Albright, S. C. (2016). VBA for Modelers: Developing decision support
Readings systems. Cengage Learning.
Brealey, R. A., Myers, S. C., Allen, F., &Mohanty, P. (2018). Principles of
corporate finance (12th ed.). McGraw-Hill Education.
Hull, J. C. &Basu, S. (2016). Options futures and other derivatives.
Pearson Education.

54
Assessment and Examinations

Sr. # Elements Weightage Details

1 Midterm Assessment 35% Written test (at the mid-point of the semester)
2 Formative Assessment 25% Assignment, presentation and quiz
3 Final Assessment 40% Written test (at the end of the semester)

Name of the Financial Reporting and Analysis

course
Course Code EMBA 626
Semester -
Credit Hours 3
Prerequisite -
Learning On completion of this course, the students will be able to:
outcomes 1. Understand the historical development of financial reporting.
2. Know the theoretical underpinning of conceptual framework.
3. Recognize the technical and conceptual implications of important IAS
and IFRS.
4. Prepare final accounts of companies.
5. Analyze the financial statements for economic decision making.
6. Understand the issues and controversies in financial statements.
Contents Unit-1 An Overview of Financial Reporting
1.1 The history of Accounting
1.2 Development of Accounting Standards: From 1929 NY
1.3 Stock crash to International Financial Reporting
Standards (IFRS)
1.4 The Security Exchange Commission of Pakistan (SECP)
and regulatory requirements for Financial Reporting.
1.5 Underlying issues and objectives of financial reporting
Unit-2 Conceptual Framework
2.1 The history of conceptual framework
2.2 Major Issues on agenda
2.3 Rule based vs. Principal based standards debate
2.4 The ambiguity of financial terminology and efforts to
standardize interpretations.
2.5 Basics for financial modeling
Unit-3 Important IAS and IFRS
3.1 IAS 1 Presentation of Financial Statements
3.2 IAS 2 Inventories
3.3 IAS 5 Information to Be Disclosed in Financial
Statements
3.4 IAS 7 Statement of Cash Flows
3.5 IAS 18 Revenue
3.6 IAS 36 Impairment of Assets
3.7 IAS 37 8Accounting for Research and Development
Activities
3.8 IAS 38 Intangible Assets
3.9 IFRS 10 Consolidated Financial Statements
Unit-4 Preparation of Financial Statements
55
 4.1 Balance Sheet
4.2 Profit and Loss Account/ Income Statement
4.3 Cash Flow Statement
Unit-5 Issues and Controversies in Financial Reporting
Unit-6 Earnings Management
6.1 Red flags
6.2 Fraud triangle
6.3 Accounting shenanigans on cash flow statement.
6.4 Stretching out payables
6.5 Financing of payables
6.6 Securitization of receivables
6.7 Using stock buybacks to offset dilution of earnings
Unit-7 Financial analysis techniques
7.1 Ratio analysis
7.2 Common size financial statements
7.3 Charts in financial analysis
7.4 Limitations of ratio analysis
7.5 Activity, liquidity, solvency, profitability and valuation
ratios Du-Pont analysis
7.6 Equity analysis, credit analysis, and segment analysis
Unit-8 Financial Statement Analysis: Applications
8.1 Company’s past financial performance evaluation and
finding company’ strategy reflected in past financial
performance
8.2 Basic projection of a company’s future net income and
cash flow
8.3 Role of financial statement analysis in assessing the
credit quality of a potential debt investment.
8.4 Financial statement analysis in screening for potential
equity investments.
8.5 Appropriate analyst adjustments to a company’s
financial statements to facilitate comparison with
another company.
Teaching & A combination of lecturing, presentations, and discussions will be used to
Learning conduct the course. Students will be expected to read extensively ahead of
Strategies each class session and actively participate in discussions and practical
work.
Assignment Written assignment (10 marks), presentation (5 marks) and Quiz (10
marks)
Suggested Brealey, R. A., Myers, S. C., Allen, F., &Mohanty, P. (2018). Principles of
Readings corporate finance (12th ed.). McGraw-Hill.
Brigham, E. F., & Houston, J. F. (2012). Fundamentals of financial
management (12th ed.). Cengage Learning.
Brigham, E. F., & Houston, J. F. (2015). Fundamentals of financial
management concise (8th ed.). Cengage Learning.
Meigs, R. F., Williams, J. R., Haka, S. F., &Bettner, M. S.
(1999). Accounting: The basis for business decisions. McGraw Hill
Van Horne, J. C., &Wachowicz, J. M. (2012). Fundamentals of financial
management (13thed). Pearson Education.
White, G. I., Sondhi, A. C., & Fried, D. (2016) The analysis and use of

56
 financial statements: Version 1.0 (3rded). John Wiley.
Zeff, S. A., &Dharan, B. G. (1994). Readings and notes on financial
accounting: Issues and controversies. McGraw-Hill.

Assessment and Examinations

Sr. # Elements Weightage Details

1 Midterm Assessment 35% Written test (at the mid-point of the semester)
2 Formative Assessment 25% Assignment, presentation and quiz
3 Final Assessment 40% Written test (at the end of the semester)

Name of the Investment Analysis & Portfolio Management

course
Course Code EMBA 627
Semester -
Credit Hours 3
Prerequisite Basic Finance Course
Learning On completion of this course, the students will be able to:
outcomes 1. Understand why return and risk are two critical components of
investment decision making.
2. Know the scope of investment decisions and operating environment.
3. Adopt investments as a profession.
Contents Unit-1 An Overall Perspective on Investment
1.1 Meaning of investment
1.2 Characteristics of investment
1.3 investment vs speculation
1.4 Types of investors
1.5 Establishing a Framework for Investing
1.6 Importance of Studying of investing
1.7 A prospective for investing in financial assets
1.8 Understanding the investment decision, return and risk
trade-off, rationale decision making on investment
Unit-2 Direct Investment
2.1 Non-marketable financial assets
2.2 Money market securities
2.3 Capital market securities
2.4 Fixed income securities
2.5 Equity securities
Unit-3 Indirect Investing
3.1 What is investment companies
3.2 Individual vs institutional investors
3.3 Closed ended investment companies
3.4 Exchange traded funds
3.5 Types of mutual funds
Unit-4 Risk
4.1 Meaning of risk,
4.2 Elements of Risk
4.3 Measurement of Risk
Unit-5 Fundamental analysis
57
 5.1 Fundamental analysis
5.2 Economy-Industry-Company analysis framework
5.3 Economic analysis
5.4 Economic Forecasting
5.5 Country Risk Analysis
5.6 Market indicators
Unit-6 Efficient Market theory
6.1 Efficient Market theory
6.2 The efficient market hypothesis
6.3 Forms of efficient market
Unit-7 Portfolio and Capital Market Theory
7.1 Components of returns, calculation of total return,
return relative, cumulative wealth index, statistics for
return Plus Exercise numerical
7.2 Modern Portfolio theory (MPT), significance
contribution of MPT, Calculation of risk using
probability distribution, calculating expected return for
a security
7.3 Calculating risk for a security, portfolio expected return,
portfolio risk, Risk reduction, diversification,
Calculation of correlation coefficient
7.4 Calculation of covariance, importance of covariance,
calculation of variance-covariance matrix, two security
case, more than two security case
Unit-8 Portfolio Analysis
8.1 Portfolio Analysis
8.2 Expected return of a portfolio
8.3 Reduction of portfolio risk through diversification
8.4 Feasible set of Portfolios, Selection of optimal portfolio,
Limitation of MPT
Unit-9 Capital Asset Pricing Model (CAMP)
9.1 Understanding about Capital Asset Pricing Model
(CAMP)
9.2 Assumptions of CAMP
9.3 Constructions of efficient frontiers with riskless landing
and borrowing
9.4 Capital Market line
9.5 Security Market line
Unit-10 Portfolio Revision
10.1 Portfolio Revision
10.2 Need for revision
10.3 Meanings of revision
10.4 Constrains in portfolio revision
Unit-11 Portfolio Evaluation
11.1 Portfolio Evaluation
11.2 Need for Evaluation
11.3 Differential Returns
Teaching & A combination of lecturing, presentations, and discussions will be used to
Learning conduct the course. Students will be expected to read extensively ahead of
Strategies each class session and actively participate in discussions and practical

58
 work.
Assignment Written assignment (10 marks), presentation (5 marks) and Quiz (10
marks)
Suggested Bernstein, W. J. (2010). The four pillars of investing: Lessons for building
Readings a winning portfolio. McGraw Hill.
Jones, C. P. (2016). Investments: Principles and concepts (12th ed.). John
Wiley.
Kevin, S. (2006). Portfolio management. PHI Learning Pvt. Ltd.
Kevin, S. (2015). Security analysis and portfolio management. PHI
Learning Pvt. Ltd.

Assessment and Examinations

Sr. # Elements Weightage Details

1 Midterm Assessment 35% Written test (at the mid-point of the semester)
2 Formative Assessment 25% Assignment, presentation and quiz
3 Final Assessment 40% Written test (at the end of the semester)

Name of the Investment Banking & Financial Services

course
Course Code EMBA 628
Semester -
Credit Hours 3
Prerequisite -
Learning On completion of this course, the students will be able to:
outcomes 1. Understand the business activities of mergers and acquisitions,
financing and investment
2. Learn how Investment Banking (IB) do businesses actually add
value for their customers—and, make money for their employees,
partners and shareholders?
3. Learn what synergies and conflicts exist across the various
Investment Banking business lines and practices; and, how are they
addressed?
4. Analyze how can IB’s and related businesses regain/retain their
respect and brand recognition in the market—bringing to the
forefront the status of “trusted” financial advisor?
5. Understand what is the future for the IB industry and either as a
practitioner or client?
Contents Unit-1 The Evolution of Investment Banking
Concept, definition, historical perspectives.
Unit-2 The Structure of Investment Banks
The role of the IB financial advisor/advisory business, the
investment banker’s perspective of the equity business, the
investment banker’s perspective on the fixed-income business.
Unit-3 Shelf Registrations and Other Regulatory Considerations
Unit-4 The Evolution of Trading
Trading back ground, mechanism
Unit-5 The Role of Hedge Funds

59
 Unit-6 Securities Regulation and Ethics
Unit-7 The Theory and Practice of M&A
Unit-8 The Future of the Businesses of Investment Banking in
Developed Markets and Emerging Markets
Teaching & A combination of lecturing, presentations, and discussions will be used
Learning to conduct the course. Students will be expected to read extensively
Strategies ahead of each class session and actively participate in discussions and
practical work.
Assignment Written assignment (10 marks), presentation (5 marks) and Quiz (10
marks)
Suggested Howarth, D., &Quaglia, L. (2018). Brexit and the battle for financial
Readings services. Journal of European Public Policy, 25(8), 1118-1136.
Liaw, K. T. (2012). The business of investment banking: A
comprehensive overview. John Wiley & Sons.
Szulezyk, K. R. (2018). Money, banking and International Finance.
Kenneth. Wiley and Sons Inc.
Vedapradha, R., & Ravi, H. (2018). Application of artificial intelligence
in investment banks. Review of Economic and Business
Studies, 11(2), 131-136.

Assessment and Examinations

Sr. # Elements Weightage Details

1 Midterm Assessment 35% Written test (at the mid-point of the semester)
2 Formative Assessment 25% Assignment, presentation and quiz
3 Final Assessment 40% Written test (at the end of the semester)

Name of the Islamic Financing

course
Course Code EMBA 629
Semester -
Credit Hours 3
Prerequisite Basic Finance Course
Learning On completion of this course, the students will be able to:
outcomes 1. Understand of Islamic Shariah and economic system.
2. Learn the concept of Riba, Gharar, Qimar and other prohibited
activities.
3. Understand the Islamic Law of contract, sales and purchase.
4. Learn about differentiate between Islamic and conventional banking.
5. Understand the concepts of Takaful, Securitization and Sukuk.
6. Understand the rules of agency contract (Al Wakalah)
Contents Unit-1 Islamic Banking
Introduction, Background & Global Scenario.
Unit-2 Concepts of Islamic Banking
Riba, Gharar, Qimar and Other Prohibited Activities
Unit-3 Islamic Law of Contract
Definition of contract, Islamic rules of contract and its types
Unit-4 Islamic Law of Sale and Purchase

60
 Unit-5 Comparison of Islamic and Conventional Banking
A comparison of Islamic banking rules with other conventional
banking
Unit-6 Categories of Islamic Modes
Unit-7 Islamic Products
Murabaha&Musharkah, Diminishing Musharakah&Mudarabah,
Ijarah, Salam, Istisna
Unit-8 Liability Products of Islamic banks
Unit-9 Concept of Takaful (Islamic Insurance)
Unit-10 Overview of Securitization and Sukuk
Unit-11 Introduction to AAOIFI standards
Teaching & A combination of lecturing, presentations, and discussions will be used
Learning to conduct the course. Students will be expected to read extensively
Strategies ahead of each class session and actively participate in discussions and
practical work.
Assignment Written assignment (10 marks), presentation (5 marks) and Quiz (10
marks)
Suggested Alchaar, M. N., & Sandra, A. (2010). Islamic finance qualification
Readings (IFQ): The official workbook. Securities & Investment Institute
Press.
Ayub, M. (2013). Understanding Islamic finance.
GramediaPustakaUtama Press.
Siddiqui, M. N. (1994). Issues in Islamic banking: Selected papers. The
Islamic Foundation.
Usmani, M. I. A. (2002). Meezanbank'sguide to Islamic banking. Darul-
Ishaat.
Usmani, M. I. A., & Ansari, J. A. (2010). Meezan bank’s guide to
Islamic banking. Research Journal of the Institute of Business
Administration, 5(1), 171-193.
Usmani, M. T. (2002). An introduction to Islamic finance (Vol. 20).
Brill.

Assessment and Examinations

Sr. # Elements Weightage Details

1 Midterm Assessment 35% Written test (at the mid-point of the semester)
2 Formative Assessment 25% Assignment, presentation and quiz
3 Final Assessment 40% Written test (at the end of the semester)

Name of the Principles of Auditing

course
Course Code EMBA 630
Semester -
Credit Hours 3
Prerequisite Financial Accounting, Cost Accounting
61
Learning On completion of this course, the students will be able to:
outcomes 1. Understand of the basic concepts of auditing
2. Recognize auditing application in the functional areas in an
organization.
3. Understand the types of financial auditing.
4. Analyze the different field of auditing.
Contents Unit-1 Auditing
1.1 What is Auditing
1.2 Nature and scope of audit
1.3 Objects of auditing
1.4 Advantages of auditing
1.5 Difference between accounting and auditing
1.6 Qualities of an auditor
1.7 Errors and frauds in accounts
Unit-2 Types of Financial Audit
2.1 Continuous audit
2.2 Interim audit
2.3 Final audit
Unit-3 Audit Program
3.1 Definition
3.2 Advantages and disadvantages
Unit-4 Internal Control System
4.1 Principles of internal control
4.2 Internal check
4.3 Internal audit
4.4 Cash
4.5 Cash receipts from cash sales
4.6 Cash receipts from cash sales and from debtors
4.7 Cash payments
4.8 Petty cash payments
4.9 Sales
4.10 Purchases
4.11 Stores and Stocks
Unit-5 Vouching, Definition, Objectives, Extent
Unit-6 Verification
6.1 Difference between vouching and verification
6.2 Techniques of verification
6.3 Method of verification of assets and liabilities
Unit-7 Unqualified and Qualified Reports
7.1 Unqualified audit report
7.2 Qualified audit report
7.3 Certification of statutory report
7.4 Reports for prospectus
Unit-8 Qualification and Disqualification of an Auditor
8.1 Qualification and Disqualification of an auditor
8.2 Appointment of an auditor
8.3 Remuneration of an auditor
8.4 Removal of an auditor
8.5 Rights and duties of an auditor
8.6 Auditor’s liability for negligence

62
 8.7 Auditor’s liability for misfeasance
8.8 Auditor’s liability to third parties
8.9 Auditor’s liability for libel
8.10 Criminal liability of an auditor
Unit-9 Special Points for All Audits, Investigation, Definition and
Objectives
Teaching & A combination of lecturing, presentations, and discussions will be used to
Learning conduct the course. Students will be expected to read extensively ahead of
Strategies each class session and actively participate in discussions and practical
work.
Assignment Written assignment (10 marks), presentation (5 marks) and Quiz (10
marks)
Suggested Chaudary, M. A, & Afzal, S. (2008). Principles of auditing (4th Ed.). West
Readings Pak Publishing Co.
Ishtiaq, M. N (2013). Principles of auditing (9th ed.). Syed Mobin Mahmud
& Co.
Saeed, K. A. (2013) Principles of auditing. Khawaja Publications.

Assessment and Examinations

Sr. # Elements Weightage Details

1 Midterm Assessment 35% Written test (at the mid-point of the semester)
2 Formative Assessment 25% Assignment, presentation and quiz
3 Final Assessment 40% Written test (at the end of the semester)

Name of the Managerial Accounting

course
Course Code EMBA 631
Semester -
Credit Hours 3
Prerequisite Cost Accounting
Learning On completion of this course, the students will be able to:
outcomes 1. Apply accounting information for managerial decision-making.
2. Understand both structural and process issues in the design and
operation of management control systems for the modern corporate
organization.
Contents Unit-I Introduction to Managerial Accounting and Objectives
Unit-II Activity-Based Costing
Unit-III Costing
3.1 Activity-based costing
3.2 Target costing
3.3 Life-cycle costing
Unit-IV Throughput accounting
Unit-V Analysis
5.1 Relevant cost analysis
5.2 CVP analysis
5.3 Limiting factors
5.4 Dealing with risk and uncertainty

63
 Unit-VI Budget
6.1 Budget process
6.2 Incremental budgets and zero based budgets
6.3 Periodic and continuous budgeting
6.4 Fixed and flexible budgeting
6.5 Behavioral aspects of budgeting
6.6 Quantitative analysis in budgeting
Unit-VII Variance Analysis
7.1 Basic variance Analysis
7.2 Further Variance Analysis
7.3 Mix and yield variances
7.4 Planning and operational variances
Unit-VIII Performance Measurement
8.1 Overall performance measures (financial and non-
financial)
8.2 Divisional performance measures
8.3 Performance measurement in non-profit organizations
Teaching & A combination of lecturing, presentations, and discussions will be used to
Learning conduct the course. Students will be expected to read extensively ahead of
Strategies each class session and actively participate in discussions and practical
work.
Assignment Written assignment (10 marks), presentation (5 marks) and Quiz (10
marks)
Suggested BPP Learning Media (2019). ACCA paper F5:Performance management
Readings study [Link] Learning Media Publishing.
BPPLearning Media. (2012). ACCA: Performance management (Study
text. F5). Huazhong University of Science and Technology Press.
Drury, C. M. (2013). Management and cost accounting. Springer.
Horngren, C. T. (2009). Cost accounting: A managerial emphasis
(13thed.). Pearson.
Horngren, C. T., Datar, S. M., & Rajan, M. V. (2012). Cost
accounting: A managerial emphasis. Pearson Education.
Matz, A., &Usry, M. F. (2004). Cost accounting: Planning and control.
South-Western Publishing Company.
Usry, M. F., Hammer, L. H., & Carter, W. K. (1991). Cost accounting:
Planning and control. South-Western Publishing Company.

Assessment and Examinations

Sr. # Elements Weightage Details

1 Midterm Assessment 35% Written test (at the mid-point of the semester)
2 Formative Assessment 25% Assignment, presentation and quiz
3 Final Assessment 40% Written test (at the end of the semester)

Name of the Seminar in Finance

course
Course Code EMBA 632
Semester -
Credit Hours 3
64
Prerequisite Finance core courses
Learning On completion of this course, the students will be able to:
outcomes 1. Understand contemporary issues in finance and investment area.
2. Bridge the gap between theory and real-world practices.
3. Explore to broader area of study and works in financial world.
4. Gains experience in real world data.
Contents Unit-1 Term Structure of Interest Rates
1.1 Pure expectation theory
1.2 Liquidity premium theory
1.3 Market segmentation theory
Unit-2 Fundamentals of Corporate Finance Theory
2.1 Theory of the firm's choice of its capital structure
2.2 Dividend policy under alternative assumptions
Unit-3 Presentation and Discussion of the Paper and the Critical
Review of:
Article written by Modigliani, and miller in 1958.
Unit-4 Corporate Financing and Agency Costs
4.1 Outside Financing Capacity: Role of net worth, credit
rationing, debt overhang
4.2 Determinants of borrowing capacity
4.3 Corporate financing under asymmetric
Unit-5 Presentation and Discussion of the Paper and the Critical
Review of
Unit-6 Mergers and Acquisitions
6.1 Introduction
6.2 Valuing Specialized Assets
6.3 General equilibrium Determination of Asset Values,
Borrowing Capacities, and Economic Activity: The
Kiyotaki–Moore Model
Unit-7 Presentation and Discussion of the Paper and the Critical
Review of Relevant Articles
Unit-8 Initial Public Offerings (IPOs)
8.1 Introduction of IPOs
Unit-9 Security Design/The Structure of Corporate Liabilities of
Papers
Unit-10 Presentation and Discussion of the paper and the critical
Review of Articles

Teaching & A combination of lecturing, presentations, and discussions will be used to

Learning conduct the course. Students will be expected to read extensively ahead of
Strategies each class session and actively participate in discussions and practical
work.
Assignment Written assignment (10 marks), presentation (5 marks) and Quiz (10
marks)
Suggested Benveniste, L., & P. Spindt (1989). How investment bankers determine
Readings offer price and allocation of new [Link] of Financial
Economics 24(2),343-361.
Block, S. B., Geoffrey, A., &Hirt, G. A. (2014). Foundations of financial
management. Irwin Publishing.
Block, S. B., Hirt, G. A., &Danielsen, B. R. (2005). Foundations of

65
 financial management. Irwin Publishing.
Bolton, P. & D. Scharfstein (1996). Optimal debt structure and the number
of [Link] of Political Economy104(1), 1-25.
Brigham, E. F., &Ehrhardt, M. C. (2013). Financial management: Theory
& practice. Cengage Learning.
Chemmanur, T., (1993). The pricing of initial public offerings: A dynamic
model with information [Link] of Finance, 48(1), 285-
304. [Link]
6261.1993.tb04710.x
Chemmanur, T., & P. Fulghieri. (1999).A theory of the going public
decision. Review of Financial Studies, 2(1), 12-22.
Copeland, T. E., Weston, J. F., &Shastri, K. (2005). Financial theory and
corporate policy (4th ed.). Pearson.
Harris, M., &Raviv, A. (1989). The design of securities. Journal of
Financial Economics, 24(2), 255-287.
Jensen, M. C., &Meckling, W. H. (1976). Theory of the firm: Managerial
behavior, agency costs and ownership structure. Journal of
Financial Economics, 3(4), 305-360.
Modigliani, F, & Miller M. (1958). The cost of capital, corporation finance
and the theory of investment. TheAmerican Economic Review 48(3),
261-297. [Link]
Raheman A. & Nasr, M., (2007).Working capital management and
profitability: Case of Pakistani firms. International Review of
Business Research Papers, 3(1), 279 – 300
Rock, K., (1986), Why new issues are underpriced,Journal of Financial
Economics 15(1-2), 187-212. [Link]
405X(86)90054-1
Rossi, S., &Volpin, P. F. (2004). Cross-country determinants of mergers
and acquisitions. Journal of Financial Economics, 74(2), 277-304.
Tirole, J. (2010). The theory of corporate finance. Princeton University
Press.

