Curriculum

of
Master of Business Administration (MBA)

BRAC Business School

BRAC University

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This version of the curriculum is:

Spring 2023 (expected to be effective upon approval by the Academic Council)

Applicable to the students who enroll to the program in spring 2023 and onwards.

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TABLE OF CONTENTS
A. PROGRAM GENERAL INFORMATION ............................................................................................................. 6
TITLE OF THE ACADEMIC PROGRAM: ..................................................................................................................................7
NAME OF THE DEGREE: ...................................................................................................................................................7
ABBREVIATION:..............................................................................................................................................................7
PROGRAM OFFERING ENTITY: (DEPARTMENT/SCHOOL /INSTITUTE) .........................................................................................7
NAME OF THE UNIVERSITY: ..............................................................................................................................................7
MINIMUM CREDIT HOUR REQUIREMENT: ...........................................................................................................................7
DURATION (YEAR/SEMESTERS): ........................................................................................................................................7
TOTAL CLASS WEEKS PER SEMESTER: .................................................................................................................................7
MINIMUM CGPA REQUIREMENTS FOR GRADUATION: ...........................................................................................................7
MAXIMUM ACADEMIC YEARS OF COMPLETION: ...................................................................................................................7
ADMISSION REQUIREMENTS: ............................................................................................................................................7
B. BRIEF DESCRIPTION OF THE PROGRAM ......................................................................................................... 7
C. MISSION AND VISION .................................................................................................................................... 8
D. PROGRAM EDUCATIONAL OBJECTIVES (PEOS)............................................................................................... 9
E. PROGRAM LEARNING OUTCOMES (PLOS) ..................................................................................................... 9
F. ALIGNMENT OF PEOS WITH THE UNIVERSITY MISSIONS................................................................................ 9
G. MAPPING OF PLOS WITH THE PEOS ............................................................................................................. 10
H. MAPPING OF PLOS WITH LEARNING OUTCOME DOMAINS ......................................................................... 10
I. MAPPING OF COURSES WITH THE PLOS (ONLY FOUNDATION, CORE, ADVANCED CORE AND INTEGRATIVE
COURSES) ............................................................................................................................................................ 11
J. CURRICULUM STRUCTURE ........................................................................................................................... 12
COURSE CATEGORIES ....................................................................................................................................................12
DETAIL STRUCTURE OF THE PROGRAM ..............................................................................................................................13
K. PROGRAM FLOW (YEAR/LEVEL/SEMESTER/TERM WISE DISTRIBUTION OF COURSES) ................................. 16
RECOMMENDED COURSE SEQUENCES ..............................................................................................................................16
SEMESTER-WISE RECOMMENDED COURSE SEQUENCES WITH PREREQUISITE COURSE LIST ...........................................................16
L. GRADING/EVALUATION .............................................................................................................................. 17
M. COURSE OUTCOMES AND CATALOG DESCRIPTION (CONTENT) .................................................................... 17
ACT620 STRATEGIC COST AND MANAGEMENT ACCOUNTING ..............................................................................................17
ACT651 ADVANCED FINANCIAL ACCOUNTING ..................................................................................................................23
ACT652 ACCOUNTING FOR PERFORMANCE MANAGEMENT .................................................................................................28
ACT653 ACCOUNTING INFORMATION SYSTEMS ................................................................................................................33
ACT654 TAXATION ......................................................................................................................................................39
ACT655 AUDITING ......................................................................................................................................................45
ACT656 CORPORATE GOVERNANCE AND PROFESSIONAL ETHICS ..........................................................................................51
ACT658 FINANCIAL REPORTING ANALYTICS......................................................................................................................58
ACT666 CONTEMPORARY ISSUES IN ACCOUNTING.............................................................................................................62
BUS521 ACCOUNTING FOR PROFESSIONALS .....................................................................................................................62
BUS522 MANAGERIAL COMMUNICATIONS ......................................................................................................................68

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BUS524 QUANTITATIVE TECHNIQUES IN BUSINESS OPERATIONS ..........................................................................................74
BUS 525 MACROECONOMICS ANALYSIS AND MANAGERIAL ECONOMICS ...............................................................................77
BUS526 FINANCIAL SYSTEMS AND MANAGERIAL FINANCE ..................................................................................................81
BUS527 ORGANIZATIONAL BEHAVIOUR, LEADERSHIP AND ETHICS ........................................................................................86
BUS528 MANAGEMENT INFORMATION SYSTEMS ..............................................................................................................91
BUS529 MARKETING MANAGEMENT .............................................................................................................................95
BUS620 BUSINESS RESEARCH METHODS AND DATA ANALYTICS .........................................................................................103
BUS670 ENTREPRENEURSHIP AND INTERNATIONAL BUSINESS ............................................................................................108
BUS675 STRATEGIC MANAGEMENT..............................................................................................................................113
BUS680 INTERNSHIP .................................................................................................................................................121
ENT651 BUSINESS DEVELOPMENT FOR NEW ENTERPRISES................................................................................................125
ENT653 ENVIRONMENT OF BUSINESS, INNOVATION AND DISRUPTION ................................................................................130
ENT654 SMALL BUSINESS MANAGEMENT .....................................................................................................................134
ENT655 SOCIAL ENTREPRENEURSHIP ............................................................................................................................138
ENT656 ENTREPRENEURIAL FINANCE ............................................................................................................................145
ENT657 INNOVATION MANAGEMENT AND ENTREPRENEURIAL MARKETING .........................................................................150
ENT666 CONTEMPORARY ISSUES IN ENTREPRENEURSHIP ..................................................................................................155
FIN620 CORPORATE FINANCIAL STRATEGY .....................................................................................................................155
FIN651 FINANCIAL INSTITUTIONS MANAGEMENT ............................................................................................................161
FIN652 INVESTMENT MANAGEMENT ............................................................................................................................171
FIN653 INTERNATIONAL FINANCE ................................................................................................................................180
FIN654 FINANCIAL MODELING, ANALYSIS AND FORECASTING ............................................................................................184
FIN655 DERIVATIVES AND RISK MANAGEMENT...............................................................................................................189
FIN656 ENTREPRENEURIAL FINANCE .............................................................................................................................194
FIN657 FINANCIAL TECHNOLOGY (FINTECH) ..................................................................................................................199
FIN666 CONTEMPORARY ISSUES IN FINANCE ..................................................................................................................206
HRM650 STRATEGIC HRM AND APPLICATION OF INTEGRATED ORGANIZATIONAL MODELS ......................................................212
HRM651 PERFORMANCE APPRAISAL SYSTEM .................................................................................................................217
HRM652 HUMAN RESOURCE PLANNING POLICIES AND STAFFING ......................................................................................222
HRM653 LEADERSHIP AND INTERPERSONAL RELATIONS ...................................................................................................230
HRM655 INDUSTRIAL RELATIONS AND LABOR LAWS........................................................................................................237
HRM659 TECHNOLOGY AND TOOLS FOR MANAGING HR SYSTEM ......................................................................................242
HRM660 MANAGEMENT OF ORGANIZATIONAL CHANGE AND SUSTAINABILITY......................................................................247
HRM661 COMPENSATION POLICY................................................................................................................................252
HRM663 SUSTAINABILITY AND INDUSTRY 4.0 ................................................................................................................259
HRM666 CONTEMPORARY ISSUES IN HUMAN RESOURCE MANAGEMENT ............................................................................265
ITM630 TECHNOLOGY MANAGEMENT AND INNOVATION .................................................................................................265
ITM651 INFORMATION SECURITY, PRIVACY, AND POLICY ..................................................................................................269
ITM652 DIGITAL MEDIA ANALYTICS .............................................................................................................................273
ITM653 MANAGING DISRUPTIVE TECHNOLOGIES ............................................................................................................277
ITM654 EXPLORING AND VISUALIZING DATA ..................................................................................................................280
ITM655 DIGITAL TRANSFORMATION ............................................................................................................................286
ITM656 BUSINESS INTELLIGENCE AND DATA MINING.......................................................................................................290
ITM666 CONTEMPORARY ISSUES IN INFORMATION TECHNOLOGY MANAGEMENT .................................................................295
MKT620 STRATEGIC MARKETING.................................................................................................................................296
MKT651 CONSUMER BEHAVIOR ..................................................................................................................................301
MKT652 DIGITAL MARKETING STRATEGIES ....................................................................................................................307
MKT653 STRATEGIC BRAND MANAGEMENT ..................................................................................................................311
MKT654 APPLIED MARKETING RESEARCH .....................................................................................................................316

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MKT655 SERVICE MARKETING ....................................................................................................................................323
MKT656 GLOBAL MARKETING ....................................................................................................................................331
MKT657 ADVANCED MARKETING COMMUNICATION STRATEGY ........................................................................................337
MKT658 MARKETING ANALYTICS.................................................................................................................................341
MKT666 CONTEMPORARY ISSUES IN MARKETING ...........................................................................................................345
OPN620 LOGISTICS AND SUPPLY CHAIN MANAGEMENT ...................................................................................................346
OPN622 ANALYTICAL DECISION MAKING ......................................................................................................................351
OPN623 PROJECT MANAGEMENT ................................................................................................................................354
OPN625 TOTAL QUALITY MANAGEMENT ......................................................................................................................359
OPN626 PRODUCTION AND INVENTORY MANAGEMENT...................................................................................................363
OPN628 MANAGEMENT SCIENCE ................................................................................................................................367
OPN630 TECHNOLOGY MANAGEMENT AND INNOVATION ................................................................................................371
OPN632 FORECASTING AND DATA ANALYSIS..................................................................................................................376
OPN634 BUSINESS PROCESS ANALYSIS, DESIGN AND IMPLEMENTATION ...............................................................................380
OPN666 CONTEMPORARY ISSUES IN OPERATIONS AND SUPPLY CHAIN MANAGEMENT...........................................................388

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A. Program General Information

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 Title of the Academic Program: Master of Business Administration

Name of the Degree: Master of Business Administration

Abbreviation: MBA

Program Offering Entity: (Department/School

BRAC Business School (BBS)
/Institute)

Name of the University: BRAC University

Minimum Credit Hour Requirement: 60 Credit Hours

Duration (Year/Semesters): 2.5 Years (5 Semesters)

Total Class Weeks per Semester: 14 Weeks

Minimum CGPA requirements for graduation: 2.5

Maximum Academic Years of Completion: 5 Years

Admission Requirements:
Minimum Bachelor Degree (15 years of education or 14 years of education with 8 or more years of
corporate experience) having at least 2nd Class/Division or CGPA 2.5 out of 4.0 or equivalent (from any
government authorized university).

• Minimum GPA of 2.5 or 2nd Class in SSC/Equivalent and HSC/Equivalent separately (including
additional subject).
• Minimum GPA of 2.5 in O-Levels in five subjects and A-Levels in two subjects according to the
scale (A=5, B=4, C=3, D=2 and E=1). Only one E is acceptable.

Admission Test
All eligible applicants, unless exempted*, are required to sit for a written admission test. Those who
qualify in the written test will be called for interview for final selection.

*Eligibility for exemption from the written test:

(a) BRACU graduates having CGPA 3.0 or above and

(b) Applicants with the GRE/GMAT scores as specified below:
- Old GRE score of 450 verbal/550 analytical/650 quantitative and
- Revised GRE score of 300 total for combined verbal and quantitative scores,
- GMAT total combined score of 560.
GRE/GMAT scores are considered valid for 5 (five) years after the test date.
Interview is mandatory for all qualified applicants
B. Brief Description of the Program

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 The Master of Business Administration (MBA) program of BRAC Business School (BBS) aims at
enabling students to learn and practice the contemporary business and management concepts,
principles, tools, techniques and methods. This program is designed for graduates who would be
entering the job market for the first time, mid-level executives in organizations aspiring to career
advancement, career-changers exploring new industries, or entrepreneurs who would like to jump-
start their first business venture. This program offers concentration in the following functional areas
of business:

• Accounting
• Finance
• Human Resources Management
• Marketing
• Operations and Supply Chain Management
• Entrepreneurship and
• Information Technology Management.

The MBA of BBS is a skill-based, 60-credit hour (19 courses and an internship) program with a duration
of two-and-half years of full-time study. However, a student may be eligible for a waiver of up to 24
credits depending on his/her academic background. A student may choose to enroll as a part-time
student. Thus, the exact duration for a particular student will depend on the credit waiver received
and the chosen course loads. All classes are held in the evening on weekdays and during weekend.

C. Mission and Vision

Vision of the University:

To be a proud, global institution from Bangladesh.

Mission of the University:

• To create and share knowledge

• To uphold human values
• To promote sustainability

Vision of the school:

To become a globally-recognized center of excellence in developing business leaders and knowledge

dedicated to championing human values.

Mission of the school:

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 The mission of BBS is two-fold:

• To offer cutting-edge business education for grooming competent and ethical future leaders
who cater to the interests of all stakeholders, and
• To advance knowledge - in the local and global contexts - promoting sustainable development,
equity and universal well-being.

D. Program Educational Objectives (PEOs)

BRAC Business School’s MBA Program will prepare our graduates to:

PEO-1: gain solid knowledge and analytical skills necessary for professional development through
experiential learning and training in the areas of sustainable business operations.
PEO-2: demonstrate innovative and critical thinking, apply problem-solving and decision-making
techniques to excel in their professional endeavors in diverse areas of business operations.
PEO-3: exhibit effective, collaborative and ethical leadership skills to solve real-world business
problems in a global environment.
PEO-4: recognize human values, lead with integrity and ensure sustainable positive impact on the
stakeholders and society.

E. Program Learning Outcomes (PLOs)

Upon successful completion of the MBA program, the students will be able to:

Sl. PLO Description

PLO1 recognize and understand the principles, functions and operations of businesses;
PLO2 apply analytical tools and techniques for problem-solving and decision-making in varying
management settings;
PLO3 Analyze the micro and macro-economic business environment;
PLO4 demonstrate critical thinking and cognitive skills in complex business environment;
PLO5 conduct methodological research with analytics, business intelligence and technology;
PLO6 gain strategic and ethical leadership skills that uphold human values;
PLO7 understand the local/global business environment, identify risks and opportunities at the
functional and strategic levels;
PLO8 effectively communicate qualitative and quantitative business information in a logical
manner; and
PLO9 acquire advance knowledge and application abilities to solve problems and make sound
decisions in their areas of specialization.

F. Alignment of PEOs with the University Missions

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 The MBA program educational objectives are derived within the framework of the mission of BRAC
University and the mission of the BRAC Business School.

Mission 1: Mission 2: Mission 3:

(Uphold
PEOs (Create and (Promote
human
share sustainability)
values)
knowledge)
PEO-1: gain solid knowledge and analytical skills
necessary for professional development through
experiential learning and training in the areas of X X
sustainable business operations.
PEO-2: demonstrate innovative and critical thinking,
apply problem-solving and decision-making techniques
X X
to excel in their professional endeavors in diverse areas
of business operations.

PEO-3: exhibit effective, collaborative and ethical

leadership skills to solve real-world business problems in
X X
a global environment.

