Department of Management Sciences

Master of Business Administration (MBA) 1.5 Years

Introduction

MBA (1.5 Years) Program is designed for the students who have completed 16 years of business or relevant education such as BBA (4 years), BBS (2 years), B.Com (4 years), MBA (16 years), M.Com, ACMA, ACA and other relevant equivalent qualification. The MBA degree holders 1.5 years will be eligible for admission to Ph.D. For all practical purposes, MBA degree is equivalent to MS degree. Our 1.5 Year MBA Program consists of 35 credit hours in line with the policy of HEC.

Admission Criteria:
  1. At least 2.00 CGPA or 55% marks in BBA (4 years), BBS (2 years), B.Com (4 years), M.Com, ACMA, ACA and other relevant equivalent qualification.

  2. A minimum score of 50% in local test conducted by SS-CASE-IT/NTS-GAT/GRE- General/GAT-General Test is compulsory for acceptance to the program.

Semester I

Code

Title

Credit Hours

MA-7304

Strategic Management

3

MA-6209

Strategic Finance

3

MA- 6103

Innovation & Entrepreneurship

3

 

Elective Course – 1

3

 

Elective Course – 2

3

Total Credit Hours

15

 

Semester II

Code

Title

Credit Hours

MA-6008

Venture Creation & NPD

3

MA-6007

Strategic HR

3

 

Elective Course – 3

3

 

Elective Course – 4

3

    MA-7800

Project (P1), CASE STUDY-1

2

Total Credit Hours

14

 

Semester III

Code

Title

Credit Hours

MA-7801

Project (P2), CASE STUDY-2

4

MA-6800

Final Presentation

2

Total Credit Hours

6


Elective Courses (MBA 1.5 Years)

Stream/Specialization

Code

Title

General

MA-6804

Corporate Law

 

MA-6805

Business Ethics

 

MA-6806

Hotel Management

 

MA-6006

International Business

Finance and Accounting

MA-6205

Analysis of Financial Statements

 

MA-6206

Investment Management

 

MA-6207

Specialized Accounting

 

MA-6208

Principles of Auditing

 

   MA-7200

Corporate Finance

 

   MA-7201

Financial Risk Management

Marketing

MA-6302

Marketing Research

 

MA-6303

Advertising and Promotion Strategies

 

MA-6304

Market Cost Analysis

 

MA-6305

Consumer Behavior

 

MA-6306

Supply Chain Management

 

MA-6307

Brand Management

 

   MA-6308

Integrated Marketing Communication

Management

MA-6105

Knowledge Management

 

MA-6103

Leadership and Art of Management

 

   MA-6108

Total Quality Management

 

MA-6106

Project Management

HRM

MA-6402

Strategic Human Resource Management

 

MA-6403

Compensation Structure Management

 

MA-6404

Organizational Behavior

IT

MA-6602

System Analysis & Design

 

MA-6603

Computer Based Management Information Systems

 

MA-6604

Information System Management

 

MA-6605

System Application Process

 

MA-6606

Distributed Data Processing

General

MA-6807

Decision Science

 

MA-6808

Government business and Society

 

MA-6809

Development Economics

Finance and Accounting

MA-7202

Credit Management

 

MA-7203

Financial Institutions

 

MA-7204

Seminar in Finance

 

MA-7205

Advance Financial Management

 

MA-7206

Advance Management Accounting

 

MA-7207

Tax management

Marketing

MA-6309

Sales management

 

MA-7300

Seminars in Marketing

 

MA-7301

International marketing

 

MA-7302

Industrial marketing

 

MA-7303

Services Marketing

Management

MA-6109

Operations Management

 

MA-7100

Development Management

 

MA-7101

Seminar in Management

 

MA-6104

Comparative Management Systems

HRM

MA-6405

Training and Development

 

MA-6406

Change Management

 

MA-6407

Recruitment and Selection

IT

MA-6608

Introduction to Information Technology

 

MA-6609

Database System

 

MA-7600

Computer Integrated Software Packages

 

MA-6607

Management of Technology

 

MA-7610

E-Business

 

Course Contents

Course Name:  Strategic Management

 

Course Introduction:

Text Books:

Introduction: Strategic management, Definition and process, nature of strategic decisions, The strategy managers: the role and tasks. Strategy Formulation: Information Inputs: Operating environment scanning, Structural analysis of competitive forces, The Structure and performance of the industry as a whole. Strategy Formulation: Mission and Objective: Concepts: Mission, goals, objectives and targets, Mission development and statement, Relationship. The strategy-making hierarchy, corporate strategy, Functional strategies, operating strategy, factors shaping strategy. Action Plan Choice: The generic competitive strategies, the offensive strategic postures, the defensive strategic postures, corporate diversification strategies. Strategies Evaluation and Selection: Evaluation models, Growth share matrix (GSM), General electric’s stop light grid, Life cycle analysis, Gap analysis, Directional policy matrix (DPM), Selection models and contexts. Function Strategy Formulation: Selection of functional areas, Formulation of functional objectives, Formulation of functional action plans. Strategy Implementation: Analyzing strategy-change, Analyzing organizational structure, Analyzing organizing culture, selecting an implementation approach. Strategic Control: The strategic control process. A Case Analysis Framework: Diagnosis and record of the current situation, Identification and record of the strategic issues and key problems

  • G. Johnson & K. Scholes: Exploring Corporate Strategy, Prentice Hall.
  • Wheelen: Strategic Management
  • Fried. R. David: Strategic Management, Prentice Hall.
  • Thomous, Stricklend: Strategic Management, BPI, IRWIN.

 

Course Name:  Strategic Finance

 

Course Introduction:

Text Books:

To develop a critical understanding of financial links to strategy especially the enabling characteristics of and limitations of finance in strategic decisionmaking. This course will provide an overview of corporate finance in both a domestic and an international setting. We will look carefully at the workings of international capital markets emphasizing the pricing of bonds and equities. We will also discuss NPV & other investment criteria, risk & return, options and M&A This course will provide students with a critical understanding and background to issues that help shape strategic business decision-making. We would also expect students to be aware that Finance and Business Strategy operate within a industry and institutional context. The course will explore the current business context within which finance operates and the factors that can promote or frustrate strategic outcomes.

  • Berk, J, DeMarzo, P & Harford. J Fundamentals of Corporate Finance, Pearson International
  • Brealey and Myers Principles of corporate finance, McGraw-Hill, 8th Edition.
  • Arnold, G, Corporate Financial Management, London, FT Publishing, 3 rd Edition.

 

Course Name:  Innovation and Entrepreneurship

 

Course Introduction:

Text Books:

Introduction: Entrepreneurial Perspective, economics and entrepreneurship, process, ventures, practices and characteristics.

Entrepreneurship and new free enterprise: Entrepreneurship venture opportunities, innovations, change, fantasies, Environment of small business, sources and resolutions, corporate entrepreneurship, risk failure and new venture unit, feasibility of planning and concepts of planning, stages of growth model, responsibility of feasibility plan.

Product and services concepts: Product servicing concepts and commercial opportunities (macro over view), products and technology, identification opportunities, product development life cycle, product protection, trade mark and patents, process of patents, validity of property rights and accessing government

information. Human resources side of enterprise, infrastructure of services, types of service venture, success factors.

Marketing and new venture development: Marketing research foe new ventures, marketing concepts, startup of marketing research, market focused on organization, sources of market intelligence, competitive analysis and implications of market research. Marketing strategies and functions and product concepts, 4 Ps, making marketing plan, changing international ventures.

Entrepreneurial team and business formation: human resource and relations, BOD, legal aspects, acquiring a business, evaluation of acquisition opportunities and methods of valuation. Financial resources and asset management, different types of financing buy or lease. Organization cycle and growth of organization, strategic management for success of enterprise, looking towards entrepreneurial career.

• David H. Holt: Entrepreneurship, New Venture Creation, Prentice Hall

• Bill Bolton & John Thompson: Entrepreneurs Talent, Temperament, Technique, Butterworth Heinemann

 

Course Name:  Venture Creation and New product Development

 

Course Introduction:

Text Books:

Product and services concepts: Product servicing concepts and commercial opportunities (macro over view), products and technology, identification opportunities, product development life cycle, product protection, trade mark and patents, process of patents, validity of property rights and accessing government

information. Human resources side of enterprise, infrastructure of services, types of service venture, success factors.

Marketing and new venture development: Marketing research foe new ventures, marketing concepts, startup of marketing research, market focused on organization, sources of market intelligence, competitive analysis and implications of market research. Marketing strategies and functions and product concepts, 4 Ps, making marketing plan, changing international ventures

David H. Holt: Entrepreneurship, New Venture Creation, Prentice Hall

Course Name:  Strategic HR

 

Course Introduction:

Text Books:

Introduction: Concepts of human resource management, Human Resource Challenges, Human Resource Functions, Philosophical approaches to Human Resource Management

Job Design and Analysis: An overview of Job design, Techniques of job design, Job analysis, Collection of job information, Applications of job analysis information Human Resources Planning & Recruitment: Significance of Human Resource Planning, The planning process, the implementation of program, Recruitment & selection policy issues, Source of recruitment, Selection process & procedure, Evaluation of Human resource Planning & Recruitment Career Planning & Development: Promotion, Anachronism, Demotion, Separation Training and Development: Significance of training & development, Principles of training & development, Training & development methods, Evaluation of training & development Motivation and Reward System: Concept of motivation, Reward systems, Motivation through job design, Motivation through employee participation, Other motivation techniques Performance Appraisal: Appraisal: Definition and applications, Basic consideration in appraisal, Appraisal methods, Legal issues for appraisal, Appraisal challenges. Compensation and Services: Objectives/Rationale of Financial compensation, Challenges affecting compensation, Wage criteria, Policy and principles, Job evaluation and its system, Compensation for administrators & professionals, Financial benefits and other services Discipline: Concepts of discipline, Preventive & corrective discipline, Negative & positive approach, Administration of disciplinary action, Grievance handling.

  • William B. Werther & Keith Davis: Human Resource & Personnel, McGraw Hill.
  • Bernardin & Russell: Human Resource Management McGraw Hill.
  • Fred Luthans: Organizational Behavior. McGraw Hill.
  • Robert Kreitner & Angelokinicki: Organizational Behavior, IRWIN.