Assessment and Examinations

Sr. # Elements Weightage Details

1 Midterm Assessment 35% Written test (at the mid-point of the semester)
2 Formative Assessment 25% Assignment, presentation and quiz
3 Final Assessment 40% Written test (at the end of the semester)

Name of the Taxation Management

course
Course Code EMBA 633
Semester -
Credit Hours 3
Prerequisite Cost Accounting
Learning On completion of this course, the students will be able to:
outcomes 1. Explain the federal taxes in Pakistan.
2. Understand element of a tax system, authorities and their limits.
3. Deal with the situation in the field of tax.
66
Contents Unit-1 Income tax
1.1 Introduction
1.2 Categories of revenue
1.3 Features of a good tax system
1,4 Nature of tax
1.5 Scope of Income Tax Law
1.6 Definition & terminology
1.7 Income Tax Authorities - Powers & Functions
1.8 Scope of Tax
1.9 Exemption & concessions
Unit-2 Assessment
2.1 Salaried individuals, Non salaries persons, AOP&
Company
2.2 Salary, Provident Fund, Income from business, Income
from property
2.3 Assets and depreciation
2.4 Methods of accounting
2.5 Income from other sources
2.6 Capital gains
2.7 Tax credits
2.8 Set off and carry forward losses
Unit-3 Payment of tax
3.1 Assessment procedure
3.2 Offences and penalties
3.3 Tax refunds
3.4 Appeals and revisions
3.4 CVT
Unit-4 Sales Tax
4.1 Introduction
4.2 Sales tax authorities
4.3 Scope
4.4 Registration
4.5 Record and books
4.6 Returns
4.7 Offences and penalties
4.8 refunds and recoveries
4.9 sales tax calculations
Unit-5 Federal excise duty
5.1 Introduction
5.2 Levy and collection
5.3 Appeals and revisions
Unit-6 Custom duty
6.1 Definition
6.2 Scope
6.3 Warehousing
6.4 Drawbacks
60.5 Appeals and revisions
Teaching & A combination of lecturing, presentations, and discussions will be used to
Learning conduct the course. Students will be expected to read extensively ahead of
Strategies each class session and actively participate in discussions and practical

67
 work.
Assignment Written assignment (10 marks), presentation (5 marks) and Quiz (10
marks)
Suggested Hussain, M. M (2019). Synopsis of taxes in Pakistan (36th ed.). Iqbal
Readings Brothers Publications.
Mughal, M. M. (2018). Income tax principles and practice. Syed
Mobin& Co.
Mughal, M. M. (2018). Sale tax. Syed Mobin& Co.
Qureshi, S. A. (2012). Income tax ordinance 2001: Updated & amended to
date. Mansoor Books.
Sales Tax Advisory Services. (2003). Sales tax Act 1990 (updated &
amended to date). Sales Tax Advisory Services.
The Parliament of Pakistan. (2005). The federal excise Act 2005: Updated
& amended to date. Federal Board [Link]
Federal Board of Revenue. (2006). The customs act 1969: Updated &
amended to [Link] Law Books House. [Link]

Assessment and Examinations

Sr. # Elements Weightage Details

1 Midterm Assessment 35% Written test (at the mid-point of the semester)
2 Formative Assessment 25% Assignment, presentation and quiz
3 Final Assessment 40% Written test (at the end of the semester)

68
 Annex-III

Marketing Specialization Courses

for Executive MBA

69
Name of the Advertising
course
Course Code MBA 641
Semester -
Credit Hours 3
Prerequisite Principles of Marketing
Learning On completion of this course, the students will:
outcomes 1. Have exposure to the emerging advertising techniques and strategies
and how these techniques are being used with other promotional
techniques.
2. Equip with IMC (integrated marketing communication) concepts and
its utilization over time.
3. Understand the strategies of creating effective communication
campaigns.
Contents Unit-1 Strategic Brand Communications
1.1 The role of IMC towards effective marketing
communication
1.2 Understanding the need of IMC in today’s turbulent
marketing era
1.3 The role of IMC in creating effective marketing
communication campaigns
1.4 Understanding the seven basic dimensions of effective
IMC and tools to be used in IMC
Unit-2 Advertising
2.1 What is Advertising
2.2 Advertising’s Role in Marketing
2.3 The role of IMC in Marketing process
2.4 Understanding consumer needs and building the product
as per the needs of the consumer.
2.5 Reviewing marketing process in detail with all the
ingredients of a marketing process
Unit-3 How Brand Communication Works
3.1 Understanding consumer behavior
3.2 Relationship between consumer behavior and effective
marketing communication
3.3 The major behavioral elements affecting the consumer
attitude and way of purchases
3.4 Understanding Sigmund Freud’s theory of sub-
consciousness and Maslow’s Hierarchy of need theory
Unit-4 Source, Message and Channel Factors in Advertising
4.1 Understanding the sources of the message
4.2 The impact of the key sources on effective delivery of
the message
4.3 The message structure, format and presentation style to
effectively communicate to the target audience
4.4 Understanding the effectiveness of the message source
and channel factors
4.5 Implying the effect of timeliness of message
understanding the concept of message flight
Unit-5 Analyzing the Communication Process

70
 5.1 Explaining the effective communication process in
order to attract the target customer
5.2 Matching communication objectives with the needs of
the customer
5.3 Deciding from main objectives of making consumer
aware, informing the consumer and persuade them
Unit-6 Creative Strategy
6.1 Understanding the planning phase of creative strategy
6.2 Planning a message through understanding the needs of
the market, customer and competition
6.3 Developing the message based on the creative concept
6.4 Understanding story-boarding and the concept of
developing story boards
6.5 Implementing the message strategy into practicality and
understanding the way customer perceives the message
6.6 Evaluating the effectiveness of the message through
different KPIs
Unit-7 Broadcast Media, Interactive &Alternate Media
Unit-8 The Creative Side of Advertising.
Unit-9 Promotional Writing
9.1 Sales promotion as a tool towards IMC and its
effectiveness
9.2 Difference between sales promotion, trade promotion
and business promotion
Unit-10 Public Relations and Personal Selling
Unit-11 Evaluation of Effectiveness
Teaching & A combination of lecturing, presentations, and discussions will be used to
Learning conduct the course. Students will be expected to read extensively ahead of
Strategies each class session and actively participate in discussions and practical
work.
Assignment Written assignment (10 marks), presentation (5 marks) and Quiz (10
marks)
Suggested De Mooij, M. (2018). Global marketing and advertising: Understanding
Readings cultural paradoxes. Sage Publishing.
Moriarty, S. E., Mitchell, N., Wells, W., & Moriarty, S. E.
(2015). Advertising and IMC: Principles and practice. Pearson.
Thorson, E., & Rodgers, S. (2019). Advertising theory in the digital age
(2nd ed.). Routledge. [Link]
Wells, W., Burnett, J., Moriarty, S. E., Pearce, R. C., & Pearce, C.
(2006). Advertising: Principles and practice (7th ed.). Prentice Hall.
Assessment and Examinations
Sr. # Elements Weightage Details
1 Midterm Assessment 35% Written test (at the mid-point of the semester)
2 Formative Assessment 25% Assignment, presentation and quiz
3 Final Assessment 40% Written test (at the end of the semester)

Name of the Brand Management

71
course
Course Code MBA 642
Semester -
Credit Hours 3
Prerequisite Principlesof Marketing
Learning On completion of this course, the students will be able to:
outcomes 1. Build powerful brand management that influencing purchasing
behavior through creating an identity in the mind of consumers.
2. Understand the strategies of brand management.
Contents Unit-1 Introduction
What is brand and its logic, service branding, luxury brands
Unit-2 Elements of a Brand Vision
Brand identity, sources of brand identity, the new rules ofbrands
Unit-3 Brand Management
Creating a brand, managing time factors, brand extension, brand
portfolio
Unit-4 Making your Brand
Determining your brand image, creating your brand contract,
crafting a Brand- based customer model, positioning your brand
for success, extending your Brand, communicating your brand
positioning
Unit-5 Leveraging your Brand to Maximize Channel Influence
Unit-6 Pricing your brand at premium
Unit-7 Return on Brand Investment
Unit-8 Laws of Branding
Teaching & A combination of lecturing, presentations, and discussions will be used to
Learning conduct the course. Students will be expected to read extensively ahead of
Strategies each class session and actively participate in discussions and practical
work.
Assignment Written assignment (10 marks), presentation (5 marks) and Quiz (10
marks)
Suggested Aaker, D. A. (2012). Building strong brands. Simon and Schuster.
Readings Al, R., & Laura, R. (2002). The 22 immutable laws of [Link]
Business.
Davis, S. M. (2003). Brand asset management. Driving profitable growth
through your brands. Pearson.
Kapferer, J. N. (1997). Strategic brand management: New approaches to
creating and evaluating brand equity. Simon and Schuster.
Kapferer, J. N. (2008). The new strategic brand management: Creating
and sustaining brand equity long term. Kogan Page Publishers.
Keller, K. L., Parameswaran, M. G., & Jacob, I. (2013). Strategic brand
management: Building, measuring, and managing brand equity.
Pearson.

Assessment and Examinations

72
Sr. # Elements Weightage Details
1 Midterm Assessment 35% Written test (at the mid-point of the semester)
2 Formative Assessment 25% Assignment, presentation and quiz
3 Final Assessment 40% Written test (at the end of the semester)

Name of the Consumer Behavior

course
Course Code MBA 643
Semester -
Credit Hours 3
Prerequisite Principles of Marketing
Learning On completion of this course, the students will be able to:
outcomes 1. Understand the different aspects of consumer attributes.
2. Sketched down the specific needs of consumers.
3. Have a good foundation for specializing in marketing.
Contents Unit-1 Introduction
1.1 Definition
1.2 Concept of consumer behavior
1.3 Its practical evolution
1.4 The consumer decision making process
1.5 Consumer-Customer; Pyramid Framework
1.6 Differentiating between consumer and the customer
Unit-2 Consumers and Market Segment
2.1 Determinants of market segments and their
characteristics
Unit-3 Consumer Research Process
Unit-4 Consumer Decision Process
Unit-5 Influences on Consumer Behaviour
5.1 Cultural influence on CB
5.2 Social class influence on CB
5.3 Family life cycle and their influence on CB
5.4 Demographics and their influence on CB
Unit-6 Personal Influence on Consumer Behaviour
6.1 Personality and self-concept
6.2 Motivation
6.3 Attitude and change
6.4 Information processing and learning
Unit-7 Consumer Innovation and Adaptation Process
Unit-8 Characteristics of B2B Buying Behavior
Unit-9 Organizational Buying Behavior
Unit-10 Consumer Markets
Teaching & A combination of lecturing, presentations, and discussions will be used to
Learning conduct the course. Students will be expected to read extensively ahead of
Strategies each class session and actively participate in discussions and practical
work.
Assignment Written assignment (10 marks), presentation (5 marks) and Quiz (10
marks)
Suggested Bitta, D., & Loudon, D. L. (1993). Consumer behavior: Concepts and
Readings application. McGraw Hill.
73
 Schiffman, L. G., Kanuk, L. L., &Wisenblit, J. (2019). Consumer Behavior
(12 ed.). Pearson Higher Education.
Solomon, M. R., White, K., Dahl, D. W., Zaichkowsky, J. L., Polegato, R.
(2017). Consumer behavior: Buying, having, and being. Pearson.

Assessment and Examinations

Sr. # Elements Weightage Details

1 Midterm Assessment 35% Written test (at the mid-point of the semester)
2 Formative Assessment 25% Assignment, presentation and quiz
3 Final Assessment 40% Written test (at the end of the semester)

Name of the International Marketing

course
Course Code MBA 644
Semester -
Credit Hours 3
Prerequisite Principles of Marketing
Learning On completion of this course, the students will be able to:
outcomes 1. Understand the various concepts used in international and global
marketing.
2. Evaluate and compare various theories of International Marketing.
3. Identify the appropriate international marketing strategy and
implement the same
4. Understand corporate promotion planning and campaign development
for MNCs, and global companies
5. Understand communication, creative and media strategy
6. Understand trade barriers, legal complications, social, cultural and
religious aspect of International marketing.
Contents Unit-1 Introduction to marketing
Definition, conceptual frame work of marketing and international
marketing, international trade theories
Unit-2 International marketing and global marketing.
International trade distortions, market barriers, world trade
organizations
Unit-3 Environment of International Marketing
Political environment, legal and regularity environment, social
and cultural environment, technologies segment
Unit-4 Characteristics of multi-national corporations.
Unit-5 Benefits of International Marketing
Unit-6 Marketing barriers
Trade barriers, cultural barriers, tariff.
Unit-10 Planning for international marketing.
Unit-11 Foreign Market Entry Strategy
Accessing foreign market, developing market strategies,
implementation.
Teaching & A combination of lecturing, presentations, and discussions will be used to
Learning conduct the course. Students will be expected to read extensively ahead of
Strategies each class session and actively participate in discussions and practical
74
 work.
Assignment Written assignment (10 marks), presentation (5 marks) and Quiz (10
marks)
Suggested Hollensen, S. (2016). Global marketing: A decision-oriented approach.
Readings Pearson Education.
Onkvisit, S., & Shaw, J. J. (2009). International marketing: Analysis and
strategy. Psychology Press.
Terpstra, V., Foley, J., &Sarathy, R. (2012). International marketing.
Naper Press.

Assessment and Examinations

Sr. # Elements Weightage Details

1 Midterm Assessment 35% Written test (at the mid-point of the semester)
2 Formative Assessment 25% Assignment, presentation and quiz
3 Final Assessment 40% Written test (at the end of the semester)

Name of the Marketing Research

course
Course Code MBA 645
Semester -
Credit Hours 3
Prerequisite Principles of Marketing
Learning On completion of this course, the students will be able to:
outcomes 1. Understand how market research can help them make business
decisions.
2. Learn how they can transform research findings into actionable
business insights.
3. Gain the ability to evaluate and interpret research designed and
conducted by outside providers.
Contents Unit-1 Introduction to Marketing Research and Research Design
1.1 The Definition of Marketing Research
1.2 The Marketing Research Process
1.3 Marketing Research and Marketing Decision Making
1.4 The Importance of Defining the Problem
1.5 Decision Problem and the Marketing Research Problem
1.6 Research Questions and Hypothesis
Unit-2 Basic Research Design and Types of Research
Unit-3 Exploratory Research
3.1 Secondary vs. Primary Data
3.2 How to Use Secondary Data
3.3 Sources of Secondary Data
3.4 Introduction to Qualitative Research
3.5 Focus Groups
Unit-4 Descriptive Research
4.1 Survey Methods
4.2 How to Choose a Survey Method
4.3 Observational Methods

75
 4.4 How to Choose Between Surveys and Observation
Unit-5 Scaling
5.1 Primary Scales of Measurement
5.2 Comparative Scales
5.3 Non comparative Scales
5.4 Non comparative Scale Decisions
5.5 Scale Evaluation
5.6 Questionnaire Design
Unit-6 Sampling
6.1 The Concept of Sampling
6.2 The Sampling Design Process
6.3 Nonprobability Sampling
6.4 Probability Sampling
6.5 Internet Sampling
Unit-7 Data Analysis and Reporting
7.1 Data Collection
7.2 Data Preparation
7.3 Data Analysis
7.4 Communicating the Research Results
Unit-8 Soft wares for Quantitative and Qualitative data
8.1 SPSS
8.2 NVIVO
Teaching & A combination of lecturing, presentations, and discussions will be used to
Learning conduct the course. Students will be expected to read extensively ahead of
Strategies each class session and actively participate in discussions and practical
work.
Assignment Written assignment (10 marks), presentation (5 marks) and Quiz (10
marks)
Suggested Babin, B. J., &Zikmund, W. G. (2015). Exploring marketing research (11
Readings ed.). Cengage Learning.
McDaniel Jr, C., & Gates, R. (2018). Marketing research. John Wiley &
Sons.
Wilson, A. (2018). Marketing Research. Macmillan International Higher
Education.
Zikmund, W. G., D'Alessandro, S., Winzar, H., Lowe, B., &Babin, B.
(2014). Marketing research. Cengage Learning.

Assessment and Examinations

Sr. # Elements Weightage Details

1 Midterm Assessment 35% Written test (at the mid-point of the semester)
2 Formative Assessment 25% Assignment, presentation and quiz
3 Final Assessment 40% Written test (at the end of the semester)

Name of the Retail Marketing

course
Course Code MBA 646

76
Semester -
Credit Hours 3
Prerequisite Principles of Marketing
Learning On completion of this course, the students will be able to:
outcomes 1. Apply the principles, practices, and concepts used in retail marketing
management.
2. Understand the conceptual and organizational aspects of the retail
sector, including strategic planning and management in the retail
industry.
3. Understand the key elements in planning, managing, and executing the
retail marketing mix as they relate to the product, price, distribution,
and promotion.
4. Identify the approaches to and guidelines used to analyze and solve
retailers' problems and make decisions in retail organizations.
Contents Unit-1 Introduction
Retailing within international context, background, world of
retailing, global retailing, retail marketing, types of retailers
Unit-2 Retail Consumer Buying Behavior
Introduction, SOR model for byers, developing SOR model,
Temporal prospective, purchase behavior, details theories.
Unit-3 Retail Marketing Strategy
Retail marketing strategy planning, retail financial strategy, retail
location strategy, retail site location strategy.
Unit-4 Merchandise Management
Merchandise management category structure
Merchandise management planning
Buying merchandise
Unit-5 Retail Pricing
Retail Marketing Strategy Price Decisions
Retail Price Competition
Retail Price Issues
Unit-6 Retail Distribution
Retail Marketing Strategic Distribution Decisions
Retail Distribution Channels
Retail Omni-channel Distribution
Unit-7 Retail Supply Chain Management and Information Systems
Retail Communication Mix
Unit8Customer Relationship Management
Store Layout, Design, and Visual Merchandising
Customer Service
Teaching & A combination of lecturing, presentations, and discussions will be used to
Learning conduct the course. Students will be expected to read extensively ahead of
Strategies each class session and actively participate in discussions and practical
work.
Assignment Written assignment (10 marks), presentation (5 marks) and Quiz (10
marks)
Suggested Gilbert, D. (2018). Retail marketing management. The 5ES of retailing (5th
Readings ed.). Pearson Education.
Levy, M., &Weitz, B. A. (2009). Retailing management. McGraw-
Hill/Irwin.

77
 Levy, M., Weitz, B. A., & Grewal, D. (1998). Retailing management.
McGraw-Hill/Irwin.

Assessment and Examinations

Sr. # Elements Weightage Details

1 Midterm Assessment 35% Written test (at the mid-point of the semester)
2 Formative Assessment 25% Assignment, presentation and quiz
3 Final Assessment 40% Written test (at the end of the semester)

Name of the Sales Management

course
Course Code MBA 647
Semester -
Credit Hours 3
Prerequisite -
Learning On completion of this course, the students will be able to:
outcomes 1. Understand the various roles of sales manager.
2. Familiar with various sales techniques.
3. Opens new horizons for selling profession.
Contents Unit-1 The Nature and Role of Selling
Types of selling: order takers, order getters, order creators.
Selling as a career
Image of selling
Unit-2 The Nature and Role of Sales Management
Successive stages in the solution of modern business practices
Sales and marketing planning.
Implementing the marketing concept
Factors that affect the consumer decision making process
Factors affecting organizational buyer behavior
Unit-3 Types of life-cycle costs
Unit-4 The product types
Unit-5 Importance of purchasing to buying organizations
Unit-6 Sale management in practice
Sales responsibilities.
Sources of prospects
Customers’ records and information feedback
Preparation for pure selling and campaign
Identifying and understanding the target audience
Setting campaign objectives
Creative decisions
Media decisions
Unit-7 Environmental and managerial forces impacting sales
Behavioral forces
Technological forces
Managerial forces
Unit-8 Profit potential
Unit-9 Characteristics of sales channels
Unit-10 Industrial/commercial/public authority selling.
78
Teaching & A combination of lecturing, presentations, and discussions will be used
Learning to conduct the course. Students will be expected to read extensively
Strategies ahead of each class session and actively participate in discussions and
practical work.
Assignment Written assignment (10 marks), presentation (5 marks) and Quiz (10
marks)
Suggested Gustafson, B. M., Pomirleanu, N., & John-Mariadoss, B. (2018). A
Readings review of climate and culture research in selling and sales
management. Journal of Personal Selling & Sales
Management, 38(1), 144-167.
Jobber, D., & Lancaster, G. (2019). Selling and sales management (10th
ed.). Pearson Education.
Malek, S. L., Sarin, S., &Jaworski, B. J. (2018). Sales management
control systems: Review, synthesis, and directions for future
exploration. Journal of Personal Selling & Sales
Management, 38(1),30-55.
Misra, S. (2019). Selling and sales management. In Dube, J. P & Rossi,
P. E (Eds.), Handbook of the Economics of Marketing (Vol. 1, pp.
441-496). North-Holland.

Assessment and Examinations

Sr. # Elements Weightage Details

1 Midterm Assessment 35% Written test (at the mid-point of the semester)
2 Formative Assessment 25% Assignment, presentation and quiz
3 Final Assessment 40% Written test (at the end of the semester)

Name of the Seminar in Marketing

course
Course Code MBA 648
Semester -
Credit Hours 3
Prerequisite -
Learning On completion of this course, the students will be able to:
outcomes 1. Integrate various marketing concepts
2. Develop a marketing plan
3. Think strategically.
4. Analyze the impact of various marketing activities on sales and
profitability of an organization.
Contents Unit-1 Introduction to SM PEST Analysis
1.1 Identify various trends in the Macro environment
1.2 Impact of Macro environment changes on any given
industry
Unit-2 Porter Analysis
2.1 Multi-dimensional nature of competition
2.2 Industry analysis using the five forces model
2.3 KSFs of an Industry
2.4 Value creation and appropriation takes place in an

79
 industry.
Unit-3 Competitor Analysis
3.1 Strategies of competitors
3.2 Identify good vs bad competitor
3.3 Leader follower and challenger strategies
3.4 Making strategies
Unit-4 Company Analysis
4.1 RBV
4.2 Value chain analysis
4.3 company’s strength weaknesses and capabilities
Unit-5 Customer Analysis and Strategy Segmentation Targeting
and Positioning
5.1 Process of segmentation and targeting
5.2 Developing effective positioning strategies
5.3 Product and Growth Strategies
Unit-6 Pricing Strategies
Unit-7 Promotion IMC
Unit-8 Distribution Strategies
Teaching & A combination of lecturing, presentations, and discussions will be used to
Learning conduct the course. Students will be expected to read extensively ahead of
Strategies each class session and actively participate in discussions and practical
work.
Assignment Written assignment (10 marks), presentation (5 marks) and Quiz (10
marks)
Suggested Dolgui, A., &Proth, J. M. (2010). Pricing strategies and models. Annual
Readings Reviews in Control, 34(1), 101-110.
Hooley, G. J., Piercy, N., &Nicoulaud, B. (2017). Marketing strategy and
competitive positioning (6th ed.). Pearson Education.
Hunt, S. D. (2018). Advancing marketing strategy in the marketing
discipline and beyond: From promise, to neglect, to prominence, to
fragment, and to promise. Journal of Marketing Management, 34(1-
2), 16-51.
Previts, G. J., Bricker, R. J., Robinson, T. R., & Young, S. J. (1994). A
content analysis of sell-side financial analyst company
reports. Accounting Horizons, 8(2), 55-63
Sharma, A., Kumar, V., &Cosguner, K. (2019). Modeling emerging
market firms’ competitive retail distribution strategies. Journal of
Marketing Research, 56(3), 439-458.

Assessment and Examinations

Sr. # Elements Weightage Details

1 Midterm Assessment 35% Written test (at the mid-point of the semester)
2 Formative Assessment 25% Assignment, presentation and quiz
3 Final Assessment 40% Written test (at the end of the semester)

Name of the Service Marketing

course
Course Code MBA 649

80
Semester -
Credit Hours 3
Prerequisite -
Learning On completion of this course, the students will be able to:
outcomes 1. Understand the influences of the multicultural marketplace, business
ethics, and socially responsible marketing on services marketing.
2. Design service quality measurements.
3. Build customer loyalty and evaluate the effectiveness and efficiency of
customer service offerings.
4. Explain service blueprinting, the integration of new technologies, and
other key issues facing today's customer service providers and service
managers.
5. Conduct a services audit plan for a service firm.
6. Understand how customer relationship marketing (CRM), including
retention strategies, creates an environment that achieves excellence in
customer service
Contents Unit-1 Introduction to Services Marketing
The nature and Scope of Services Marketing
Service marketing concept
Unit-2 Global Perspective of Service Marketing
Defining global marketing, globalization and its impact on service
marketing, implication case studies
Unit-3 Managing Service Marketing
The Gaps Model of Services Quality
Focus on the Customer-What Do Customers Expect?
Focus on the Customer-Customer Perceptions in Services
Understanding the Customer
Listening to Customers Through Research
Building Customer Relationships
Unit-4 Services and its Aspects
Service Recovery
Standardizing and Aligning the Delivery of Services
Service Innovation and Design
Customer-Defined Service Standards
Physical Evidence and the Servicescape
The People Who Deliver and Perform Services
Employees' Roles in Service Delivery
Unit-5 Customers' Roles in Service Delivery
Unit-6 Managing Demand and Capacity
Unit-7 Promotions and Pricing Strategies in Services Marketing
Unit-8 Integrated Services Marketing Communications
Unit-9 The Financial and Economic Impact of Service
Teaching & A combination of lecturing, presentations, and discussions will be used to
Learning conduct the course. Students will be expected to read extensively ahead of
Strategies each class session and actively participate in discussions and practical
work.
Assignment Written assignment (10 marks), presentation (5 marks) and Quiz (10
marks)
Suggested Gronroos, C. (2020). Service marketing research priorities. Journal of
Readings Services Marketing, 34(3), 291-298.

81
 Hole, Y., Pawar, S., &Bhaskar, M. P. (2018). Service marketing and
quality strategies. Periodicals of Engineering and Natural
Sciences, 6(1), 182-196.
Lovelock, C., & Wright, L. (2018). Principles of service marketing and
management (8th ed.). Pearson.
Zeithaml, V. A., Bitner, M. J., &Gremler, D. D. (2018). Services
marketing: Integrating customer focus across the firm. McGraw-
Hill Education.

Assessment and Examinations

Sr. # Elements Weightage Details

1 Midterm Assessment 35% Written test (at the mid-point of the semester)
2 Formative Assessment 25% Assignment, presentation and quiz
3 Final Assessment 40% Written test (at the end of the semester)

Name of the Social Media Marketing

course
Course Code MBA 650
Semester -
Credit Hours 3
Prerequisite Principles of Marketing
Learning On completion of this course, the students will be able to:
outcomes 1. Develop and implement internet marketing strategies.
2. Critically appraise the application of the Internet in marketing.
3. Apply the marketing concepts in an online environment.
4. Implementinternet tools to achieve marketing goals.
5. Gain practical experience in internet marketing.
Contents Unit-1 Introduction and Industry Trends
1.1 The Opportunity
1.2 Mega Trends
Unit-2 Strategic E – Marketing
2.1 E Business Models
2.2 Consumers Online Characteristics
Unit-3 Site Design Basics
3.1 Four Cornerstone Approach
3.2 Personas and Scenarios
3.3. How to Write Project Briefs?
Unit-4 Site Design Usability
4.1 Usability Best Practices
4.2 Domain Name Management
Unit-5 Site Design
5.1 Programming Standards/Information Architecture
5.2 Rich Media
Unit-6 Building Trust
6.1 Consumer Privacy Legislation
6.2 Data Management Practices
Unit-7 E Marketing Communications
7.1 Online Advertising Methods
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 7.2 Online Promotional Tools
7.3 Permission Based Email
Unit-8 Search and Intelligent Search
8.1 Search Engine Optimization
8.2 Search Marketing
8.3 Search Strategies Customer Acquisition
8.4 Search Engine Marketing FAQ
Teaching & A combination of lecturing, presentations, and discussions will be used to
Learning conduct the course. Students will be expected to read extensively ahead of
Strategies each class session and actively participate in discussions and practical
work.
Assignment Written assignment (10 marks), presentation (5 marks) and Quiz (10
marks)
Suggested Arora, A. S., &Sanni, S. A. (2019). Ten years of ‘social media marketing
Readings ‘research in the Journal of Promotion Management: Research
synthesis, emerging themes, and new directions. Journal of
Promotion Management, 25(4), 476-499.
Dahl, S. (2018). Social media marketing: Theories and applications (2nd
ed.). Sage. [Link]
assets/91338_book_item_91338.pdf
Hanson, W., &Kalyanam, K. (2007). Principles of Internet marketing.
South-Western college publishing.
Parsons, A. L., &Lepkowska-White, E. (2018). Social media marketing
management: A conceptual framework. Journal of Internet
Commerce, 17(2), 81-95.
Tuten, T. L., & Solomon, M. R. (2017). Social media marketing. Sage.

Assessment and Examinations

Sr. # Elements Weightage Details

1 Midterm Assessment 35% Written test (at the mid-point of the semester)
2 Formative Assessment 25% Assignment, presentation and quiz
3 Final Assessment 40% Written test (at the end of the semester)

Name of the Supply Chain Management

course
Course Code MBA 651
Semester -
Credit Hours 3
Prerequisite Principles of Marketing
Learning On completion of this course, the students will be able to:
outcomes 1. Understanding of key drivers of supply chain performance and their
inter-relationships with strategy and other functions of the company

83
 such as marketing, manufacturing and accounting.
2. Understand the complexity of inter-firm and intra-firm coordination in
implementing programs such as e-collaboration, quick response, jointly
managed inventories and strategic alliances.
3. Design logistics systems and formulate integrated supply chain
strategy, so that all components are not only internally synchronized
but also tuned to fit corporate strategy, competitive realities and market
needs.
4. Understand which information should be exchanged in a supply chain
and how it should be used to benefit the entire supply chain.
5. Identify improvement opportunities that exist within supply chains in
different industries and to quantify the improvements that various
supply chain strategies offer.
6. Understand which barriers companies face during the implementation
of new supply chain strategies.
7. Develop knowledge and skills relating to supply chain management.
8. To develop modeling skills by using excel solver.
Contents Unit-1 Introduction to Supply Chain Management (SCM).
Internal and external supply chain management
Unit-2 Supply chain strategy
Structure, performance, SSPP (Strategy-structure-process-
performance) framework,
Unit-3 SCM Decisions
SCM Drivers and obstacles
Facility location
Warehousing
Forecasting
Inventory Management
Transportation
Linear Programming – Excel Solver
Bullwhip effect
Unit-4 Double Marginalization
Unit-5 Job shop scheduling,
Unit-6 ERPJIT
Unit-7 Lean production
Teaching & A combination of lecturing, presentations, and discussions will be used to
Learning conduct the course. Students will be expected to read extensively ahead of
Strategies each class session and actively participate in discussions and practical
work.
Assignment Written assignment (10 marks), presentation (5 marks) and Quiz (10
marks)
Suggested Chopra, S., Meindl, P., &Kalra, D. V. (2019). Supply chain management:
Readings Strategy, planning, and operation (7th ed.). Pearson.
Christopher, M. (2016). Logistics & supply chain management. Pearson
Limited.
Stevenson, W. J. (2018). Operations management (12th ed.). McGraw-Hill.

Assessment and Examinations

Sr. # Elements Weightage Details

84
1 Midterm Assessment 35% Written test (at the mid-point of the semester)
2 Formative Assessment 25% Assignment, presentation and quiz
3 Final Assessment 40% Written test (at the end of the semester)

85
 Annex-IV

Human Resource Management

SpecializationCourses
for Executive MBA

86
Name of the Cases and Exercises in Personnel Management/HRM
course
Course Code EMBA 661
Semester -
Credit Hours 3
Prerequisite Human Resource Management
Learning On completion of this course, the students will be able to:
outcomes 1. Understand the cases, exercises, incidents and skill builders to
supplement the basic text of HRM.
2. Offer a fresh approach to the management students based on dynamic,
“real life” organizational events confronting both human resource
managers and line managers who often implement human resource
programs and policies.
Contents Unit-1 The HRM Function
1.1 Case: The New Director of Human resources
1.2 Case: The human resource function of Harrison
Brothers Corporation
1.3 Exercise: The linkage between Human resource
practices and Competitive Advantage
1.4 Exercise: Evaluating the Financial impact of Human
resource Management activities: reducing turnover cost.
Unit-2 Meeting HRM requirements: Job analysis/design
2.1 Case: Employee layoffs at St. Mary’s Hospital
2.2 Case: Strategic HRM
2.3 Exercise: Which employee should be terminated
2.4 Exercise: Outsourcing HRM functions.
Unit-3 Recruitment and selection
3.1 Case: The ethical Selection Dilemma at Integrity
Motors
3.2 Case: A solutions for adverse impact
3.3 Exercise: Evaluating and recruiting Function
3.4 Exercise: Selection interview Role Play
Unit-4 Training and development
4.1 Case: Career Development at Electronic Application
4.2 Case: The Mentoring Problem at Walnut Insurance
4.3 Exercise: Conducting Training need Assessment
4.4 Exercise: Design and evaluation of Training programs.
Unit-5 Performance Appraisal
5.1 Case: Performance Evaluation: A case of second
evaluation
5.2 Case: Performance evaluation at Western Savings
5.3 Exercise: EvalSim – A Performance evaluation
5.4 Exercise: Performance Appraisal interview Role play
Unit-6 Compensation
6.1 Case: The overpaid Bank tellers.
6.2 Case: Managing Non-monetary Compensation.
6.3 Exercise: Allocating merit raises
6.4 Exercise: WageSim- A compensation Administration
Unit-7 Motivation and Discipline
7.1 Case: The broken employment contract

87
 7.2 Case: Surfing the internet on company time.
7.3 Exercise: Motivating and Maintaining morale during
downsizing
7.4 Exercise: Women as Managers scale
Teaching & A combination of lecturing, presentations, and discussions will be used to
Learning conduct the course. Students will be expected to read extensively ahead of
Strategies each class session and actively participate in discussions and practical
work.
Assignment Written assignment (10 marks), presentation (5 marks) and Quiz (10
marks)
Suggested Dresang, D. L. (2017). Personnel management in government agencies
Readings and nonprofit organizations. Taylor & Francis.
Nkomo, S. M., Fottler, M. D., & McAfee, R. B. (2011). Human resource
management applications: Cases, exercises, incidents, and skill
builders (7th ed.). Cengage Learning.
Riccucci, N. M., Naff, K. C., &Hamidullah, M. F. (2019). Personnel
management in government: Politics and process. Routledge.
Stevens, G. E. (1996). Cases and exercises in human resource
management. McGraw-Hill/Irwin.

Assessment and Examinations

Sr. # Elements Weightage Details

1 Midterm Assessment 35% Written test (at the mid-point of the semester)
2 Formative Assessment 25% Assignment, presentation and quiz
3 Final Assessment 40% Written test (at the end of the semester)

Name of the Human Resource Development

course
Course Code EMBA 662
Semester -
Credit Hours 3
Prerequisite Human Resource Management
Learning On completion of this course, the students will be able to:
outcomes 1. Understand the practical application of the theories and tools learned in
this and other HR courses when dealing with HRD functions.
2. Focus on the role of HR in impacting executive leadership, line
management,
3. Understand staff development, performance management, change
management, successful planning and training.
Contents Unit-1 Introduction to Human Resource Development
1.1 Evolution of HRD
1.2 HRD structure and functions
1.3 Role and competencies of HRD professionals
1.4 Challenges to HRD professionals
Unit-2 Training Needs Assessment
2.1 The needs assessment process
2.2 Systematic approach to Needs Assessment

88
 Unit-3 Learning and HRD
3.1 The forces influencing working and learning
3.2 Learning Theories
3.3 Implications of learning theories for effective HRD
programs
Unit-4 Training Program Design
4.1 The design process
4.2 Preparing a lesson plan
4.3 Training design work street
4.4 Preparing training materials
4.5 Scheduling the training program
4.6 Implementing the training program
4.7 Program development issues
Unit-5 Transfer of Learning
5.1 Theories of transfer
Unit-6 Evaluating HRD Programs
6.1 Importance of evaluation
6.2 Evaluation process
6.3 Training outcomes
6.4 Determining R.O.I
Unit-7 Training Delivery
7.1 Traditional training methods.
7.2 Importance of training administration
7.3 Training administrative sequence
Unit-8 Use of New Technologies in Training
8.1 E- Learning and use of technology
Unit-9 Special Issues in Training and Development
9.1 Potential legal issues related to training
Unit-10 Cross-cultural Training
10.1 Approaches to employee development
10.2 Comparison between training and development
Unit-11 The Future of Training and Development
11.1 A vision of an evolving future for the training function
11.2 What does today’s trainer need to do?
Teaching & A combination of lecturing, presentations, and discussions will be used to
Learning conduct the course. Students will be expected to read extensively ahead of
Strategies each class session and actively participate in discussions and practical
work.
Assignment Written assignment (10 marks), presentation (5 marks) and Quiz (10
marks)
Suggested Harris, D. M., &DeSimone, R. L. (2001). Human resource development
Readings (3rd ed.). Thomas Nelson and Sons Ltd.
Noe, R. A. (2010). Employee training and development (5th ed). Irwin
McGraw-Hill.
Noe, R. A., &Kodwani, A. D. (2018). Employee training and development.
(7th ed). McGraw-Hill Education.
Pace, R. W. (1991). Human resource development: The field. Prentice
Hall.
Stewart, J., &McGoldrick, J. (1996). Human resource development:
Perspectives, strategies and practice. Pitman.

89
 Werner, J. M., &DeSimone, R. L. (2011). Human resource
[Link] Learning.

Assessment and Examinations

Sr. # Elements Weightage Details

1 Midterm Assessment 35% Written test (at the mid-point of the semester)
2 Formative Assessment 25% Assignment, presentation and quiz
3 Final Assessment 40% Written test (at the end of the semester)

Name of the International Human Resource Management

course
Course Code EMBA 663
Semester -
Credit Hours 3
Prerequisite Human Resource Management
Learning On completion of this course, the students will be able to:
outcomes 1. Understand the development of global leaders through cross-cultural
awareness, interactive learning, comparative research experience, and
analysis of the expatriation and repatriation processes.
2. Explore the international dimensions for future business and career
aspirations.
3. Distinguish international from domestic HR practices.
4. Understand the nature of developing and managing human resources in
international, multinational, global, and transnational firms.
5. Explore the complexity, challenges, and choices that firms are faced
with and strategies they use to effectively develop and manage their
international workforce in culturally and geographically diverse
environments
Contents Unit-1 Introduction
1.1 Define key terms in IHRM
1.2 Review expatriate management evolution
1.3 Outline the differences between domestic HRM and
IHRM
1.4 Identify variables that moderate these differences
1.5 Discover the increasing complexity and potential
challenges of current IHRM
1.6 Discuss trends and emerging challenges in the global
work environment in which IHRM functions and
activities are conducted
Unit-2 Culture and Organizational Context
2.1 Cultural concepts
2.2 Cross-cultural management studies and strategic
implications for IHRM
2.3 Structural responses to international growth: the path to
global status
2.4 Control and coordination mechanisms, including culture
and socioeconomic changes
2.5 Modes of operation used in various international
90
 markets
2.6 Effect of responses on HRM approaches and activities
Unit-3 Staffing International Operations for Sustained Global
Growth
3.1 Issues related to various approaches to staffing foreign
operations
3.2 Reasons for using international assignments: position
filling, management development, and organizational
development
3.3 Types of international assignments: standard vs. non-
standard
3.4 The role of expatriates and non-expatriates in
supporting international business activities
3.5 The role of inpatriates in the corporate global strategy
3.6 Return on investment of international assignments
3.7 The role of the corporate HR functions
Unit-4 Recruiting and Selecting Staff for International
Assignments
4.1 The debate surrounding expatriate failure
4.2 Factors moderating intent to stay or leave the
international assignment
4.3 Selection criteria and procedures for international
assignments
4.4 Equal employment opportunity issues: law enforcement,
policies, and social norms
4.5 Dual-career couples
4.6 Gender and family issues for international assignments
Unit-5 International Training and Development
5.1 Define and contrast between training and development
5.2 The role of training in supporting expatriate adjustment
and on-assignment performance
5.3 Components of effective pre-departure training
programs such as cultural awareness, preliminary visits
and language skills.
5.4 Relocation assistance and training for trainers
5.5 Effectiveness of pre-departure training
5.6 Developmental aspect of international assignments and
its relation to international career paths
5.7 Training and developing international management
teams
5.8 Trends in international training and development
Unit-6 International Compensation
6.1 Examine the complexities that arise when firms move
from compensation at the domestic level to
compensation in an International context
6.2 Detail the key components of international
compensation
6.3 Outline the two main approaches to international
compensation and the advantages and disadvantages of
each approach

91
 6.4 Examine the special problem areas of taxation, valid
international living cost data and the challenge of
managing compensation among parent-country
nationals, host-country nationals, and third-country
nationals
6.5 Examine the recent developments and global
compensation issues.
Unit-7 HRM in the Host Country Context
7.1 Identify and discuss drivers that shape the interplay
between global standardization and localization of HR
practices in the multinational context
7.2 Standardization drivers such as MNE strategy and
structure, maturity and age, and corporate culture
7.3 Localization drivers such as the host country’s cultural
and institutional environment, the mode of operation
and subsidiary role
7.4 Outline measures which support the development of a
balance of globalization and localization of HRM
7.5 Address business ethics and the global code of conduct
7.6 Discuss strategic importance of off shoring and
implications for IHRM
Unit-8 International Industrial Relations
8.1 Cross-cultural difference in industrial relations and
collective bargaining
8.2 Discuss key issues in industrial relations and the
policies and practices of multinationals
8.3 Examine the potential constraints that trade unions may
have on multinationals.
8.4 Outline key concerns for trade unions.
8.5 Discuss recent trends and issues in the global workforce
context.
8.6 Discuss the formation of regional economic zones such
as the European Union, and impact of opponents to
globalization.
8.6 Transition of the organized labor in emerging markets
Teaching & A combination of lecturing, presentations, and discussions will be used to
Learning conduct the course. Students will be expected to read extensively ahead of
Strategies each class session and actively participate in discussions and practical
work.
Assignment Written assignment (10 marks), presentation (5 marks) and Quiz (10
marks)
Suggested Ayentimi, D. T., Burgess, J., & Brown, K. (2018). A conceptual
Readings framework for international human resource management research
in developing economies. Asia Pacific Journal of Human
Resources, 56(2), 216-237.
Collings, D. G., Wood, G. T., &Szamosi, L. T. (Eds.). (2018). Human
resource management: A critical approach. Routledge.
Dowling, P. (2008). International human resource management:
Managing people in a multinational context. Cengage Learning.
Dowling, P. J., Festing, M., & Engle, A. D. (2019). International human

92
 resource management (7th ed). Cengage Learning.
Reiche, B. S., Harzing, A. W., &Tenzer, H. (Eds.). (2018). International
human resource management. Sage Publications Limited.

Assessment and Examinations

Sr. # Elements Weightage Details

1 Midterm Assessment 35% Written test (at the mid-point of the semester)
2 Formative Assessment 25% Assignment, presentation and quiz
3 Final Assessment 40% Written test (at the end of the semester)

Name of the Industrial Relations and Labor Law in Pakistan

course
Course Code EMBA 664
Semester -
Credit Hours 3
Prerequisite Human Resource Management
Learning On completion of this course, the students will be:
outcomes 1. Familiar with laws relating to labour and industry.
2. Aware the knowledge of industrial laws and working of labour courts
and trade unions
Contents Unit-1 Introduction and Scope of labour laws
Introduction, Scope, history, how labour union emerge,
Unit-2 Constitution Provisions regarding Labour
Industrial relations ordinance 2012
Factories act 1934
Workman Compensation Act
Industrial and commercial Employment (Standing Orders)
Ordinance 1968
Social Security Ordinance 1965
Payment of wages Act 1936
Companies Profit (Workers compensation Act)
Employees old age benefits Act 1978
Unit-3 Trade Unions
Unit-4 Labour courts in Pakistan
Unit-5 International labour organization
Teaching & A combination of lecturing, presentations, and discussions will be used to
Learning conduct the course. Students will be expected to read extensively ahead of
Strategies each class session and actively participate in discussions and practical
work.
Assignment Written assignment (10 marks), presentation (5 marks) and Quiz (10
marks)
Suggested Cheema, K. M. (2017). Business laws. Syed Mobin Mahmud & Co.
Readings Mohammed, F. (2011). Protecting Pakistani laborers post-eighteenth
amendment: Recognizing rights after the devolution of
power. Loyola University Chicago International Law Review 9 (2),
265- 295.

93
 The Punjab Assembly. (2010). Complete set of labour laws in
[Link] Law Book House.

Assessment and Examinations

Sr. # Elements Weightage Details

1 Midterm Assessment 35% Written test (at the mid-point of the semester)
2 Formative Assessment 25% Assignment, presentation and quiz
3 Final Assessment 40% Written test (at the end of the semester)

Name of the Leadership and Change Management

course
Course Code EMBA 665
Semester -
Credit Hours 3
Prerequisite Organizational Behavior, Strategic Management, Organizational
Development
Learning On completion of this course, the students will be able to:
outcomes 1. Examine the differences in various approaches to leadership and
critically compare them.
2. Understand the leader’s role as it relates to bringing about constructive
change to an organization.
3. Analyze and discuss how to bring about change and remove the
barriers to change including resistance to change.
4. Develop an understanding and appreciation for leadership attributes,
skills and principles for success in today’s complex organizations.
5. Discuss and evaluate differing change management models.
6. Analyze and apply a variety of methods for understanding and
mapping change in an organization.
Contents Unit-1 The New Realities of Leadership: Change Leadership
Introduction, force of change, change and loss, good change and
bad change,approaches to leadership, successful drivers of
change, new realities as the force of change.
Unit-2 Critical Systems Thinking
Introduction, what is system and system theory, system thinking
mindset, system dynamic, challenges to thinking process.
Unit-3 Authority, Obedience and Power
Unit-4 Leadership and Ethics
Unit-5 Case Studies
Case study: Clayton Industries
Case study: Creating a culture of empowerment and
accountability
Case study: IBM case
Teaching & A combination of lecturing, presentations, and discussions will be used to
Learning conduct the course. Students will be expected to read extensively ahead of
Strategies each class session and actively participate in discussions and practical
work.
Assignment Written assignment (10 marks), presentation (5 marks) and Quiz (10

94
 marks)
Suggested Anderson, D., & Ackerman, L. (2010). Beyond change management.
Readings Pfiefer.
Applegate, L. M., Austin, R. D., & Collins, E. (2009). IBM's decade of
transformation: Turnaround to growth. Harvard Business Press
Arnell, P. (2010). Country manager for Italy: Case study. Harvard
Business Press.
Beerel, A. (2009). Leadership and change management. Sage Publications.
Gill, R. (2002). Change managementor change leadership?Journal of
Change Management, 3(4), 307-318.
Graetz, F. (2000). Strategic change [Link] Decision,
38(8), 550-564.
Howard, L. L., Berger, G., &Waikar, S. (2017). Creating a culture of
empowerment and accountability at St. Martin de Porres High
School: Case study. Harvard Business Press.
Kotter, J. P. (1995). Leading change: Why transformation efforts
[Link] Business Review, 73(2), 59-67.
Kotter, J. P. (1996). Leading change. Harvard Business Press.
Kotter, J. P. (2001). What leaders really do? Harvard Business Review,
79(11), 85-98.
Kotter, J. P. (2008). A sense of urgency. Harvard Business Press.
Kotter,J.P. (2009). Leading change:Why transformation efforts fail. IEEE
Engineering Management Review, 37(3), 42-48.

Assessment and Examinations

Sr. # Elements Weightage Details

1 Midterm Assessment 35% Written test (at the mid-point of the semester)
2 Formative Assessment 25% Assignment, presentation and quiz
3 Final Assessment 40% Written test (at the end of the semester)

Name of the Organization Development

course
Course Code EMBA 666
Semester -
Credit Hours 3
Prerequisite Human Resource Management, Organizational Behaviour
Learning On completion of this course, the students will be able to:
outcomes 1. Understand of organization development theories and concepts.
2. Apply the theories and concepts to their own experiences, observations
and future involvement in change processes.
3. Understand the dynamics of the change process and resistance to
change in organizations.
4. Knowrange of organization development interventions and techniques.
Contents Unit-1 Introduction to Organization Development (OD)
1.1 OD defined
1.2 Growth and relevance of OD
1.3 Short history of OD
1.4 Evolution of OD
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 Unit-2 The Nature of Planned Change
Unit-3 The Organization Development Practices
Unit-4 Entering and Contracting
4.1 Entering an OD Relationship
4.2 Elements of Contracting
Unit-5 Unit Diagnosing Organizations
5.1 Need for Diagnosis
5.2 Diagnostic Models
5.3 Open Systems Model
Unit-6 Diagnosing Groups and Jobs
6.1 Group Level Diagnosis
6.2 Individual Level Diagnosis
6.3 The Diagnostic Relationship
Unit-7 Collecting and Analyzing Data
7.1 Techniques for Analyzing Data
Unit-8 Unit Feeding Back Diagnostic Data
8.1 Determining the Content of the Feedback
8.2 Characteristics of the Feedback Process
8.3 Survey Feedback
8.4 Determining Next Steps
Unit-9 Unit Designing Interventions
Unit-10 Unit Leading and Managing Change
Unit-11 Interpersonal and Group Process Approach;
Unit-12 Organization Process Approach
12.1 Process Consultation
12.2 Team Building
12.3 Appreciative Inquiry
12.4 Large Group Interventions
12.5 Organization Conflict Meeting
12.6 Intergroup Relations Interventions
Unit-13 Redesigning Organization
Unit-14 Employee Involvement
Unit-15 Work Design
Unit-16 Performance Management
Unit-17 Developing and Assisting Members
Unit- 18 Strategic Change Interventions
Unit-19 Competitive and Collaborative Strategies
Unit-20 Organizational Transformation
Unit-21 Psychologically Health Workplace
Unit-22 Unit Organizational Development in Global Settings
Teaching & A combination of lecturing, presentations, and discussions will be used to
Learning conduct the course. Students will be expected to read extensively ahead of
Strategies each class session and actively participate in discussions and practical
work.
Assignment Written assignment (10 marks), presentation (5 marks) and Quiz (10
marks)
Suggested Anderson, D. L. (2019). Organization development: The process of
Readings leading organizational change. SAGE Publications.
Church, A. H. (2017). The art and science of evaluating organization
development interventions. Organization Development

96
 Practitioner, 49(2), 26-35.
Cummings, T. G., & Worley, C. G. (2018). Organization development and
change (10th ed.). Cengage learning.
Huffington, C. (2018). A manual of organizational development: The
psychology of change. Routledge.
Smither, R., Houston, J., & McIntire, S. (2016). Organization
development: Strategies for changing environments. Routledge.

Assessment and Examinations

Sr. # Elements Weightage Details

1 Midterm Assessment 35% Written test (at the mid-point of the semester)
2 Formative Assessment 25% Assignment, presentation and quiz
3 Final Assessment 40% Written test (at the end of the semester)

Name of the Performance & Compensation Management

course
Course Code EMBA 667
Semester -
Credit Hours 3
Prerequisite Human Resource Management
Learning On completion of this course, the students will be able to:
outcomes 1. Understand how to explore and introduce the intricate details of
performance and performance evaluation systems.
2. Understand the design & details of a compensation system. and
strategies of compensation management practiced
3. Understand the systems actually running in different organizations.
4. Understand the importance and an overview of performance
management systems, practical implications of the performance
evaluations and their link with the compensation systems
Contents Unit-1 Introduction
1.1 Introduction to the Course, Objectives and Learning
Strategy
1.2 Some Basic Ideas to be shared about Performance and
Compensation Management, its relation with Human
Resource Management and Management in general.
Unit-2 Performance Appraisal Systems
2.1 What is performance?
2.2 Factors affecting performance
2.3 Importance of Performance Management, its relation
with productivity & Organizational mission
2.4 Human Performance Improvement
2.5 Performance appraisal as a tool of performance
management
2.6 Uses of performance appraisal
2.7 Evolution of performance appraisal
Unit-3 Performance Appraisal Systems with critical appreciation
3.1 Rating Scales
3.2 Ranking Method
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 3.3 Paired Comparison
3.4 Critical Incident Method Work standards
3.5 Work Standards
3.6 Characteristics of an effective appraisal system
3.7 Problems and Biasness in appraisal system
3.8 Politics in appraisal system
Unit-4 Performance Diagnosis
4.1 Identifying causes of poor performance
4.2 Overview of different appraisal systems at organizations
Unit-5 Compensation
5.1 Introduction to compensation
5.2 Factors affecting compensation
5.3 Importance of compensation management
5.4 Compensation as a tool of performance management
and retention
5.5 Levels of compensation and benefits
5.6 Components of compensation
5.7 Strategic Compensation
Unit-6 Traditional Bases for Pay
Unit-7 Incentive Pay
Unit-8 Designing compensation systems
Unit-9 Building Market competitive compensation system
Unit-10 Building pay structures that recognize Employee
Contributions
11.1 Employee Benefits
11.2 Job Evaluation
11.3 Surveying Market Pay & Compensation
11.4 Designing a base pay structure
Unit-11 Employees Benefits
12.1 Pay for performance
12.2 Pay Delivery
12.3 Pay equity
12.4 The pay, Budget and Increments
12.5 Integration of PA & Compensation
12.6 Pay Structures (The practical aspects)
Teaching & A combination of lecturing, presentations, and discussions will be used to
Learning conduct the course. Students will be expected to read extensively ahead of
Strategies each class session and actively participate in discussions and practical
work.
Assignment Written assignment (10 marks), presentation (5 marks) and Quiz (10
marks)
Suggested Bacal, R. (2011). Performance management (2nd ed.). PHI Learning Pvt.
Readings Ltd.
Deluca, M. J. (1993). Handbook of compensation management. Prentice
Hall.
Dessler, G. (2018). Human resources management (15th ed.). Pearson
Education.
Henderson, R. I. (2003). Compensation management in a knowledge-
based world. Prentice Hall.
Martocchio, J. J. (2018). Strategic compensation: A human resource

98
 management approach (9th ed.). Pearson.
Rothwell, W. J., Hohne, C. K., & King, S. B. (2012). Human performance
improvement. Routledge.
Timpe, A. D. (1992). Performance: The art and science of business
management. Kendall Publishing.

Assessment and Examinations

Sr. # Elements Weightage Details

1 Midterm Assessment 35% Written test (at the mid-point of the semester)
2 Formative Assessment 25% Assignment, presentation and quiz
3 Final Assessment 40% Written test (at the end of the semester)

Name of the Positive Organizational Scholarships

course
Course Code EMBA 668
Semester -
Credit Hours 3
Prerequisite Human Resource Management, Org. Development, Human Resource
Development, Organizational Behaviour
Learning On completion of this course, the students will be able to:
outcomes 1. Understand about the concept of positivity in organizations.
2. Understand how to differentiate between positivity based and
deficiency-based paradigm of research.
3. Analyze and assess the applications of positivity-based phenomenon in
the real world particularly the work-life.
Contents Unit-1Introduction to Positive Organizational Scholarship
Introduction, definition, historical perspectives
Unit-2Positive Individual Attribute
Psychological capital, prosocial motivation, positive identity,
proactive, creativity,
Unit-3 Positive Emotions
Positive emotions, positive energy, passion, intelligence, group
emotions
Unit-4 Character Strengths and Virtues
Virtues, forgiveness, humility, compassion, hope, courage.
Unit-5 Positive Organizational Behaviour
High Quality Connections
Subjective Well-being
Flow and the concept of intrinsic motivation
Work engagement
Unit-6 Leadership
Authentic Leadership
Positive Leadership
Unit-7 Appreciative Inquiry
Unit-8 Organizational Virtuousness
Teaching & A combination of lecturing, presentations, and discussions will be used to
Learning conduct the course. Students will be expected to read extensively ahead of
Strategies each class session and actively participate in discussions and practical
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 work.
Assignment Written assignment (10 marks), presentation (5 marks) and Quiz (10
marks)
Suggested Cameron, K. S., Dutton, J. E., & Quinn, R. E. (2003). An introduction to
Readings positive organizational scholarship. Positive Organizational
Scholarship, 3(13), 1-8
Dutton, J. E. &Heaphy, E. D. (2003). The power of high-quality
connections:Foundations of a new [Link] Koehler.
Dutton, J. E. & Ragin, B. R. (2006). Exploring positive relationships at
[Link].
Dutton, J. E. (2003). Energize your workplace: How to sustain and
maintain high-quality [Link] Bass.
Whitney, D., &Cooperrider, D. L. (2000). The appreciative inquiry
summit: An emerging methodology for whole system positive
change. Journal of Organization Development Network, 32(1), 13-
26.
Whitney, D., &Trosten-Bloom, A. (2010). The power of appreciative
inquiry: A practical guide to positive change. Berrett-Koehler.
Assessment and Examinations
Sr. # Elements Weightage Details
1 Midterm Assessment 35% Written test (at the mid-point of the semester)
2 Formative Assessment 25% Assignment, presentation and quiz
3 Final Assessment 40% Written test (at the end of the semester)

Name of the Recruitment & Selection Techniques

course
Course Code EMBA 669
Semester -
Credit Hours 3
Prerequisite Human Resource Management
Learning On completion of this course, the students will be able to:
outcomes 1. Develop job specifications and person specifications to fit current
recruitment needs of the business
2. Examine selection methods and their effectiveness in helping identify
the best interview candidates
3. Understand communications and techniques in order to get the best out
of recruitment interviews
4. Evaluate the procedures for recruiting & selecting employees, taking
into account constraints imposed by the organization & legislation.
5. Develop plans to identify, attract and contact the talent pool.
6. Develop strategies for the process of screening & selecting candidates.
7. Utilize various interviews techniques.
8. Assess the usefulness of various testing methods & techniques used in
the selection process.
Contents Unit-1 Introduction to Recruitment and Selection
Unit-2 Describing the Job
2.1 Job Design

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 2.2 Analysis techniques for Recruitment & Selection
2.3 Competency based model
Unit-3 Attracting the right person
3.1 Recruitment Methods
3.2 Marketing the Job
Unit-4 The information needed to make decisions
4.1 Markov Analysis
4.2 Information flow
4.3 Difficulties in making decisions
4.4 Way of Providing information
Unit-5 Applications: their format and uses
5.1 How to shortlist
5.2 Forms of application
5.3 Screening methods
Unit-6 Interviews
6.1 Forms of interviews
6.2 What works, what does not?
6.3 Assessment centers
Unit-7 Employment Testing
7.1 Application blanks and tests
7.2 Resume analysis
7.3 Reference checking
Unit-8 Integrating Selection Information
8.1 Selection decision analysis
8.2 Selection methods
Unit-9 Personality Tests
9.1 Psychometric testing
9.2 Aptitude tests
Unit-10 After the Offer
10.1 Making win/win decisions
10.2 Making an offer of employment
10.3 Negotiations after offer
10.4 Providing feedback
Unit-11 Decision-Making
Unit-12 Evaluating the Decisions
Teaching & A combination of lecturing, presentations, and discussions will be used to
Learning conduct the course. Students will be expected to read extensively ahead of
Strategies each class session and actively participate in discussions and practical
work.
Assignment Written assignment (10 marks), presentation (5 marks) and Quiz (10
marks)
Suggested Dale, M. (1995). Successful recruitment and selection: A practical guide
Readings for managers. Kogan Page Limited.
Dale, M. (2003). A manager's guide to recruitment & selection. Kogan
Page Publishers.
Hmoud, B., & Laszlo, V. (2019). Will artificial intelligence take over
human resources recruitment and selection? Network Intelligence
Studies, 7(13), 21-30.
Ristic, M. R., & Qureshi, T. M. (2019). Recruitment and selection
techniques In Bulatovic, L(Ed.). The Digital Spaces: Challenges

101
 and expectations (pp. 75-98). FMK publishing.
Rozario, S. D., Venkatraman, S., & Abbas, A. (2019). Challenges in
Recruitment and Selection Process: An Empirical
Study. Challenges, 10(2), 35-44

Assessment and Examinations

Sr. # Elements Weightage Details

1 Midterm Assessment 35% Written test (at the mid-point of the semester)
2 Formative Assessment 25% Assignment, presentation and quiz
3 Final Assessment 40% Written test (at the end of the semester)

Name of the Seminar in Human Resource Management

course
Course Code EMBA 670
Semester -
Credit Hours 3
Prerequisite Human Resource Management, Org. Development, Human Resource
Development
Learning On completion of this course, the students will be able to:
outcomes 1. Explain and critically discuss theoretical paradigms in human resource
management.
2. Integrate diverse theoretical perspectives on a knowledge area
(pertaining to a topic in organizational behaviour and/or HRM) into a
coherent theoretical model, which will be used to conduct research in
‘real-world’ organizations.
3. Assess the validity of theoretical assumptions into the practice of HRM
in ‘real-world’ organizations and integrate research findings and
conclusions into the broader theoretical debate on a knowledge area.
4. Formulate specific recommendations to HRM professionals in order to
enhance individual and organizational performance based on warranted
research findings.
Contents Unit-1 Human Resource Management
Research on HRM process, HR planning, Employee performance
management, Compensation/Benefits; Career development,
current issues in HRM
Unit-2 The New Director of Human Resources Management
Unit-3 Contemporary topics in HRM
Organizational justice and ethics, the employment relationship,
managing and retaining talent, conflict and creativity, groups and
teams, psychological empowerment, employee work
engagement, leadership and employee relations.
Unit-4 Developing a Research Proposal
Conducting literature review - writing theory
Developing a conceptual research model- writing research
hypotheses
Qualitative / Quantitative research and design of field research
Design of interviews / questionnaires for field research
Interviewing skills and techniques
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 Analyzing collected data in relation to hypotheses
Reporting research findings
Teaching & A combination of lecturing, presentations, and discussions will be used to
Learning conduct the course. Students will be expected to read extensively ahead of
Strategies each class session and actively participate in discussions and practical
work.
Assignment Written assignment (10 marks), presentation (5 marks) and Quiz (10
marks)
Suggested Attridge, M. (2009). Measuring and managing employee work
Readings engagement: A review of the research and business literature.
Journal of Workplace Behavioural Health, 24(4), 383-398.
Butts, M. M., Vandenberg, R. J., DeJoy, D. M., Schaffer, B. S., & Wilson,
M. G. (2009). Individual reactions to high involvement work
processes: Investigating the role of empowerment and perceived
organizational support. Journal of Occupational Health
Psychology, 14(2), 122-136.
Cappelli, P. (2008). Talent management for the twenty-first
[Link] Business Review, 86(3), 74-81.
Cotton, J. L., Vollrath, D. A., Froggatt, K. L., Lengnick-Hall, M. L., &
Jennings, K. R. (1988). Employee participation: Diverse forms and
different outcomes. Academy of Management Review, 13(1), 8-22.
Guest, D. (2011). Human resource management and performance: Still
searching for some [Link] Resource Management
Journal, 21(1), 3-13.
Guzzo, R. A., & Dickson, M. W. (1996). Teams in organizations: Recent
research on performance and effectiveness. Annual Review of
Psychology, 47(1), 307-338.
Hollander, E. P., &Offermann, L. R. (1990). Power and leadership in
organizations: Relationships in transition. American
psychologist, 45(2), 179-189.
Huhtala, H., &Parzefall, M-R. (2007). A review of employee well-being
and innovativeness: An opportunity for mutual benefit. Creativity
& Innovation Management, 16(3), 299-306.
Jehn, K. A. (1997). A qualitative analysis of conflict types and dimensions
in organizational groups. Administrative Science Quarterly,42(3),
530-557.[Link]
McShane, S. L., Von Glinow, M. A. Y., & Von Glinow, M. A.
(2005). Organizational behavior:Emerging realities for the
workplace revolution. McGraw-Hill.
Noe, R. A., Hollenbeck, J. R., Gerhart, B. A., & Wright, P. M. (2007).
Fundamentals of human resource management. McGraw Hill.
Podsakoff, P. M., MacKenzie, S. B., Paine, J. B., &Bachrach, D. G.
(2000). Organizational citizenship behaviors: A critical review of
the theoretical and empirical literature and suggestions for future
research. Journal of Management, 26(3), 513-563.
Ryan, R. M., &Deci, E. L. (2000). Self-determination theory and the
facilitation of intrinsic motivation, social development, and well-
being. American psychologist, 55(1), 68-79.
Saunders, M., Lewis, P. &Thornhill, A. (2009). Research methods for
business students (5th ed.). Prentice Hall.

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 Seidel, M. L., Polzer, J. R., & Stewart, K. J. (2000). Friends in high places:
The effects of social networks on discrimination in salary
negotiations. Administrative Science Quarterly, 45(1), 1-24.
Stewart, G. L., & Brown, K. G. (2019). Human resource management.
John Wiley & Sons.

Assessment and Examinations

Sr. # Elements Weightage Details

1 Midterm Assessment 35% Written test (at the mid-point of the semester)
2 Formative Assessment 25% Assignment, presentation and quiz
3 Final Assessment 40% Written test (at the end of the semester)

Name of the Team Management

course
Course Code EMBA 671
Semester -
Credit Hours 3
Prerequisite Human Resource Management
Learning On completion of this course, the students will be able to:
outcomes 1. Describe team dynamics and learn techniques of team development.
2. Understand leadership and team-building skills.
3. Assess strengths and weaknesses in terms of important team-building
skills such as promoting effective decision making in groups,
motivating others, and integrating work and personal life.
4. Apply the skills of group development and teamwork.
Contents Unit-1 Introduction
Team management definition, value, history of group and team
management, team dynamics
Unit-2 Building and Dealing with the Team
A Team-Based Organization, Team Decision Making, team
building, Effective Team Communication, Conflict in Team,
Barriers toteam performance, Training/Learning of Team
Unit-3 Rewarding & Recognizing Teamwork
Team evaluation, reward
Unit-4 Managing/Leading Virtual Teams
Unit-5 Effective Team Meetings
Unit-5 Conflict Resolution in Teams
Emotional Intelligence
Personal Competencies
Teaching & A combination of lecturing, presentations, and discussions will be used to
Learning conduct the course. Students will be expected to read extensively ahead of
Strategies each class session and actively participate in discussions and practical
work.
Assignment Written assignment (10 marks), presentation (5 marks) and Quiz (10
marks)
Suggested Hayes, N. (1997). Successful team management. Thomson Learning.
Readings Hayes, N. (2002). Managing teams: A strategy for success. Cengage

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 Learning.
Kouzes, J. M., & Posner, B. Z. (2014). The leadership challenges. San
Francisco: Jossey-Bass.
Slater, R. (2010). People management: Collins Business Secrets. Harper
Collins.

Assessment and Examinations

Sr. # Elements Weightage Details

1 Midterm Assessment 35% Written test (at the mid-point of the semester)
2 Formative Assessment 25% Assignment, presentation and quiz
3 Final Assessment 40% Written test (at the end of the semester)

105