PEO-4: recognize human values, lead with integrity and

ensure sustainable positive impact on the stakeholders
X X
and society.
(‘X’ indicates correlation)
G. Mapping of PLOs with the PEOs
The following table shows the relationship of the MBA Program Outcomes to the Program Educational
Objectives:

PLOs PEO-1 PEO-2 PEO-3 PEO-4

PLO1 X
PLO2 X
PLO3 X
PLO4 X
PLO5 X X
PLO6 X X
PLO7 X X
PLO8 X
PLO9 X X X X
(‘X’ indicates correlation)

H. Mapping of PLOs with Learning Outcome Domains

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 i. Fundamental Domain: Discipline specific knowledge and application skills that a student obtains
after a completion of the program, which influence his/her performance and societal
contributions.
ii. Social Domain: Skills needed for working with people at various levels to achieve set goals,
communication and community engagement, ability to coordinate, instruct, negotiate, persuade,
be service oriented and have people and environment perceptiveness.
iii. Thinking Domain: Skills such as learning to learn, decision-making, problem solving and
entrepreneurship are part of the Thinking Domain. This involves the ability to be active learners
and critical thinkers. It requires the graduates to be investigative, enterprising, scientific and
analytical and have management skills.
iv. Personal Domain: Skills such as life-long learning, self-direction, acting with integrity and the
development of citizenship etc. The ability to be active listeners, manage one’s own time and the
time of others, care for others, develop and build teams, be responsible for one’s own acts and
results, perform civic duties and contribute to society are some examples of skills under this
domain.

PLOs Fundamental Social Thinking Personal

Domain Domain Domain Domain
PLO1 X
PLO2 X
PLO3 X
PLO4 X
PLO5 X
PLO6 X
PLO7 X
PLO8 X
PLO9 X
(‘X’ indicates correlation)

I. Mapping of courses with the PLOs (only foundation, core, advanced core and integrative courses)

Course ID PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9
BUS521 X X
BUS522 X
BUS524 X
BUS525 X
BUS526 X
BUS527 X X
BUS528 X X
BUS529 X X
BUS620 X
ACT620 X X
FIN620 X X
MKT620 X X X
HRM620 X X X

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 OPN620 X X
BUS670 X X X X X X X X
BUS675 X X X X X X X X
BUS680 X X X
Major: Required and
X
Elective Courses
(‘X’ indicates correlation)

J. Curriculum Structure

Students are required to complete a minimum of 12 courses (subject to the course waiver policy) for
successful completion of the MBA Program. The standard duration of the MBA program is 2.5 years
(5 Semesters). However, one may complete the graduation requirements within a slightly shorter or
over a longer period – depending on the credit waiver received and the chosen course loads. The
overall structure of the program is given below:
Course Categories

Category Minimum Credit Requirements

• Foundation Courses* (7) 21
• Advanced Core Courses (7) 21
• Integrative/Capstone Courses (2) 6
• Program Elective/Concentration/Major Courses** (3) 9
• Internship/Thesis/Projects (if applicable) *** (1) 3
Total Credits 60
*Students may be waived 1 – 7 foundation courses depending on their previous academic records.
In such case, the total number of courses may reduce. Thus, a student must take a minimum of 12
courses and may require a maximum of 20 courses to complete their degree.
**Students may opt for double major option or no major option.
***Students with at least three months of relevant full-time work experience or equivalent may be
waived from the internship.

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 Detail structure of the program

Cate Course Code and Title Credit Hours Contact

gory Hours/Week
FOUNDATION COURSES 21 21
(7 courses - 21 credits)
These courses are waiveable subject to course waiver policy
BUS521 Accounting for Professionals 3 3
BUS522 Managerial Communications 3 3
BUS524 Quantitative Techniques in Business Operations 3 3
BUS526 Financial System and Managerial Finance 3 3
BUS527 Organizational Behavior, Leadership and Ethics 3 3
BUS528 Management Information System 3 3
BUS529 Marketing Management 3 3
ADVANCED CORE COURSES 21 21
(7 courses - 21 credits)
BUS525 Macro Analysis and Managerial Economics 3 3
BUS620 Business Research Methods and Data Analytics 3 3
ACT620 Strategic Cost and Management Accounting 3 3
FIN620 Corporate Financial Strategy 3 3
MKT620 Strategic Marketing 3 3
HRM620 Strategic Human Resource Management 3 3
OPN620 Logistics and Supply Chain Management 3 3
INTEGRATIVE/CAPSTONE COURSES 6 6
(2 courses - 6 credits)
BUS670 Entrepreneurship and International Business 3 3
BUS675 Strategic Management and Sustainability 3 3
INTERNSHIP 3 3
(1 course - 3 credits)
BUS680 Internship 3 3

CONCENTRATION/MAJOR COURSES 9 9
(3 courses - 9 credits)
Students are required to pursue a major in at least one of the specific areas
of business as mentioned below. Students may opt to major in General
Business by taking 3 courses from any of MBA major required or elective
courses.
Accounting (3 courses - 9 credits) 9 9
Students are required to take one mandatory course and two elective courses
for a Major in Accounting.
Mandatory for Major: 3 3
ACT651 Advanced Financial Accounting 3 3
Electives for Major: 6 6
ACT652 Accounting for Performance Management 3 3
ACT653 Accounting Information Systems 3 3
ACT654 Taxation 3 3
ACT655 Auditing 3 3

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 ACT656 Corporate Governance and Professional Ethics 3 3
ACT658 Financial Reporting Analytics 3 3
ACT666 Contemporary Issues in Accounting 3 3

Entrepreneurship (3 courses - 9 credits)

Students are required to take one mandatory course and two
elective courses for a Major in Entrepreneurship. 9 9
Mandatory for Major: 3 3
ENT651 Business Development for New Enterprises 3 3
Electives for Major: 6 6
ENT653 Environment of Business, Innovation and Disruption 3 3
ENT654 Small Business Management 3 3
ENT655 Social Entrepreneurship 3 3
ENT656 Entrepreneurial Finance 3 3
ENT657 Innovation Management and Entrepreneurial Marketing 3 3
ENT666 Contemporary Issues in Entrepreneurship 3 3

Finance (3 courses - 9 credits)

Students are required to take one mandatory course and two elective 9 9
courses for a Major in Finance.
Mandatory for Major: 3 3
FIN652 Investment Management 3 3
Electives for Major: 6 6
FIN651 Financial Institution Management 3 3
FIN653 International Finance 3 3
FIN654 Financial Modeling, Analysis and Forecasting 3 3
FIN655 Derivatives and Risk Management 3 3
FIN656 Entrepreneurial Finance 3 3
FIN657 Financial Technology (FinTech) 3 3
FIN666 Contemporary Issues in Finance 3 3

Human Resources Management (3 courses - 9 credits)

Students are required to take one mandatory course and two elective courses
for a Major in Human Resources Management.
Mandatory for Major: 3 3
HRM652 Human Resource Planning Policies and Staffing 3 3
Electives for Major: 6 6
HRM650 Strategic HRM and Application of Integrated 3 3
Organizational Models
HRM651 Performance Appraisal System 3 3
HRM653 Leadership and Interpersonal Relations 3 3
HRM655 Industrial Relations and Labor Laws 3 3
HRM659 Technology and Tools for Managing HR System 3 3
HRM660 Management of Organizational Change and 3 3
Sustainability
HRM661 Compensation Policy 3 3
HRM663 Sustainability and Industry 4.0 3 3
HRM666 Contemporary Issues in Human Resources Management 3 3

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Information Technology Management (3 courses - 9 credits) 9 9
Students are required to take one mandatory course and two elective courses
for a Major in Information Technology Management.
Mandatory for Major: 3 3
ITM655 Digital Transformation 3 3
Electives for Major: 6 6
ITM630 Technology Management and Innovation 3 3
ITM651 Information Security, Privacy and Policy 3 3
ITM652 Digital Media Analytics 3 3
ITM653 Managing Disruptive Technologies 3 3
ITM654 Exploring and Visualizing Data 3 3
ITM656 Business Intelligence and Data Mining 3 3
ITM666 Contemporary Issues in Information Technology 3 3

Marketing (3 courses - 9 credits) 9 9

Students are required to take one mandatory course and two elective courses
for a Major in Marketing.
Mandatory for Major: 3 3
MKT651 Consumer Behavior 3 3
Electives for Major: 6 6
MKT652 Digital Marketing Strategies 3 3
MKT653 Strategic Brand Management 3 3
MKT654 Applied Marketing Research 3 3
MKT655 Service Marketing 3 3
MKT656 Global Marketing 3 3
MKT657 Advanced Marketing Communication Strategy 3 3
MKT658 Marketing Analytics 3 3
MKT666 Contemporary Issues in Marketing 3 3

Operations and Supply Chain Management (3 courses - 9 credits) 9 9

Students are required to take one mandatory course and two elective courses
for a Major in Operations and Supply Chain Management.
Mandatory for Major: 3 3
OPN626 Production and Inventory Management 3 3
Electives for Major: 6 6
OPN622 Analytical Decision Making 3 3
OPN623 Project Management 3 3
OPN625 Total Quality Management 3 3
OPN628 Management Science 3 3
OPN630 Technology Management and Innovation 3 3
OPN631 Forecasting and Data Analysis 3 3
OPN666 Contemporary Issues in Operations and Supply Chain 3 3
Management

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 SUBTOTAL 60 60

K. Program Flow (Year/Level/Semester/Term wise distribution of courses)

Recommended Course Sequences

YEAR SEMESTER RECOMMENDED COURSES

1st Semester BUS521 BUS522 BUS524 BUS527
1st Year
2nd Semester BUS526 BUS528 BUS529 BUS525
3rd Semester BUS620 ACT620 FIN620 MKT620
MAJOR
2nd Year MANDATORY
4th Semester HRM620 OPN620 ELECTIVE
MAJOR COURSE
COURSE
MAJOR ELECTIVE BUS680:
3rd Year 5th Semester BUS670 BUS675
COURSE INTERNSHIP

Semester-wise Recommended Course Sequences with Prerequisite Course list

Semester Total Contact Course Code and Title Prerequisite

Credit Hours/
Hours Week
BUS521: Accounting for Professionals None
BUS522: Managerial Communications None
1st Sem. 12 12
BUS524: Quantitative Techniques in Business Operations None
BUS527: Organizational Behavior, Leadership and Ethics None
BUS526: Financial System and Managerial Finance BUS521
BUS528: Management Information System None
2nd Sem. 12 12
BUS529: Marketing Management None
BUS525: Macro Analysis and Managerial Economics BUS524
BUS620: Business Research Methods and Data Analytics BUS524
ACT620: Strategic Cost and Management Accounting BUS521
3rd Sem. 12 12
FIN620: Corporate Financial Strategy BUS526
MKT620: Strategic Marketing BUS529
HRM620: Strategic Human Resource Management BUS527
OPN620: Logistics and Supply Chain Management BUS525
4th Sem. 12 12
MANDATORY MAJOR COURSE
MAJOR ELECTIVE COURSE
MAJOR ELECTIVE COURSE
th
5 Sem. 12 12 All Advanced
BUS670: Entrepreneurship and International Business
Core Courses

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 All Advanced
BUS675: Strategic Management and Sustainability
Core Courses
BUS680: INTERNSHIP All courses

L. Grading/Evaluation

Grading Scale: As per BRAC University academic policy, rules and regulations

Grades: As per BRAC University academic policy, rules and regulations

Grade Point Average (GPA) and Cumulative Grade Point Average (CGPA): As per BRACU academic
policy, rules and regulations

Course Withdrawal: As per BRAC University academic policy, rules and regulations

Incomplete (I) courses: As per BRAC University academic policy, rules and regulations

Retake: As per BRAC University academic policy, rules and regulations

Grade Improvement: As per BRAC University academic policy, rules and regulations

Dropout: As per BRAC University academic policy, rules and regulations

M. Course Outcomes and Catalog Description (Content)

ACT620 Strategic Cost and Management Accounting

A. Course General Information:

Course Code: ACT620

Course Title: Strategic Cost and Management Accounting

Credit Hours: 3

Contact Hours/Week: 3

Category: Advanced Core Course in the MBA Program

Type: Advanced Core Course

Prerequisites: None

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 Co-requisites: None

B. Course Catalog Description:

The course covers strategic cost and management accounting practices for the learners to apply
across different areas of a firm. The emphasis of the course is placed on measuring and evaluating
cost methods to make decisions and evaluate performance. To hone the managerial skills of the
learners, the course explores contemporary cost and management accounting topics to design and
implement strategic, marketing, and value-added models for modern organizations. Different case
studies related to different industries and decision contexts will be covered to enhance the managerial
knowledge of the learners.

C. Rationale of the Course:

This course introduces various cost and management accounting concepts and techniques and
emphasizes the need of management accounting in the decision-making process. The purpose of this
course is to provide the graduates with an in-depth knowledge of advanced approaches of cost and
management accounting to enable them to apply costing methods and techniques to assist
management for taking appropriate decisions at strategic level. On completion of this course, learners
will be able to demonstrate costing methods and techniques appropriate to a variety of different
businesses which will help them to make sound decisions in management levels.

D. Course Objectives (COs):

The major objectives of this course are

1. Introduce with strategic cost and management accounting process

2. Familiarize learners with different essential mechanics of cost accounting systems
3. Introduce the methods of cost management techniques to make strategic cost decisions at
different stages of products and services
4. Help learners develop an understanding of organizational planning and control related issues to
evaluate firms’ performance and position

E. Course Learning Outcomes (CLOs):

At the end of the course, the students should be able to: -

SL. CLO Description

CLO1 Apply strategic cost management techniques to make cost-profit decisions

CLO2 Allocate costs and overheads to optimize the cost control mechanisms

CLO3 Design and implement costing processes including ABC and customer profitability analysis

CLO4 Review and select different cost management techniques to maximize the profitability of
products in different stages of the life cycle

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 CLO5 Control performance of cost and revenue centers by applying variance analysis techniques

CLO6 Devise an effective and competitive strategy to make managerial and operational decisions
for the best outputs of the firms

F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9

CLO1 ✔ ✔

CLO2 ✔ ✔

CLO3 ✔ ✔

CLO4 ✔ ✔

CLO5 ✔ ✔

CLO6 ✔ ✔

G. Course Plan specifying CLOs, co-curricular activities (if any), Teaching-Learning and Assessment
Strategies mapped with the CLOs:

Topic Teaching- Assessment Corresponding

Week Learning Strategy CLOs
Strategy

1 Introductory session and basics of cost Lecture, Assignment, CLO1, CLO2,

accounting Discussions, Quiz, CLO3
o Financial Accounting, Management Problem- Midterm
Accounting and Cost Accounting solving, Exam, Final
o Costs and Cost Terminology Exam
In-class
o Direct Costs and Indirect Costs group
o Cost Behavior Patterns discussion
o Total Costs and Unit Costs

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 o A Framework for Cost Accounting and
Cost Management
o Illustrating the Flow of Inventorial
Costs and Period Costs
2 Accounting for materials Lecture, Assignment, CLO3, CLO5
Discussions, Quiz,
o Materials Control
Problem- Midterm
o Materials Control Procedures
solving, Exam, Final
o Accounting for Materials
Exam
o Just-in-Time Materials Control In-class
o Scrap, Spoiled Goods, and group
o Defective Work discussion

3 Accounting for labor Lecture, Assignment, CLO2, CLO6

o Wage Plans Discussions, Quiz,
o Controlling Labor Cost Problem- Midterm
o Accounting for Labor Costs and solving, Exam, Final
o Employers’ Payroll Taxes Exam
In-class
o Special Labor Cost Problems
group
discussion

4 Accounting for factory overheads Lecture, Assignment, CLO4, CLO5

Discussions, Quiz,
o Allocating Support Department
Problem- Midterm
o Costs Using the Single-Rate and
solving, Exam, Final
o Dual-Rate Methods
Exam
o Budgeted Versus Actual Costs, and the In-class
Choice of Allocation Base group
o Allocating Costs of Multiple discussion
o Support Departments
o Allocating Common Costs
o Bundled Products and Revenue
o Allocation Methods

5 Job Costing Lecture, Assignment, CLO5, CLO6

o Job Costing: Evaluation and Discussions, Quiz,
Implementation Problem- Midterm
o Normal Costing solving, Exam, Final
o A Normal Job-Costing System in Exam
In-class
o Manufacturing group
o Budgeted Indirect Costs and discussion
o End-of-Accounting-Year
o Adjustments
o Over/under allocation of overheads

Page 20 of 388
6 Process costing Lecture, Assignment, CLO5, CLO6
o Process Costing with Zero Discussions, Quiz,
o Beginning and Some Ending Problem- Midterm
o Work-in-Process Inventory solving, Exam, Final
o Process Costing with Some Exam
In-class
o Beginning and Some Ending group
o Work-in-Process Inventory discussion
o Transferred-In Costs in Process
o Costing

7 ● Review Class
● Midterm Examination

8 Managerial Accounting and Cost Concepts Lecture, Assignment, CLO3, CLO5

Discussions, Quiz, Final
o Costs classifications for assigning costs
Problem- Exam
to cost objects
solving,
o Cost classifications for manufacturing
companies In-class
o Cost classifications for preparing group
financial statements discussion
o Cost classifications for predicting cost
behavior
o The analysis of Mixed Costs
o Cost classifications for decision making
o Traditional and contribution format
income statements

9 Activity-Based Costing: A Tool to Aid Decision Lecture, Assignment, CLO3, CLO5

Making Discussions, Quiz, Final
o Broad Averaging and Its Problem- Exam
o Consequences solving,
o Simple Costing System In-class
o Refining a Costing System group
o Activity-Based Costing Systems discussion
o Implementing Activity-Based
o Costing
o Using ABC Systems for Improving Cost
Management and Profitability
o Designing an activity-based costing
system
o The mechanics of activity-based
costing -Comparison of traditional and
ABC costs

Page 21 of 388
10 Standard costing and variance analysis Lecture, Assignment, CLO3, CLO6
o Standard Costs—Management by Discussions, Quiz, Final
Exception Problem- Exam
o A General Model for Variance Analysis solving,
o Using Standard Costs—Direct In-class
Materials Variances group
o Using Standard Costs—Direct discussion
o Labor Variances
o Using Standard Costs—Variable
o Manufacturing Overhead
o Variances
o Variance Analysis and
o Management by Exception
o Evaluation of Controls Based on
o Standard Costs
o Operating Performance
o Measures

11 Cost allocation: joint products and by- Lecture, Assignment, CLO5, CLO6
products Discussions, Quiz, Final
• Approaches to Allocating Joint Problem- Exam
Costs solving,
• Choosing an Allocation Method In-class
• Irrelevance of Joint Costs for group
Decision Making discussion

12 Pricing decisions and cost management Lecture, Assignment, CLO5, CLO6

Discussions, Quiz, Final
o Decentralization in Organizations
Problem- Exam
o Responsibility Accounting
solving,
o Decentralization and Segment
Reporting In-class
o Hindrances to Proper Cost Assignment group
o Evaluating Investment Center discussion
Performance—Return on Investment.
o Residual Income
o Balanced Scorecard
13 Flexible Budget and Performance Analysis Lecture, Assignment, CLO4, CLO5
Discussions, Quiz, Final
o Flexible budgets
Problem- Exam
o Flexible budget variances
solving,
o Flexible budget with multiple cost
drivers
o Some common error

Page 22 of 388
 o Transfer pricing In-class
group
discussion

14 Performance Measurement in Decentralized Lecture, Assignment, CLO5, CLO6

Organizations Discussions, Quiz, Final
Problem- Exam
o Decentralization in organizations
solving,
o Responsibility Accounting
o Evaluating investment center In-class
performance-return on investment group
o Residual income discussion
o Operating performance measures
o Balanced Scorecard

ACT651 Advanced Financial Accounting

A. Course General Information:

Course Code: ACT651

Course Title: Advanced Financial Accounting

Credit Hours: 3

Contact Hours/Week: 3

Category: Elective course in the MBA Program

Type: Mandatory elective course for Major in Accounting

Prerequisites: BUS521 Accounting for Professionals

Co-requisites: None

B. Course Catalog Description:

The course will build on knowledge obtained in the core Accounting modules of BUS521 and BUS620
to explore some of the more complex and controversial areas of financial reporting. The purpose
would be to develop a critical understanding of conceptual issues in financial accounting as well as to
enhance technical and analytical skills. The course will cover the advanced analysis and interpretation
of the annual report, some of the more complex accounting standards not addressed in earlier
modules, and current issues in financial reporting. Students are also introduced to accounting for
capital reconstruction and the importance of accounting narratives and imagery in annual reports.

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C. Rationale of the Course:

This advance-level accounting course is mandatory for all learners of the MBA program with a
concentration in Accounting. It builds on the knowledge and skills developed in the prerequisite
course – BUS521: Accounting for Professionals. MBA learners majoring in Accounting are expected
to gain advanced knowledge in Financial Accounting and Reporting- a major area of Accounting
discipline – including combining financial statements, reporting and analyzing the consolidated
financial statements. This course will enable accounting students to treat and generate accounting
information within the financial reporting standard and ethical boundaries through understanding the
role of corporate governance and so on.

D. Course Objectives (COs):

The major objectives of the course are to:

1. Familiarize learners with different types of accounting practices with respect to relevant
accounting standards.
2. Enable learners to be aware of critical accounting concepts and mechanics related to financial
statements.
3. Introduce the learners with specific accounting standards for specialist sectors and their
applications to financial reporting.
4. Help learners develop an understanding of contemporary issues in financial accounting and their
implications on financial reporting.

E. Course Learning Outcomes (CLOs):

On successful completion of the course, learners should be able to:

SL. CLO Description

CLO1 Recognize and critically evaluate how theory underpins accounting regulations.

CLO2 Critically evaluate fair value as an alternative to the traditional historic cost model.

CLO3 Identify the challenges associated with the practices of specific accounting standards in
specialist sectors.

CLO4 Recognize the context within which financial reporting operates.

CLO5 Pinpoint the factors that have an impact on accounting and those on which accounting
impacts, by reference to current issues in financial accounting.

F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9

Page 24 of 388
 CLO1 ✔ ✔

CLO2 ✔ ✔

CLO3 ✔ ✔

CLO4 ✔

CLO5 ✔ ✔

G. Course Plan specifying CLOs, co-curricular activities (if any), Teaching-Learning and Assessment
Strategies mapped with the CLOs:

Week Topic Teaching- Assessment Corresponding

Learning Strategy CLOs
Strategy

1 ● Investor Accounting and Reporting Lecture, Midterm CLO1, CLO2

o Accounting for Stock Discussions, and Exam, Final
Investments problem solving Exam
o Equity Method—a One-Line
Consolidation
o Investment in a Step-by-Step
Acquisition
o Sale of an Equity Interest
o Stock Purchases Directly from
the Investee
o Investee Corporation with
Preferred Stock
o Extraordinary Items and other
Considerations
o Disclosures for Equity Investees

Page 25 of 388
2 ● Consolidated Financial Statements Lecture, Midterm CLO2
o Business Combinations Discussions and Exam, Final
Consummated through Stock problem solving Exam
Acquisitions
o Consolidated Balance Sheet at
Date of Acquisition
o Consolidated Balance Sheets
after Acquisition

3 ● Consolidated Financial Statements Lecture, Quiz, CLO2

(continue) Discussions and Midterm
o Assigning Excess to Identifiable problem solving Exam, Final
Net Assets and Goodwill Exam
o Consolidated Income Statement
o Push-Down Accounting
o Preparing a Consolidated
Balance Sheet

4 ● Consolidation Techniques and Lecture, Assignment, CLO2

Procedures Discussions and Midterm
o Consolidation under the Equity problem solving Exam, Final
Method Exam
o Locating Errors
o Excess Assigned to Identifiable
Net Assets
o Consolidated Statement of Cash
Flows
o Preparing a Consolidation
Worksheet
5 ● Revenue Recognition Lecture, Quiz, CLO2, CLO3
o Overview of Revenue Discussions and Midterm
Recognition problem solving Exam, Final
o Guidelines for Revenue Exam
Recognition
o Departures from the Sale Basis
o Revenue Recognition at Point of
Sale (Delivery)
o Sales with Discounts
o Sales with Right of Return
o Sales with Buybacks

Page 26 of 388
6 ● Revenue Recognition before Lecture, Midterm CLO2, CLO3
Delivery Discussions and Exam, Final
o Percentage-of-Completion problem solving Exam
Method
o Completed-Contract Method
o Long-Term Contract Losses
o Disclosures in Financial
Statements
o Completion-of-Production Basis

7 ● Review Class
● Midterm Examination

8 ● Revenue Recognition after Lecture, Assignment, CLO2, CLO3

Delivery Discussions and Final Exam
o Installment-Sales Method problem solving
o Cost-Recovery Method
o Deposit Method
9 ● Corporate Joint Ventures Lecture, Quiz, CLO3
o Nature of Joint Ventures Discussions and Assignment,
o Organizational Structures of problem solving Final Exam
Joint Ventures
o Accounting for Corporate Joint
Ventures
10 ● Intangible Assets Lecture, Assignment, CLO3
o Characteristics of intangible Discussions and Final Exam
assets. problem solving
o Costs include in the initial
valuation
of intangible assets.

oProcedure for amortizing

intangible assets.
o Types of intangible assets.
o Accounting issues for recording
goodwill.
11 ● Intangible Assets (continue) Lecture, Quiz, CLO3
o Accounting issues related to Discussions and Assignment,
intangible asset impairments. problem solving Final Exam
o Accounting for research and
development and similar costs.
o Presentation of intangible
assets and related items.

Page 27 of 388
 12 ● Accounting for State and Local Lecture, Assignment, CLO4
Governmental Units— Discussions and Final Exam
Governmental Funds Problem solving
o Recent Changes to
Governmental Fund
Accounting
o The General Fund
o Accounting for the General
Fund
o Permanent Funds
o Capital Projects Funds
13 ● Accounting for State and Local Lecture, Assignment, CLO4
Governmental Units— Discussions and Final Exam
Governmental Funds (continue) Problem solving
o Special Assessment Activities
o Debt Service Funds
o Accounting for the Debt
Service Fund
o Governmental Fund Financial
Statements
o Preparing the Government-
wide Financial Statements

14 ● Corporate Liquidations and Lecture, Assignment, CLO4

Reorganizations Discussions and Final Exam
o Bankruptcy Reform Act of 1978 Problem solving
o Liquidation
o Illustration of a Liquidation Case
o Reorganization
o Financial Reporting During
Reorganization
o Illustration of Reorganization
Case

ACT652 Accounting for Performance Management

A. Course General Information:

Course Code: ACT652

Course Title: Accounting for Performance Management

Credit Hours: 3

Page 28 of 388
 Contact Hours/Week: 3

Category: Elective in the MBA Program

Type: Elective for Major in Accounting

Prerequisites: ACT620 Strategic Cost and Management Accounting

Co-requisites: None

B. Course Catalog Description:

The course develops an understanding of the strategic issues and applied tools pertaining to strategic
management accounting. The focus is on making well-informed decisions and obtaining insights into
financial analysis and managerial decisions to make appropriate decisions for the organization. The
contents of the course cover key areas that are essential for a manager to overcome challenges when
faced with a complex and dynamic business environment.

C. Rationale of the Course:

In a dynamic business environment evidence-based decision are increasingly important to identify

profitable opportunities, management of people, safeguarding of company assets, product, and
services. Managing people and company assets requires planning, decision making, performance
evaluation and control. In this process, a critical understanding of financial and management
accounting information is essential. This subject provides a good grounding of accounting techniques,
systems and processes that will help managers in designing performance management programs,
costing, budgeting, and building control systems, in turn will help managers to apply these skills in
business settings to make effective decisions.

D. Course Objectives (COs):

The major objectives of this course are to:

1. Help learners to build a solid understanding of the strategic role of management accounting to set
strategic objectives, and monitor and control those objectives.
2. Discuss the impact of external factors on strategic management issues and measure the risks
associated with those factors.
3. Familiarize learners with the performance measurement systems used by the organizations to
address the impacts of information systems and developments of technology.
4. Pinpoint the difficulties faced by the organizations and apply strategic management accounting
tools to prevent possible failures of any entity.

Page 29 of 388
E. Course Learning Outcomes (CLOs):

On successful completion of the course, learners should be able to:

SL. CLO Description

CLO1 Apply strategic planning and control tools to plan and monitor the performance of the
organizations.

CLO2 Evaluate the impact of risk and uncertainty on the performance of the organizations.

CLO3 Recognize and assess the key features of designing an effective performance management
system.

CLO4 Utilize appropriate strategic performance measurement techniques to evaluate and

improve organizational performance.

CLO5 Advise senior management to recognize vulnerability to organizational failures and

undertake activities to prevent such failures.

F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9

CLO1 ✔ ✔

CLO2 ✔ ✔

CLO3 ✔

CLO4 ✔ ✔

CLO5 ✔ ✔

Page 30 of 388
G. Course Plan specifying CLOs, co-curricular activities (if any), Teaching-Learning and Assessment
Strategies mapped with the CLOs:

Week Topic Teaching- Assessment Corresponding

Learning Strategy CLOs
Strategy

1 ● Understanding performance Lecture, Assignment, CLO1, CLO3

contexts of strategic management Discussions, Quiz,
accounting and performance Problem-solving, Midterm
measurement, Exam, Final
In-class group
o The performance management Exam
discussion
framework
o Strategy and strategic
positioning
o Management accounting
o Cost terms and concepts
o Strategic performance
measures
o Strategic cost management and
value creation

2 ● Making sense of the nature of Lecture, Assignment, CLO1, CLO4

management control in strategic Discussions, Quiz,
management accounting. Problem-solving, Midterm
o Management control systems Exam, Final
In-class group
o The nature of management Exam
discussion
control systems
o The controllability principle
o Applying controllability
principle

3 ● Environmental and ethical issues in Lecture, Assignment, CLO2, CLO3

performance measurement and Discussions, Quiz,
control Problem-solving, Midterm
o Environmental cost management Exam, Final
In-class group
o Value creation and sustainable Exam
discussion
development
o Ethical behavior

4 ● Understanding the impact of risk Lecture, Assignment, CLO2, CLO5

and uncertainty on performance Discussions, Quiz,
management and control Problem-solving, Midterm
o Decision models Exam, Final
In-class group
o Probability and expected risks Exam
discussion
o Measurement of risks

Page 31 of 388
 o Psychological and risks

5 ● Understanding the impact of risk Lecture, Assignment, CLO2, CLO5

and uncertainty on performance Discussions, Quiz,
management and control Problem-solving, Midterm
o Standard costing and variance Exam, Final
In-class group
analysis Exam
discussion
o The budgeting processes

o Expected value of perfect

information
6 ● Topic 5 Performance Lecture, Assignment, CLO1, CLO4
measurement – Balanced Discussions, Quiz,
Scorecard and monitoring Problem-solving, Midterm
o Financial perspective Exam, Final
In-class group
o Customer perspective Exam
discussion
o Internal business perspective
o Learning and growth perspective
7 ● Review Class
● Midterm Examination

8 ● Evaluating divisional performance Lecture, Assignment, CLO1, CLO4

and dealing with transfer pricing Discussions, Quiz, Final
o Measures for divisional Problem-solving, Exam
performance
In-class group
o Transfer pricing in divisionalized
discussion
companies

9 ● Assessing performance in ‘not for Lecture, Assignment, CLO1, CLO4

profit’ sector. Discussions, Quiz, Final
o The not-for-profit sector Problem-solving, Exam
o Reporting and performance
In-class group
obligations
discussion
o Benchmark and performance
measures
▪ Financial performance
measures
▪ Nonfinancial performance
measures

10 ● Managing costs for value and Lecture, Assignment, CLO1

sustainability Discussions, Quiz, Final
o Value analysis Problem-solving, Exam
o Process improvements
o Value chain cost management

Page 32 of 388
 In-class group
discussion

11 ● Performance measurement and Lecture, Assignment, CLO1, CLO4

managing quality in management Discussions, Quiz, Final
information Problem-solving, Exam
o Quality – characteristics,
In-class group
Perception and definition
discussion
o Classification of cost of quality

12 ● Performance measurement and Lecture, Assignment, CLO1, CLO4

managing quality in management Discussions, Quiz, Final
information Problem-solving, Exam
o Measures of quality
In-class group
o Quality management tools
discussion
o Perfect and imperfect
information

13 ● Performance measurement Lecture, Assignment, CLO1, CLO3

o Balance Scorecard and Discussions, Quiz, Final
monitoring Problem-solving, Exam

In-class group
discussion

14 ● Managing corporate failures Lecture, Assignment, CLO5

o Risk reduction and Discussions, Quiz, Final
diversification Problem-solving, Exam

In-class group
discussion

ACT653 Accounting Information Systems

A. Course General Information:

Course Code: ACT653

Course Title: Accounting Information Systems

Credit Hours: 3

Contact Hours/Week: 3

Category: Elective in the MBA Program

Page 33 of 388
 Type: Elective for Major in Accounting

Prerequisites: ACT620 Strategic Cost and Management Accounting

Co-requisites: None

B. Course Catalog Description:

The course intends to equip students with an overall knowledge and understanding of accounting
information systems (AIS) and the implications of AIS in contemporary businesses. The course
explores the applications of AIS in businesses to support strategic and operational decision-making
activities. The course also focuses on information systems documentation maneuvers and the way AIS
are applied to record and process business transactions for making informed decisions. Additionally,
the course also provides hands-on experiences of accounting-based software for the students to deal
with the digital business world.
C. Rationale of the Course:
This course is an elective at the concentration-level for the learners intend to graduate in the field of
“Accounting.” Any professional path in accounting will in some way need the usage of an accounting
information system. To perform the tasks of accounting, producing accounting reports, and using
accounting reports, accountants in every business must utilize the accounting information system.
With the use of this course's information, students will have a solid understanding of accounting
information systems (AIS) and be able to create AIS for any business enterprise.

D. Course Objectives (COs):

The major objectives of this course are to:

1. Help learners develop an advanced knowledge of AIS, business processes, and the implications of
AIS in the modern business world.
2. Familiarize learners with the fundamental knowledge of selecting and formulating AIS systems for
the businesses in the contemporary contexts.
3. Enhance learners’ knowledge of internal controls, fraud, and cybercrime with a specific focus on
information system controls in a business.
4. Provide practical knowledge about documenting in information systems and the applications of
AIS in processing business transactions.
5. Familiarize learners with accounting-based software and their applications to a business.

E. Course Learning Outcomes (CLOs):

On successful completion of the course, learners should be able to:

SL. CLO Description

CLO1 Explain and critically analyze fundamental concepts of AIS, business processes, and the
applications of AIS in contemporary businesses.

CLO2 Prepare information system documentation by applying the techniques of AIS.

Page 34 of 388
 CLO3 Apply the tools of AIS to record and process business transactions.

CLO4 Identify and select a suitable strategy for designing an AIS system for a business.

CLO5 Evaluate internal controls, fraud, cybercrime, and information systems control in a
business.

CLO6 Equip with accounting-based software.

F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9

CLO1 ✔

CLO2 ✔

CLO3 ✔

CLO4 ✔

CLO5 ✔

CLO6 ✔

G. Course Plan specifying CLOs, co-curricular activities (if any), Teaching-Learning and Assessment
Strategies mapped with the CLOs:

Week Topic Teaching- Assessment Corresponding

Learning Strategy CLOs
Strategy

1 Accounting Information Systems: An Lecture, Assignment, CLO1

Overview Discussions, Quiz,
Group work Midterm
o Information Needs and Business
Exam, Final
Processes
Exam
o how an AIS can add value to an
organization
o an AIS can use artificial
intelligence and data analytics to
improve decision making
o the AIS and blockchain
o cloud computing, virtualization,
and the internet of things
o the AIS and corporate strategy

Page 35 of 388
 o the role of the AIS in the value
chain

2 Overview of Transaction Processing Lecture, Assignment, CLO1, CLO2

and Enterprise Resource Planning (ERP) Discussions, Quiz,
Systems Group work Midterm
Exam, Final
o Transaction processing: the data
Exam
o The data processing cycle
o Transaction processing:
blockchain
o Enterprise resource planning
(ERP) systems
Systems Documentation Techniques

o Business process diagrams

o Flowcharts
o Data flow diagrams

3 Data Analysis: Relational Databases Lecture, Assignment, CLO1, CLO2,

Discussions, Quiz, CLO3
o Databases and files
Group work Midterm
o Database systems
Exam, Final
o Relational databases
Exam

Data Analysis: Introduction to Data

Analytics in Accounting

o Ask the right questions

o Extract, transform, and load
relevant data
o Apply appropriate data analytic
techniques
o Interpret and share the results
with stakeholders
o Additional data analytics
considerations

Page 36 of 388
4 Data Analysis: Transforming Data Lecture, Assignment, CLO1, CLO2,
Discussions, Quiz, CLO3
o Data structuring
Group work Midterm
o Data standardization
Exam, Final
o Data cleaning
Exam
o Data validation
o Data Analysis and Presentation

5 Control of Accounting Information Lecture, Assignment, CLO1, CLO2,

Systems: Fraud and Errors Discussions, Quiz, CLO4
Group work Midterm
o AIS threats
Exam, Final
o Misappropriation of assets
Exam
o Fraudulent financial reporting
o The auditor’s responsibility to
detect fraud
o The fraud triangle
o Computer fraud
o Preventing and detecting fraud
and abuse

6 Control and Accounting Information Lecture, Assignment, CLO1, CLO2,

Systems Discussions, Quiz, CLO4
Group work Midterm
o Why threats to accounting
Exam, Final
information Systems are
Exam
increasing
o Overview of control concepts
o Control frameworks
o The control environment
o Risk assessment and risk response
o Control activities
o Communicate information and
monitor control processes

7
● Review Class
● Midterm Examination

8 Confidentiality and Privacy Controls Lecture, Assignment, CLO1, CLO3,

Discussions, Quiz, Final CLO4
o Protecting confidentiality and
Group work Exam
privacy
o Privacy regulations and generally
accepted privacy principles
o Encryption

Page 37 of 388
9 The Revenue Cycle: Sales to Cash Lecture, Assignment, CLO1, CLO2,
Collections Discussions, Quiz, Final CLO3
Group work Exam
o Revenue cycle information system
o Sales order entry
o Shipping, Billing
o Cash collections

10 The Expenditure Cycle: Purchasing to Lecture, Assignment, CLO1, CLO2,

Cash Disbursements Discussions, Quiz, Final CLO3
Group work Exam
o Expenditure cycle information
system
o Ordering materials, supplies, and
services Receiving
o Approving supplier invoices cash
disbursements

11 Database Design Using the REA Data Lecture, Assignment, CLO3, CLO4
Model Discussions, Quiz, Final
Group work Exam
o Database design process
o Entity-relationship diagrams
o The REA data model
o Developing a REA diagram
o What a REA diagram reveals
about an organization

12 Financial Reporting and Management Lecture, Assignment, CLO2, CLO3,

Reporting Systems Discussions, Term paper CLO4
Group work
o The general ledger system
o The financial reporting system
o Reengineering financial reporting
o Controlling the FRS
o The management reporting
system
o Factors that influence the MRS

13 Introduction to Systems Development Lecture, Assignment, CLO4, CLO5,

and Systems Analysis Discussions, Term paper, CLO6
Group work Final Exam
o Systems development
o Planning systems development
o Feasibility analysis
o Behavioral aspects of change
o Systems analysis

Page 38 of 388
 14 AIS Development Strategies Lecture, Assignment, CLO4, CLO5,
Discussions, Term paper, CLO6
o Accounting software
Group work Final Exam
o Development by in-house
information systems departments
o Outsourcing the system
o Methods for improving systems
development

ACT654 Taxation

A. Course General Information:

Course Code: ACT654

Course Title: Taxation

Credit Hours: 3

Contact Hours/Week: 3

Category: Elective in the MBA Program

Type: Elective for Major in Accounting

Prerequisites: ACT620 Strategic Cost and Management Accounting

Co-requisites: None

B. Course Catalog Description:

Every individual is affected by the tax system of the country one way or another, without even
realizing it. Corporate tax issues must be considered in nearly all key business decisions because of
the complexity and comprehensiveness of the Bangladesh tax system. This course aims to provide the
students with the basic ideas regarding taxation concepts and ways of computing taxes from different
sources as per the provisions of Bangladesh Income Tax Ordinance 1984, and the updated Finance
Act. The key focus of the course is on developing skills and knowledge necessary to calculate income
taxes accurately for individuals, businesses and corporations.

C. Rationale of the Course:

The primary purpose of this course is to provide the students with the basic ideas regarding taxation
concepts of business i.e., Direct Tax and Indirect Tax from the perspective of Bangladesh. This course
has been designed to give basic understanding of the taxation laws in Bangladesh specially the Income
Tax Ordinance 1984 and the Value Added Tax and Supplementary Duty Act 2012. Special attention is
given on the practical application of these laws under real life scenario.

Page 39 of 388
D. Course Objectives (COs):

The major learning objectives of the course are to:

1. Introduce the concepts, principles, and regulations related to the country’s tax system
2. Help learners develop computational and critical thinking skills necessary to solve real world
taxation issues
3. Explain the overall taxation process and legal framework under which Bangladesh tax system
operates
4. Discuss the rules and guidelines required to calculate accurate tax liabilities for both individuals
and business entities
5. Illustrate the basic rules and regulations related to Value Added Tax (VAT) and Custom Duty

E. Course Learning Outcomes (CLOs):

On successful completion of the course, you should be able to:

SL. CLO Description

CLO1 Explain the operation and administration of Bangladesh tax system

CLO2 Compute and explain the tax liabilities of individuals and unincorporated businesses in
compliance to relevant tax laws

CLO3 Fill up the Income Tax Return Form and complete tax payment procedure without the
assistance of any income tax practitioner

CLO4 Compute and explain the tax liabilities of corporations in compliance to relevant tax laws

CLO5 Apply the tax principles learned to real business settings with the goal of maximizing
corporation’s value

CLO6 Analyze and solve complex tax issues faced by corporate managers in their job

F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9

CLO1 ✔ ✔

CLO2 ✔ ✔

CLO3 ✔ ✔

CLO4 ✔ ✔

CLO5 ✔ ✔

Page 40 of 388
 CLO6 ✔ ✔

G. Course Plan specifying CLOs, co-curricular activities (if any), Teaching-Learning and Assessment
Strategies mapped with the CLOs:

Topic Teaching- Assessment Corresponding

Week Learning Strategy CLOs
Strategy

1 ● Introduction to Tax Lecture, Assignment, CLO1, CLO2,

o Budgetary system of the Discussions, Quiz,
Government Problem-solving, Midterm
o Finance Act Exam, Final
In-class group
o Define Public Finance and Exam
discussion
Importance of public finance
o Public revenue and major sources
of public revenue
o Public Finance Vs Private Finance
o Definition of Tax
o Characteristics and Objectives of
Tax
o Canons of Taxation
o Characteristics of a good tax
system
o Role of Tax in the economic
development
o Classification of Taxes and their
merits and demerits

2 ● Value Added tax and Supplementary Lecture, Assignment, CLO1, CLO2

Duty Act 2012 Discussions, Quiz,
o Introduction to Value Added tax Problem-solving, Midterm
and Supplementary Duty Act 2012 Exam, Final
In-class group
o Understanding the concept of Exam
discussion
value addition and related
accounting records.
o Discussion on important
definitions
o Understanding turnover tax

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3 ● Value Added tax and Supplementary Lecture, Assignment, CLO3, CLO5
Duty Act 2012 Discussions, Quiz,
o Discussion on the basic VAT Books Problem-solving, Midterm
and Records Exam, Final
In-class group
o Input-output co-efficient form - Exam
discussion
Mushok-4.3 - Registered persons
are required to file Input-Output
Coefficient Declaration in Mushok
Form 4.3.
o Purchase Register - Mushok-6.1
o Sales Register - Mushok-6.2
o VAT Challan– Mushok 6.3
o VDS Certificate – Mushok-6.6
o Credit Note – Mushok-6.7
o Debit Note – Mushok-6.8
o VAT Return– Mushok 9.1

4 ● Value Added tax and Supplementary Lecture, Assignment, CLO4, CLO5

Duty Act 2012 Discussions, Quiz,
o Discussion on: Problem-solving, Midterm
o the VAT rates Exam, Final
In-class group
o Input credit mechanism Exam
discussion
o VAT Deduction at sources (VDS)
o Discussion on real life cases on
different aspects of the law
5 ● Bangladesh Income Tax Lecture, Assignment, CLO4, CLO5
o Define Income Tax Discussions, Quiz,
o Characteristics of Income Tax Problem-solving, Midterm
o Role of Income Tax in the Exam, Final
In-class group
Economic Development of Exam
discussion
Bangladesh
o Bangladesh Income Tax laws

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6 ● Basics of Income Tax Lecture, Assignment, CLO4, CLO5
o Important definitions Discussions, Quiz,
o Meaning of Income Year and Problem-solving, Midterm
Assessment year Exam, Final
In-class group
o Identification of income year and Exam
discussion
assessment year
o meaning of assessee and its
classification
o residential status of an assessed
person and its impact
o rules regarding determining
residential status
o effects of residential status in
assessment of income
o charge of income tax with
applicable rates

7 ● Review Class
● Midterm Examination

8 ● Income and Its Classification Lecture, Assignment, CLO3, CLO4

o Understanding the heads of Discussions, Quiz, Final
income as per law Problem-solving, Exam
o Income from Salary
In-class group
o Important definitions
discussion
o Tax exempted income under
salary
o Non-Assessable income under
salary
o Tax deducted at source from
Salary
o computation of income from
salary
9 ● Income from House Property Lecture, Assignment, CLO3, CLO4
o Concept of Income from House Discussions, Quiz, Final
Property Problem-solving, Exam
o Conditions to be satisfied to
In-class group
consider income from house
discussion
property
o Critical evaluation of important
terminologies relating to the
income from house property
o The concept of annual value
o Rental status of a property

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 o Admissible expenses against
income from house property
o Tax Deducted at source from
house property
10 ● Income from Business or Profession Lecture, Assignment, CLO2, CLO4
o Concept of income from business Discussions, Quiz, Final
or profession Problem-solving, Exam
o allowable deductions under this
In-class group
head
discussion
o inadmissible expenses under this
head
o method of accounting
o depreciation allowance
o balancing allowance, balancing
charge and capital gain

11 ● Capital Gain Lecture, Assignment, CLO5, CLO6

o Concept of capital gain, capital Discussions, Quiz, Final
assets., fair market value and Problem-solving, Exam
transfer
In-class group
o Chargeability under the head
discussion
capital gain
o applicable tax rate on capital gain
o tax exempted capital gain
o carry forward of losses under the
head capital gain
12 ● Income from Other Sources Lecture, Assignment, CLO5, CLO6
o Scope of income under other Discussions, Quiz, Final
sources Problem-solving, Exam
o unexplained investment deemed
In-class group
to be income
discussion
o income not classified under other
heads
o allowable deduction under this
head
o inadmissible deductions
o concept of deemed income,
grossing up and tax exemption
under the head
o Taxation of Partnership Business,
o Taxation of Corporation,
o Anti-Avoidance of Tax,

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 13 ● Assessment of Individuals Lecture, Assignment, CLO4, CLO5
o Scope and sources of total income Discussions, Quiz, Final
of an individual assessee Problem-solving, Exam
o how to compute total income and
In-class group
tax liability
discussion
o non- assessable income for an
individual assessee
o tax credit/investment allowances
o incomes of which tax is deducted
at source
o income where grossing up is
required
14 ● Some other important topics Lecture, Assignment, CLO5, CLO6
o Tax deduction at sources Discussions, Quiz, Final
o Advance income tax Problem-solving, Exam
o Appeals
In-class group
o Penalties
discussion
o Tax accounting

ACT655 Auditing

A. Course General Information:

Course Code: ACT655

Course Title: Auditing

Credit Hours: 3

Contact Hours/Week: 3

Category: Elective in the MBA Program

Type: Elective for Major in Accounting

Prerequisites: ACT620 Strategic Cost and Management Accounting

Co-requisites: None

B. Course Catalog Description:

This course on auditing examines the underlying audit concepts, practices, and frameworks in relation
to its crucial role in corporate governance. The key focus of the course is to provide an overview of
both internal and external audit process as it exists in Bangladesh and globally. Apart from helping the
students who are planning to pursue a career in public accounting and internal auditing, this course
will prepare the students to face external auditors skillfully while working for their respective
companies.

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C. Rationale of the Course:

This advance-level accounting course is an elective course for all the learners of the MBA program
with a concentration in Accounting. It builds on the knowledge and skills developed in the prerequisite
course –BUS521: Accounting for Professionals. MBA learners majoring in Accounting are expected to
gain advanced knowledge in Auditing and Assurance. The primary purpose of this course is to explore
the practical orientation of Auditing as a separate branch of accounting. This course particularly helps
the students in taking decisions on various relevant areas of audit work as well as managerial
decisions. The course entails in-depth participation with both graded and ungraded exercises, and the
students are expected to learn a self-paced format.

D. Course Objectives (COs):

The major objectives of the course are to:

1. Explain the fundamental audit concepts and processes.

2. Help learners develop critical thinking and problem-solving skills that will enable them to solve
real-world auditing problems.
3. Pinpoint the legal framework under which company audits are conducted and apply the
profession’s code of conduct.
4. Develop an interest among the students to pursue a career in auditing.
5. Equip the students to face external auditors tactfully on behalf of the organizations they will be
working for.

E. Course Learning Outcomes (CLOs):

On successful completion of the course, learners should be able to:

SL. CLO Description

CLO1 Apply basic audit procedures and techniques required in specific audit settings.

CLO2 Describe the professional, ethical, and regulatory framework within which audit and other
assurance services are conducted.

CLO3 Appreciate the role of audit and other assurance services play in society and the economy.

CLO4 Demonstrate competency in identifying and assessing business risk, inherent risk and
control risk.

CLO5 Understand and interpret different types of audit reports.

CLO6 Communicate audit plans, objectives and audit related information accurately and
confidently.

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F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9

CLO1 ✔ ✔

CLO2 ✔ ✔

CLO3 ✔ ✔

CLO4 ✔ ✔

CLO5 ✔

CLO6 ✔

G. Course Plan specifying CLOs, co-curricular activities (if any), Teaching-Learning and Assessment
Strategies mapped with the CLOs:

Week Topic Teaching- Assessment Corresponding

Learning Strategy CLOs
Strategy

1 An Overview of Auditing: Lecture, In- Midterm CLO1

class group Exam, Final
o Nature of Auditing,
discussion Exam
o Distinction between Auditing and
Accounting,
o Types of Audits and Auditors
o Economics of Auditing
o Scope and objectives of audit,
o Generally Accepted Auditing
Standards
o Quality control, Elements of quality
control.

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2 Professional Ethics: Lecture, Assignment, CLO1, CLO2,
Discussions, Quiz,
o Need for Ethics,
Midterm
o Parts of the Code, In-class
Exam, Final
o Independence, group
Exam
o Integrity and Objectivity discussion
o Competence and Technical
Standards,
o Responsibility to Clients-
Confidentiality, Clients-Contingent
Fees, and Colleagues.

3 Legal liabilities: Lecture, Midterm CLO1, CLO2

Discussions, Exam, Final
o Changed Legal Environment
Exam
o Distinction between Business In-class
Failure group
o Audit Failure and Audit Risk discussion
o Legal Concept Affecting Liability
o Definitions, Liability to Clients
o Liability to Third Parties under
Common Law,
o Responsibilities for Confidentiality
o The profession’s response to legal
liability
o Protecting individual from legal
liability.
4 Audit Responsibility and Objectives: Lecture, Midterm CLO1, CLO3,
Discussions, Exam, Final
o Management responsibilities
Problem- Exam
o Auditor’s responsibilities
solving,
o Assessing risk of fraud
o Risk factor for financial reporting In-class
o Risk factor for misappropriation of group
assets discussion
o Auditor’s responsibilities for
discovering illegal acts
o Transaction-Related audit
objectives
o Balance-Related audit objectives
General balance-related audit

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5 Audit Planning and Documentation: Lecture, Assignment, CLO2, CLO6
Discussions, Midterm
o Planning
and Final
o Pre-plan the Audit In-class
Exam
o Obtain Background Information group
o Obtain Information about Client’s discussion
Legal Obligations
o Working papers
o Purposes of working papers
6 Audit Evidence: Lecture, Quiz, CLO3, CLO6
Discussions, Midterm
o Nature of evidence
and Final
o Audit evidence decisions In-class
Exam
o Persuasiveness of evidence group
o Types of audit evidence discussion
o Cost of types of evidence
o Analytical procedure
o Types of analytical procedures

● Review Class
7
● Midterm Examination

8 Audit risk assessment (Materiality, Lecture, Assignment, CLO4, CLO5

Internal Control and Control Risk): Discussions, Final Exam
Problem-
o Materiality,
solving,
o Primary judgment about
materiality In-class
o Estimate error group
o Desired audit risk discussion
o Inherent risk
o Control risk
o Detection risk.
o Client concerns
o Auditor concerns

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9 Audit risk assessment (continue): Lecture, Assignment, CLO4, CLO5
Discussions, Quiz, Final
o Control environment
Problem- Exam
o Risk assessment
solving,
o Control activities
o Information and communication, In-class
o Monitoring group
o Procedures to obtain an discussion
understanding of internal control

10 Audit procedures at the substantive test Lecture, Quiz, Final CLO5, CLO6
stage: Discussions, Exam
o testing financial statements
In-class
assertions
group
o audit sampling procedures
discussion
o test of details of transactions
o test of balances
11 Lecture, Group CLO5, CLO6
Audit procedures at the completion stage:
Discussions, Assignment,
o Review of Contingent Liabilities
Problem- Final Exam
o Review of subsequent events
solving,
o Critical Review of Accounts
Questionnaire In-class
o File Completion Questionnaire-Pre- group
Partner Review discussion
o Audit Standards Review
Questionnaire
o Accumulate Final Evidence
o Evaluate Results

12 Auditing in IT Enabled Environment: Lecture, Assignment, CLO2, CLO6

Discussions, Final Exam
o Accounting Information Systems
(AIS) in Computerized Environment In-class
o Impact of IT on Economics of group
Auditing discussion
o Concept of Security
o Information System Management
o Artificial intelligence,
o Machine Learning,
o Big data

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 13 Emerging Assurance and Related Non- Lecture, Assignment, CLO1, CLO2
Assurance Services: Discussions, Quiz, Final
Problem- Exam
o Assurance
solving,
o Engagement to review financial
statements In-class
o Due diligence group
o Reporting on prospective discussion
information
o Engagement to compile financial
information
14 Emerging Assurance and Related Non- Lecture, Assignment, CLO1, CLO2
Assurance Services (continue): Discussions, Final Exam
Problem-
o Social responsibility auditing
solving,
o Social and environmental audits
o Auditing Standard for Islamic In-class
Financial Institutions group
discussion

ACT656 Corporate Governance and Professional Ethics

A. Course General Information:

Course Code: ACT656

Course Title: Corporate Governance and Professional Ethics

Credit Hours: 3

Contact Hours/Week: 3

Category: Elective in the MBA Program

Type: Elective for Major in Accounting

Prerequisites: ACT620 Strategic Cost and Management Accounting

Co-requisites: None

B. Course Catalog Description:

The course develops an integrated understanding of corporate governance structures to balance

managerial autonomy and corporate accountability. In this view, the course examines the roles and
interactions among the key stakeholders including shareholders, a board of directors, and its
committees, managers, and the regulators. The course focuses specifically on analytical tools and

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 cases to refine students’ capability to analyze and effectively respond to ethical challenges that they
may face in future professions.

C. Rationale of the Course:

This course is an elective at the concentration-level for the learners intend to graduate in the discipline
of “Accounting.” The direction, importance, process, and functions of corporate governance are
explained to the students. The purpose of this course is to acquaint learners with the different
monitoring and control mechanisms and their function in safeguarding stakeholders' rights and
ensuring effective corporate resource usage.

D. Course Objectives (COs):

The major objectives of this course are to:

1. Help learners develop a solid knowledge of roles and interactions among the key governance
actors in both domestic and international contexts.
2. Familiarize learners with professional codes of ethics in different professional contexts.
3. Explain the ethical frameworks as applicable to various business contexts.
4. Describe how governance and ethical standards affect the use of financial reporting and non-
financial disclosures.

E. Course Learning Outcomes (CLOs):

On successful completion of the course, learners should be able to:

SL. CLO Description

CLO1 Apply diagnostic skills in investigating and evaluating the effective governance mechanism.

CLO2 Explain and analyze the significance of corporate and professional responsibility and
accountability in business contexts.

CLO3 Explore and assess responsibilities of governance and the key actors in governance in
different complex business environments.

CLO4 Assess the key concepts and mechanisms to determine the compliance with corporate
governance and ethical frameworks.

CLO5 Recognize and apply the global practices of business ethics and corporate governance to
conform to ethical and professional codes of practices.

F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9

CLO1 √

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 CLO2 √

CLO3 √

CLO4 √

CLO5 √

G. Course Plan specifying CLOs, co-curricular activities (if any), Teaching-Learning and Assessment
Strategies mapped with the CLOs:

Week Topic Teaching- Assessment Corresponding

Learning Strategy Strategy CLOs

1 Governance defined Lecture, Assignment, CLO1, CLO2

Discussions Quiz,
o The re-emergence of
Midterm
governance
Exam, Final
o Basic corporate structure
Exam
o Accountability and the need for
corporate governance
o Theoretical frameworks
Agency theory
o Transaction cost theory
o Transaction cost theory versus
agency theory
o Stakeholder theory
o Stakeholder versus agency
theory

2 Internal governance mechanisms: Lecture, Assignment, CLO1, CLO2,

Discussions Quiz, CLO3
corporate accountability
Midterm
o The board of directors Exam, Final
o Executive management Exam
o Internal control groups
o Code of conduct
o Implementation of internal
governance measures
o Best practice codes

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3 External governance mechanisms: Lecture, Assignment, CLO1, CLO2,
Discussions Quiz, CLO3
systemic accountability
Midterm
o Regulatory oversight Exam, Final
o Legal/bankruptcy regimes Exam
o Capital markets access
o Corporate control activity
o Mergers, acquisitions, and spin-
offs
o LBOs and MBOs
o Antitakeover defenses
o Block holder monitoring
o Activist institutional investor
monitoring
o External audits
o Credit rating agency review

Protecting internal and external

stakeholders

4 Common failures in the governance Lecture, Assignment, CLO2, CLO3

process Discussions Quiz,
Midterm
o Flaws in governance
Exam, Final
o Detecting governance flaws
Exam
o Failure of board directors and
executive management
o Ineffective boards
o Breach of duties of care and
loyalty
o Entrenched management
o Failure of corporate policies
o Failure of internal controls
o Lack of technically qualified,
independent controls
o Liberal accounting policies
o Excessive risk-taking
o Inadequate internal audits
o Failure of external controls
o Inadequate regulatory
mechanisms
o Insufficient legal/bankruptcy
regimes

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 o Lack of block holder/activist
investor monitoring
o Weak/underdeveloped capital
markets
o Misguided/insufficient corporate
control activity
o Unacceptable external audit
practices

5 The impact of governance problems Lecture, Assignment, CLO1, CLO2,

on corporate operations Discussions, Midterm CLO3, CLO4
Group work Exam, Final
Studies in flawed governance:
Exam
Case study 1: Enron, USA

6 Studies in flawed governance: Lecture, Assignment, CLO1, CLO2,

Discussions, Midterm CLO3, CLO4
Case study 2: Arthur Andersen, USA
Group work Exam, Final
Case study 3: WorldCom, USA
Exam

7 ● Review Class
● Midterm Examination
8 Strengthening the governance Lecture, Assignment, CLO2, CLO3
process: micro reforms Discussions Quiz, Final
Exam
o Strengthening the board of
directors and executive
management
o Refocusing corporate policies
o Enhancing internal controls

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9 Strengthening the governance Lecture, Assignment, CLO2, CLO3
process: macro reforms Discussions Quiz, Final
Exam
o Promoting changes in regulatory
oversight
o Regulating potential conflicts of
interest
o Promoting uniform and
meaningful accounting rules
o Developing proper regulatory
disclosure
o Encouraging long-term
investment
o Protecting assets, investments,
and pensions
o Enhancing general governance
mechanisms
o Strengthening legal frameworks
and bankruptcy processes
o Deepening capital markets and
promoting corporate control
activity
o Enhancing external audit
practices
o Encouraging investor activism
o The legislative angle: the
example of Sarbanes–Oxley

10 Strengthening the governance Lecture, Assignment, CLO2, CLO3,

process: macro reforms Discussions Quiz, Final CLO4
Exam
o Creating a Public Company
Accounting Oversight Board
o Ensuring auditor independence
and establishing an audit
committee
o Assigning corporate
responsibility
o Enhancing financial disclosures
o Resolving analyst conflicts of
interest
o Assigning accountability for
corporate and criminal fraud
o Expanding white collar crime
penalties

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 Improving corporate ethics

o Corporate ethics versus

corporate responsibility
o Creating and reinforcing a
proper ethical culture
o Ethical norms

Ethical behavior and internal

governance mechanisms

11 Global corporate governance Lecture, Assignment, CLO4, CLO5

Discussions Quiz, Final
o Categorizing corporate
Exam
governance: the Cinderalla
problem
o Insider-dominated systems
o Outsider-dominated systems
o Research into corporate
governance systems worldwide
o Moving toward convergence?
o The outcome of corporate
governance convergence

12 Corporate Social Responsibility Lecture, Assignment, CLO4, CLO5

Discussions Term paper,
o Some recent statistics on socially
Final Exam
responsible investment
o Socially responsible investment
strategies
o The financial performance of
socially responsible investment
funds
o A growing demand for social,
ethical and environmental
disclosure
o Socially responsible investment
in an international context
o The drivers of socially
responsible investment
o Pension fund trustees and
socially responsible investment

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 13 Financial Structure and Corporate Lecture, Assignment CLO2, CLO3
Governance Discussions, Term paper,
Group work Final Exam
o Capital structure and financial
risk
o Does capital structure matter?
o The agency costs of debt
o Employees as residual claimants

14 The future of corporate governance Lecture, Final Exam CLO3, CLO5

and accountability Discussions

o The future of institutional

investor activism
o A global convergence in
corporate governance
o A continuing broadening of the
corporate governance agenda

ACT658 Financial Reporting Analytics

A. Course General Information:

Course Code: ACT658

Course Title: Financial Reporting Analytics

Credit Hours: 3

Contact Hours/Week: 3

Category: Elective in the MBA Program

Type: Elective for Major in Accounting

Prerequisites: ACT620 Strategic Cost and Management Accounting

Co-requisites: None

B. Course Catalog Description:

The course aims to increase the ability of the students to analyze information to make effective
communications between corporate managers and stakeholders. Specifically, the course emphasizes
on financial statements, disclosures, and interactions with intermediaries from the obtained financial
information. In particular, the course helps students to critically evaluate the financial performance
of the firms and communicate the information with stakeholders to making informed decisions.

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C. Rationale of the Course:

Accounting and finance professionals frequently need to acquire, assess, and make decisions based
on the available financial and economic information. There may be many different motives, such as
developing, examining, or defending potential merger, takeover, or partnership/joint venture deals.
Additionally, it could involve stock/equity market investing advice. Students will learn how to use
accessible financial and economic information analytically through this course.

D. Course Objectives (COs):

The major objectives of this course are to:

1. Illustrate the frameworks to assess a firm’s financial performance and position that is useful for
different stakeholders in making decisions.
2. Enhance learners’ understanding, interpreting and communicating financial analysis with
different stakeholders in different business contexts.
3. Provide knowledge of sourcing voluntary and non-voluntary information and disclosure
mechanisms.
4. Elucidate the tools and mechanisms of preparing financial reports and communicate them to
the investors and other stakeholders.

E. Course Learning Outcomes (CLOs):

On successful completion of the course, learners should be able to:

SL. CLO Description

CLO1 Obtain financial data and assess a firm’s financial performance and position for the
stakeholders.

CLO2 Apply different tools and mechanisms to conduct financial performance analysis and
interpret them.

CLO3 Explain and assess the discretion available to managers in preparing and communicating
financial reports.

CLO4 Incorporate financial analysis within corporate reporting practices to add values for the
decision-makers.

CLO5 Communicate effectively by writing a detailed and convincing evaluation of financial

performance, appropriate both to internal and external stakeholders of a firm.

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F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9

CLO1 ✔ ✔

CLO2 ✔ ✔

CLO3 ✔ ✔

CLO4 ✔ ✔

CLO5 ✔ ✔

G. Course Plan specifying CLOs, co-curricular activities (if any), Teaching-Learning and Assessment
Strategies mapped with the CLOs:

Week Topic Teaching- Assessment Corresponding

Learning Strategy CLOs
Strategy

1 ● Purpose and use of Accounting Lecture, Assignment, CLO1, CLO3.

Statements Discussions, Quiz,
o The role of financial reporting in Problem-solving, Midterm
financial markets Exam, Final
In-class group
o From business activities to financial Exam
discussion
Statements

2 ● The Balance Sheet and Cash Flow Lecture, Assignment, CLO1, CLO2
Statements Discussions, Quiz,
o Accounting systems and Problem-solving, Midterm
information quality Exam, Final
In-class group
o Financial statements and business Exam
discussion
analysis

3 ● Business Analysis and Valuation Lecture, Assignment, CLO2, CLO4

Tools Discussions, Quiz,
o Strategy analysis Problem-solving, Midterm
o Overview of accounting analysis Exam, Final
In-class group
Exam
discussion

4 ● Business Analysis and Valuation Lecture, Assignment, CLO2, CLO3

Tools Discussions, Quiz,
o Implementing Accounting Analysis Problem-solving, Midterm

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 In-class group Exam, Final
discussion Exam

5 ● Business Analysis and Valuation Lecture, Assignment, CLO2, CLO3

Tools Discussions, Quiz,
o Financial Analysis Problem-solving, Midterm
Exam, Final
In-class group
Exam
discussion

6 ● Business Analysis and Valuation Lecture, Assignment, CLO1, CLO3

Tools Discussions, Quiz,
o Prospective analysis: forecasting, Problem-solving, Midterm
valuation theory and concepts, and Exam, Final
In-class group
valuation implementation Exam
discussion

7 ● Review Class
● Midterm Examination

8 ● Business Analysis and Valuation Lecture, Assignment, CLO1, CLO7

Applications Discussions, Quiz, Final
o Equity security analysis Problem-solving, Exam

In-class group
discussion

9 ● Business Analysis and Valuation Lecture, Assignment, CLO1, CLO3

Tools Discussions, Quiz, Final
o Credit analysis and Distress Problem-solving, Exam
prediction
In-class group
discussion

10 ● Business Analysis and Valuation Lecture, Assignment, CLO5

Tools Discussions, Quiz, Final
o Mergers and Acquisitions Problem-solving, Exam

In-class group
discussion

11 ● Business Analysis and Valuation Lecture, Assignment, CLO2, CLO5

Tools Discussions, Quiz, Final
o Communication and Governance Problem-solving, Exam

In-class group
discussion

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 12 ● Issues in Valuation Lecture, Assignment, CLO5
o Choice of Accounting method Discussions, Quiz, Final
o Ownership and information Problem-solving, Exam

In-class group
discussion

13 ● Other Reporting Issues Lecture, Assignment, CLO1, CLO3

o Voluntary disclosure incentives Discussions, Quiz, Final
Problem-solving, Exam

In-class group
discussion

14 ● Other Reporting Issues Lecture, Assignment, CLO1, CLO3

o Investor relations and Discussions, Quiz, Final
communications with stakeholders – Problem-solving, Exam
analysts, auditors, SEC, media, and
In-class group
regulators
discussion

ACT666 Contemporary Issues in Accounting

Course Code and Title: ACT666 Contemporary Issues in Accounting

The course examines special issues and/or contemporary events in the area of Accounting at an advanced
level. Selection of topics depends on the relevance and importance to the field, interest and preference
of learners and instructors. Topic specific Course Description, Course Objectives (COs), Course Learning
Outcomes (CLOs) and the Mapping of Course Learning Outcomes (CLOs) with the Program Learning
Outcomes (PLOs) will be outlined Subject to the special issue.

BUS521 Accounting for Professionals

A. Course General Information:

Course Code: BUS521

Course Title: Accounting for Professionals

Credit Hours: 3

Contact Hours/Week: 3

Category: Foundation Core Course in the MBA Program

Type: Business Foundation

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 Prerequisites: None

Co-requisites: None

B. Course Catalog Description:

The course primarily focuses on harnessing the skills and ability of learners to understand the
sophisticated language of accounting and its key components. In particular, the course will build a
strong foundation for the learners to boost their skills by enabling them to analyze financial
statements to deal with strategic options more effectively for their business units. Additionally, the
learners will be able to take away highly relevant skills in areas such as budgeting, products, and
service costing to make decisions effectively for making the organizations sustainable.

C. Rationale of the Course:

This fundamental core subject is required of all MBA students. Graduates are expected to be well-
versed in gathering and interpreting financial information, regardless of their area of specialization.
The knowledge building blocks for the two crucial business functions of accounting and finance are
provided by this course. Students will be ready for the subsequent courses in these two categories
after successfully completing this course. The aim of this module is to help students deepen their
grasp of fundamental financial and managerial accounting concepts.
D. Course Objectives (COs):

The major learning objectives of the course are to:

1. Help learners develop an understanding of four financial statements.

2. Explain fundamental accounting process and principles.
3. Elucidate the techniques and tools of interpreting financial statements in association with non-
financial information to assess the position of the company.
4. Familiarize learners with essential management accounting techniques to make strategic
decisions effectively.

E. Course Learning Outcomes (CLOs):

On successful completion of the course, learners should be able to:

SL. CLO Description

CLO1 Explain and discuss the roles nature of financial statements.

CLO2 Apply fundamental accounting principles to develop financial statements.

CLO3 Interpret financial statements and analyze financial and non-financial performance to
evaluate the position of a firm.

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 CLO4 Analyze common business management decisions such as pricing and outsourcing by
applying the management accounting concepts and techniques.

CLO5 Discuss the roles of different budgets and behavioral issues when preparing budgets for
planning and controlling purposes.

F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9

CLO1 √

CLO2 √

CLO3 √

CLO4 √

CLO5 √

G. Course Plan specifying CLOs, co-curricular activities (if any), Teaching-Learning and Assessment
Strategies mapped with the CLOs:

Week Topic Teaching- Assessment Corresponding

Learning Strategy CLOs
Strategy

1 An overview of financial and Lecture, Assignment, CLO1

management accounting Discussions, Quiz,
Problem solving Midterm
o The scope and purpose of
Exam, Final
financial reporting
Exam
building blocks of accounting:
ethics, principles, and
assumptions.
o Users’ and stakeholders’ needs
o accounting equation, and define
its components
o Analyze the effects of business
transactions on the accounting
equation
The main elements of financial
reports
Financial Accounting vs
Management Accounting

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 o Identify the features of
managerial accounting and the
functions of management.

2 Accounting Cycle and Introduction to Lecture, Assignment, CLO1, CLO3

financial statements and their functions Discussions, Quiz,
Problem Midterm
o Recording process
solving, Group Exam, Final
o Accrual vs cash Basis of
work Exam
accounting
o Adjusting entries and adjusted
trial balance
o Preparation of financial
statements
o Closing entries and post-closing
trial balance

3 The regulatory framework Lecture, Assignment, CLO1, CLO2,

Discussions, Quiz,
o Regulatory bodies
Problem solving Midterm
o Accounting standards
Exam, Final
o Financial reporting concepts
Exam
o Qualities of useful information
o Assumptions in financial
reporting
o Principles in financial reporting
o Cost constraint

4 Measurement and Disclosure Lecture, Assignment, CLO1, CLO2,

Discussions, Quiz, CLO3
o Revenues
Problem solving Midterm
o Inventories
Exam, Final
o Plant, property and equipment
Exam
o Current liabilities
o Non-current liabilities
o Equity
o Research and Development,
goodwill, and intangible assets

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 o Financial instruments
o Off balance sheet finance

5 Cash flows Statements Lecture, Assignment, CLO1, CLO3

Discussions, Quiz,
o Usefulness of the statement of
Problem solving Midterm
cash flows
Exam, Final
o Classification of cash flows
Exam
o Significant noncash activities
o Format of the statement of cash
flows
o Indirect and direct methods
o Analyze the statement of cash
flows

6 Financial statements analysis and Lecture, Assignment, CLO1, CLO2,

interpretations Discussions, Quiz, CLO3
Problem Midterm
o Importance and purpose of
solving, Group Exam, Final
analysis of financial statements
work Exam
o Tools for Analysis
o Analyze a company’s
performance using ratios
o The concept of Sustainable
income

7 ● Review Class
● Midterm Examination
8 Costing concepts and Classifications Lecture, Assignment, CLO1, CLO2,
Discussions, Quiz, Final CLO4
o Cost classifications for assigning
Problem solving Exam
costs to cost objects
o Cost classifications for
manufacturing companies
o Cost classifications for preparing
financial statements
o Cost classifications for predicting
cost behavior
o The analysis of mixed costs

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9 Cost-Volume-Profit (CVP) analysis Lecture, Assignment, CLO1, CLO4
Discussions, Quiz, Final
o The basics of CVP analysis
Problem solving Exam
o Break-even and target profit
analysis
o CVP considerations in choosing a
cost structure
o Sales mix

10 Costing for goods and services Lecture, Assignment, CLO1, CLO4,

Discussions, Quiz, Final
o Variable costing
Problem solving Exam
o Absorption costing
o Activity-based costing
o Target costing
o Life-cycle costing
o Throughput accounting

11 Budgetary and Control Lecture, Assignment, CLO4, CLO5

Discussions, Quiz, Final
o Budgets and the budgeting cycle
Problem solving Exam
o Advantages and challenges of
implementing
o Budgets
o Budgeting and responsibility
accounting
o Human aspects of budgeting
o Developing a master budget

12 Budgetary and Control Lecture, Assignment, CLO1, CLO4,

Discussions, Term paper, CLO5
o Developing a master budget
Problem solving Final Exam
o Flexible budget vs static budget
o Standard costing
o Variance analysis

13 Performance measurements Lecture, Assignment, CLO1, CLO4,

Discussions, Term paper, CLO5
o Cost, profit, and investment
Problem Final Exam
centers
solving, Group
o Evaluating investment center
work
Performance
o Residual income
o Operating performance measures
Balanced scorecard

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 14 Differential analysis Lecture, Assignment, CLO1, CLO4,
Discussions, Term paper, CLO5
o Information and the decision
Problem Final Exam
process
solving, Group
o The concept of relevance for
work
decision making
o Adding and dropping product
lines and other segments
o The make or buy decision
o Opportunity cost
o Special orders
o Utilization of a constrained
resource
o Joint product costs and the
contribution approach
o ABC and Relevant Costs

BUS522 Managerial Communications

A. Course General Information:

Course Code: BUS522

Course Title: Managerial Communications

Credit Hours: 3

Contact Hours/Week: 3

Category: Foundation Course in the MBA Program

Type: Foundation Course

Prerequisites: None

Co-requisites: None

B. Course Catalog Description:

The primary objective of this course is to introduce learners to the various forms of written and oral
communication that are helpful and, in most cases, necessary in real-life business situations or in our
professional lives. Mainly focus will be on the contemporary aspects of business communication, in
the work-place in particular, and businesses in general. A brief look at the theory of communication
will also be considered and then the study rapidly would drill down to the practical details and

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 essentials of business communication. This means the course will cover business writings such as
business letter and memo writing, persuasive message writing and examine what sort of tone,
language, style and format should be adhered to whilst doing so.

C. Rationale of the Course:

Developing skills required for effective communication is pivotal to achieve success in any area of
business, even in personal life as well. This foundation course is required for learners with a major or
minor in any course as this course teaches students the skills required by all sorts of institutions
irrespective of their specialty. Most importantly, this course trains students on different
contemporary applied aspects of communications that they can use immediately at their workplaces
to create a difference and leave their marks. Along with theoretical understanding, today’s business
graduates also need to be able to use different cutting-edge technologies with confidence in this
internet driven era.

D. Course Objectives (COs):

The major objectives of this course are to:

1. Discuss diversified communication options and their implications in the digital era
2. Build student’s skills to design and compose business reports
3. Explain the different types of skills required to design and write effective communication
materials
4. Familiarize with effective business presentation skills

E. Course Learning Outcomes (CLOs):

On successful completion of the course, learners should be able to:

SL. CLO Description

CLO1 Recognize different communication options and their respective

significances in the context of business and will be able to use those intelligently.

CLO2 Develop techniques that can help design effective writing skills essential for business.

CLO3 Craft sophisticated offline and online communication materials for business.

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 CLO4 Demonstrate effective presentation skills and utilize those skills in real life contexts.

CLO5 Identify negative messages effectively and write neutral and positive messages with
high impacts

CLO6 Utilize digital tools for effective communications, writing proposals and business reports

F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9

CLO1 ✔
CLO2 ✔ ✔
CLO3 ✔
CLO4 ✔
CLO5 ✔

CLO6 ✔ ✔

G. Course Plan specifying CLOs, co-curricular activities (if any), Teaching-Learning and Assessment
Strategies mapped with the CLOs:

Weeks Topic Teaching-Learning Assessment Corresponding

Strategy Strategy CLOs

1 ● Introductions
● Communicating in the Digital-
Age Workplace
o Mastering the Tools for Success
in the
Twenty-First-Century
Workplace
o Developing Listening Skills
o Learning Nonverbal
Communication Skills
o Recognizing How Culture
Affects Communication
o Building Intercultural
Workplace Skills

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2 ● Planning Business Messages Lecture, Assignment, CLO1, CLO2
o Understanding the Discussions, In- Quiz,
Communication Process class Problem Midterm
o Using the 3-x-3 Writing Solving Exercises Exam
Process as a Guide
o Analyzing and
Anticipating the
Audience
o Using Expert Writing
Techniques to Adapt to
Your Audience
o Developing Additional Expert
Writing Techniques
3 ● Organizing and Drafting Business Lecture, Assignment, CLO1, CLO3
Messages Discussions, In- Quiz,
o Drafting Workplace Messages class Problem Midterm
o Organizing Information Solving Exercises Exam
to Show Relationships
o Composing the First
Draft with Effective
Sentences
o Developing Business
Writing Techniques
o Drafting Well-Organized,
Effective Paragraphs
4 ● Revising Business Messages Lecture, Assignment, CLO1,
o Taking Time to Revise: Applying Discussions, In- Quiz, CLO2,
Phase 3 of the Writing Process class Problem Midterm CLO3
o Making Your Message Clear Solving Exercises Exam
o Enhancing Readability
Through Document
Design
o Proofreading to Catch Errors
o Evaluating the Effectiveness
of Your Message
5 ● Short Workplace Messages and Lecture, Assignment, CLO1,
Digital Media Discussions, In- Quiz, CLO2,
o Preparing Digital-Age E-Mail class Problem Midterm CLO3,
Messages Solving Exercises Exam CLO7
and Memos
o Workplace Messaging and
Texting
o Making Podcasts and Wikis
Work for Business
o Blogging for Business
o Web 2.0: Social Networking

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6 ● Positive Messages Lecture, Assignment, CLO1,
o Routine Messages: E-Mails, Discussions, In- Quiz, CLO2,
Memos, and Letters class Problem Midterm CLO6
o Typical Request, Solving Exercises Exam
Response, and
Instruction Messages
o Direct Claims and Complaints
o Adjustment Messages
o Goodwill Messages
7 ● Midterm Examination

● Contd. Midterm CLO1, CLO2,

o Communicating in the Exam CLO3, CLO6,
Digital-Age Workplace CLO7
o Planning Business Messages
o Organizing and Drafting
Business Messages
o Revising Business Messages
o Short Workplace
Messages and Digital
Media
o Positive Messages
8 ● Negative Messages Lecture, Assignment, CLO1,
o Communicating Discussions, In- Quiz, Final CLO2,
Negative News class Problem Exam CLO5
Effectively Solving Exercises
o Analyzing Negative News
Strategies
o Composing Effective
Negative Messages
o Refusing Typical Requests and
Claims
o Managing Bad News
Within
Organizations
9 ● Persuasive Messages Lecture, Assignment, CLO2,
o Understanding Discussions, In- Quiz, Final CLO3,
Persuasion in the Digital class Problem Exam CLO6
Age Solving Exercises
o Planning and Writing
Persuasive Requests
o Writing Effective
Persuasive Claims and
Complaints
o Crafting Persuasive
Messages in Digital-Age
Organizations
o Creating Effective Sales

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 Messages in Print and
Online

10 ● Proposals and Formal Reports Lecture, Assignment, CLO1,

o Preparing Business Proposals Discussions, In- Quiz, Final CLO8
o Writing and Editing Formal class Problem Exam
Business Reports Solving Exercises
o Conducting Primary and
Secondary Research
o Documenting and Citing
Sources in Business
Reports
o Incorporating Meaningful
Visual Aids and Graphics
o Understanding Report
Components
11 ● Business Presentations Lecture, Assignment, CLO1,
o Preparing Effective Discussions, In- Quiz, Final CLO3,
Business class Problem Exam CLO4
Presentations Solving Exercises
o Organizing Content for
Impact and Audience
Rapport
o Understanding
Contemporary Visual Aids
o Preparing Engaging
Multimedia
Presentations
o Polishing Your Delivery and
Following Up

12 ● Professionalism, Meetings, Lecture, Assignment, CLO2,

Employment Communications Discussions, In- Quiz, Final CLO3,
o Business Etiquette class Problem Exam CLO4
o Job Search Solving Exercises
o CV and resume
o Interviewing and following up

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 13 ● Individual Presentation Presentation Individual CLO1,
o Use formal dress code of selected Presentation, CLO4
o Use audio-visual tools/MS topic Term paper
Power Point
14 ● Group Presentation Final Exam CLO6
● Review

BUS524 Quantitative Techniques in Business Operations

A. Course General Information:

Course Code: BUS524

Course Title: Quantitative Techniques in Business Operations
Credit Hours: 3
Contact Hours/Week: 3
Category: Mandatory in MBA Program
Type: Business Foundation
Prerequisites: None
Co-requisites: None

B. Course Catalog Description:

This course intends to develop students’ understanding of business analytics, quantitative methods,
and management science in decision process. It familiarizes the students with the mathematical
optimization techniques and statistical tools required for day-to-day operations and also for strategic
long-term business decisions made by the managers from mid-level and beyond. The course will cover
mathematics and statistics which are necessary for analyzing problem and to take effective decisions
in business organization.

C. Rationale of the Course:

It is expected that the business graduates have a comprehensive knowledge about various operations
of a business and the ability to take decisions based on big data analysis. This course prepares students
for further developing their skills in big data analysis. This course combines advanced level
mathematics with statistics to help prepare students in analyzing quantitative information and

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 thereby take decisions in real-world. The course is designed to help learners develop these
competencies: knowledge, skills and abilities in quantitative decision making.

D. Course Objectives (COs):

The major objectives of this course are to:

1. Familiarize the learners about why quantitative techniques are important for making business
decisions.
2. Enable the learners demonstrate a sound knowledge of mathematical and statistical terms
associated with business decision making.
3. Explain various business operations and relevant quantitative tools for effective measures of
overall business operations.
4. Facilitate the learners assess and interpret statistical information.
5. Train the learners apply quantitative techniques to solve a variety of business problems.

E. Course Learning Outcomes (CLOs):

On successful completion of the course, learners should be able to:

SL. CLO Description

CLO1 Identify various operations in a business and the sources of a quantifiable problem.
CLO2 Distinguish between different mathematical techniques and applications.
CLO3 Translate a problem into a simple mathematical model.
CLO4 Employ suitable mathematical tools to solve problems.
CLO5 Interpret and disseminate statistical information for wider population.

F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8

CLO1 ✔ ✔ ✔ ✔
CLO2 ✔
CLO3 ✔ ✔
CLO4 ✔ ✔
CLO5 ✔ ✔

G. Course Plan specifying CLOs, co-curricular activities (if any), Teaching-Learning and Assessment
Strategies mapped with the CLOs:

Week Topic Teaching-Learning Assessment Corresponding

Strategy Strategy CLOs

Page 75 of 388
1 • Introductions Lecture, Assignment, CLO1, CLO2,
o Number system Discussions, Quiz, CLO3, COL5
o Review of basic algebra Problem solving Midterm
o Equations and functions Exam, Final
o Set theory, Venn diagram and
Exam
application
2 • Set Theory, Venn Diagram and Lecture, Assignment, CLO1, CLO2,
Application Discussions, Quiz, CLO3
o Defining and conceptualizing sets Problem solving Midterm
o Types and categories of sets Exam, Final
o Set operations
Exam
o Venn diagram
3 • Introduction to Probability Lecture, Assignment, CLO1, CLO2,
o Experiments and Sample Space Discussions, Quiz, CLO3
o Assigning probabilities to Problem solving Midterm
experimental outcomes Exam, Final
o Events and their probabilities
Exam
o Basic relationships of probability
4 • Introduction to Probability Lecture, Assignment, CLO1, CLO2,
(Continued) Discussions, Quiz, CLO3
o Bayes’ Theorem Problem solving Midterm
o Simpson’s Paradox Exam, Final
Exam
5 • Probability Distribution Lecture, Assignment, CLO1, CLO2,
o Random variables Discussions, Quiz, CLO5
o Discrete Random Variable Problem solving Midterm
o Binomial probability distribution Exam, Final
o Poisson probability distribution
Exam
6 • Business Operations and Productivity Lecture, Assignment, CLO1, CLO2,
Calculation Discussions, Quiz, CLO5
o Business operations system Problem solving Midterm
o Input-Process-Output model Exam, Final
o Productivity and various measures
Exam
7 • Decision Analysis Lecture, Assignment, CLO1, CLO2,
o Problem formulation Discussions, Quiz, CLO5
o Decision making without probability Problem solving Midterm
o Decision making with probability Exam, Final
o Risk analysis and sensitivity analysis
Exam
8 • Time Series Analysis and Forecasting Lecture, Assignment, CLO1, CLO2,
o Time series patterns Discussions, Quiz, CLO3
o Forecast accuracy Problem solving Midterm
o Moving average
Exam, Final
o Exponential smoothing
Exam

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 9 • Time Series Analysis and Forecasting Lecture, Assignment, CLO1, CLO3,
(Continued) Discussions, Quiz, CLO5
o Linear trend projection Problem solving Midterm
o Seasonality Exam, Final
o Computer application for
Exam
forecasting
10 • Introduction to Linear Programming Lecture, Assignment, CLO1, CLO2,
o Simple maximization and Discussions, Quiz, CLO3
minimization problem Problem solving Midterm
o Graphical solution procedure Exam, Final
o Extreme points and optimal
Exam
solution
11 • Matrix Algebra Lecture, Assignment, CLO1, CLO3,
o Types and categories of matrix Discussions, Quiz, CLO4
o Matrix operations Problem solving Midterm
o Determinants Exam, Final
Exam
12 • Matrix Algebra (Continued) Lecture, Assignment, CLO1, CLO3,
o Inverse matrix Discussions, Quiz, CLO4
Problem solving Midterm
Exam, Final
Exam
13 • Calculus: Differentiation Lecture, Assignment, CLO2, CLO3,
o Derivatives Discussions, Quiz, CLO4
o Techniques of differentiation Problem solving Midterm
o Optimization of business/economic Exam, Final
function
Exam
o Partial differentiation
14 • Basics of Integration Lecture, Assignment, CLO2, CLO3,
o Anti-derivatives Discussions, Quiz, CLO4
o Definite integrals Problem solving Midterm
o Application to business and Exam, Final
management
Exam

BUS 525 Macroeconomics Analysis and Managerial Economics

A. Course General Information:

Course Code: BUS 525

Course Title: Macroeconomics Analysis and Managerial Economics
Credit Hours: 3
Contact Hours/Week: 3
Category: Mandatory in the BBA Program
Type: Business Foundation

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 Prerequisites: None
Co-requisites: None

B. Course Catalogue Description:

The course is designed to provide a foundation on microeconomics and macroeconomics. The course
then focuses on how these core branches of economics are related to a business environment, with
special emphasis on Bangladesh. Topics include the application of economic concepts that are related
to competition, market power and externalities. Microeconomics concepts include: demand and
supply analysis; alternatives to prices in resource allocation; cost and production; competition; market
power; oligopoly; public goods; externalities; asymmetric information. Macroeconomics concepts
include: aggregate hike national income, unemployment, investment, inflation, foreign exchange and
monetary policy. Macroeconomic concepts are also discussed in the context of policies relating
growth and overall development of countries.

C. Rationale of the Course:

Tools developed under microeconomics and macroeconomics can be applied in areas and disciplines
outside economics. The rationale of the course is therefore to explore a set of tools from
microeconomics and macroeconomics and ask a set of simple questions. What does a concept mean?
What are the dimensions of its scope? How can these concepts be applied to explain problems in a
business environment? In what context and in what range? Once we can address these questions, a
business problem will become clearer to us. It will help us analyze and make better decisions once we
confront real-world problems.

D. Course Objectives (COs):

The major objectives of this course are to:

1. Explain to learners the microeconomic and macroeconomic theories and their applications in
business, especially in the context of Bangladesh
2. Help learners understand how the microeconomic tools influence decisions in a business
environment
3. Enable learners to link tools from macroeconomics to see how these tools influence decisions in
a business environment and also influence economic policy working.
4. Familiarize learners with the case studies in the context of Bangladesh

E. Course Learning Outcomes (CLOs):

On successful completion of the course, learners should be able to:

SL. CLO Description

CLO1 apply the economic way of thinking
CLO2 recognize the environment under which businesses make decisions
CLO3 Identify the economic tools in decision-making
CLO4 evaluate how policies taken by the government influence businesses
CLO5 diagnose the macroeconomic concepts to identify how they influence businesses

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F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9

CLO1 ✔ ✔ ✔
CLO2 ✔ ✔ ✔
CLO3 ✔ ✔ ✔
CLO4 ✔ ✔
CLO5 ✔ ✔ ✔

G. Course Plan specifying CLOs, co-curricular activities (if any), Teaching-Learning and Assessment
Strategies mapped with the CLOs:

Week Topic Teaching- Assessment Corresponding

Learning Strategy CLOs
Strategy
1 • Introduction to Economics Lecture, Assignment, CLO1, CLO3
o Why study economics? Discussions, Quiz,
o What is the basic questions economics Problem solving Midterm
asks? Exam, Final
o Branches of economics: microeconomics
Exam
and macroeconomics. How are they
related to the course?
o Introduction to graphs and other
quantitative tools used in the course
o Approach to the course
2 • Supply demand model and its limitations Lecture, Assignment, CLO1, CLO3,
o The supply demand model, price in Discussions, Quiz, CLO5
resource allocation Problem Midterm
o Alternatives to price in resource solving, Group Exam, Final
allocation: queueing, lotteries, coupons
work Exam
o Examples in the context of Bangladesh
3 • Introducing basics of game theory Lecture, Assignment, CLO1, CLO2,
o What is game theory? Discussions, Quiz, CLO5
o Why do businesses need to know game Problem solving Midterm
theory? Exam, Final
o Prisoner’s dilemma: why it arises? How to
Exam
escape from it
4 • Elasticity of demand and auctions Lecture, Assignment, CLO1, CLO2,
o What is elasticity of demand? How does it Discussions, Quiz, CLO5
influence decisions of households? Problem solving Midterm
o How do such decisions influence decisions Exam, Final
by businesses?
Exam

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 o What is an auction? How do auctions
influence businesses in resource
allocation?
5 • Elasticity of demand and auctions Lecture, Assignment, CLO1, CLO2,
o Continuation and revisit Discussions, Quiz, CLO5
• The competitive model Problem solving Midterm
o What is the competitive model (perfect Exam, Final
competition)?
Exam
o How did it arise in economics? What does
it try to show?
o Why the assumptions of perfect
competition do not hold? What
consequences does this have?
o Introducing monopolistic competition
6 • Monopolistic competition Lecture, Assignment, CLO1, CLO2,
o Continuation and revisit Discussions, Quiz, CLO5
• Oligopoly Problem Midterm
o What is oligopoly? solving, Group Exam, Final
o Why is oligopoly different from other
work Exam
market forms? How does this influence
decisions of firms?
7 • Midterm Examination
o Topics covered prior to Mid-term week

8 • Asymmetric information: Adverse selection Lecture, Assignment, CLO1, CLO2,

o What is asymmetric information? Discussions, Quiz, Final CLO3
o What is adverse selection and moral Problem solving Exam
hazard?
o Applications of adverse selection in
businesses
9 • Asymmetric information: Moral hazard Lecture, Assignment, CLO1, CLO4,
o What is moral hazard? Discussions, Quiz, Final CLO5
o Applications of adverse selection in Problem solving Exam
businesses
10 • Public goods and externalities Lecture, Assignment, CLO3, CLO4,
o What are public goods and externalities? Discussions, Quiz, Final CLO5
o How does the presence of these influence Problem solving Exam
household and business?
o What responses are made from
businesses and governments?
11 • National income accounting Lecture, Assignment, CLO3, CLO4,
o What is the national income accounting? Discussions, Quiz, Final CLO5
How is it calculated in Bangladesh? Problem solving Exam
o What are the shortcomings of national
income accounting in Bangladesh?
• Unemployment

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 o How are employment data calculated in
Bangladesh?
o How does this influence business
decisions?
12 • Inflation Lecture, Assignment CLO1, CLO3,
o How is inflation calculated in Bangladesh? Discussions, (ungraded), CLO4, CLO5
o What are the main impacts of inflation on Problem solving Term paper,
household and business? Final Exam
• Foreign exchange markets
o What are foreign exchange markets? How
do they influence businesses in
Bangladesh?
• Monetary policy
o How does Bangladesh formulate the
monetary policy?
o How does this affect businesses in
Bangladesh?
13 • Revisiting concepts before the final Lecture, Assignment CLO1, CLO3,
o Revisit and discussion before the final Discussions, (ungraded), CLO4, CLO5
exam Problem Term paper,
solving, Group Final Exam
work
14 • Final Examination
o Topics covered prior to final exam

BUS526 Financial Systems and Managerial Finance

A. Course General Information:

Course Code: BUS526

Course Title: Financial Systems and Managerial Finance
Credit Hours: 3
Contact Hours/Week: 3
Category Foundation Course in the MBA Program
Type: Business Foundation
Prerequisites: BUS521
Co-requisites: None

B. Course Catalog Description:

This course introduces the role and functioning of the financial system, and the basic concepts, tools
and techniques for financial management. The financial system consists of financial instruments,

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 markets and institutions. Familiarity and understanding of this financial environment are essential for
making financial decisions of individuals and businesses. The learners will develop the knowledge of
fundamental principles and theories of finance and the ability to apply various tools and techniques
to make sound financial decisions. This course is designed to cover all these essential elements of
managerial knowledge and expertise.

C. Rationale of the Course:

This foundation-level business course is mandatory for all the learners of the MBA program. This is
because business graduates are expected to have a sound understanding of the basic knowledge of
financial system, the major theories of Finance and the tools and techniques necessary for making
financial decisions – both at personal and organizational levels. The course acts as one of the building
blocks of knowledge for most of the major courses in Finance– and its successful completion will
prepare learners for subsequent courses in this area. The course is designed to help learners develop
these competencies: knowledge, skills and abilities.

D. Course Objectives (COs):

The major learning objectives of the course are to:

1. Explain major financial statements of businesses and the methods of fundamental analysis using
financial ratios.
2. Describe the application of time value of money in financial management as well as in dealing
with valuation problems of capital market securities.
3. Explain the mechanics of trading securities, the alternative marketplaces in which these various
types of transactions take place, and the players who facilitate these deals.

4. Explain the assessment techniques and implications of risk-return trade-off in the investment
process.
5. Help learners develop foundation knowledge on the valuation methods of various long-term
capital market securities and determine the cost of capital of alternative financial sources.

E. Course Learning Outcomes (CLOs):

On successful completion of the course, learners should be able to:

SL. CLO Description

Calculate and interpret activity, liquidity and Working Capital, solvency, profitability, and
CLO1
valuation ratios used in financial analysis.

CLO2 Apply the time value of money concepts to complex cash flow scenarios.

Differentiate between money market and capital market instruments, their features and
CLO3
various types of capital market transactions

CLO4 Apply the capital asset pricing model to quantify the risk-return tradeoff.

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 CLO5 Determine the fundamental price for Bond, preferred stock and common stock.

Demonstrate various types of capital appraisal techniques: Payback and Discounted Payback
CLO6
Period, Net Present Value (NPV) and Internal Rate of Return (IRR) to evaluate projects.

Calculate the cost of long-term component capital and Weighted Average Cost of Capital
CLO7
(WACC) to determine the cost of capital for an organization.

F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

CLOs PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9
CLO1 ✔ ✔
CLO2 ✔ ✔
CLO3 ✔ ✔
CLO4 ✔ ✔
CLO5 ✔ ✔
CLO6 ✔ ✔
CLO7 ✔ ✔

G. Course plan specifying content, CLOs, co-curricular activities (if any), teaching learning and
assessment strategy mapped with CLOs:

Week Topic Teaching-Learning Assessment Corresponding

Strategy Strategy CLOs

1 ● Financial Statements, Cash Flows Lecture, Notes, Homework, CLO1

and Taxes Discussions, In- Quiz,
○ Balance sheet class Problem Midterm
○ Income statement Solving Exercises Exam, Group
○ Owners’ equity statements Project
○ Accounting Income vs. Cash
Flow.
2 ● Evaluating a firm’s financial Lecture, Notes, Quiz, CLO1
performance Discussions, In- Midterm

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 ○ Five major types of Ratio class Problem Exam, Group
analysis and Interpretation Solving Exercises Project
○ Computing common-size
statements, cross sectional
and trend analysis.
3 Continuation of Discussion on the Lecture, Notes, Quiz, CLO1, CLO3
Ratio Analysis from Week 2 Discussions, In- Midterm
class Problem Exam, Group
+
Solving Exercises Project
● Financial Institutions and Markets
○ Classification of Assets
○ Types of Financial Market
○ Various types of capital
market transactions
4 ● Risk and Return Lecture, Notes, Homework, CLO4
○ Concepts of risk-return trade- Discussions, In- Quiz,
off, their relationships and class Problem Midterm
types, Solving Exercises Exam, Final
○ Capital Asset Pricing Model Exam.
(CAPM)
○ Stand-Alone and Portfolio
Return and Risk,
Diversification.
○ Concepts and calculation of
portfolio beta.
5 ● Time Value of Money Lecture, Notes, Homework, CLO2
○ Concepts of annual and non- Discussions, In- Quiz,
annual compounding and class Problem Midterm
discounting Solving Exercises Exam, Final
○ Computing present and Exam.
future value, perpetuity,
annuity, lump sum and
uneven cash flows
6 ○ Effective Annual Rate (EAR) Lecture, Notes, Homework, CLO2, CLO3,
○ Loan Amortization including Discussions, In- Quiz, CLO4
spreadsheet application. class Problem Midterm
○ Review Session Solving Exercises Exam, Final
Exam.

7 Review Class

Midterm Examination

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8 ● Bonds and Their Valuation Lecture, Notes, Homework, CLO5
○ Different features and types Discussions, In- Quiz, Final
of bonds class Problem Exam.
○ Valuation of bonds Solving Exercises
○ Yield to Maturity and its
relationship with the bond’s
price
○ Yield to Call and Current Yield
○ Buy, Sell and hold decision of
bonds.
9 ● Stock Valuation Lecture, Notes, Homework, CLO5
○ Different types of stocks Discussions, In- Quiz, Final
(preferred and common class Problem Exam.
shares) Solving Exercises
○ Stock market transactions
○ Stock Valuation Methods:
Constant Dividend Growth
Model and P/E Multiple
approach and Preferred Stock
Valuation Technique.
10 Continuation of Discussion on the Lecture, Notes, Homework, CLO5, CLO7
Stock Valuation Discussions, In- Quiz, Final
class Problem Exam.
+
Solving Exercises
● Cost of Capital
○ Understanding the concepts
of cost of capital
○ Detail calculation of cost of
different debt and equity
capital components including
Flotation Costs
○ Weighted Average Cost of
Capital (WACC)
○ Impact of cost of capital on
investments.
11 Continuation of Discussion on the Lecture, Notes, Homework, CLO7
Cost of Capital from Week 10 Discussions, In- Quiz, Final
class Problem Exam.
Solving Exercises

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 12 ● Capital Budgeting Lecture, Notes, Final Exam CLO6
○ Project classifications Discussions, In-
○ Payback Period class Problem
○ Discounted Payback Period Solving Exercises
○ Net Present Value (NPV)
13 ● Continuation of Capital Budgeting Lecture, Notes, Final Exam CLO6
Techniques Discussions, In-
○ Net Present Value (NPV) class Problem
○ Profitability Index (PI) Solving Exercises
○ Internal Rate of Return (IRR)
○ Relationship of WACC with
the Capital Budgeting
14 ● Basics of Working Capital Lecture, Notes, Final Exam CLO1
Management Discussions, In-
○ Measuring Working Capital class Problem
○ The cash conversion cycle Solving Exercises
○ Different Strategies to
finance Working Capital
Review Session for the Final Exam

BUS527 Organizational Behavior, Leadership and Ethics

A. Course General Information:

Course Code: BUS527

Course Title: Organizational Behaviour, Leadership and Ethics

Credit Hours: 3

Contact Hours/Week: 3

Category: Foundation course in MBA program

Type: Foundation course

Prerequisites: None

Co-requisites: None

B. Course Description

The course is designed to study interactions that occur among people in the workplace and the
individual, group and organizational processes and how these affects organizational performance. It
studies various skills necessary for a successful manager. It includes analysis of management, basics

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 of planning, organizing, leading and controlling, leadership techniques, and interpersonal relations in
business and non-business organizations. It studies workplace related ethics and the psychological
principles behind people’s actions.

C. Rationale of the Course

This course is a foundation course for all MBA students. By learning about organizational behavior and
leadership, you can learn more about how people act and work at work in ethical way. It helps us
become more aware of what can motivate workers, make them more productive, and help businesses
build solid, reliable and ethical relationships with their employees. Besides, leadership training can
teach you the skills you need to be an effective leader in your working place.

D. Course Objectives (COs):

The major objectives of this course are to:

1. Explain individual and group behavior and understand the implications of organizational behavior
on the process of management.
2. Clarify different motivational and ethical theories and evaluate motivational strategies used in a
variety of organizational settings.
3. Evaluate the appropriateness of various leadership styles and conflict management strategies
used in organizations.
4. Assess the basic design elements of organizational structure and evaluate their impact on
employees.
5. Explain how organizational change and culture affect working relationships and ethical issues
within organizations.

E. Course Learning Outcomes (CLOs):

On successful completion of the course, learners should be able to:

SL. CLO Description

CLO1 Explain the organizational behavioural challenges in their respective work environment.

CLO2 Illustrate the impact of perception, personality and emotions in their professional context.

CLO3 Articulate the impact of values, attitudes and the influence of diversity across different
cultures.

CLO4 Analyze the major leadership theories that affect the behavior of the leaders.

CLO5 Investigate the roles of leaders in work groups and work teams and the models of team
development.

CLO6 Apply the ethical related theories as tools for analysing and solving personnel problems.

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F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9

CLO1 ✔

CLO2 ✔

CLO3 ✔

CLO4 ✔

CLO5 ✔

CLO6 ✔

G. Course Plan specifying CLOs, co-curricular activities (if any), Teaching-Learning and Assessment
Strategies mapped with the CLOs:

Teaching-Learning Assessment Corresponding

Week Topics
Strategy Strategy CLOs

1 ● Basic Management and Discussion on the Assignment, CLO1

Organizational Behaviour Scheduled Topics Quiz,
Midterm
o Development of
Exam, Final
Management
Exam
o Principles of Management
o Management Process
o Levels of Management
o Roles and Skills of Manager
o Organizational Behaviour
(OB)
o Major Disciplines/Areas of
OB Basic Model of OB

2 ● Human Resource Policies Discussion on the Assignment, CLO2

and Practices Scheduled Topics Quiz,
Midterm
o Basic concepts of HRM

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 o Principles of HR Exam, Final
o Scope of HRM Exam
o HRM process
o HRP

3 ● Employee Attitudes and Discussion on the Assignment, CLO3

Their Effects Scheduled Topics, Quiz,
Articles Review Midterm
Exam, Final
o Nature and Effects of
Exam
Attitudes
o Job Satisfaction
o Changing Attitudes

4 ● Motivation Assignment Assignment, CLO4, CLO6

Submission, