CASE
 
 
Courses Description
Graduate(Masters) & Post Graduate(Doctorial) Courses Details
MMgt 5109: Leadership & Motivation
Credit Hours 3 semester credit hours
Course Status Elective / Management Specialization
Course Outline/Broad Course Contents
  • Introduction
  • Leadership vs Management
  • Effective Leadership
  • Participative Leadership
  • Managerial Traits and Skills
  • Theories of leadership
  • Power and Influence
  • Motivation
  • Charismatic and transformational leadership
  • Leading change
  • Leading in teams and decision groups
  • Strategic leadership
  • Cross cultural leadership
  • Crisis leadership
Prerequisites None
Suggested Text Leadership in Organizations*, 7th Edition. Gary Yukl. ISBN: 9780132424318
QMC-731: Computer Applications in Project Management
Credit Hours 3 semester credit hours
Course Status Core
Course Outline/Broad Course Contents
  • Project Management Concepts
    • What is a Project?
    • Project Management
    • Managing Triple Constraints
    • Generic Project Life Cycle
    • Project Stakeholders
    • Organizational Structure and Project Management
    • Work Breakdown Structure
    • Network Diagram
  • Primavera 6 – Introduction, Overview and Navigations
    • Introduction to P6
    • Enterprise Project Structure
    • Organizational Breakdown Structure
    • Installation Steps
    • Logging in
    • Opening a Project
    • Windows, Menus, Tabs and Toolbars
    • Layouts
    • Detailed Windows
    • Gantt Chart
    • Activity Network
    • Closing a Project
  • Primavera 6 – Creating a Project and Activities
    • Creating a Project
    • Project Details in P6
    • Creating a Work Breakdown Structure
    • Activity Components
    • Activity Types
    • Adding Activities
    • Activity Details’ Window
    • Show/Hide Columns in Activity Table
  • Primavera 6 – Calendars, Relationships, Scheduling and Constraints
    • Calendars and Calendar Pools
    • Work Time Types
    • Viewing/Modifying Calendars
    • Adding a new Calendar
    • Setting Non-Working Time and Exceptions
    • Assigning Calendars
    • Creating Relationships
    • Network Logic Diagram
    • Precedence Diagraming Method
    • Relationship types
    • Creating a Relationship
    • Scheduling
    • Assigning Constraints
  • Primavera 6 – Resource Assignment and Baselining of Plan
    • Roles and Resources
    • Resource Types
    • Assigning Roles to Activities
    • Assigning Resources to Activities
    • Baselining a Project Plan
    • What is Baselining in P6
    • Maintain a Baseline
    • Assign a Baseline
  • Visual Source Safe
    • Importance of Documentation Management in a Project Life Cycle
    • Check-In, Check-Out, Undo Check Out Concepts
    • Version Management in VSS
    • Administration of VSS
    • Access Rights Management
    • Working on a Document under VSS
  • SPSS
    • Introduction
    • Types of Variables
    • Computation of Variables
    • Frequency Distribution
    • Graphs
    • Descriptive Statistics
    • Scatter Plot
    • Correlation Analysis
    • Regression Analysis
    • Reliability Analysis
    • Factor Analysis
  • NVIVO
    • Setting up a Project in NVIVO
    • Creating and Importing Sources
    • Managing Data: Cases, Attributes, Sets
    • Editing and Linking
    • Relationships and Other Nodes
    • Generation of Models
  • MS Project 2010 – Introduction and Creation of a Project
    • Introduction to MS Project 2010
    • Terms and Definitions
    • Interface Description of MS Project 2010
    • Creating a New Project
    • Start Date of Project
    • Creating a Task List
    • Naming Different Tasks
  • MS Project 2010 – Tasks, Task-Relationship, Milestones
    • Task Modes
    • Manually Scheduled Tasks
    • Auto Scheduled Tasks
    • Task Duration
    • Milestones
    • Summary Tasks and Sub-Tasks
    • Organizing Tasks into Phases
    • Indent / Outdent a Task
    • Top-down and Bottom-up Planning
    • Linking Tasks
    • Un-Linking Tasks
    • Recurring Tasks
  • MS Project 2010 – Calendars, Project Duration, Baselining of Plan and Views & Filters
    • Creating new Calendar
    • Checking Plan’s Duration
    • Resource Management
    • Assigning Resources to Tasks
    • Resource Calendar
    • Baselining of Plan
    • Actual Dates and Actual Duration of Tasks
    • Different Views and Filters
  • Primavera 6 vs MS Project 2010
    • When to use which software
Prerequisites The candidates participating in this course should have knowledge of project management and they should be familiar with basic usage of computer applications.
Suggested Text
  • Step by Step Microsoft Project 2010
  • Managing Projects in Primavera 6 Professional – Volume 1
  • NVIVO 8 Help, Using the Software
  • SPSS Statistics 17.0 Brief Guide
EMP 6006: Project Management Maturity Model
Credit Hours 3 semester credit hours
Course Status Elective / Project Management Specialization
Course Outline/Broad Course Contents
Week Concepts
1 Introduction to the course.
2 Maturity Models and their usage.
3 OPM3 – Introduction.
4 Foundational Concepts of OPM3.
5 OPM3 Constructs, Framework.
6 OPM3 Application and Scoring Methods.
7 Acquire Knowledge – OPM3
8 Acquire Knowledge – OPM3
9 Perform Assessment – OPM3
10 Perform Assessment – OPM3
11 Manage Improvement – OPM3
12 Manage Improvement – OPM3
13 Other Standards and Practices in Project Management Maturity
14 Review of scholarly publications on the subject - I.
15 Review of scholarly publications on the subject - II.
16 Course review and Projects.
Prerequisites General understanding of organizational management and project management is required.
Suggested Text
  • PMI Organizational Project Management Maturity Model, 3rd Ed.
  • PMBOK Fifth Ed.
  • Project Management Maturity Model, 2nd Ed, J Kent Crawford, Taylor & Francis Group, 2007.
  • Portfolio, Programme and Project Management Maturity Model (P3M3) Introduction and Guide to P3M3.
  • Kerzner, Harold. Project management case studies. Wiley. com, 2012.
QEC-807: Mathematical Modeling and Optimization
Credit Hours 3 semester credit hours
Course Status Elective
Course Outline/Broad Course Contents

This course has been designed for managers associated with the supply as well as the demand side of a firm dealing with technological products or services. The specific topics addressed in this course are scoped narrowly to the fields of Data Science and Analytics. Starting from a general discussion about the importance of Mathematical Modeling in modern day decision making; the course quickly gains momentum as it elaborates on various data analysis methodologies with the help of case studies. Special emphasis is given to real life problems faced by modern day organizations that utilize both online and offline data in their decision making. This course is suitable for individuals working in various sectors including industry, government, and academia. It is an imperative resource for the project engineers, section managers, project managers, strategists, and executives.

It is important to note that the emphasis of the course is more towards identification, selection and use of mathematical models and algorithms for specific applications rather than going into details of any specific model or algorithm itself. Major portion of the course focuses on Network Theory and discussion of its mathematical underpinnings.

Prerequisites The course is most suited for students with Computer Science / Programming Background
Suggested Text
  • Data Science for Business. Foster Provost and Tom Fawcett. Cambridge: O’reilly Press, 2013
  • Networks, Crowds, and Markets. David Easley and Jon Kleinberg. Cambridge University Press, 2010
QMC-791 Business Studies in Finance
Credit Hours 3 semester credit hours
Course Description

This course is an introduction to the financial system used by businesses to run the affairs of the enterprise. The course covers basics of the business finance and some introductory analysis of financial statements. The emphasis is on how the accounting system reflects (or sometimes does not reflect) the activities and events that affect an organization. That is, when you look at a financial statement, there are some things it does tell you and some things it does not. Therefore, one has to be very careful in using financial information for evaluation of firms or managers.

After introducing the basic structure of finance reporting, we will look at the ways in which financial decisions effect the business. We shall try to learn the basic ways of evaluating different investment opportunities. We would try to learn the meanings of the word finance, the role of Financial Manager in the modern corporate world.

Finance is, in a real sense, the cornerstone of the free enterprise system. Good Financial Management is therefore vitally important to the economic health of the business firms; hence to the nation and to the world, Because of its importance, Financial Management should be thoroughly understood. However this is easier said than done----the field is relatively complex and it is undergoing constant changes in response to shifts in economic conditions. All of this makes Financial Management stimulating and exciting but also challenging and sometimes puzzling. I sincerely hope that the course of Introduction to Business Finance will help you understand the financial problems faced by the businesses today, as well as the best way to solve these problems.

Course Objective The core objective of this course is to develop the understanding of students about finance of firms and business companies. It also aims to equip students with necessary skill to undertake financial analysis of firms specially SMEs.
Learning Objectives/ Learning Outcomes
  1. The student will become knowledgeable of theories of finance as they relate to business organizations, culminating in the ability to understand financial statements and communicate financial information.
  2. The student will develop decision-making skills using financial information, culminating in the ability to evaluate financial statements and make decisions using financial information.
  3. The student shall understand the role of financial markets and the ways of raising different types of capital
  4. The student shall be able to place a value on an investment/financial instrument.
  5. The student shall be able to understand the concept of opportunity cost and shall be able to understand and calculate the cost of different kinds of capital.
  6. The student shall be able to project cash flows for different kind of investment projects and then shall be able to evaluate and select the best project amongst the variety of projects available for investment.
  7. The student shall be able to analyse working capital requirements and shall be able to make decisions upon financing of the working capital
  8. The student shall be able to analyse financial statements and interpret ratios.
Topics to be covered
  1. Introduction to Business Finance. Understanding Financial Statements
  2. Review and Analysis of Financial Statements.
  3. Tools of Analysis of Financial Statements. Ratio Analysis: Liquidity, Activity, Debt, Profitability and Market Ratios. Using and Interpreting Ratios.
  4. Mathematics of Finance. Time Value of Money. Present and Future Value Models, Annuities, Perpetuities, Loan Amortization
  5. Risk and return : Portfolio Approach
  6. Capital Asset Valuation Models, DCF Analysis, Introduction to Valuation Process
  7. Bond Valuation Models, Different kind of Bonds, Interest Rate Risk and Maturity Risk, Credit Rating Process
  8. Yield to Maturity, Important relationship for Bond Valuation, Preferred Stock Valuation
  9. Common Stock valuation model
  10. Characteristics of Common Stock, Stockholders expected rate of return, Earning and growth models,
  11. Capital Assert Pricing Model, Introduction to Beta, Required Rate of Return, Security Market Line, Market Equilibrium, Risk Free Rate of Return, Market risk premium
  12. Introduction to capital Budgeting Process, Weighted Average Cost of Capital, Basic Assumption
  13. Introduction to basic capital Budgeting criterion
  14. NPV, PI, Payback period, discounted payback period, IRR,MIRR, Pitfalls of IRR, NPV profile, Final Decision making process
  15. Working Capital and Current Asset Management. Net Working Capital Fundamentals.
  16. Cash conversion Cycle. Inventory Management. Account Receivables Management. Management of Receipts and Disbursements.
Suggestions for satisfactory progress in this course
  • Chapters should be read and work assigned for home should be attempted before class.
  • Do not get behind. You are encouraged to work with other students. Plus, I am always available during office hours to help you.
  • The homework assigned is a minimum. You may always work extra problems on your own.
  • Use the few minutes you usually have before the start of each class to review the prior meetings’ notes and homework. This will save us valuable in-class time to work on new material.
  • Always bring a calculator as well as your text Book (Financial Management Theory & Practice 13th Edition) with you in the class.
Recommended Textbook and materials Financial Management Theory & Practice 13th Edition by Eugene F.Brigham
QEC-808: Organizational Behavior
Credit Hours 3 semester credit hours
Course Description

There is no specific course text. A reading pack has been prepared for the participants, which is the right way of doing things at the postgraduate level. However, for those of the participants who wish a title to be suggested the following names may help. The titles are available with the facilitator.

  1. Human Resource Management
    Authors: Hollenbeck et al
  2. Human Resource Management
    Authors: Schuler & Jackson

Course Intent The course itself helps develop a strong grounding in issues related to the core concepts of human resource management and OB. The course is largely case based with flavors coming in from the international scenario and the local market through the facilitators own work.
Learning Methodology The learning environment will be double loop. Lectures and case studies will be used in a participative manner and there will be marks at stake for each category. Please see the Section on Grading.
The Content The content has been divided over the sixteen week semester and the lay out is as given below:
Week 1 Theme: Developing a context for OB-1
Session 1&2: Fredrick Taylor and the First Class Man.
Delivery Mode: Lecture
Week 2 Theme: Developing a context for OB-2
Session 1&2: Elton Mayo & his First Inquiry.
Delivery Mode: Lecture/Discussion
Week 3 Theme: Developing a context for OB-3
Session 1&2: Development of Ford & Flexible Specialization.
Delivery Mode: Lecture/Discussion
Week 4 Theme: Developing a context for OB-4
Session 1&2: The Changing Dynamics of Global Competition-Glocalization & Beyond
Delivery Mode: Lecture/Discussion
Week 5 Theme: Personnel Management Cycle-1
Session 1&2: Work Designs (Jackson & Schuler), Illustration-Toyota Production system.
Delivery Mode: Lecture/Discussion
Week 6 Theme: Personnel Management Cycle-2
Session 1&2: Recruitment/Selection-Hollenbeck, Illustration-Optus/Facilitator’s work SECP.
Delivery Mode: Lecture/Discussion
Week 7 Theme: Personnel Management Cycle-3
Session 1&2: Theorizing around the Training Process Model Desimone, Illustration-Facilitator’s work at Askari Commercial & Pak-Datacom.
Presentation Case-1:
Delivery Mode: Discussion/Presentation
Week 8 Theme: Personnel Management Cycle-4
Session 1&2: Approaches to Appraisal, Text from Hollenbeck, Illustration-Facilitator’s Work at Comcept.
Presentation Case-2:
Delivery Mode: Discussion/Presentation
Week 9 Theme: Personnel Management Cycle-5
Session 1&2: Textual Reading on Compensation by Hollenbeck, The Beyond Budgeting Model (California Management Review).
Presentation Case-3:
Delivery Mode: Discussion/Presentation
Week 10 Theme: Personnel Management Cycle-6
Session 1&2: Harry Katz’s three tiered approach to Labor Management, The Pakistan Framework (LUMS)
Presentation Case-4:
Delivery Mode: Discussion/Presentation
Week 11 Theme: Higher Order Issues-1
Session 1&2: The Cultural Imperative in HR-Jackson & Scholes, Lynda Gratton.
Presentation Case-5:
Delivery Mode: Discussion/Presentation
Week 12 Theme: Higher Order Issues-2
Session 1&2: Leadership as a Matching Process, Theory from Andrewartha, Skill Set From Russell Tobin.
Presentation Case-6:
Delivery Mode: Discussion/Presentation
Week 13 Theme: Higher Order Issues-3
Session 1&2: Conceptualizing Careers-Rhetoric by Lynda Gratton, Career Development
An overview-by Levinson-Exhibiting a local Career management policy-Facilitator’s work.
Presentation Case-7:
Delivery Mode: Discussion/Presentation
Week 14 Theme: Personal Concerns-1
Session 1&2: Issues around emotional intelligence/Self-awareness.
Presentation Case-8:
Delivery Mode: Discussion/Presentation
Week 15 Theme: Personal Concerns-2
Session 1&2: Management of Stress-Model & Assessment, coupled with exercise.
Delivery Mode: Discussion.
Week 16 Slots have been intentionally kept open for exam prep and an issue review.
Grading
  • Each individual will be expected to have done the CP reading designated as such in advance, before he or she hits the class. Daily performances will be taken stock of and a cumulative grade/score given at the end of the semester. Allocation 15% of the grade.
  • The case study sessions will be run by groups of students depending upon the class size. These will be formal presentations. Allocation 20% of the grade. The course participants will be briefed in detail before the actual presentations run.
  • There will be two mids as per the university policy, each carrying 15% grade weightage.
  • The end semester exam gets 35% grade allocation.
QMC-767: Professional Ethics
Credit Hours 3 semester credit hours
Course Description

For the benefit of the participants the following text is suggested.

  1. Business Ethics
    Author: Joseph Weiss
  2. Business Ethics (Readings and Cases in Corporate Morality)

Course Intent The intention of the course is to focus on ethical issues that corporate decision makers face in developing policies about employees, customers and the general public.
Conceptualizing the Course The approach used in developing the course is issue based and encompasses four separate areas, which are:
AREA 1 Introduction to Ethics
The effort will be to help develop among the participants a basic conceptualization of ethics within the context of business. We will be talking about:
  • Levels of Ethical Decision Making encompassing the moral, economic and legal points of view
  • The next step will be Utilitarianism and the development of an understanding of the two types of ethical theories.
  • This will be followed by discussions on classical utilitarianism, cost benefit analysis etc.
  • Kant’s Ethical Theory, the Foundation and Concept of Rights will follow next
  • As a final step to complete this area we will look at amongst others at Aristotle’s analysis of Justice, Utility and the Market System etc.
  • Needless to say that all the learning points will be illustrated through the use of case studies which will be given out in the course pack.
AREA 2 The Employee and the Firm & Ethical Issues confronting them
Hopefully by this time we would have descended down from abstractions and will look at the following ethical situations in terms of the employees and the business organization:
  • Whistle Blowing
  • Trade Secrets and the Conflict of Interest
  • Privacy in the Work Place
  • Discrimination and Affirmative Action
  • Women and Family Issues
  • Unjust Dismissal/Removal
AREA 3 Protection of Consumer and Employees
The core issues to be covered in this segment would include:
  • Ethical issues in Advertising
  • Marketing and Product Safety
  • Occupational Health and Safety
AREA 4 The Corporation and Society
Issues addressed in this segment will tend to look at the interaction of the corporation with the society as whole. The two issues, which will be discussed in some detail, will include:
  • Corporate Social Responsibility
  • Ethics in international business
  • The materials used in this segment should include appropriate references to Union Carbide and Bhopal, The Enron Scandal, The WorldCom meltdown.
Grading
  • 10% of evaluation will be based on class participation and attendance. Each day there will be a lead speaker(s) from amongst the participants, who will be obliged to initiate the discussion on a particular reading. This will be followed by an open house. I will then try summarizing the reading and show it links to the larger objectives of the course. The evaluation structure for this segment will be announced in the class.
  • 10% of the grade will go to spot tests that will be taken during the normal class sessions. Format will be case study based to be delineated upon later.
  • 20% of the mark will be allocated to a project report.
  • 20% of the grade will be determined on the basis of mid term examination as per the university policy.
  • 40% of the mark will be allocated to the end term examination.
Course Decorum
  • This being a postgraduate course, class attendance will be marked promptly, late appearances will be discouraged.
  • Grading structure and course deadlines are non-negotiable.
EMP 6005: Management of Government Projects
Credit Hours 3 semester credit hours
Course Status MPM Project Management Specialization
Course Outline/Broad Course Contents Brief Description of the Course
This course has been designed to address challenges of managing Government sector projects and learning project management skills in the Government sector. It introduces project management methods and tools that are useful in both public-sector and private-sector organizations and identifies both the difficulties of Government sector projects and best practices for dealing with them. Broad Course Contents
  1. The Challenges of Public-Sector Project Management
  2. The Foundations of Public-Sector Project Management
  3. The Framework for Managing Public-Sector Projects
  4. Public-Sector Project Integration
  5. Managing Project Scope
  6. Public-Sector Project Time Management
  7. The challenges of Public Sector Cost Management
  8. The challenges of Public Sector Projects Quality Management
  9. The Strategies Managing Project Human Resources in Public-Sector Projects
  10. The Challenges of Project Communications in Public-Sector Projects
  11. Managing Risks in Public-Sector Projects
  12. The Necessary Functions of Public-Sector Project Procurement Management
  13. Managing Complexity and Chaos in Public-Sector Projects
Prerequisites N/A
Suggested Text
  • PUBLIC-SECTOR PROJECT MANAGEMENT - MEETING THE CHALLENGES AND ACHIEVING RESULTS
    David W. Wirick. 2009 by John Wiley & Sons, Inc
EMGT - 9812: Special Topics in Manufacturing Management: Advanced Manufacturing Systems
Credit Hours 3 semester credit hours
Course Status MEM Manufacturing Management Specialization
Course Outline/Broad Course Contents
  • Manufacturing System- 1
  • Manufacturing System- 2
  • Manufacturing System- 3
  • Lean Manufacturing System- 1
  • Lean Manufacturing System- 2
  • Lean Manufacturing System- 3
  • Flexible Manufacturing System- 1
  • Flexible Manufacturing System- 2
  • Flexible Manufacturing System- 3
  • Mass Customization-1
  • Mass Customization-2
  • Mass Customization-3
Prerequisites None
Suggested Text
  • Shivanand, H. K. : Flexible Manufacturing System Liker, J. :The Toyota Way
EMP 6002: Contract Management
Credit Hours 3 semester credit hours
Course Status MPM Project Management
Course Outline/Broad Course Contents
  • Introduction to Contract Law of Pakistan
  • PEC Standard Form of Bidding Documents (Civil Works)
  • FIDIC 4th General Conditions of Contract
  • FIDIC Based Contract & Claims Management
  • Alternate Dispute Resolution (ADR)
  • Arbitration Law of Pakistan
  • Standard Bidding Procedures
Contracts & Their Management
  • Local Law of contract V Contract Act 1872.
  • Sale / Supply contracts, Carriage contracts and Instruments of Payment.
  • Partnership, Joint venture and Consortium contracts.
  • Standard Forms of International Engineering construction contracts
  • FIDIC 4 V Conditions of Civil construction works contract.
  • FIDIC V Conditions of Electrical & Mechanical works contract.
  • Management of FIDIC based construction contracts V Notices.
  • Management of FIDIC based construction contracts V Time & cost claims.
  • Management of FIDIC based construction contracts V other actions.
  • Contract for Dredging & Reclamation works.
  • EPC Turnkey contracts; Design-Build contracts.
  • Contract for Employer Designed Projects.
  • Claim making based upon construction contracts.
  • Engineering Design and Construction supervision contracts.
Engineering Production & Supply contracts
Prerequisites None
Suggested Text
  • Hudson’s Building & Engineering Contracts by I N Duncan Wallace.
  • Law of Contract by Cheshire, Fifoot and Furmstone.
  • Contract Law by Sajid Ali Qureshi.
  • Arbitration Act, 1940.
  • Business Laws by Sajid Ali Qureshi.
  • The FIDIC Form of contract by Nael G Bunni.
  • FIDIC 4th A Practical Legal Guide by EC Corbett.
  • Contractual Scheme of FIDIC by Sajid A Qureshi.
EMCM 8003: Qualitative and Quantitative Methods
Credit Hours 3 semester credit hours
Course Status PhD. MM Core Course/ MM Elective
Course Outline/Broad Course Contents
  • Introductory Lecture
  • Review of Probability Concepts and Random Variables
  • Probability Concepts
  • Random Variables
  • Normal distribution
  • Hypothesis Testing
  • General Concepts
  • Interpretations
  • Comparing means and proportions
  • ANOVA
  • Test of independence and correlation analysis
  • Chi square tests and contingency tables
  • Multiple regression
  • Procedure and interpretation
  • Diagnostics
  • Analysis of contingent effects
  • Multiple regression models with categorical data
  • Factor Analysis -1
  • Exploratory factor analysis: procedure and interpretation
  • Factor analysis: further applications
  • Factor Design –II
  • INTRODUCTION TO QUALITATIVE RESEARCH
  • Theoretical and Philosophical Foundations
  • Comparison of Philosophies of Research Methods
  • Qualitative vs. Quantitative Research
  • QUALITATIVE RESEARCH METHODS
  • Biography
  • Phenomenology
  • Grounded theory
  • Observations and Ethnography
  • Action research
  • PROCESSES OF INQUIRY
  • Organizing Qualitative Research
  • Case Research
Prerequisites N/A
Suggested Text
  • Design and Analysis of Experiments, 6th edition, by D. C. Montgomery, John Wiley & Sons, New York 2005
  • J.F. Hair, et al.: Multivariate Data Analysis, 6th Edition, Prentice Hall, 2006.
  • J.W. Creswell: Qualitative Inquiry & Research Design: Choosing Among Five Traditions, SAGE Publications, 1998.
EMCM 8002: Industrial Psychology
Credit Hours 3 semester credit hours
Course Status PhD. MM Core Course / MM Elective
Course Outline/Broad Course Contents
  • Introduction to Psychology and Sociology
  • Clusters, Cliques, Networks and Organizations
  • Clusters, Cliques, Networks and Organizations
  • Organizational Culture
  • Socialization: The Personal and Professional Context
  • The Self and Others
  • Social Cognition: Understanding the Organizational Setting
  • Social Cognition (Part II)
  • Professional Attitudes and Selection Criteria
  • Emotion and Motivation
  • Training and Control
  • Persuasion, Power and Influence at Work
  • Reserved for Content Overflows / Queries / Discussions
Prerequisites N/A
Suggested Text
  • Aamodt, M.G. Industrial Organization Psychology. India edition. Cengage Learning. Wadsworth.
  • DeLamater John D. and Daniel J. Myers Social Psychology, Seventh Edition 2011, Cengage Learning, Wadsworth.
  • Baumeister, Roy F. and Brad J. Bushman Social Psychology and Human Nature, Second Edition. 2011, Cengage Learning, Wadsworth.
  • Brinkerhoff, David B. et al. Essentials of Sociology, Eighth Edition. 2011, Cengage Learning, Wadsworth.
EMCP 6003: Human Resource Management for Project Managers
Credit Hours 3 semester credit hours
Course Status MPM Core Course
Course Outline/Broad Course Contents
  • Human Resource Management
  • Equal Opportunity Employer
  • Workers, Jobs, and Job Analysis
  • HR Planning and Retention
  • Recruiting and Labor Markets
  • Selecting Human Resources
  • Training Human Resources
  • Performance Management and Appraisal
  • Incentive Plans and Executive Compensation
  • Managing Employee Benefits
  • Risk Management and Worker Protection
  • Employee Rights and Discipline
  • Special Topics
Prerequisites N/A
Suggested Text
  • Human Resource Management by Robert L. Mathis, John H. Jackson
  • Handbook of Human Resource Management Practice by By Michael Armstrong
EMM 8008 Cost Accounting
Credit Hours 3 semester credit hours
Course Status PhD. MM Management (Area of Specialization) / MM Elective
Course Outline/Broad Course Contents
  • Total Product/Service Costs, Direct and Indirect Costs, Functional Costs Fixed and Variable Costs, Products Costs and Period Costs
  • Cost Centers and Cost Units
  • Basic Principles of Cost Behavior, Determination of Fixed and Variable Elements
  • Liner Regression Analysis
  • Types of Stocks
  • Ordering Receipts & Issue of Raw Materials , Stock Taking, Periodic & Perpetual Inventory System, Holding Cost, Reorder Level, Maximum & Minimum Levels, Safety Stock, Economic Order Quantity
  • First in First Out Method, Last In First Out Method, Cumulative Weighted Average Pricing, Periodic Weighted Average Pricing, Standard Costing, Replacement Costing
  • Stock Valuation & Profitability
  • Labour Cost Behavior, Recording Labor Cost, Direct & Indirect Labour
  • Overheads, Overhead Allocation, Overhead Apportionment, Service Cost Center Apportionment, Overhead Absorption, Blanket Absorption Rates & Departmental Absorption Rates
  • Over/under Absorption of Overheads, Non-Manufacturing Overheads,
  • Marginal cost and Marginal Costing, Contribution
  • Profit under Absorption Costing and Reconciling the Profit Figures
  • Job Costing
  • Pricing Specific Order
  • Job Costing for Internal Services
  • Batch Costing
  • Decisions and Specific Orders Costing
  • Simple Process Costing
  • Normal and Abnormal Loss, Accounting for Scrap, Losses with Disposal Cost
  • Closing Work in Progress, Closing Work in Progress with Losses
  • Valuing Opening Work In Process- FIFO Method, Valuing Opening Work in Process – Weighted Average Method.
  • Contrasting Joint Products and By-Products
  • Problems in Accounting for Joint Products
  • Dealing with Common Costs
  • Joint Products in Process Accounts
  • Accounting for By-Products
  • Further Processing Decisions, By-Products, Waste & Evaporation Losses
  • Relevant Costing, Non relevant Costs
  • Limiting Factors Decision, One Limiting Factor, Limiting Factor & Sales Demand
  • Acceptance of Special Order
  • Make or Buy Decision
  • Extra Shift Decision and Overtime, Limiting Factors and Opportunity Costs
  • Breakeven Analysis
  • The purpose of budgets
  • Steps in preparation of budget
  • Preparing Functional Budgets
  • Cash Budgets
  • Budgeted Balance Sheet & Profit & Loss
  • Flexible Budgets
  • Cost Estimation
  • Uses of Standard Costing, Setting Standards, Problems, Advantages
  • Budgets and Standards Compared
  • Introduction to Variances
  • Variances
  • Material, Labour, Variable Overhead, Fixed Overhead Variance
  • Reasons for Cost Variance
  • Sales Variances
  • Material Mix and Yield Variances
  • Sales Mix and Quantity Variances
  • Labour Mix & Yield Variances
Prerequisites N/A
Suggested Text
  • Management and Cost Accounting - Colin Drury
  • Cost Accounting by MATZ USRY
  • Management accounting by Ray H. Garrison
EMM 8002: Advanced Topics in Management
Credit Hours 3 semester credit hours
Course Status PhD. MM Management (Area of Specialization) / MM Elective
Course Outline/Broad Course Contents
  • Review of Classical Management Practices
  • Introduction to Contemporary Management
  • Emotional Intelligence - Management Applications
  • Neuro Linguistic Programming - Management Applications
  • Management Functions: Traditional & Current
  • Management Roles
  • Effective Managerial Communication
  • Super Teams: Case Study
  • Virtual Organizations
  • The New HR: Organizational Support
  • Management Paradigm Shift
  • Transition Issues (from the old to new)
  • 1) Special Topics - 2) Book Review
Prerequisites N/A
Suggested Text No textbook specified. Recommendations for reference material/books will be made during the classes
EMCM 8005: Research Methodologies for Managers
Credit Hours 3 semester credit hours
Course Status -
Course Outline/Broad Course Contents
  • Understanding Research and Science and Research
  • Dimensions of Research pps 20-31
  • Qualities of a Researcher
  • The Steps of the Research Process
  • The Steps of the Research Question. Developing your Research Question: Importance of Good Questions, From Interesting Topics to Researchable Questions.
  • Types of Literature, How to do a Literature Search, Characteristics of a Good Literature Review and types of Literature Reviews
  • Theory and Research. Dealing with Conceptual Issues. The Different Research Methodologies
  • Forming Hypotheses, Research Objectives and Variables.
  • Literature References
  • Data Collection and Variable Measurement Techniques.
  • Types of Research Designs
  • Sampling Theory and Selection
  • Data Analysis and Issues to do with Quantitative Data
Prerequisites N/A
Suggested Text There are two recommended texts from which most of the readings will be given, although there will be readings from a number of other text books.
  • Bouma, Gary D. “The Research Process”. Fourth Edition. Oxford University Press. 2000.
  • Kumar, Ranjit. “Research Methodology” Second Edition. Pearson, 2009.
EMgt 61301: Technology Management
Credit Hours 3 semester credit hours
Course Status MM Technology Management Specialization
Course Outline/Broad Course Contents
  • Challenges of Technology Management
  • Understanding Technological Progress
  • The Dynamic Nature of Technology
  • Finalization of groups and project topics
  • Research Based Approaches to Technology Mgmt
  • Systems View of Technology
  • Systems View of Technology
  • The Macroscopic View of Technology
  • Resources of a Technical Organization
  • Quantification of Tangibles and Intangibles
  • Feedback in Complex Technology Systems
  • Growth and Collapse of Technology Firms
  • Growth and Collapse of Technology Firms
  • Technology and Government Policy
  • Technology Management Tools
  • Technology Management Tools
  • Reserved for Content Overflows, Questions Presentations and Recap
Prerequisites University Criteria:?
  • Instructor Opinion:
    • Bachelors’ degree in Engineering.
    • Basic technology management courses studied.
    • Work experience / practical knowledge about the working of Engineering/Technology/R&D/Production organization is desirable.
Suggested Text Text and Reference Book(s)
  • Forecasting and Management of Technology. Alan Thomas Roper, Scott W. Cunningham, Alan L. Porter, Thomas W. Mason, Frederick A. Rossini, Jerry Banks, New York: John Wiley & Sons, Inc, 2011
  • Managing Technology and Innovation. Ed. Robert M.Verburg, J. Roland Ortt and Willemijn M. Dicke, NY: Routledge, 2006
  • Technology Management Handbook. Ed. Richard C. Dorf, Boca Raton: CRC Press LLC, 2000
  • Engineering and Technology Management Tools and Applications. B. S. Dhillon, Boston: Artech House, 2002
  • Competitive Strategy Dynamics. Kim Warren, Chichester: John Wiley & Sons, Inc, 2002
  • The Management of Innovation and Technology. John Howells, Sage, 2005.
  • Business Dynamics. John D. Sterman, New York: McGraw-Hill, 2000
  • Gaining Momentum: Managing the Diffusion of Innovations. (Series on Technology Management Vol. 14) Joe Tidd, London: Imperial College Press, 2010
EMP 6004: Project Manager Competency Development
Credit Hours 3 semester credit hours
Course Status MPM Project Management Specialization
Course Outline/Broad Course Contents
  • Introduction to project management competencies and PMI PMCD framework
  • The myth of accidental project manager
  • Project manager competencies and project management knowledge areas
  • Project Manager’s Performance competencies - Introduction
  • Performance competencies –Feasibilities, Proposals, Initiating, Planning a project
  • Performance competencies -Project Execution, Evaluation, Monitoring & Control
  • Personal competencies – Introduction
  • Personal competencies -Communication, Leadership
  • Personal competencies -Management, Cognitive Abilities
  • Personal competencies -Effectiveness, Professionalism
  • Developing competencies – I
  • Developing competencies – II
  • project management competencies & PMBOK
  • Case studies in project management competencies
  • Review of scholarly works on project management competencies
Prerequisites
  • There are no pre-reqs, however, students who understand basic management related concepts will easily adapt to the course.
Suggested Text Following books / sources will be used as references:
  • PMI PMCD Framework, Second Ed.
  • PMBOK Fifth Ed.
  • Meredith, Jack R., and Samuel J. Mantel. Project management: A managerial approach. Wiley, 2010.
  • Kerzner, Harold. Project management case studies. Wiley. com, 2012.
Selected articles/papers from following journals will be used as readings and assignments:
  • International Journal of Project Management, Elsevier, ISSN: 0263-7863
  • Project Management Journal, Wiley/PMI. ISSN: 1938-9507.
Hard or soft copies of the above may be available at CASE library of other accessible databases. Please contact TA for assistance.
MMgt 5106: Conflict Management
Credit Hours 3 semester credit hours
Course Status PhD Management Core Course
Course Outline/Broad Course Contents
  • Introduction to Conflict Management
  • Conflict vs. Competition, Identification of Root Causes of Conflict
  • Conflicts at Work Place --- Individuals
  • Conflicts at Work Place --- Groups
  • How Managers Foster Conflicts at Work Place
  • Community Based Conflicts
  • Community Mobilization Techniques
  • Conflict Management in Construction Contracts
  • Trans Borders Conflicts
  • Principles of Managing Disagreement
  • Strategies for Resolution of Conflicts
  • Stress and Anger Management Techniques
  • How to create Effective Working Environment
Prerequisites
  • Basic Knowledge of Project Management
Suggested Text
  • Conflict Resolution at Work for Dummies by Vivian Scott
  • Conflict Management in the Workplace by Shay & Margaret McConnon
  • Conflict Management -- Resolve Disagreement at Work (Fourth Edition) by Herb Kindler
  • Dispute Resolution and Conflict Management in Construction by Peter Fenn, Michael O'Shea and Edward Davies
EMM 8011: Professional Ethics
Credit Hours 3 semester credit hours
Course Outline/Broad Course Contents
  • Challenges of Technology Management
  • Traditional Theories of Ethics
  • Application of Traditional Theories to Modern Business Decision Making
  • Individual Decision Making: Lessons Learned from the Foundation
  • Critical Ethical Analysis Based on an Understanding of Preceptual Differences: A Decision-Making Model
  • Ethics and Corporate Social Responsibility: One and the Same?
  • Corporate Strategy and Decision Making: Accountability
  • Corporate Strategy and Decision Making: Corporate Culture and Reputation Management
  • Ethics and HRM:Values of the Employment Relationship
  • Ethics and Marketing
  • Ethics in Finance and Accountancy
  • Ethical Implications of Technology
  • Ethics and the Earth’s Environment
  • Ethics in Global Business
  • Presentations
Suggested Text
  • Perspective in Business Ethics by Laura P Hariman 2nd Edition
EMGT 8703: Statistical Process Control
Credit Hours 3 semester credit hours
Course Status MEM Quality Management Specialization
Course Outline/Broad Course Contents
  1. Quality Concepts and Related Aspects
    1. Approaches to Defining Quality
    2. Design and Manufactured Quality
    3. Economics of Quality
  2. Methods and Philosophies of Statistical Process Control
    1. Chance and Assignable Cause of Quality Variations
    2. Statistical Basic of the Control Chart
    3. Principles of Control Charts – Design, OC Curve and Average Run Length
    4. Pattern Analysis
    5. The Rest of the “Magnificent Seven”
  3. Control Charts for Variables
    1. Average and Range Charts
    2. The S Chart and Variance Chart
    3. Control Chart with Various Sample Sizes
    4. Control Chart for Individual Measurements
  4. Control Charts for Attributes
    1. Control Chart for Fraction Nonconformings
    2. Control Charts for Nonconformities (Defects)
  5. Process and Measurement System Capability Analysis
    1. Process Capability Ratios
    2. Process Capability Analysis
    3. Gage and Measurement System Capability Analysis
  6. Acceptance Sampling for Attributes
    1. Single Sampling Plans
    2. Double, Multiple and Sequential Sampling Plans
    3. Military Standards: MIL STD 105E
    4. Dodge-Romig Sampling Plans
  7. Other Acceptance Sampling Techniques
    1. Acceptance Sampling for Variables
    2. Sampling Plan to Control the Process Fraction Defective
    3. Military Standards: MIL STD 414
    4. Sampling Plan to Give Assurance for Process Mean
Note: This schedule is tentative and can be subject to change
Prerequisites N/A
Suggested Text
  • C. Montgomery: Introduction to Statistical Quality Control, John Wiley & Sons, 2009
  • Banks: Principles of Quality Control, John Wiley & Sons, 1989.
  • A.J. Duncan: Quality Control and Industrial Statistics, Irwin, 1986.
  • J.R. Evans, and W.M. Lindsay: The Management and Control of Quality, West Publishing, 1993.
  • E.L. Grant, and R.S. Leavenworth: Statistical Quality Control, 1996.
  • J.M. Juran: Juran’s Quality Handbook, McGraw-Hill, 2000.
  • J.M. Juran, and F.M. Gryna: Quality Planning and Analysis, McGrawHill, 1993.
  • T. Pyzdek: The Six Sigma Hanbook, McGraw-Hill, 2001.
  • P.J. Ross: Taguchi Techniques for Quality Engineering, McGraw-Hill, 1988.
  • G. Taguchi: Introduction to Quality Engineering, Asian Productivity Organization, 1986.
  • H.M. Wadsworth: Modern Method for Quality Control and Improvement, John Wiley & Sons, 2002
EMCP 6002: Financial Management for Project Managers
Credit Hours 3 semester credit hours
Course Status -
Course Outline/Broad Course Contents
  • Course Objectives
  • Introduction to Accounts
  • Basics of Accounting
  • Accounting Cycle
  • General Entries
  • Ledgers
  • Trial Balance
  • Income Statement
  • Balance Sheet
  • Cash Flow Statement
  • Capitalization, Depreciation, Amortization & Impairment / P&L in statement form
  • Ratios Analysis
  • Introduction to Applicable Financial Laws, Ordinances and Other Statues in Pakistan
  • Types of Companies/Businesses in Pakistan
  • Introduction to Cost Accounting
  • Manufacturing Accounts – Cost of Goods Sold Statement
  • Marginal Costing & Absorption Costing
  • Introduction to Budgets/ Budgeting Methodology
  • Master Budget
  • Cost Volume Profit Relationships
  • Standard Costing
  • Variances
  • Activity Based Costing
  • Relevant Costs for Decision Making
  • Make or Buy Decision
  • Sources of Capital for Business
  • Cost of Capital , Cost of Debt
  • WACC
  • Financial Statement Analysis
  • Introduction to Financial Management
  • Nature of Financial Decisions
  • Financial Decision Objective – Shareholders Wealth
  • The Time Dimension
  • Risk & Return
  • Equity & Debt Financing Mixture
  • Introduction to Treasury Function & Management of Funds/Cash Management
  • Payback Period
  • Return on Capital Employed
  • Discounted Cash flow Approach
  • Net Present Value
  • Internal Rate of Return
  • Annuity, Cost of Capital, Cost of Debt, WACC
  • Long term Forecasting Techniques
  • Investment Appraisal on DCF
  • Valuation of Companies
  • Expected Risk and Return
  • Correlations, Covariance & Standard Deviation
  • Beta
  • CAPM
  • Long Term Forecasting
  • Annual Forecasting
  • Project Forecasting & Financial Modeling
  • Cash Budgets
  • Asset and Contract Management
  • Project Cost Estimation and Forecasting
  • Syndicate Financing
  • Introduction to PPP , BOTs and valuation of BOTs
Prerequisites N/A
Suggested Text
  • Financial Accounting by M.Hanif and A Mukkargee
  • Financial Accounting by Gupta
  • Financial Management by Eugen F. Brigham and Michael C. Ehrherdt
  • Essentials of Financial Management by George E. Pinches
  • Foundation of Finance by Keown,Petty,Scott and Martin
  • Students are free to choose any other book which addresses the topics and course
  • outlines
EMCM 8006: Advanced Strategic Management
Credit Hours 3 semester credit hours
Course Status PhD Management Core Course
Course Outline/Broad Course Contents
  • Intro to Strategic Management Process
  • Establishing Company Direction & Crafting a Company Strategy
  • Industry and Competitive Analysis
  • Evaluating Competitive Capabilities
  • Strategy and Competitive Advantage
  • Strategies for Competing in Globalizing Markets
  • Business Models and Strategies in Internet Era
  • Tailoring Strategy to Fit Specific Industry
  • Strategy for Diversified Companies
  • Evaluating the Strategies of Diversified Company
  • Building Resources & Strengths
  • Managing the internal Organization to promote Better Strategy Execution
  • Special topics in Strategic Planning
Prerequisites N/A
Suggested Text
  • Strategic Management: Concept and Cases by Thompson and Strickland 13c ed
  • Strategic Management: Building & Sustaining Competitive Advantage by Robert A Pitts & David Lei 4h ed
EMgt 6834 Manufacturing Strategies
Credit Hours 3 semester credit hours
Course Status MEM Manufacturing Management Specialization
Course Outline/Broad Course Contents
  • Introduction to course
  • What is Manufacturing and Manufacturing strategy development
  • Manufacturing Systems and their role in future
  • Conceptual model of a Manufacturing System
  • Manufacturing Paradigms and their comparative analysis
    • Line layout
    • Group Technology
    • Flexible Manufacturing Systems
    • Reconfigurable Manufacturing Systems
    • Lean Manufacturing
    • Cellular Manufacturing
  • Manufacturing Strategy layouts and evolving methods
  • Manufacturing measurements - contribution and breakeven analysis
  • Manufacturing measurements - contribution and breakeven analysis
  • Global Manufacturing
  • Supply Chain Strategy
  • Process and Competitive Strategy - Strategic Alignment
  • Process Strategy - Flexible Manufacturing / Automation / JIT
  • Process Improvement and Information Technology
  • Process Improvement and Quality Improvement
  • IDEF Diagrams: Information Modeling in Manufacturing
  • IDEF Diagrams: Information Modeling in Manufacturing
  • Reconfigurable Manufacturing
  • Manufacturing Logistics and Maintenance -
  • Class Presentations on Case Studies
Prerequisites Basic engineering background is preferred. However no specific pre-requisite is necessary.
Suggested Text
  • Manufacturing strategy by Terry Hill
  • Manufacturing Systems Design and Management by Bin Wu
  • Manufacturing Systems Theory and Practice by George Chryssolouris (Springer)
  • Automation, Production Systems, and Computer-Integrated Manufacturing by Mikell P. Groover
  • Changeable and Reconfigurable Manufacturing Systems by Hoda Elmaraghy
  • Relevant research Papers / thesis / reports
  • Class notes and discussions
EMgt 9407 Construction Technology
Credit Hours 3 semester credit hours
Course Status Elective / Construction Management Specialization
Course Outline/Broad Course Contents The courses is aimed at emphasizing the technologies and processes involved in the heavy construction, including excavation and earth-moving techniques, foundation systems, high performance and other special concretes, concrete form design, concrete and steel construction, concrete and steel enclosure systems, building frames and roofing structures. Building Codes etc.
Prerequisites Basic understanding of building construction processes for various building and road projects.
Suggested Text Course Text: Construction Methods and Management, 6th Ed., S.W. Nunnally, 2004. ISBN: 0-13-048221-8

Reference: Construction Planning, Equipment and Methods, 7th Ed., R.L. Peurifoy, C.J. Schexnayder and A. Shapira (ISBN: 0-07-296420-0)
In addition, a number of reference materials will be used and handouts will be given as needed. Relevant videos of construction techniques and projects will be shown in the class
EMgt 91508 Special Topics in Telecom Management
Credit Hours 3 semester credit hours
Course Status MEM Telecom Management Specialization
Course Outline/Broad Course Contents
  • Overview of Telecom Systems
  • Broadband Technologies
  • Telecom Industry Challenges
  • Understandings Operator Balance Sheet
  • Business and Management Innovation in telecom sector
  • Managed services
  • Infrastructure Sharing
  • Virtual Operators
  • Value Added Services
  • Energy Crisis : Effect & Solutions
  • New business Models
Prerequisites Understanding Basic of Communication Systems
Suggested Text
  • Regis J, BUD BATEs, Broadband Telecommunication handbook, 2nd Eddition
ETMPM - 6001: Introduction to Global Project Management Standard
Credit Hours 3 semester credit hours
Course Status MEM Project Management Specialization
Course Outline/Broad Course Contents
  • Introduction to Project Management
  • Overview of Global PM Standards
  • Project Management Processes
  • Integration and Scope Management
  • Time and Cost Management
  • Quality and HR Management
  • Earned Value Management
  • Communication and Stakeholder Management
  • Risk Management
  • Procurement Management
Prerequisites Some basic knowledge about Project Management will be helpful but it is not mandatory
Suggested Text
  • A Guide to the Project Management Body of Knowledge (PMBOK Guide) 5th Edition
  • PRINCE2 Manual
  • An Introduction to Project Management, 3rd Edition, By Kathy Schwalbe
EMgt 91214: Special Topics in Software Management: Cloud Computing
Credit Hours 3 semester credit hours
Course Status MEM Software Management Specialization
Course Outline/Broad Course Contents
  • Introduction to Cloud Computing
  • Virtualization
  • Scalable Web Application on the Cloud
  • Big Data in the Clouds
  • Map Reduce
  • Amazon Case Studies
  • High Performance and Scientific Computing on the Cloud
  • Trust and Security
  • Quality of Service and Service Level Agreements
  • Mobile Cloud Computing
  • Amazon Cloud Services
  • Scalable Data Storage
  • The Internet of Things
  • Open-source Cloud Middleware
  • Green Cloud Computing
  • Cloud Adaptability Issues
Prerequisites
  • Experience with any computer programming language preferably C/C++/Java
  • Interest to work on Linux based operating systems
Suggested Text
  • Distributed and Cloud Computing by Kai Hwang, Geoffrey C. Fox and Jack J. Dongarra
  • Research Papers
EMgt 6218 Engineering Laws and Contract Management
Credit Hours 3 semester credit hours
Course Status MEM Elective
Course Outline/Broad Course Contents
  • Contract & its Interpretation
  • PPRA Rules
  • Standard Bidding Documents
  • Incoterms
  • FIDIC Conditions of Contract --- Notices and Claims
  • FIDIC Conditions of Contract --- Extension of Time
  • FIDIC Conditions of Contract --- Liquidated Damages
  • FIDIC Conditions of Contract --- Price Adjustment
  • Alternate Dispute Resolution
  • EPC --- Turnkey Contracts
Prerequisites BSc. Engineering
Suggested Text
  • Arbitration Practice in Construction Contracts by Douglas A. Stephenson
  • Arbitration Act, 1940.
  • A Contractor’s Guide to the FIDIC Conditions of Contract by Michael D. Robinson
  • The FIDIC Form of contract by Nael G Bunni.
  • FIDIC – A Guide for Practitioners by Axel-Volkmar Jaegar & Götz-Sebastian Hök
  • FIDIC 4th A Practical Legal Guide by EC Corbett
  • Liquidated Damages & Extensions of Time by Brian Eggleston
EMgt 9318 Business and Industrial Engineering Economics
Credit Hours 3 semester credit hours
Course Status PhD-EM - Elective
Course Outline/Broad Course Contents
  • Industrial organization: an introduction
  • Production, Costs and Demand
  • Perfect Competition, Monopolistic Competition and Monopoly
  • Managerial and resource based theories of the Firm
  • Oligopoly: collusive and non-collusive models
  • Determinants and measures of seller concentration
  • Market structure, firm strategy and performance
  • Business Strategies and conduct
  • Overview of the Economy from a business perspective
  • Measurement issues in the macroeconomy
  • Macroeconomic issues: inflation, consumption, investment etc
  • Governmet Policies, Antitrust Laws and Policy. Regulation and Deregulation.
  • Government and International Trade
Prerequisites None
EMgt 9610 Special Topics in Construction Management
Credit Hours 3 semester credit hours
Course Status MEM Construction Management (Area of Specialization)
Course Outline/Broad Course Contents
  • Intro to Urban Infrastructure
  • Framework for Infrastructure Management
  • The importance of Urban infrastructure
  • Inter-relation between Infrastructure and Economic growth.
  • Design for infrastructure service life, construction, Maintenance
  • Rehabilitation and Reconstruction strategies
  • Rehabilitation and Reconstruction policies and treatment alternatives
  • Impact of infrastructure pricing on demand and financial Feasibility of Projects
  • Case studies of Public private partnership in urban infrastructural projects
  • Complexities associated in planning and Management of Urban Infrastructure
  • Coordination among different agencies at different levels for effective planning and management
  • Sectoral reforms with reference to Mass Rapid and other Public Transport and other Services
Prerequisites Engineering background is a must.
Suggested Text
  1. Infrastructure Management by W. Ronald Hudson, Ralph Haas, McGraw Hill
  2. International Infrastructure Management Manual, NAMS Group, New Zealand
  3. Infrastructure Engineering and Management, Neil Grigg, Wiley, 1988
EMgt 91119 Special Topics in Technology Management
Credit Hours 3 semester credit hours
Course Status Ph.D. Engineering Management
Course Outline/ Broad Course Contents
  • Introduction to Forecasting and Management of Technology
  • Typical Forecasting Problems
  • Approaching the Forecasting Problem: Exploring
  • The Resource-Forecast Link
  • Managing the Sources of Information for the Forecasting Project
  • Quantification of Tangibles and Intangibles
  • Analysis: Forecasting Methods, Tools and Techniques
  • Analysis: The Systems Architecture for Technology Forecasting
  • A Phased Approach to Forecasting
  • Analysis: The Economic and Market Focus
  • Revisiting the Intangibles
  • Analysis: Forecasting the Impact of Technology
  • We are Not Alone: Rivalry, Competition and its Prediction
  • Capacity Building and Risk Mitigation
  • Running a Tight Ship: From Plan to Implementation
  • Learning from the Future: Managing the Actual from the Forecasted
  • Reserved for Content Overflows, Questions Presentations and Recap
Prerequisites None
Suggested Text
  • Forecasting and Management of Technology. Alan Thomas Roper, Scott W. Cunningham, Alan L. Porter, Thomas W. Mason, Frederick A. Rossini, Jerry Banks, New York: John Wiley & Sons, Inc, 2011
  • Competitive Strategy Dynamics. Kim Warren, Chichester: John Wiley & Sons, Inc, 2002
  • Gaining Momentum: Managing the Diffusion of Innovations. (Series on Technology Management Vol. 14) Joe Tidd, London: Imperial College Press, 2010
  • Business Dynamics. John D. Sterman, New York: McGraw-Hill, 2000
MMgt 91008 Special Topics in Project Management
Credit Hours 3 semester credit hours
Course Status (MM Project Management Specialization)
Course Outline/Broad Course Contents
  • Risk management processes and standards
  • Organizational Project Management Maturity Model
  • Earned Value Management in Projects
  • Practice Standards for Work Breakdown Structures
  • Linking project management to organizational strategy
  • Project Management Offices and Project Portfolio Management
  • Global project management and Virtual teams
  • Conflict Management in Projects
  • Project information systems
  • Six Sigma Project Management
  • Project Management Ethics
  • Contemporary research in leading Project Management Journals
Prerequisites None
Suggested Text Following books will be used as references:
  • Project Management Institute, Practice Standard for Earned Value Management, ISBN: 1-930699-42-5
  • Project Management Institute, practice standard for work breakdown structures, ISBN 1-880410-81-8
  • Chapman & Ward (2003). Project Risk Management: Processes, Techniques and Insights, ISBN 0-470-85355-7.
  • Project Management Institute, Organizational Project Management Maturity Model OPM3 Knowledge Foundation, ISBN 1-930699-40-9.
  • Lowenthal Jeffery (2002). Six sigma Project Management, a pocket guide. ISBN 0-87389-519-3.
Selected articles/papers from following journals will be used as readings and assignments:
  • International Journal of Project Management, Elsevier, ISSN: 0263-7863
  • Project Management Journal, Wiley/PMI. ISSN: 1938-9507.
Hard or soft copies of the above may be available at CASE library or other accessible databases. Please contact TA for assistance.
EMgt 91007 Special Topics in Engineering Project Management
Credit Hours 3 semester credit hours
Course Status (MEM Project Management Specialization)
Course Outline/Broad Course Contents
  • Risk management processes and standards
  • Organizational Project Management Maturity Model
  • Earned Value Management in Projects
  • Practice Standards for Work Breakdown Structures
  • Linking project management to organizational strategy
  • Project Management Offices and Project Portfolio Management
  • Global project management and Virtual teams
  • Conflict Management in Projects
  • Project information systems
  • Six Sigma Project Management
  • Project Management Ethics
  • Contemporary research in leading Project Management Journals
Prerequisites None
Suggested Text Following books will be used as references:
  • Project Management Institute, Practice Standard for Earned Value Management, ISBN: 1-930699-42-5
  • Project Management Institute, practice standard for work breakdown structures, ISBN 1-880410-81-8
  • Chapman & Ward (2003). Project Risk Management: Processes, Techniques and Insights, ISBN 0-470-85355-7.
  • Project Management Institute, Organizational Project Management Maturity Model OPM3 Knowledge Foundation, ISBN 1-930699-40-9.
  • Lowenthal Jeffery (2002). Six sigma Project Management, a pocket guide. ISBN 0-87389-519-3.
Selected articles/papers from following journals will be used as readings and assignments:
  • International Journal of Project Management, Elsevier, ISSN: 0263-7863
  • Project Management Journal, Wiley/PMI. ISSN: 1938-9507.
Hard or soft copies of the above may be available at CASE library or other accessible databases. Please contact TA for assistance.
EMgt 6831 Manufacturing Systems
Credit Hours 3 semester credit hours
Course Status MEM Manufacturing Management Specialization
Course Outline/Broad Course Contents
  • Introduction
  • What is Manufacturing
  • The System Concept
  • Conceptual model of a Manufacturing System
  • Manufacturing Paradigms and their comparative analysis
    • Line layout
    • Group Technology
    • Flexible Manufacturing Systems
    • Reconfigurable Manufacturing Systems
    • Lean Manufacturing
    • Cellular Manufacturing
  • Product-Process-Resource Concept
  • Integrated Manufacturing
  • Manufacturing Processes
  • CAAP Computer Aided Process Planning
  • Advanced Material and Production Technology
  • Manufacturing Automation
  • Production Metrics
  • Manufacturing Systems Analysis and Design
  • System Design Fundamentals
  • Design Methodologies
  • Algorithmic Design
  • Algorithmic Design: Reconfigurable Process Planning
  • Rapid Prototyping
  • IDEF Diagrams: Information Modeling in Manufacturing
  • Assembly Line Balancing
  • Manufacturing Logistics and Maintenance

  • Class Presentations on Case Studies
Prerequisites None
Suggested Text
  • Manufacturing Systems Design and Management by Bin Wu
  • Automation, Production Systems, and Computer-Integrated Manufacturing by Mikell P. Groover
  • Changeable and Reconfigurable Manufacturing Systems by Hoda Elmaraghy
  • Relevant research Papers / thesis / reports
  • Class notes and discussions
MMgt 5112 Human Resource Management
Credit Hours 3 semester credit hours
Course Status MM HRM Specialization
Course Outline/Broad Course Contents
  • Changing Nature of Human Resource Management
  • Strategic Human Resource Management
  • Individual Performance and Retention
  • Managing Diversity and Equal Employment Jobs
  • Recruiting in Labor Markets
  • Selecting and Placing Human Resources
  • Training Human Resources
  • Careers and HR Development
  • Performance Management and Appraisal
  • Compensation Strategies and Practices
  • Variable Pay and Executive Compensation
  • Managing Employee Benefits
  • Health, Safety, and Security
  • Employee Rights and Discipline
  • Globalization of HR Management
Prerequisites None
Suggested Text
  • Human Resource Management 11th Edition Gary Dessler and Biju Varkkey
  • Handbook of Human Resource Management Practice By Michael Armstrong
  • Human Resource Management Robert L. Mathis, John H. Jackson
EMgt 71603 Special Topics in EM: Knowledge Management
Credit Hours 3 semester credit hours
Course Status PhD - EM
Course Outline/Broad Course Contents
  • Value Shop Configuration
  • Knowledge Management and its Systems
  • Learn what knowledge management is and what it is not
  • Implementation issues and management Challenges
  • Knowledge technology stages
  • E- Business Knowledge
  • Governance Knowledge
  • Best practices of Knowledge management
Prerequisites None
Suggested Text
  • Knowledge Management Systems:Value Shop Creation by Petter Gottschalk
  • Essentials of KM by Bryan Bergeron
EMgt 9710 Design Of Experiments
Credit Hours 3 semester credit hours
Course Status Design Of Experiments
Course Outline/Broad Course Contents
  • Introduction, Background and Overview
    • When to use DOE
    • Basic principles of DOE
    • Overview of basic statistical concepts
    • Types and purposes of DOE methods
  • Randomization and Design
  • Full Factorial Design
    • ANOVA
    • The basics of "full factorials"
    • Factorial effects and plots
    • Model evaluation
  • Two Level Fractional Factorial Design
  • The Robust Design
    • The basics of robust designs
    • Axiomatic Design
    • Function Behavior Design
    • Taguchi designs
  • The Response Surface Methodology
    • From first-order experiments to second-order experiments, Analysis of second-order response surfaces
    • Central composite designs
    • Box-Behnken design
    • Process optimization
  • Multiple Case Studies and Applications
Prerequisites None
Suggested Text
  • JMP Design of Experiments, Release 6
  • Design and Analysis of Experiments, 6th edition, by D. C. Montgomery, John Wiley & Sons, New York 2005
EMgt 6501 Construction Management
Credit Hours 3 semester credit hours
Course Status -
Course Outline/Broad Course Contents
  • Status of Global and Local Construction industry- Past Present and Future
  • Course Introduction
  • Corporate and Project Management
    1. Corporate, or Company, Structure
    2. Organizational Management Systems
    3. Project, or Site, Structure
  • Effective and Efficient Site Management
    1. Workforce Organization and Supervision
    2. Management Styles/ Leadership
    3. Defining Construction Site Management
  • Planning and Programmes
    1. Construction Planning
    2. Construction Programmes
    3. Computer Applications for Planning and Programmes
    4. Case Study Planning Examples Summary
  • Operation, Cost Planning and Monitoring Expenditure
    1. Operations Strategy
    2. Productive Systems
    3. Managing Resources
    4. Business Process Re-engineering
    5. Partnering
  • Site Establishment
    1. Site Organisation
    2. Site Layout
    3. Case Study – Site Layout
  • Plant and Materials
    1. Plant Management
    2. Terotechnology as a Management Technique
    3. Materials Management
    4. Just-In-Time Concept
    5. Supply Chain Management
  • Mid Term
  • Progress and Control
    1. Basic Concepts of Construction Progress and Control
    2. Benefits of Effective Progress Control
    3. Progress Control
    4. Progress Charts
  • Quality Assurance
    1. Various Quality standards
    2. Quality Control at construction sites
    3. TQM in construction
  • Health and Safety
    1. Issues in health and safety
    2. Health related legislation (OSHA)
    3. Health and Safety issues in construction industry of Pakistan
  • Environment
    1. Impacts of Construction industry on natural environment
    2. Environmental Impact Assessment (EIA)
    3. Role of Pakistan Environmental Protection Agency (EPA)
  • Case Study – Exercise on EIA
  • Post-Contract Review
    1. Post construction audits
    2. Post construction review meetings
    3. Contract closure and related issues
  • Project Presentations
  • Final Paper
Prerequisites N/A
Suggested Text
  • Construction Management Principles and Practice By Alan Griffith and Paul Watson (Soft Copy will be provided to students)
  • Construction Project: Scheduling and Control By Saleh Mubarak
  • Use other similar texts, explore web sites etc.
EMgt 6201 Professional Ethics
Credit Hours 3 semester credit hours
Course Status -
Course Outline/Broad Course Contents
  • Challenges of Technology Management
  • Traditional Theories of Ethics
  • Application of Traditional Theories to Modern Business Decision Making
  • Individual Decision Making: Lessons Learned from the Foundation
  • Critical Ethical Analysis Based on an Understanding of Preceptual Differences: A Decision-Making Model
  • Ethics and Corporate Social Responsibility: One and the Same?
  • Corporate Strategy and Decision Making: Accountability
  • Corporate Strategy and Decision Making: Corporate Culture and Reputation Management
  • Ethics and HRM:Values of the Employment Relationship
  • Ethics and Marketing
  • Ethics in Finance and Accountancy
  • Ethical Implications of Technology
  • Ethics and the Earth’s Environment
  • Ethics in Global Business
  • Presentations
Prerequisites None
Suggested Text
  • Perspective in Business Ethics by Laura P Hariman 2nd Edition
EMgt 9321 Advanced Topics in Engineering Management
Credit Hours 3 semester credit hours
Course Status PhD. EM Elective Course
Course Outline/ Broad Course Contents
  • Review of Classical Management Practices
  • Introduction to Contemporary Management
  • Emotional Intelligence - Management Applications
  • Neuro Linguistic Programming - Management Applications
  • Management Functions: Traditional & Current
  • Management Roles
  • Effective Managerial Communication
  • Super Teams: Case Study
  • Virtual Organizations
  • The New HR: Organizational Support
  • Management Paradigm Shift
  • Transition Issues (from the old to new)
  • 1) Special Topics - 2) Book Review
Prerequisites N/A
Suggested Text
  • No textbook specified. Recommendations for reference material/books will be made during the classes
MMgt 5108 – Performance Management
Credit Hours 3 semester credit hours
Course Status Elective / HR Management Specialization
Course Outline/ Broad Course Contents
  • Introduction to Performance Management
  • Performance Management and Strategic Planning
  • Performance Management through Balanced Scorecard
  • Aligning the entire organization with performance goals
  • Performance Perspectives
  • Linking performance with organizations future
  • Setting Performance Objectives
  • Measuring results and behaviors
  • Performance based budgeting
  • Performance Management & Employee Development
  • Reward systems
  • Special topics in Performance Management
Prerequisites There are no pre-reqs but students who understand TQM, Quality Management and Operations Management related concepts will easily adapt to the course. Similarly, HR and Strategic Management concepts will also be helpful.
Suggested Text
  • Case Studies in Performance Management – A Guide from the Experts, Tony Adkins, John Wiley & Sons, Inc. 2006.
  • Performance Management, 2nd Ed, Herman Aguinis, Prentice Hall, 2008.
  • Business Performance Measurement and Management, New Contexts, Themes and Challenges, Paolo Taticchi, Springer-Verlag Berlin Heidelberg 2010.
  • Performance Management- A New Approach for driving Business Results by Elaine D. Pulakos
  • Balanced Scorecard – Step by Step, Maximizing Performance and Maintaining Results, Paul Niven, John Wiley & Sons, 2006.
  • Balanced Scorecard: Step-by-Step for Government and Nonprofit Agencies, Niven, John Wiley & Sons, 2006.
  • Essentials of Balanced Scorecard, Mohan Nair, John Wiley & Sons, 2006.
EMgt 6823 – Production and Operations Management
Credit Hours 3 semester credit hours
Course Status Manufacturing Management
Course Outline

This three credit hours course is designed for services and manufacturing sectors, basically, meant for defining the real meaning of the Production and Operations Management in any given organization. This is an advanced course in the conceptual and applied aspects of Production/Operations Management (P/OM). The primary objective of the course is to provide the students with an understanding of the theories, models, problems, issues, and techniques related to the management of operations both in manufacturing and service sectors. This includes analyses of various tasks performed and decisions made by operations managers, both tactically and strategically.

The operations function plays a vital role in achieving a company’s strategic plans. Since the operations function produces the goods and provides the services, it typically involves the greatest portion of the company employees and is responsible for a large portion of the firm’s capital assets. It has a major impact on quality and is often the visible face of company with which the customer must deal. Customer service, product/service, quality issues, and the effectiveness of many customer interactions are all operations activities.

In the face of increased international competition, Pakistani firms have lost market share and have not responded by working to improve both their operating efficiencies and the quality of their goods and services. With this renewed emphasis on operations, it has become increasingly important that students have an understanding of operations management and its significance to the success of the companies where they will work.

To gain a competitive edge, Pakistani organizations need sound production/operations strategies. This is particularly true today, given the pressures of global competition and the need to satisfy ever more demanding customers. Operations functions appear as a powerful tool for achieving organizational objectives and strategies.

Broad Course Contents
  • Operation Mgmt
  • Operations Strategy for Competitive Environment Operations in a Global Environment
  • Forecasting & Design of Goods & Services.
  • Process Strategy & Capacity Planning, Operation Technology & Internet
  • Location Strategy & Layout Strategy.
  • HR & Job Design, Work Measurement
  • Supply Chain Management, E-Commerce, & Ops Mgmt
  • Inventory Mgmt & JIT
  • Aggregate Planning & MRP
  • ST Scheduling & Maintenance & Reliability
  • POM Strategy and International Competition
  • Total Quality Management
  • Statistical Quality Control
  • Product Strategy
  • Process Strategy and Capacity planning
  • State-of-the-Art Technology in P/OM
  • Location Strategies
  • Operations Layout Strategy
  • Human Resources Strategy
  • Work Measurement
  • Purchasing Management
  • Learning Curves
  • Inventory Management & Just-in-Time Tactics
  • Materials Requirement Planning
  • Aggregate Planning
  • Scheduling
  • Project Management
  • Maintenance and Reliability
Prerequisites None
EMgt 61011 – Project Monitoring, Evaluation and Control
Credit Hours 3 semester credit hours
Course Status Engineering Project Management
Course Outline

The Project Monitoring, Evaluation, and Control course is an advanced postgraduate course.

Under Project Evaluation, in addition to classical financial evaluation techniques, evaluation under mergers and acquisitions, evaluation by customers, and role of intangible factors in the evaluation process will be covered. In addition, the role of soft factors, along with well established process-related project monitoring and control processes, will be discussed under these topics.

This course is a blending of academic knowledge with decades of practical experience. The fundamental concepts are presented but the true value of the course comes from the sharing of hands-on experience by all attendees.

Due to several economic factors, the investments of various types in the contemporary world are shrinking day by day. The majority of projects do not terminate on time or to budget and they rarely deliver to all the original project specifications due to poor management. The current project management techniques and methods require a departure from traditional approach as it requires improved systems methodology and use of software on project life cycle. The project management is now a profession that has to be learnt by the successful managers for increased customer satisfaction. Project management techniques are equally useful for social sector as well as the infrastructure projects. These techniques are used by the NGOs, consultancy companies, international organizations and the engineering firms.

This course will particularly be of a great value to you once you will be the middle and senior level managers, project planners, team leaders, coordinators and volunteers and will be directly or indirectly involved with the projects , or if you are expected to be engaged in such activities in future. The course will be useful for you if you join industry, social sector development organizations, engineering, academia, international funding agencies/NGOs, and journalism or chose to be independent consultants.

Broad Course Contents
  • Introduction to Project Management and Project Control
  • Qualitative and Quantitative Risk Management
  • Project Management Structures
  • Management of Project Oriented Company
  • Moving from Cooperate strategy to Project Strategy
  • Time, Cost and Critical Chain Management
  • Project Performance Measurement & Value Management
  • Improving quality in project and program
  • Leadership of Project team / Managing Human Resources
  • Developing Project Management Capability / Lesson Learned: Project Evaluation
  • Budgeting and Cost Estimation
  • Monitoring and Information system
  • Project Control
Prerequisites None
EMgt 71632 – Seminar in Technology, Governance and Globalization
Credit Hours 3 semester credit hours
Course Status Elective / PhD Core Course
Course Outline

Traditionally, domestic politics has been viewed as the domain of “government” – in contrast to the relatively “ungoverned” realm of international affairs. This distinction provided a rationale for treating international relations as a separate field of study. It also informed the development of national bureaucracies in which the management of international relations fell to a specialized diplomatic service, leaving most departments and agencies to concentrate on domestic affairs.

Given the current conditions in the country, globalization has been eroding the boundary between domestic and international or global affairs. On one hand, the globalization of commerce, markets, investment, production, technology, information, communities, criminal networks, pollution and infectious disease has given rise to a growing array of regulatory structures at the international or global level which, in various ways, perform “governance” functions that have historically been associated with the role of the state. At the same time, many traditionally domestic policy areas – from social welfare to environmental policies – are now subject to global pressures and influences.

The purpose of this course is to investigate both of these trends – and, in so doing, to provide students in the Graduate School of Public and International Affairs with a greater understanding of the growing interconnection between the domestic and the international or global policy realms.

Broad Course Contents
  • Introduction: Globalization and Governance
  • Inter-relationship between Technology, Governance, & Globalisation & Non-economic Conditions of Globalisation.
  • Processes of Globalisation
  • Technology and Economic Growth of Pakistan
  • Globalisation, Governance & the Way Ahead
  • Genesis and Concepts of Governance
  • Role of Governance in a Globalized World
  • Aspects of Governance: Public, Corporate
  • The Advance of Globalisation
  • International Organizations
  • Transgovernmentalism
  • Social Activism within and Across Borders
  • Technological Governance
  • Economic Policies (the Financial Crisis and its aftermath)
  • Social Welfare Policies
  • Security Policies
  • Environmental Policies
Prerequisites None
EMgt 6824 – Concurrent Engineering Management
Credit Hours 3 semester credit hours
Course Status Manufacturing Mgmt/Technology Mgmt
Course Outline Concurrent Engineering is considered as one of the key concepts that enable companies and organizations to attain world-class stature. Today, it is an organizational key word. The term refers to the same organizational process described as “simultaneous engineering”, life cycle engineering, parallel engineering and some times the multi-disciplinary team approach or integrated product and process development. According to this subject, everyone contributing to the final product from conceptual design to marketing teams, is required to participate in the project from its very inception. This three-credit hour Course is especially designed to provide knowledge to the Chief executives, managers and Leaders of various organizations (industrial or services) about developing a systematic approach in revolutionizing their organizations and industries. By the end of course, they would have acquired sufficient knowledge and information to give a tremendous boost to the companies. For surviving in a highly competitive environment. A decade ago the size of teams used to be very small and the problems also used to be comparatively less complex. Today, the projects are of Mega scale and people involved are hundreds and thousands spread all over the globe. It has added more chaos and anarchy to the very nature of the projects. The participants of this course will be taught ways and means to overcome such situations and be successful in achieving their organizational and personal objectives.A unique approach will be adopted in which the students will learn the fundamental as well as the advanced knowledge of the subject simultaneously. The text books will be used for basic understanding of the subject and to learn core techniques. A regular in class review of relevant literature will be carried out to provide the latest knowledge on the subject. An effort would also be made to enable the students to guide students to do original research based on literature review.
Broad Course Contents
  • Manufacturing Competitiveness
  • Life Cycle management and Capturing Life Cycle Intent
  • Process Re engineering
  • Concurrent Engineering Definitions
  • Cooperative Work Teams
  • Systems Engineering
  • Information Modeling and Intelligent information systems
  • The Whole system & Product Realization
  • Concurrent Function Development & CE Metrics and Measures
  • Total Value Management & Product Development Methodology
  • Frameworks and Architecture and Decision support systems
  • Life Cycle Mechanization
  • IPD deployment Methodology
Prerequisites None
Emgt 6204 - Managing Organizational Change in Technical Organizations
Credit Hours 3 semester credit hours
Course Status Elective
Course Outline In today's complex business environment, organizations face constant changes in their external and internal environment. To compete, they need to change constantly and as is so often said, “All management amounts to the management of change”. Successfully moving from the known and familiar to the uncertainty of new ways and methods requires that employees be given the awareness and tools to deal with disruptions in routine.In this rapidly changing environment implementing change has become one of the key tasks of managers.However, as anyone who has already tried to introduce change in an organization knows, managing this process is often difficult. Managers can expect resistance from:
  • those who think they might lose power, influence or opportunities /li>
  • those who do not understand the implications of the proposed changes
  • those who lack trust in the "change agents"
  • many other sources of passive or active internal resistance
Broad Course Contents What is Change Management? The organized and systematic application of the knowledge, tools, and resources of change that helps organizations achieve their business strategy is referred to as Change Management. The face of organizations is rapidly evolving and one of the major, ongoing exercises is to envision, implement and manage changes that will enhance the level of performance. Change can refer to any of the following: external changes in the market/industry, technology, customers, competitors, social, political and natural environment, shifts within the organization, top-down programs such as BPR, restructuring, business transformation programs. Themes to be Covered in this Course
  • Managing Organizational Change (An Overview)
  • Strategies and Methodologies of Change Management
  • 8-Stage Model by Kotter
  • Resistance and Barriers to Change
  • How to Become an Effective Change Leader
  • Understanding the Human Change Process
  • Motivating and Enabling Change
  • Reengineering / Culture Change
  • The Strategic Role of Change
  • Conflict Management Interventions
Contents/Topics
  • Change Management Workshop
  • Approaches to Change Management – Part One
  • Approaches to Change Management – Part Two
  • Approaches to Change Management – Part Three
  • Organizational Change Management
  • Resistance to Change
  • CASE STUDY
  • Change Communication
  • Mid-Term Examination
  • Change Interventions – Part One
  • Change Interventions – Part Two
  • Cultural Change and Leading Change
  • CASE STUDY· Project Presentations
  • Project Presentations
Prerequisites None
Suggested Text
  • Strategic Organizational Change – Michael A. Beitler
  • Managing the Change Process – David K. Carr
  • Making Sense of Change Management – Esther Cameron and Mike Green
EMgt 71515 - Telecom Law and Regulations
Credit Hours 3 semester credit hours
Course Status MEM Telecom Management (Area of Specialization)
Course Outline/ Broad Course Contents
  • Introduction to the Telecom Regulation
  • Regulating for Effective Competition
  • Licensing and Authorizing Services
  • Mergers and Acquisitions
  • Global Standards Making
  • Planning and Technical Standards
  • Dispute Resolution
  • Pakistan Telecom Market and Regulations
  • Managing the Spectrum
  • Network Access and Interconnection
  • Universal Access and Service
  • ITU and WTO Role in Telecom
  • Other Regulators
    Regulatory Challenges
Prerequisites N/A
Suggested Text
  • Telecom Regulation Handbook by Colin Blackman and Lara Srivastava.
  • PTA Telecommunication Regulations
  • Telecom Rules 2000 Ministry of IT & T website
  • Telecom Deregulation Policies (Fixed Line, Mobile & Broadband)
  • Other related documents from internet.
EMgt 71601 Research Methodology for Engineering Managers
Credit Hours 3 semester credit hours
Course Status -
Course Outline/ Broad Course Contents
  • Understanding Research and Science and Research
  • Dimensions of Research pps 20-31
  • Qualities of a Researcher
  • The Steps of the Research Process
  • The Steps of the Research Question. Developing your Research Question: Importance of Good Questions, From Interesting Topics to Researchable Questions.
  • Types of Literature, How to do a Literature Search, Characteristics of a Good Literature Review and types of Literature Reviews
  • Theory and Research. Dealing with Conceptual Issues. The Different Research Methodologies
  • Forming Hypotheses, Research Objectives and Variables.
  • Literature References
  • Data Collection and Variable Measurement Techniques.
  • Types of Research Designs
  • Sampling Theory and Selection
  • Data Analysis and Issues to do with Quantitative Data
Prerequisites N/A
Suggested Text There are two recommended texts from which most of the readings will be given, although there will be readings from a number of other text books.
  • Bouma, Gary D. “The Research Process”. Fourth Edition. Oxford University Press. 2000.
  • Kumar, Ranjit. “Research Methodology” Second Edition. Pearson, 2009.
Emgt 71213 - Software Risk and Configuration Management
Credit Hours 3 semester credit hours
Course Status Software Project Management
Course Outline The course is designed to teach the discipline of software configuration and risk management. The course is suitable for software developers, team leaders, project managers, and senior managers involved with software projects. It is designed to provide them the concepts, strategies, and tools that can make their next software development project more predictable rather than a guesstimate. The course delivery includes theoretical concepts and information hand-on experience in the field.
Broad Course Contents
  • INTRODUCTION / OVERVIEW
  • Corporate Laws
  • IMPORTANCE OF RISK & CONFIGURATION MANAGEMENT,
  • SCM PHASES,
  • CONFIGURATION IDENTIFICATION & CONTROL,
  • SCM ACCOUNTING & AUDITING,
  • SCM PLANS,
  • DOCUMENTATION MANAGEMENT,
  • SCM TOOLS,
  • IMPLEMENTATION,
  • OPERATIONS,
  • ORGANIZATION,
  • ELEMENTS OF SOFTWARE RISK MANAGEMENT,
  • RISK FACTORS,
  • RISK METRICS,
  • RISK PLANNING,
  • JIT METHOD,
  • COURSE REVIEW,
  • GROUP PRESENTATIONS.
Prerequisites None
Suggested Text
  • Software Configuration Management Handbook (2nd Edition) by Alexis Leon
  • Software Engineering Risk Management (IEEE) by Dale Walter Karolak Lecture notes of all related material will be provided as and when needed. Slides will be uploaded at the internet group
EMgt 6611 - Transfer of Technology
Credit Hours 3 semester credit hours
Course Status Elective / Technology Management Specialization
Course Outline/ Broad Course Contents
  • Introduction to Technology Transfer and Technology Management
  • Technology Transfer Mechanism, Characteristics, and Effects
  • Technology Transfer Models
  • Measurement of Technology Transfer
  • Cost & Benefit of Technology Transfer
  • Technology Transfer Analysis Based on Technical Diffusion Field Theory
  • Managing R&D and Innovation in Technology Intensive Organizations
  • Systems Thinking for Technology Management
  • Case Studies & Special Considerations in Technology Transfer
  • Technology Management and Technology Transfer issues in Pakistan
  • Technology Management and Technology Transfer issues in Pakistan – II
  • Consulting in Technology Management
Prerequisites Following books / sources will be used as references:
  • Theory of science and technology transfer and applications, Sifeng Liu … [et al.], Auerbach Publications Taylor & Francis Group, 2010.
  • Management of Technology – Managing Effectively in Technology Intensive Organizations, Hans J. Thamhain, John Wiley & Sons, Inc. 2005.
  • Management of Technology and Operations, R Ray Gehani, John Wiley & Sons, Inc. 1998.
  • Handbook of Industrial Engineering - Technology and Operations Management, 3 Ed, Gavriel Salvendy, John Wiley & Sons, Inc. 2001.
  • Management of Technology, Selected Discussion Papers presented at the Vienna Global Forum, 29 - 30 May 2001, United Nations Industrial Development Organization (UNIDO), Vienna 2002
  • Management of Technology Innovation & Value Creation, Selected Papers from 16th International Conference on Management of Technology, Editeed by Mostafa Hashem Sharif and Tarek M Khalil, World Scientific, 2008.
Suggested Text
  • Theory of science and technology transfer and applications, Sifeng Liu … [et al.], Auerbach Publications Taylor & Francis Group, 2010.
  • Management of Technology – Managing Effectively in Technology Intensive Organizations, Hans J. Thamhain, John Wiley & Sons, Inc. 2005.
  • Management of Technology and Operations, R Ray Gehani, John Wiley & Sons, Inc. 1998.
  • Handbook of Industrial Engineering - Technology and Operations Management, 3 Ed, Gavriel Salvendy, John Wiley & Sons, Inc. 2001.
  • Management of Technology, Selected Discussion Papers presented at the Vienna Global Forum, 29 - 30 May 2001, United Nations Industrial Development Organization (UNIDO), Vienna 2002
  • Management of Technology Innovation & Value Creation, Selected Papers from 16th International Conference on Management of Technology, Edited by Mostafa Hashem Sharif and Tarek M Khalil, World Scientific, 2008.
Emgt – 8801 Manufacturing Engineering and Management.
Credit Hours 3 semester credit hours
Course Status Manufacturing Management
Course Outline The practice of Engineering is concerned not only with technology, but also with people, money, and organizations. Projects must be planned, coasted and managed and the products must be designed, manufactured and marketed in the real world. Most professional engineers will find themselves in a position of responsibility not only for a project but also for the project team. Thus the capabilities of the modern engineer must not only involve engineering, they are also required to cover personal and leadership skills such as how to motivate others to work as part of a team. This requires familiarity with the techniques of management decision-making, and with finance and accounting that often determine the scale and character of the engineered product in whatever form. Course is address these issues.
Broad Course Contents Product life cycles, Corporate / Marketing / Manufacturing Strategies, Control of Manufacturing Systems, Benchmarking, People, Management and Leadership, Organizations, Project Management, Total Quality Management, Advanced Manufacturing Control Systems, Modern Manufacturing Systems, Concurrent Engineering, Integrated Systems, Modeling and Simulating Manufacturing Systems, Cell Design and Control, Integration and computer integrated Manufacturing (CIM), Plant management, Course work assignments, Conduct of the course, Responsibilities, Homework assignments, Academic Integrated policy.
Prerequisites None
Suggested Text
  • Manufacturing Systems, Engineering: A unified approach to Manufacturing technology, production Management and Industrial economics by Katsundo Hitomi.
  • Manufacturing Management- Principles and systems by Richard Burman.
  • Manufacturing Management-Learning through case studies by David G. Coward.
MMgt – 5005 Introduction to Financial Management
Credit Hours 3 semester credit hours
Course Status -
Course Outline/ Broad Course Contents
  • Course Objectives
  • Introduction to Accounts
  • Basics of Accounting
  • Accounting Cycle
  • General Entries
  • Ledgers
  • Trial Balance
  • Income Statement
  • Balance Sheet
  • Cash Flow Statement
  • Capitalization, Depreciation, Amortization & Impairment
  • Ratios Analysis
  • Introduction to Applicable Financial Laws, Ordinances and Other Statues in Pakistan
  • Types of Companies/Businesses in Pakistan
  • Introduction to Cost accounting
  • Manufacturing accounts - Cost of goods Sold Statement
  • Marginal Costing & Absorption Costing
  • Introduction to Budgets/ Budgeting Methodology
  • Cost Volume Profit Relationships
  • Standard Costing
  • Variances
  • Relevant Costs for Decision Making
  • Make or Buy Decision
  • Sources of Capital for Business
  • Cost of Capital
  • WACC
  • Financial Statement Analysis
  • Introduction to Financial Management
  • Nature of Financial Decisions
  • Financial Decision Objective – Shareholders Wealth
  • The Time Dimension
  • Risk & Return
  • Equity & Debt Financing Mixture
  • Introduction to Treasury Function & Management of Funds/Cash Management
  • Payback Period
  • Return on Capital Employed
  • Discounted Cash flow Approach
  • Net Present Value
  • Internal Rate of Return
  • Annuity, cost of Capital, Cost of Dept, WACC
  • Long Term Forecasting Techniques
  • Investments Appraisal DCF
  • Valuation of Companies
  • Expected Risk and Return
  • Correlations, Covariance & Standard Deviation
  • CAPM
  • Long Term Forecasting Techniquess
  • Annual Forecasting
  • Project Forecasting & Financial Modeling
Prerequisites N/A
Suggested Text
  • Financial Accounting by M.Hanif and A Mukkargee
  • Financial Accounting by Gupta
  • Financial Management by Eugen F. Brigham and Michael C. Ehrherdt
  • Essentials of Financial Management by George E. Pinches
  • Foundation of Finance by Keown,Petty,Scott and Martin
  • Students are free to choose any other book which addresses the topics and course outlines
EMgt 6215: Problem Solving & Decision Making in Engineering Management
Credit Hours 3 semester credit hours
Course Status MEM Core Course
Broad Course Contents
  • Introduction to Problem Solving and Decision Making
  • Decision Theory Models
  • Decision Making Under Uncertainty - A Real World Example
  • Decision Making Under Risk
  • Decision Trees
  • Decision Trees - A Real World Example
  • Forecasting
  • Quantitative Forecasting Methods
  • Exponential Smoothing Method
  • Simple Regression
  • Tracking Signals
  • Inventory Control Models
  • Inventory Control Models (part 2)
  • Inventory Control Models (part 3)
  • Linear Programming Models: Graphical and Computer Methods
  • A real world example using LP
  • LP Application: Hydro Power Example
  • LP Application: Staff requirement scheduling
  • LP Application: Capital budgeting
  • LP Application: Productivity inventory problem
  • LP Modeling Applications: Using LINGO
  • LP Modeling Applications: Diet Problems
  • LP Modeling Applications: Assignment Problems
  • LP Modeling Applications: Transportation Problems
  • LP Modeling Applications: Manufacturing problems
  • Integer programming
  • Integer programming: Special Applications
  • Goal programming
  • Queuing models
  • Queuing models: part two - poisson distribution
  • Queuing theory
  • Queuing theory: part two
  • Queuing theory: part three
Prerequisites N/A
Suggested Text The following text book is recommended: "Quantitative Analysis for Management” by Barry Render, Ralph M. Stair and Michael E. Hanna.
EMgt 81202– Software Quality Management
Credit Hours 3 semester credit hours
Course Status  
Course Outline/ Broad Course Contents
  • Introduction to the course
  • Introduction to SQM
  • SQM, SEPG and the IT organization infrastructure
  • Software quality functions
  • Role of software quality department / function within an organization
Total Quality Management (An Introduction)
  • Software quality lessons learned from quality experts
  • {Cost of software quality}
Configuration Management under CMMI
  • Requirement Management under CMMI
  • PPQA under CMMI
Project Planning under CMMI
  • Project Monitoring & Control under CMMI
  • Supplier Agreement Management under CMMI
  • Quality Issues
  • Software metrics
  • Measurements
  • CMMI & Measurements
  • Personal & corporate requirements to make software quality assurance work
  • Software Testing Techniques
Process Standardization & Software Quality Testing Using Statistical Quality Control (Six Sigma & Control Charts), Statistical method applied to software engineering
  • Project proposal submission, finalization and discussion
  • Midterm solution discussion
Training management and SQM
  • SQM and software engineering discipline {Introduction to clean room software engineering, extreme programming & agile modeling etc.}
  • {Standardization of the software quality assurance, software quality program organization.}
  • Contract Management and QM department
  • OPD
  • OPF
  • Some others added
  • {IOE}
  • {ISO approach to SQM, developing SQM plan, ASQ software quality engineer certification program}
  • CMMI
  • Slack
  • Research Project Presentations
Prerequisites None
Suggested Text The Handbook of Software Quality Assurance (3rd or above Edition) by G. Gordon Schulmeyer, James I. McManus, G. Gordo Schulmeyer

Software Testing and Continuous Quality Improvement by William E. Lewis

CMMI Handbook
  • Lecture notes of all related material will be provided in PDF format.
  • With each lecture, photocopies will be dispatched to the DL students with the lecture CD.
EMgt 6110 – Essentials of Economics for Engineers
Credit Hours 3 semester credit hours
Course Status Elective
Broad Course Contents
  • The Economizing Problem.
  • Individual Markets: Demand & Supply.
  • Elasticity of Demand & Supply.
  • Costs of Production.
  • The Money Market; Globalisation of Financial Markets.
  • Technology; Technological Change; Technology, R&D, & Efficiency; Information Technology.
  • Capital Market (Stock Market). The Role of Security Exchange Commission of Pakistan.
  • Measuring Domestic Output & National Income.
  • Introduction to Economic Growth & Instability.
  • Basic Macroeconomic Relationships.
  • Fiscal Policy.
  • International Trade & International Finance.
  • International Economy & Globalization.
  • Exchange Rate, Balance of Payment, & Trade Deficits: Basic Concepts.
Prerequisites None
Suggested Text
  • Economics (2005) by C. R. McConnell & S. L. Brue, 16th edition.
  • Economics (2006) 6th edition by Case & Fair: Relevant Chapters.
  • Contemporary Engineering Economics (2002) by Chan S. Park, 3rd edition.
  • Intermediate Microeconomics: (2003), by Hal R. Varian.
  • Economics (2002), 3rd edition, by Joseph E. Stiglitz.
  • International Economics (2004) 9th edition, by Robert J. Carbaugh.
EMgt 6205 – Human Resource Management in Technological Concerns
Credit Hours 3 semester credit hours
Course Status Elective
Course outline
  • HRM Foundation
  • Employee Resourcing
  • Employee Performance
  • Employee Development
  • Employee Relations
  • Employee Compensation
  • International & MNC HRM
  • HR Metrics and Measures
  • Project & Research Paper Instruction

Groups/Individuals will be required to carry out a comprehensive project on approved subject organizations. The participants will be required to submit a project report after completion of every module of study. Details and guidelines of the project will be provided to the students after the commencement of classes.

Broad Course Contents

Human Resource Management (HRM) involves all management decisions and actions that affect the nature of the relationship between the organization and its employees. With effective HRM the organization acquires a competent and committed workforce, able to support the corporate strategy. Therefore, organizations can create a competitive advantage through their people.

The HRM course prepares students to learn the art of managing human resource. This course places emphasis on the management of people in the work environment by developing extensive understanding of the concepts and methods used to attract, develop, and efficiently utilize the firm’s human resource.

It has become crucial for everyone in modern organizations, irrespective of field of specialization, to have substantial knowledge of human resource management. Managing technical organizations without significant knowledge of HRM is an awkward scenario. Human resource is fast becoming critical resource of present day organization that defines the success in the competitive environment.

Prerequisites None
Suggested Text
  • Human Resource ManagementRobert L. Mathis, John H. JacksonHandbook of Human Resource Management PracticeBy Michael Armstrong.
EMgt 71568 – Fundamentals of Telecom Networks
Credit Hours 3 semester credit hours
Course Status Telecom Business Management
Broad Course Contents

This course has been designed to provide an in-sight to the existing and emerging telecommunication networks technologies. Starting from the very basic concepts of multiplexing and modulation, the course covers advance topics such as Stored Program Control (SPC) digital switches, ITU-T’s Common Channel Signaling System No. 7 (SS7), Traffic Theory, GSM system architecture, procedures, protocols, Voice-over-IP networks, and Next Generation Networks (NGN).
Upon completion of the course, the participants will develop a comprehensive understanding of various components and protocols used in Public Switched Telephone Networks (PSTNs) and Public Land Mobile Networks (PLMNs).
A quick glance at basics of telecommunications, Stored Program Control Digital Switches, Traffic Theory, Signaling Systems, Global System for Mobile Communication (GSM), Advanced Topics ( WLL / LDI-Technologies and Architectures, Next Generation Networks- The Soft Switch concept, Voice over IP Networks- Challenges and Solutions).

Prerequisites None
Suggested Text
  • 1. Telecommunication Switching, Traffic and Networks, J.E. Flood.
  • 2. Telecommunications-Abeginner’s Guide, Hills Associates Inc.(Thiagarajan Vishwanathan
  • 3. Digital Switching Systems-System Reliability and Analysis, Syed R. Ali.
EMgt 6702: Quality Improvement in Technical Concerns
Credit Hours 3 semester credit hours
Course Status MEM Core Course
Course Outline/ Broad Course Contents
  • Introduction to Quality
  • Philosophies and Frameworks
  • Focusing on Customers
  • Quality Function Deployment
  • Basic Statistics (review) and Statistical Thinking
  • Principles of Six Sigma
  • Process Management
  • Tools for Process Improvement
  • Special topic (s): Guest Speaker
  • Statistical Process Control-I
  • Statistical Process Control-II
  • SPSS Tutorial (Video recording will be provided)
Prerequisites N/A
Suggested Text
  • The Management and Control of Quality (Latest available Edition), James R. Evans and William M. Lindsay
EMgt 9317 – Cost Benefit Analysis
Credit Hours 3 semester credit hours
Course Status -
Course Outline/ Broad Course Contents
  • Introduction to Cost-Benefit Analysis, Conceptual foundations of Cost-Benefits Analysis
  • Social Cost-Benefit Analysis (Primary and Secondary Markets)
  • Risk and Uncertainty, Risk Profiling, Expected Value Analysis, Sensitivity Analysis
  • Methods of Cost-Benefit Analysis and Accuracy of Cost-Benefit Analysis
  • Existence Value, Direct Non-Market Valuation, Indirect Non-Market Valuation
  • Case Studies
Prerequisites N/A
Suggested Text
  • Cost-Benefit Analysis: Concepts and Practice, 3rd Edition, Anthony E. Boardman, David H. Greenberg, Aidan R. Vining, David L. Weimer, Prentice Hall, Inc., Upper Saddle River, NJ, 2001.
  • Economic Feasibility of Projects: Managerial and Engineering, Tang, S.L., Practice, McGraw-Hill, Singapore, 1991.
  • Cost Benefit Analysis: A Handbook, Peter, G. S., W. A. Schaffer, Academic Press, New York, 1978.
EMgt 6326 – Finance for Technical Managers
Credit Hours 3 semester credit hours
Course Status  
Course Outline/ Broad Course Contents
  • Course Objectives
  • Introduction to Accounts
  • Basics of Accounting
  • Accounting Cycle
  • General Entries
  • Ledgers
  • Trial Balance
  • Income Statement
  • Balance Sheet
  • Cash Flow Statement
  • Capitalization, Depreciation, Amortization & Impairment
  • Ratios Analysis
  • Introduction to Applicable Financial Laws, Ordinances and Other Statues in Pakistan
  • Types of Companies/Businesses in Pakistan
  • Introduction to Cost accounting
  • Manufacturing accounts - Cost of goods Sold Statement
  • Marginal Costing & Absorption Costing
  • Introduction to Budgets/ Budgeting Methodology
  • Cost Volume Profit Relationships
  • Standard Costing
  • Variances
  • Relevant Costs for Decision Making
  • Make or Buy Decision
  • Sources of Capital for Business
  • Cost of Capital
  • WACC
  • Financial Statement Analysis
  • Introduction to Financial Management
  • Nature of Financial Decisions
  • Financial Decision Objective – Shareholders Wealth
  • The Time Dimension
  • Risk & Return
  • Equity & Debt Financing Mixture
  • Introduction to Treasury Function & Management of Funds/Cash Management
  • Payback Period
  • Return on Capital Employed
  • Discounted Cash flow Approach
  • Net Present Value
  • Internal Rate of Return
  • Annuity, cost of Capital, Cost of Dept, WACC
  • Long Term Forecasting Techniques
  • Investments Appraisal DCF
  • Valuation of Companies
  • Expected Risk and Return
  • Correlations, Covariance & Standard Deviation
  • CAPM
  • Long Term Forecasting Techniquess
  • Annual Forecasting
  • Project Forecasting & Financial Modeling
Prerequisites N/A
Suggested Text
  • Financial Accounting by M.Hanif and A Mukkargee
  • Financial Accounting by Gupta
  • Financial Management by Eugen F. Brigham and Michael C. Ehrherdt
  • Essentials of Financial Management by George E. Pinches
  • Foundation of Finance by Keown,Petty,Scott and Martin
  • Students are free to choose any other book which addresses the topics and course outlines
EMgt 6233 – Engineering Contract Management
Credit Hours 3 semester credit hours
Course Status Elective
Course Outline

This course gives an exposure to the legal and contractual segment of engineering management. During the course participants will get familiarize with the international tendering procedures and contract terms and detailed exposition of the popular FIDIC conditions of contract concerning Engineering construction. Local Laws related to Engineering transactions, arbitration, sale v purchase, carriage of goods and instruments of money transfer. This course is designed to familiarize the participant with different types of partnerships in law and to touch upon the procedures of making and registering partnerships, joint ventures and consortia etc.

Broad Course Contents
  • Engineering Contracts & Their Management
    • Local Law of contract V Contract Act 1872.
    • Sale / Supply contracts, Carriage contracts and Instruments of Payment.
    • Partnership, Joint venture and Consortium contracts.
    • Standard Forms of International Engineering construction contracts
    • FIDIC 4 V Conditions of Civil construction works contract.
    • FIDIC V Conditions of Electrical & Mechanical works contract.
    • Management of FIDIC based construction contracts V Notices.
    • Management of FIDIC based construction contracts V Time & cost claims.
    • Management of FIDIC based construction contracts V other actions.
    • Contract for Dredging & Reclamation works.
    • EPC Turnkey contracts; Design-Build contracts.
    • Contract for Employer Designed Projects.
    • Claim making based upon construction contracts.
    • Engineering Design and Construction supervision contracts.
    • Engineering Production & Supply contracts.
  • Contractual Dispute Resolution
    • The Arbitration and Conciliation Law of Pakistan V Arbitration Act, 1940
    • Popular Arbitration procedure.
    • International Arbitral Tribunals for commercial, construction Industry and Investment disputes arbitrationAmicable Dispute Resolution Rules & ForumsUNCITRAL Rules of Arbitration.
    • Rules of Arbitration of the International Chamber of Commerce (ICC).
    • ICSID Rules & Procedures.
    • Model Arbitration clauses in contracts
  • Civil Courts Actions upon Contracts
    • The relevant part of civil procedure code (Code of Civil Procedure, 1908) including civil actions arising from arbitration on contractual disputes. The relevant part of law of Limitation (Limitation Act, 1908).
Prerequisites None
Suggested Text
  • Hudson’s Building & Engineering Contracts by I N Duncan Wallace.
  • Law of Contract by Cheshire, Fifoot and Furmstone.
  • Contract Law by Sajid Ali Qureshi.
  • Arbitration Act, 1940.
  • Business Laws by Sajid Ali Qureshi.
  • The FIDIC Form of contract by Nael G Bunni.
  • FIDIC 4th A Practical Legal Guide by EC Corbett.
  • Contractual Scheme of FIDIC by Sajid A Qureshi.
EMgt 8804 – Seminar in Competitiveness and Technology
Credit Hours 3 semester credit hours
Course Status -
Course Outline/ Broad Course Contents
  • Introduction and Review of its influence on society.
  • Role of Technology in Creation of Wealth.
  • Critical Factors in Management of Technology.
  • Technology Life Cycle.
  • Processes of Technological Innovation.
  • Managing Innovation within Product Development cycle.
  • Global Competitiveness and Technology.
  • Emergence and Fall of Tigers.
  • Problems in Competitiveness.
  • Business strategy and Technology Strategy.
  • Corporate Core Competencies.
  • Technologies and Core Competence Integration.
  • Forecasting Market Conditions (Competitive Conditions in Mature phase of Industrial life cycle).
  • Research management, strategy and planning.
  • Industrial Competitiveness; The Challenge for Pakistan.
Prerequisites N/A
Suggested Text
  • Communications Industry: The Evolution of Industrial Giants and Global Competitiveness (Japan Business & Economics) by Martin Fransman (Hardcover - 26 Oct 1995
  • Quality Assurance: The Route to Efficiency and Competitiveness (Series: Ellis Horwood Series Applied Science & Industrial Technology Series Editor: D.H. Sharp) by Lionel Stebbing (Hardcover - 19 Feb 1986)
  • Operations Management: Focusing on Quality and Competitiveness by Roberta S. Russell and Bernard W. Taylor (Hardcover - 15 Jul 1997) Computer Tools
EMgt 71208 – Qualitative and Quantitative Methods
Credit Hours 3 semester credit hours
Course Status PhD. EM Core Course
Course Outline/ Broad Course Contents
  • Introductory Lecture
  • Review of Probability Concepts and Random Variables
  • Probability Concepts
  • Random Variables
  • Normal distribution
  • Hypothesis Testing
  • General Concepts
  • Interpretations
  • Comparing means and proportions
  • ANOVA
  • Test of independence and correlation analysis
  • Chi square tests and contingency tables
  • Multiple regression
  • Procedure and interpretation
  • Diagnostics
  • Analysis of contingent effects
  • Multiple regression models with categorical data
  • Factor Analysis -1
  • Exploratory factor analysis: procedure and interpretation
  • Factor analysis: further applications
  • Factor Design –II
  • INTRODUCTION TO QUALITATIVE RESEARCH
  • Theoretical and Philosophical Foundations
  • Comparison of Philosophies of Research Methods
  • Qualitative vs. Quantitative Research
  • QUALITATIVE RESEARCH METHODS
  • Biography
  • Phenomenology
  • Grounded theory
  • Observations and Ethnography
  • Action research
  • PROCESSES OF INQUIRY
  • Organizing Qualitative Research
  • Case Research
Prerequisites N/A
Suggested Text
  1. Design and Analysis of Experiments, 6th edition, by D. C. Montgomery, John Wiley & Sons, New York 2005
  2. J.F. Hair, et al.: Multivariate Data Analysis, 6th Edition, Prentice Hall, 2006.
  3. J.W. Creswell: Qualitative Inquiry & Research Design: Choosing Among Five Traditions, SAGE Publications, 1998.
EMgt 61313 - Technology and Entrepreneurship
Credit Hours 3 semester credit hours
Course Status Elective
Course Outline

Courses called Entrepreneurship are taught in various universities with emphasis on useful knowledge areas for a business leader. To be a business leader one has to have an aptitude for it before one succeeds. Success is still not guaranteed till one has a vision to assess the future challenges and poise to transform to be in a winning position. This vision encompasses more than just the knowledge of business, it requires a complete mindset to be in the leading position. This course has been designed to train a mind to think BIG, for a leader to look BIG, and an Entrepreneur to act BIG.

Entrepreneurship is the practice of starting new businesses and particularly new organizations, generally in response to known opportunities. Entrepreneurship is generally a difficult undertaking, since many new businesses often fail. Entrepreneurial activities differ from each other based on the type of business being pursued. Entrepreneurship ranges in scale from single projects to major undertakings creating several job opportunities.

An entrepreneur is a person who is willing and able to convert a new idea or invention into a successful innovation. Entrepreneurship forces "creative destruction" across markets and industries, simultaneously creating new products and business models. In this way, creative destruction is largely responsible for the dynamism of industries and long-run economic growth

The understanding of entrepreneurship owes a lot to the work of economist Joseph Schumpeter and the Austrian School of economics. Entrepreneurship is about taking risk. The behavior of the entrepreneur reflects a kind of person willing to put his or her career and financial security on the line and take risks in the name of an idea, spending much time as well as capital on an uncertain venture.

Still another view of entrepreneurship is that it is the process of discovering, evaluating, and exploiting opportunities, which go on to apply themselves in the form of new business ventures. In this model an entrepreneur could be defined as "someone who acts with ambition beyond that supportable by the resources currently under his control, in relentless pursuit of opportunity" (a definition common to entrepreneurship professors Howard Stevenson and Jeffry Timmons). Pinchot (1985) coined the term Intrapreneurship to describe entrepreneurial-like activities inside organizations and government. The concept is commonly referred to as Corporate Entrepreneurship. Entrepreneurship is widely regarded as an integral player in the business culture of social life, and particularly as an engine for job creation and economic growth.

This course will particularly be of a great value to you once you will be the middle and senior level managers, project conceivers, team leaders, coordinators and volunteers and will be directly or indirectly involved with the projects, organizations, or if you are expected to be engaged in such activities in future. The course will be useful for you if you join industry, social sector development organizations, engineering, academia, politics and journalism or chose to be freelance thinkers.

Broad Course Contents
  • Introduction to entrepreneurship
  • The Evolution of Entrepreneurship
  • Who Are Entrepreneurs?
  • The Entrepreneurial Personality
  • The Entrepreneurial Mind-Set
  • The Macro View
  • The Micro View
  • Developing the Vision
  • Encouraging Innovation
  • Sources of Innovative Ideas
  • Human resources and the entrepreneurial organization: the organizational perspective
  • Entrepreneurship in other contexts: non-profit and government organizations
  • Developing an entrepreneurial culture
  • Corporate strategy and entrepreneurship
  • Leading the entrepreneurial organization
  • Assessing entrepreneurial performance
  • Management Versus Entrepreneurship
  • Concept of Balance: Simultaneous Looseness and Tightness
  • Avoiding Folklore: The Myths of Entrepreneurship
  • The Entrepreneur’s Confrontation with Risk
  • Stress and the Entrepreneur
  • What Is Entrepreneurial Stress?
  • Sources of Stress
  • Dealing with Stress
  • The Entrepreneurial Ego
  • Overbearing Need for Control
  • Unrealistic Optimism
  • Entrepreneurial Motivation
  • Overriding Desire for Success
  • The Entrepreneurial Mind-Set in Organizations-Corporate Entrepreneurship
  • Reengineering Organizational Thinking
  • Developing Individual Managers for Corporate Entrepreneurship
  • Developing Teams
  • The Ethical Side of Entrepreneurship
  • Opportunity Identification: The Search for New Ideas
  • Ignorance of Legal Issues
  • Understanding the Key Financial Statements
  • Strategic Planning
  • The International Environment: Global Opportunities
  • Venture Development Stages
  • New-Venture Development
EMgt 71548 – Program Management in Telecom Organizations
Credit Hours 3 semester credit hours
Course Status -
Course Outline/ Broad Course Contents
  • Project vs Program vs Portfolio
  • Telecom Organizations
  • Managing Multiple Projects
  • Program Life Cycle
  • Benefits Management
  • Role of a Program Manager
  • Setting up PMO
  • Program Management Processes
  • Program Integration and Scope Management
  • Program Time and Cost Management
  • Program Quality and HR Management
  • Program Communication and Risk Management
  • Program Procurement and Stakeholder Management
  • Program Finance and Governance
Prerequisites N/A
Suggested Text
  • PMI’s Standard on Program Management
  • Program Management: A Life Cycle Approach, By Dr Ginger Levin
EMgt 61001 – Engineering Project Managent
Credit Hours 3 semester credit hours
Course Status MEM Core Course
Course Outline/ Broad Course Contents
  • Introduction to Project Management
  • Project Management Process
  • Project Quality Management
  • Qualitative and Quantitative Project Risk Management
  • Project Communication Management
  • Leadership of Project Team/ Managing Human Resources Team Building
  • Introduction to Networking Techniques
  • Project Management – Arrow Diagrams
  • Project Management – Precedence Diagrams
  • Program Evaluation and Review Technique
  • Networking & Scheduling Computations
  • Crashing a Project and Resource leveling
  • Earned Value Analysis
Prerequisites N/A
Suggested Text
  • Project Management, A Managerial Approach, Fourth Edition, By Jack R. Meredith and Samuel J. Mantel.Jr
  • Project Management, By Maylor, 2nd Edition
  • The Wiley Guide to Managing Projects, By Peter W. G. Morris & Jeffrey K.Pinto.
  • Practical Project Management by Ghattas R.G, Mckee,F.L, Pearson Education Asia
  • A Guide to the Project Management Body of Knowledge (PMBOK Guide), 2013, 5th, Edition, Project Management Institute, Newton Square, Pennsylvania, USA
EMgt 6211 - Management of Technical Organization and Practices
Credit Hours 3 semester credit hours
Course Status MEM Core Course
Course Outline/ Broad Course Contents
  • The Management Process Today
  • The Evolution of Management Theory
  • Values, Attitudes, Emotions, and Culture: The Manager as a Person
  • Managing Diverse Employees in a Diverse Environment
  • Managing the Organizational Environment
  • Managing The Global Environment
  • The Manager as Decision Maker
  • The Manager as a Planner and Strategist
  • Managing Organizational Structure
  • Organization Control and Culture
  • Human Resource Management
  • Motivation
  • Leadership
  • Groups and Teams
  • Communication
Prerequisites N/A
Suggested Text Contemporary Management by Gareth R. Jones, Jennifer M George 3rd Edition
EMgt 6409 - Supply Chain Management
Credit Hours 3 semester credit hours
Course Status MEM Manufacturing Management (Area of Specialization)
Course Outline/ Broad Course Contents
  • Supply Chain Introduction and Supply Chain strategy
  • Supply Chain & the Bullwhip effect
  • Global Supply Chain Management
  • Achieving Strategic Fit in Supply Chain Management.
  • Design and Planning of Supply Chains
  • Demand Forecasting in Supply Chain
  • Strategic Sourcing
  • Lean and Agile Supply Chains
  • Supply Chain Performance Metrics and Drivers
  • Managing Predictable Variability in Supply Chains
  • Managing Economies Of Scale in Supply Chains
  • Inventory Models and Management
  • Customer Returns Processes (Reverse Supply Chain)
  • Logistics / Transportation in SCM
  • Warehouse Management
  • Distribution Management
  • SCM Integration
Prerequisites N/A
Suggested Text
  • Fundamentals of Supply Chain Management By Dawei Lu
  • Supply Chain Management (Theories & Practices) by R.P. Mohanty & S.G. Deshmukh
  • Supply Chain Management (Strategy, Planning & Operations) by Sunil Chopra & Peter Meindl
MMgt 5002 – Business Communication
Credit Hours 3 semester credit hours
Course Status MM Core Course
Course Outline Effective Business Communication plays a vital role in every Business operation. However the management often overlooks its importance. The manner, by which an enterprise communicates, creates an impression of its standard and the image it wishes to convey. Therefore, the need to continuously enhance the communication skills should be realized by the technical managers and employees for better understanding within the organizations and effective relations with the customers.This course is designed to enable the students to understand the principles of effective business communication. It would help in applying the critical and creative thinking abilities that are necessary for effectively communicating in today’s hi-tech business world. By the end of this course students would be able to demonstrate clarity, precision, conciseness and coherence in their use of communication tools.
Broad Course Contents
  • Communication as the most important management tool
  • Use of words and sentences in verbal communication
  • The power of non-verbal communication
  • Gestures Clusters
  • The importance of listening
  • Basic skill-sets of a manager
  • Presentation skills
  • Written Communication
  • Communication in Multicultural World
  • Keeping pace with a changing world the PR way
Prerequisites None
EMgt 6708 – Strategic Decision & Risk Management
Credit Hours 3 semester credit hours
Course Status MEM Elective
Course Outline/ Broad Course Contents
  • Intro to Strategic Management Process
  • Establishing Company Direction & Crafting a Company Strategy
  • Industry and Competitive Analysis
  • Evaluating Competitive Capabilities
  • Strategy and Competitive Advantage
  • Strategies for Competing in Globalizing Markets
  • Business Models and Strategies in Internet Era
  • Tailoring Strategy to Fit Specific Industry
  • Strategy for Diversified Companies
  • Evaluating the Strategies of Diversified Company
  • Building Resources & Strengths
  • Managing the internal Organization to promote Better Strategy Execution
  • Special topics in Strategic Planning
Prerequisites N/A
Suggested Text
  • Strategic Management: Concept and Cases by Thompson and Strickland 13c ed
  • Strategic Management: Building & Sustaining Competitive Advantage by Robert A Pitts & David Lei 4h ed
EMgt 6203 – Organizational Development
Credit Hours 3 semester credit hours
Course Status Elective
Course Outline

Organization Development is a process of bringing to the surface those implicit behavioral patterns that are helping or hindering development. OD practitioners are concerned with change that integrates individual needs with organizational goals more fully. OD is a planned process of change in an organization's culture through the utilization of behavioral science technologies, research, and theory. The objective of OD is to create effective organization.

Knowledge and practice of OD is essential for technical managers for shifting their primary focus away from technical aspects of the organization. Every organization has a technology and is also composed of people who interact to accomplish tasks. The realization that organization is a sociotechnical system is crucial. The human dimension constitutes the social subsystem. OD targets the social subsystem of organization.

Topics included in this course would cover: changing the corporate culture, the diagnostic process, team development, OD productivity interventions; approaches to organization design and work design, conflict management and resolution, and strategic change management.

Broad Course Contents
  • Introduction to Organization Development
  • The Nature of Planned Change
  • Entering and Contracting
  • Diagnosing Organizations
  • Diagnosing Groups and Jobs
  • Collecting and Analyzing Diagnostic Information
  • Feeding Back Diagnostic Information
  • Designing Interventions
  • Leading and Managing Change
  • Evaluating and Institutionalizing OD Interventions
  • Interpersonal and Group Process Approaches
  • Organization Process Approaches
  • Restructuring Organizations
  • Employee Involvement
  • Work Design
  • Performance Management
  • Developing and Assisting Members
  • Organization and Environment Relationships
  • Organization Transformation
Prerequisites None
EMgt 6816 – Inventory Management
Credit Hours 3 semester credit hours
Course Status Elective
Course Outline Stocks play a very important role in helping the organizations improve their productivity and processes by creating a buffer between consecutive operations along with maintaining a reasonable customer service level. The other side of the coin is that a lot of capital is tied up in stocks which has a huge cost and can impact the bottom line of the income statement adversely. Inventory management deals with the tools used to effectively manage and optimize the overall cost of the stocks while maintaining the desired customer service level. This course has been specifically designed for professional who are involved with procurement, storing and handling, consuming or utilizing stocks in any way. This means that the course will prove to be equally beneficial for engineers, logistic mangers and other professionals involve in different businesses. The course has been designed in logical sequence to help young as well as seasoned professionals benefit equally.
Broad Course Contents Introduction to Inventory Management
Stocks in supply chain
Strategic role of stocks and different inventory costs
Independent and dependent Demand items and Basic EOQ model
Uncertainty in demand and costs
Models for known demand
Models for uncertain demand
Uncertain Lead time and demand
Information for Inventory Management
Forecasting Demand
Planning and Stocks
Aggregate planning and master schedules
Material Requirement Planning
Just in Time (JIT) and Vendor Managed Inventory (VMI)
Prerequisites None
EMgt 6804 –Total Productivity Management
Credit Hours 3 semester credit hours
Course Status Elective
Course Outline

TPM is not about Maintenance, it is about Optimization Total physical Assets of a company. it deals with IDENTIFYING , ANALYZING ,and QUANTIFYING , all major losses on a shop floor. Weather it is an issue of Quality, Performance or Plant availability --- all are covered by TPM.

For the first time TPM enables management to identify areas which need improvements.TPM ia an exciting new Management tool which compliments TQM.taught extensively in US and EU universities under the title of “ASSET OPERATION OPTIMIZATION” it is being widely practiced world wide including very enthusiastic efforts in India, Pakistan is now gradually realizing its significance.

TPM also brings forth in a quantified manner the Financial effects of low equipment reliability. A company with the best product may not stay in business if its expense for getting the product to the customer is excessive areas to be covered include:

Broad Course Contents
  • Focused Improvements
  • Autonomous Maintenance
  • Planned Maintenance
  • Quality Maintenance
  • Early Management
  • Education and Training
  • Safety and Environmental Management
  • Administrative Departments activities
EMgt 71634 –Seminar in Good Governance
Credit Hours 3 semester credit hours
Course Status Elective
Broad Course Contents
  • Governance Indicators (14)
  • Defining governance
  • Governance Monitoring
  • Public Finance Management
  • Administrative Reforms
  • Checks and Balances Institutions
  • Reform indicators
  • Service Provision and Investment climate
  • Corporate Governance
  • Recent Reforms in Pakistan
EMgt 81003 – Enterprise Resource Planning
Credit Hours 3 semester credit hours
Course Status Engineering Project Management
Course Outline
  • Key Aspects of Project Management
  • Strategy, Portfolio and Program Management
  • Technology Management
  • Project Control
  • Competence Development
Broad Course Contents Key Aspects of Project Management
  • Introduction to Project Management and Project Control
  • Qualitative and Quantitative Risk Management
  • Project Management Structures
Strategy, Portfolio and Program Management
  • Management of a Project Oriented Company
  • Moving from Cooperate Strategy to Project Strategy
Technology Management
  • Requirement Management in a Project Management Context
  • Process and Product Modeling
  • Managing Data and Configurations for effective project management
  • Managing Technology: Innovation, Learning and Maturity
Project Control
  • Time, Cost and Critical Chain Management
  • Project Performance Measurement & Value Management
  • Improving quality in project and program
Competence Development
  • Leadership of Project Team / Managing Human Resources
  • Developing Project Management Capability / Lesson Learned: Project Evaluation
Other Tentative Topics:
  • Budgeting and Cost Estimation
  • Scheduling and Networking
  • Monitoring and Information System
  • Project Control
  • MS Project 2003
Prerequisites None
Suggested Text
  • Project Management, By Maylor, 2nd Edition The Wiley Guide to Managing Projects, By Peter W. G.Morris & Jeffrey K.Pinto
  • Practical Project Management Ghattas R.G, Mckee,F.L, Pearson Education Asia
  • A Guide to the Project Management Body Knowledge (PMBOK Guide), 2000 Edition, Project Management Institute, NewtonSquare, Pennsylvania, USA
EMgt 91510 – Emerging Technologies in Telecom Sector
Credit Hours 3 semester credit hours
Course Status Telecom Business Management
Course Outline This course is designed to introduce the emerging technologies in telecommunications giving you the necessary perspective on how old, legacy technologies work and how new technologies will come to the market. It will focus not only on the technical aspect of the technology but will also educate you on how the technology is being used around the world and how it affects the consumer and provider market both in the world and here in Pakistan.
The course will comprise of a comprehensive project requiring a detailed design of planning transitioning from 2.5G to 3G.
Broad Course Contents
  • Mobile Number Portability (MNP)
  • Voice over IP (VoIP)
  • IP Multimedia Subsystem (IMS)
  • Next Generation Networks (NGN)
  • Universal Mobile Telecommunication Systems (UMTS)
  • WLL/ WiMax
  • 3G/ 4G
  • Fibre to the House (FTTH)
  • GSM (Global System for Mobile Communication)
  • GPRS (General Packet Radio Service ) 2.5G
Prerequisites None
EMgt 6705– Productivity Engineering and Management
Credit Hours 3 semester credit hours
Course Status Elective
Broad Course Contents Trends in International Trade & Manufacturing.
  • Globalization
  • Competitiveness
  • Growth Competitive Index
  • Productivity
  • Role of productivity in competitiveness
  • Productivity Situation in Pakistan
Productivity Management:
  • Partial Productivity.
  • Total Factor Productivity.
  • Total Productivity
  • Comprehensive Total Productivity (Including the intangible outputs)
  • Introduction to different models used for productivity measurements
  • Monitoring productivity trends though indices
  • Productivity measurement at micro & macro levels.
  • Productivity and Individual Enterprises, Concept of Work Study, Management Techniques to Reduce Work Contents
The Productivity Management Cycle:
  • Evaluation
  • Measurement
  • Planning
  • Improvement
Labour Productivity Improvement Techniques.
  • Skills & knowledge
  • Attitude
Technology Based Productivity Improvement Techniques Energy Productivity Improvement Techniques
  • Energy conservation campaigns
  • Planning for energy efficient Equipment
Capital Productivity Improvement Techniques
  • Fixed Assets
  • Working Capital
Material Productivity Improvement Techniques
  • Carrying and Ordering Costs
  • EOQ
  • Concepts of MRP
  • Waste reduction
  • New Technology Induction
  • Skill Gap Bridging
  • Planning & Execution of Separation Scheme
  • Evaluation the related socio-economic problems and help in planning for the future of those departing.
  • Productivity’s gain sharing with the remaining employees.
Production Planning.
  • Overview of Manufacturing Resource Planning (Strategic planning process, People Team Process, Total Quality & Continuous Improvement Processes, New Product Development Processes, Planning & Control Processes.)
  • Role of production scheduling in productivity Improvements.
  • Reducing the number of changeovers.
  • Reducing the time required for changeover (overview of single Minute Exchange of Die “SMED”)
Maintenance Process Improvements.
  • Enhancing Mean Time Between Failures (MTBF)
  • Reducing Mean Time To Repair (MTTR)
Overview of Sumanth’s Total Productivity Management (TPmgt.TM)
Prerequisites None
Suggested Text
  • Productivity Management” by Joseph Peprokopenko, ILO
  • Productivity Engineering & Management” by David J. Samantha
  • Productivity Measurement & Improvement” by Christopher & Thor
  • Integrating Productivity & Quality Management” by J.A Edosman
  • Productivity Management” A System Approach” by Prem Vrat, G.D Sardana & B.S Sahay.
  • Introduction to Work Study” Third Edition, ILO
EMgt 61314 – Managing Technological Innovation
Credit Hours 3 semester credit hours
Course Status Technology Management
Course Outline
  • The Process of technological innovation
  • Factors contributing to successful technological innovation
  • Factors impeding technological innovation
  • The structure of Japanese Innovation system
  • Basis of competitiveness
  • Paths of technological innovation
  • Customer response to technological innovation
  • The four fundamental theories of innovation
  • Elements of innovation
    • R & D as an integral part of business process
    • Core Competencies
    • Fast cycle capability
Prerequisites None
EMgt 71624 - Industrial Psychology and Sociological Aspects in Technical Organizations
Credit Hours 3 semester credit hours
Course Status PhD. EM Core Course
Course Outline/ Broad Course Contents
  • Introduction to Psychology and Sociology
  • Clusters, Cliques, Networks and Organizations
  • Clusters, Cliques, Networks and Organizations
  • Organizational Culture
  • Socialization: The Personal and Professional Context
  • The Self and Others
  • Social Cognition: Understanding the Organizational Setting
  • Social Cognition (Part II)
  • Professional Attitudes and Selection Criteria
  • Emotion and Motivation
  • Training and Control
  • Persuasion, Power and Influence at Work
  • Reserved for Content Overflows / Queries / Discussions
Prerequisites N/A
Suggested Text
  • Aamodt, M.G. Industrial Organization Psychology. India edition. Cengage Learning. Wadsworth.
  • DeLamater John D. and Daniel J. Myers Social Psychology, Seventh Edition 2011, Cengage Learning, Wadsworth.
  • Baumeister, Roy F. and Brad J. Bushman Social Psychology and Human Nature, Second Edition. 2011, Cengage Learning, Wadsworth.
EMgt 6822– Contemporary Issues and Problems in Industry
Credit Hours 3 semester credit hours
Course Status Elective
Course Outline This is a project-based course designed to develop skills in scooping and undertaking a technical project which ads value for an industry based client.
The students will further develop skills in:
  • Working with a client to identify an important issue or opportunity
  • Scooping and undertaking the technical project
  • Managing the project work, and the client for whom the work is undertaken.
  • Delivering a sound and relevant technical outcome, which can be used to add real value for the client.
The aim of this course is to develop expertise in the traditional graduate Technical areas — management, finance, accounting, information technology, economics, and operations — along with pacesetting, innovative courses in information engineering, global perspectives, and entrepreneurship. This well-rounded approach prepares individuals for success in the new world of techno-business and its challenges and opportunities.
Prerequisites None
EMgt 61502 - Telecom Bussiness Management
Credit Hours 3 semester credit hours
Area of Specialization Elective
Course Outline To provide in-depth understanding of the telecommunication sector management issues and policies with a business focus. To understand Telecommunication as an industry itself and as a vehicle for development of economy in general has become pivotal for managers today. As the world economy become more reliant of modes of wire and wire-less communication telecommunication provides core of every business strategy.

The emerging convergence of technologies, negotiations on services under WTO, information society initiatives of EU, the dilemma between content and connection regulation, achieving export-oriented economic growth — are all issues that affect the state and structure of telecommunication market in every country.

This course will attempt to inculcate and discuss the strategic issues of telecommunication market reform, introduction to competition, role of regulation, trade-aspects of telecom, market structures, incumbent operators, emergence of global telecom providers, new technologies, and need for policy liberalization.
Broad Course Contents
  • History of Telecommunication
  • History of Telecommunication in Pakistan
  • International Framework for Telecom Policy
  • Telecom Regulation & related issues
  • New technologies, Networks, and Telecom Markets
  • Managing Public Resources
  • Quality of Service
  • Competition Studies in Telecom
  • Issues related to Developing countries
  • Convergence & Economics of IP Networks
  • Trade in Telecom Services & WTO
  • E-Commerce & E-Government
Prerequisites -
Suggested Text
  • Telecom Reform: Principles, Policies, and Regulatory Practices Edited by William H. Melody
  • Global Telecommunication Revolution: The Business Perspective By Thomas J. Housel & Eric Wm. Skopec McGraw-Hill Irwin ed. 2001
  • Ministry of IT & Telecom
    Pakistan Regulatory Authority (PTA) Documents
  • WTO – GATS
    ITU
    World Bank Telecom Regulation Toolkit
    World Bank Privatization Toolkit
EMgt 8701 Business Process Reengineering
Credit Hours 3 semester credit hours
Course Status MEM Quality Management (Area of Specialization)
Course Outline/ Broad Course Contents This course aims to impart training in following major areas of BPR:
  • Introduction to BPR
  • Nature of Processes and Process Management
  • Traditional View of Organizations
  • Process View
  • Principles and Elements of Reengineering
  • Reengineering and Total Quality Management
  • Leadership, Institutional Culture and Organizational Change
  • Types of improvement
  • Continuous improvement
  • Benchmarking
  • Reengineering
  • Process Analysis
  • Core processes
  • Measuring performance
  • Measuring efficiency
  • Understanding the customer
  • Documenting processes (process mapping)
  • Assessing the process
  • Product Design and development
  • Importance of Product Development.
  • Product development process,
  • identifying customer needs,
  • concept generation and testing,
  • establishing product specifications,
  • Quality Function Deployment.
  • Functional Decomposition.
  • Modularization, industrial design
Prerequisites N/A
Suggested Text
  • Hammer, Michael and James Champy. Reengineering the Corporation: A Manifesto for Business Revolution, Harper Collins, 1993
  • Hammer, Michael and Steven A. Stanton. The Reengineering Revolution Handbook, HarperCollins, 1995
  • Tenner, Arthur and Irving J. DeToro, Process Redesign: The Implementation Guide For Managers, Addison Wesley, 1997.
EMgt 61002 - Computer Applications in Project Management
Credit Hours 3 semester credit hours
Course Status MEM Project Management (Area of Specialization)
MM Project Management (Area of Specialization)
MPM Core Course
Course Outline/ Broad Course Contents
  • Primavera 6 – Introduction, Overview and Navigations
    • Introduction to P6
    • Enterprise Project Structure
    • Organizational Breakdown Structure
    • Installation Steps
    • Logging in
    • Opening a Project
    • Windows, Menus, Tabs and Toolbars
    • Layouts
    • Detailed Windows
    • Gantt Chart
    • Activity Network
    • Closing a Project
  • Primavera 6 – Creating a Project and Activities
    • Creating a Project
    • Project Details in P6
    • Creating a Work Breakdown Structure
    • Activity Components
    • Activity Types
    • Adding Activities
    • Activity Details’ Window
    • Show/Hide Columns in Activity Table
  • Primavera 6 – Calendars, Relationships, Scheduling and Constraints
    • Calendars and Calendar Pools
    • Work Time Types
    • Viewing/Modifying Calendars
    • Adding a new Calendar
    • Setting Non-Working Time and Exceptions
    • Assigning Calendars
    • Creating Relationships
    • Network Logic Diagram
    • Precedence Diagraming Method
    • Relationship types
    • Creating a Relationship
    • Scheduling
    • Assigning Constraints
  • Primavera 6 – Resource Assignment and Baselining of Plan
    • Roles and Resources
    • Resource Types
    • Assigning Roles to Activities
    • Assigning Resources to Activities
    • Baselining a Project Plan
    • What is Baselining in P6
    • Maintain a Baseline
    • Assign a Baseline
  • Visual Source Safe
    • Importance of Documentation Management in a Project Life Cycle
    • Check-In, Check-Out, Undo Check Out Concepts
    • Version Management in VSS
    • Administration of VSS
    • Access Rights Management
    • Working on a Document under VSS
  • SPSS
    • Introduction
    • Types of Variables
    • Computation of Variables
    • Frequency Distribution
    • Graphs
    • Descriptive Statistics
    • Scatter Plot
    • Correlation Analysis
    • Regression Analysis
    • Reliability Analysis
    • Factor Analysis
  • NVIVO
    • Setting up a Project in NVIVO
    • Creating and Importing Sources
    • Managing Data: Cases, Attributes, Sets
    • Editing and Linking
    • Relationships and Other Nodes
    • Generation of Models
  • MS Project 2010 – Introduction and Creation of a Project
    • Introduction to MS Project 2010
    • Terms and Definitions
    • Interface Description of MS Project 2010
    • Creating a New Project
    • Start Date of Project
    • Creating a Task List
    • Naming Different Tasks
  • MS Project 2010 – Tasks, Task-Relationship, Milestones
    • Task Modes
    • Manually Scheduled Tasks
    • Auto Scheduled Tasks
    • Task Duration
    • Milestones
    • Summary Tasks and Sub-Tasks
    • Organizing Tasks into Phases
    • Indent / Outdent a Task
    • Top-down and Bottom-up Planning
    • Linking Tasks
    • Un-Linking Tasks
    • Recurring Tasks
  • MS Project 2010 – Calendars, Project Duration, Baselining of Plan and Views & Filters
    • Creating new Calendar
    • Checking Plan’s Duration
    • Resource Management
    • Assigning Resources to Tasks
    • Resource Calendar
    • Baselining of Plan
    • Actual Dates and Actual Duration of Tasks
    • Different Views and Filters
  • Open Source Software for Project Planning and Management
  • Importance of Scheduling Engine in Project Planning Software
  • Primavera 6 vs MS Project 2010 vs Open Source Software
    • When to use which software
Prerequisites The candidates participating in this course should have knowledge of project management and they should be familiar with basic usage of computer applications.
Suggested Text
  • Step by Step Microsoft Project 2010
  • Managing Projects in Primavera 6 Professional – Volume 1
  • PMBOK – 4th Edition
  • NVIVO 8 Help, Using the Software
  • SPSS Statistics 17.0 Brief Guide
EMCP 6005 - Computer Applications in Project Management
Credit Hours 3 semester credit hours
Course Status MEM Project Management (Area of Specialization)
MM Project Management (Area of Specialization)
MPM Core Course
Course Outline/ Broad Course Contents
  • Primavera 6 – Introduction, Overview and Navigations
    • Introduction to P6
    • Enterprise Project Structure
    • Organizational Breakdown Structure
    • Installation Steps
    • Logging in
    • Opening a Project
    • Windows, Menus, Tabs and Toolbars
    • Layouts
    • Detailed Windows
    • Gantt Chart
    • Activity Network
    • Closing a Project
  • Primavera 6 – Creating a Project and Activities
    • Creating a Project
    • Project Details in P6
    • Creating a Work Breakdown Structure
    • Activity Components
    • Activity Types
    • Adding Activities
    • Activity Details’ Window
    • Show/Hide Columns in Activity Table
  • Primavera 6 – Calendars, Relationships, Scheduling and Constraints
    • Calendars and Calendar Pools
    • Work Time Types
    • Viewing/Modifying Calendars
    • Adding a new Calendar
    • Setting Non-Working Time and Exceptions
    • Assigning Calendars
    • Creating Relationships
    • Network Logic Diagram
    • Precedence Diagraming Method
    • Relationship types
    • Creating a Relationship
    • Scheduling
    • Assigning Constraints
  • Primavera 6 – Resource Assignment and Baselining of Plan
    • Roles and Resources
    • Resource Types
    • Assigning Roles to Activities
    • Assigning Resources to Activities
    • Baselining a Project Plan
    • What is Baselining in P6
    • Maintain a Baseline
    • Assign a Baseline
  • Visual Source Safe
    • Importance of Documentation Management in a Project Life Cycle
    • Check-In, Check-Out, Undo Check Out Concepts
    • Version Management in VSS
    • Administration of VSS
    • Access Rights Management
    • Working on a Document under VSS
  • SPSS
    • Introduction
    • Types of Variables
    • Computation of Variables
    • Frequency Distribution
    • Graphs
    • Descriptive Statistics
    • Scatter Plot
    • Correlation Analysis
    • Regression Analysis
    • Reliability Analysis
    • Factor Analysis
  • NVIVO
    • Setting up a Project in NVIVO
    • Creating and Importing Sources
    • Managing Data: Cases, Attributes, Sets
    • Editing and Linking
    • Relationships and Other Nodes
    • Generation of Models
  • MS Project 2010 – Introduction and Creation of a Project
    • Introduction to MS Project 2010
    • Terms and Definitions
    • Interface Description of MS Project 2010
    • Creating a New Project
    • Start Date of Project
    • Creating a Task List
    • Naming Different Tasks
  • MS Project 2010 – Tasks, Task-Relationship, Milestones
    • Task Modes
    • Manually Scheduled Tasks
    • Auto Scheduled Tasks
    • Task Duration
    • Milestones
    • Summary Tasks and Sub-Tasks
    • Organizing Tasks into Phases
    • Indent / Outdent a Task
    • Top-down and Bottom-up Planning
    • Linking Tasks
    • Un-Linking Tasks
    • Recurring Tasks
  • MS Project 2010 – Calendars, Project Duration, Baselining of Plan and Views & Filters
    • Creating new Calendar
    • Checking Plan’s Duration
    • Resource Management
    • Assigning Resources to Tasks
    • Resource Calendar
    • Baselining of Plan
    • Actual Dates and Actual Duration of Tasks
    • Different Views and Filters
  • Open Source Software for Project Planning and Management
  • Importance of Scheduling Engine in Project Planning Software
  • Primavera 6 vs MS Project 2010 vs Open Source Software
    • When to use which software
Prerequisites The candidates participating in this course should have knowledge of project management and they should be familiar with basic usage of computer applications.
Suggested Text
  • Step by Step Microsoft Project 2010
  • Managing Projects in Primavera 6 Professional – Volume 1
  • PMBOK – 4th Edition
  • NVIVO 8 Help, Using the Software
  • SPSS Statistics 17.0 Brief Guide
EMgt 6949 - Wind Energy Project Development
Credit Hours 3 semester credit hours
Area of Specialization Elective
Course Outline
  • To introduce the growing knowledge economy based knowledged workforce of Pakistan to this new and emerging technology that is expected to be one of the most used Alternate Energy source in future.
  • To satisfy the growing market demand of wind energy professionals both in technical and managerial fields.
  • To enable Pakistan’s industry to embrace the emerging technologies in alternate energies.
  • To create a base of qualified professionals in the field of Wind Energy.
Broad Course Contents
  • Introduction
  • Wind Energy
  • Technology
  • Wind Power and Society
  • Wind Power Project Developments
Prerequisites -
Suggested Text Developing Wind Power Projects: Theory and Practice by Tore Wizelius
EMgt 61305 - Technology, International Trade and Economic Development
Credit Hours 3 semester credit hours
Area of Specialization Elective / PhD Core Course
Course Outline This Course has been developed to integrate the three vital ingredients of the development process. These ingredients are: Technology, International Trade, & Economic Development. Each of these acts and reacts on one another in the different stages of economic development and growth.

In this Course, students will learn about the changing features of a globalizing world and about the process of economic growth and development. The objective of the Course is to motivate the students to learn to analyze the impact of forces driving economic exchanges among nations of the world. These forces are reflected in technological changes (in production, communication & information, transport) and liberalization of trade by removing tariff & non-tariff barriers. Countries that can develop and adapt new technologies more quickly than others are likely to grow rapidly.
Broad Course Contents
  • Always Greener
  • Tracking your every move.
  • Drop the computer
  • Technology as freedom
  • International Trade Theory
  • Public Sector Technology-based organizations & Eco. Development
  • Measuring Development
  • Evolution of Measures of Development
  • Classic Theories of Development
  • Pakistan & New dynamics of world Market.
  • Trade & Development
  • Trade Policy Reform
  • Trade Policy Debate
Prerequisites -
Suggested Text
  • Micklethwait, John & Adrian Wooldridge (2000) A Future Perfect: The Challenge and Hidden Promise of Globalization. London: Random House Business Books.
  • The Economist (2006) December 2nd-8th. Technology Quarterly (30 pages)
  • Economist (2007) January 13-19th. (Pages 57-58), Drop the Computer.
  • Harrison, Norma and Danny Samson, (2002). Technology Management Text and International Cases. New York, The McGraw-Hill Companies
  • Betz, Frederick (1993) Strategic Technology Management
  • Khalil, Tarek M. (2000) Management of Technology Available at CASE Library. (Singapore: McGraw-Hill Companies)
  • Krugman, Paul R. & Obstfeld, Maurice. (2004) International Economics: Theory and Policy, 6th edition. [Singapore: Addison-Wesley]
  • Berg, Hendrick Van den. (2004) International Economics, 1st edition [Singapore: John Wiley & Sons]
  • Stiglitz, Joseph e. (2003) Globalisation and its Discontents (New Delhi: Penguin Books) 1st edition [Chapters 1 & 9]. Available at CASE Library
  • Todaro, Michael P. & Smith, Stephen C. (2004) Economic Development, 8th edition. Pearson Education, Inc.
  • Thirlwall, A. P. (2003) Growth and Development: With special Reference to Developing Economies, 7th edition
  • Meier, Gerald M. & Rauch, James E. (2000/2004) Leading Issues in Economic Development, 7th edition. Oxford University Press.
  • Perkins, Radelet, Snodgrass, Gillis, Roemer (2001) Economics of Development, 5th edition (New York: W.W Norton & Company).
EMgt 6817 - Product Design and Development
Credit Hours 3 semester credit hours
Area of Specialization Core Course
Course Outline RationaleStrategies for responding to a market, product idea, existing products, customer needs,product specifications, functional requirements of the product(s), technical solutions for meeting the functional requirements, decomposition of products into modules forvarious product-life-cycle reasons, documentation and so on are the importantElements of product development. How to consider these elements in a systematicManner, while developing a product, is the focus of this course.
Broad Course Contents
  • Development Processes and Organizations
  • Product planning
  • Identifying customer needs
  • Product Specifications
  • Concept generation
  • Concept selection
  • Concept testing
  • Product architecture
  • Industrial design
  • Product Development economics
Prerequisites -
Suggested Text

K.T. Ulrich, and S.D. Eppinger, Product Design and Development, 3rd Edition
McGraw-Hill, 2003
H. W. Stoll, Product Design Methods and Practices, Marcel Dekker, 1999
M. L. Shillito, Advanced QFD Linking Technology to Market and CompanyNeeds, John Wiley&Sons, 1995

EMgt 8802– Manufacturing Technologies
Credit Hours 3 semester credit hours
Area of Specialization Manufacturing Management
Broad Course Contents
  1. Introduction
    • What is Manufacturing
    • Manufacturing Processes
  2. Engineering Materials
    • Metals
    • Ceramics
    • Polymers
    • Composite Materials
  3. Metal Casting Processes
    • Sand Casting
    • Permanent Mould Casting Processes
    • Casting Quality
    • Product Design Consideration
  4. Shaping Processes
    • Extrusion
    • Production of Sheet and Film
    • Fiber and Filament Production
    • Coating Processes
    • Injection Molding
    • Polymer Foam Processing and Forming
    • Product Design Consideration
  5. Shaping Processes for Polymer Matrix Composites
    • Starting Materials
    • Open Mould Processes
    • Closed Mould Processes
    • Filament Winding
    • Pultrusion Processes
  6. Powder Metallurgy
    • Characterization of Engineering Powders
    • Production of Metallic Powders
    • Pressing and Sintering
    • Design Consideration in P/M
  7. Bulk Deformation Processes in Metal Working
    • Rolling
    • Forging
    • Extrusion
    • Wire and Bar Drawing
  8. Sheet Metal Working
    • Cutting Operations
    • Bending Operations
    • Drawing
  9. Coating and Deposition Processes
    • Plating
    • Conversion Coatings
    • Physical Vapor Deposition
    • Chemical Vapor Deposition
    • Thermal and Mechanical Coating Processes
  10. Rapid Prototyping
    • Fundamentals
    • Rapid Prototyping Technologies
    • Application Issues
  11. Processing of Integrated Circuits
    • IC Processing
    • Silicon Processing
    • Lithography
    • Integrating the Fabrication Steps
    • IC Packaging
  12. Micro-fabrication Technologies
    • Micro-system Products
    • Micro-fabrication Processes
    • Nanotechnology
Prerequisites -
Suggested Text Fundamentals of Modern Manufacturing, Mikell P. Groover, John Willey
EMgt 61201 – Software Project Management
Credit Hours 3 semester credit hours
Area of Specialization Software Project Management
Course Outline
  • This course is a blend of academic knowledge with practical experience. The detailed concepts of software project management are presented, but the true value of the course comes from the identification, solutions and tips about how to deal with the unique challenges faced specifically by the software project managers.
  • The course will provide in-depth coverage to various conceptual frameworks for management of software projects. The key tools and processes involved in ensuring a successful software project will be covered. This course outlines few of the most important issues as per the IEEE, ACM and CMMI standards.
  • Students will be encouraged to bring specific situations to be discussed. Participation in class discussions is essential. We will learn from each other's experience and perspective. Independent and out of the box thinking will be encouraged.
Broad Course Contents
  • Introduction to SPM
  • Why SPM?
  • Software Project Management: Classical Mistakes
  • Essentials of software project management
  • Introduction to software project management processes
  • Software project management process and other software engineering process
  • Software project life cycles
  • Scope and requirements management for software projects
  • Software project stakeholders
  • Introduction to software project contract management
  • Planning, estimating (software estimation), scheduling, costing (software costing) for software projects including decomposition techniques, empirical estimation models and make buy decision structures
  • Quality planning for software projects
  • Software project time and resource management
  • Monitoring, measuring, controlling and evaluating software projects
  • Software project based metrics
  • Managing outsourcing
  • Risk management for software projects
  • Integrated project management for software projects
  • Case Study 1
  • Midterm solution review
  • Software project communication and human resource management
  • Software project team structures
  • Motivating software project teams
  • {Negotiation and conflict management for software projects}
  • Case study and project allocation
  • Software project management and human / soft factors
  • Organizational support for effective software project management
  • Project management tools for management of software projects
  • {Software Reusability}
  • {Software project feasibility preparation}
  • {Financial analysis for software projects}
  • Software maintenance
  • Software project closure and termination
  • Project Management Barriers in IT Industry of Pakistan
  • {Case Study 2}
  • Case Study Presentations By Students
  • Project Presentations By Students
Prerequisites -
Suggested Text
  • Software Engineering (Roger S Pressman), Edition 4 or above.
  • CMMI Handbook
  • PMBOK Handbook
  • Information Technology, Project Management, Schwalbe, Kathy, 2ond Ed.
  • The Mythical Man-Month Brooks, Fredrick P
  • Peopleware, Demarco, Tom
  • Software Survival guide, Mc Connell, Steve
  • Software Engineering Project Management Edited, Richard H Tayer Foreword by Edward Yourdon
  • Project management A Managerial Approach (3rd Edition), Jack R Meredith, Samuel J. Mantel, JR.
  • Software Project Management Readings And Cases, Kemmer
  • Introduction To Software Management & Quality Assurance, Darrel Ince, Helen Sharp and Mark Woodman
  • A Guide To Project Management Body Of Knowledge (2000 Edition), Project Management Institute Newtown Square, Pennsylvania USA
  • Software Engineering, Edited By Merlin Dorfman and Richard H Thayer Foreword By Barry W Boehm
MMgt 5006 – Organizational Excellence Through Quality Management
Credit Hours 3 semester credit hours
Area of Specialization MM Core Course
Course Outline Jobs can get sick, just like people. Like a Doctor, you need a picture of how the job is performing. Like a Doctor, you need a whole series of Tools to know what makes your job sick and what action you need to take to make it well again. Quality tools being currently taught lead to a “Well Informed Manager”. We now want to go a step further and convert this well-informed manager to a well-practiced manager, to be able to lead organizations in Quality Improvement Initiatives. The aim of this course is to impart a level of knowledge and practice so that students can use these tools to enhance Quality, Productivity and Delivery Schedule of their Organizations. The focus of the course would be on use of quality tools in real situations whether in Production or Service Industry.
Tools to be Covered
  1. Tools to visualize your Processes
    • Flow Charts
    • Cause and Effect Diagrams
  2. Tools to visualize your Data
    • Histograms
    • Stem and Leaf Plots
    • Pareto Charts
    • Box Plots
  3. Tools to visualizing Process Behavior
    • Control Charts including Moving Range Charts
    • Scattered Diagrams
    • Check Sheets
Prerequisites -
Suggested Text -
MMgt 5004 - Dynamics of Professional Management
Credit Hours 3 semester credit hours
Course Status -
Course Outline/ Broad Course Contents
  • The Management Process Today
  • Values, Attitudes, Emotions, and Culture: The Manager as a Person
  • Managing Ethics and Diversity
  • Managing in a Global Environment
  • Decision Making, Learning, Creativity, and Entrepreneurship
  • Planning, Strategy, and Competitive Advantage
  • Designing Organizational Structure
  • Control, Change, and Entrepreneurship
  • Motivation
  • Leaders and Leadership
  • Effective Team Management
  • Building and Managing Human Resources
  • Communication and Information Technology Management
  • Operations Management: Managing Vital Operations and Processes
Prerequisites N/A
Suggested Text
  • Contemporary Management by Gareth R. Jones, Jennifer M George 3rd Edition”
EMgt 6252 – Business Communication for Technical Managers
Credit Hours 3 semester credit hours
Course Status Elective/PhD Core Course
Course Outline

Effective Business Communication plays a vital role in every Business operation. However the management often overlooks its importance. The manner, by which an enterprise communicates, creates an impression of its standard and the image it wishes to convey. Therefore, the need to continuously enhance the communication skills should be realized by the technical managers and employees for better understanding within the organizations and effective relations with the customers.

This course is designed to enable the working graduate engineers and technical managers to understand the principles of effective business communication. It would help in applying the critical and creative thinking abilities that are necessary for effectively communicating in today’s hi-tech business world. By the end of this course students would be able to demonstrate clarity, precision, conciseness and coherence in their use of communication tools.

Broad Course Contents
  • Introduction of the Course, Expectations, Introduction of Participants, Introduction to Communication Skills, Interpersonal Communication, Non Verbal in Our Daily Lives, Business Vocabulary (1).
  • Short Presentations, Importance of Listening, Reflective Listening, Beginning to Write.
  • Writing Business Letters, Kinds of Letters, Memos, Exercises, Business Vocabulary (2).
  • Introduction to Academic Skills – Fast Reading, Sub Skills of Reading Techniques and Strategies, Exercises, Ethics in Communication.
Report Writing Skills
  • Seven Cs of Effective Communication for Report Writing, Kinds of Reports, Business Vocabulary (4).
  • Ethical and Global Context of Report Writing, Quoting, Citations, Bibliography, Plagiarism. (Topics for Final Presentations: Pair Work.
Prerequisites None
Suggested Text
  • Technically Write – Communicating in a Technological Era (Third Edition) by Ron S. Blicq.
  • Business Communication Today (Sixth Edition) by Coutland L. Boveee & John V. Thill.
  • Excellence in Business Communication (Fourth Edition) by Coutland L. Boveee & John V. Thill.
  • Keys to Workplace Skills by Gary Izumo/Joyce
EMgt 71602 – Research Proposal Development Techniques
Credit Hours 3 semester credit hours
Course Status Elective/PhD Core Course
Course Outline

The overall goal of this course is to make you more familiar with what research is, and how to conduct it in a scientifically rigorous manner at the PH.D level. In order to accomplish these objectives, you will have to specifically:

  • Gain an understanding of the underlying philosophy of research
  • Build upon previous knowledge of the research process, to enable you to gain a deeper understanding of the principles under girding research methodology.
  • Develop a research proposal for the PH.D dissertation.

The specific 5 outputs of the course fulfill each one of the above objectives. Ultimately the course is designed to apply insights gained from the first two objectives in the development of a Ph.D. dissertation proposal. However, you will also write two short papers. One paper will be on your own philosophy of research, as well as a critical analysis of one of the key readings of your research proposal.

If some of you are interested in another research product, such as a grant proposal or research output for publication in a research journal, please see me so that we can make the necessary arrangements.

Broad Course Contents

The Entry Process. Understanding Research.

a) Introduction.
b) Definition
c) Purpose d) Qualities of a Researcher
e) Types of Research.
f) The research process.
g) Characteristics of a good research project.

Readings for Lecture 1:

1. Collis, Jill and Hussey, Roger. “Business Research. Second Edition. Palgrave, Macmillan,
2. Ethridge, Chapter 1, “Introduction”

Readings for Lectures 2 onwards will be given next week.

II - The Initial Process of Discovery: How to Select a Research Topic, preliminaries involved.
III - The Underlying Philosophies of Research and Personal Discovery of Your Own Philosophy.
IV Role of Methodology in the Research Process.
V Problem Definition and Literature Review.
VI Theoretical Models, Hypotheses and their Operationalization.
VII Experimental Design and review of Research Design (if required)
VIII Visual and Written Preparation of Outputs, Results etc
Prerequisites None
Suggested Text 1. Collis, Jill and Hussey, Roger. “Business Research. Second Edition. Palgrave, Macmillan, 2003.
2. Neumann, W Lawrence. “Social Research Methods”. Fourth Edition.
3. Ethridge, Don. Research Methodology in Applied Economics : Organizing, Planning, and Conducting Economic Research.
4. Malhotra, Naresh. “Marketing Research. An Applied Orientation. Third Edition. Pearson Education, 2003.
MMgt 5001 Marketing of Products and Services
Credit Hours 3 semester credit hours
Course Status MM Core Course
Course Outline/ Broad Course Contents
  • Marketing Channels in the Larger Field of Marketing
  • The Consumer’s Psychology
  • Marketing Research and Its Importance
  • Brand Management
  • Creating Something out of Nothing – The Product
  • Analyzing the Most Critical P – Price
  • Reaching the Right Consumer at the Right Time – Promotion
  • Determining Marketing Vehicles
  • Marketing the “Intangible”
  • When Businesses Become the Consumer/Marketing Channels and Channel Conflicts.
  • E-commerce and Marketing – A futuristic Pair
  • Global Competitive Strategies
  • Corporate Social Responsibility – A marketer’s Must Have
  • Segmentation – The New Knowledge
  • Marketing of Technology and technology forecasting
Prerequisites N/A
Suggested Text Marketing Management by Philip Kotler, 11th edition, Prentice Hall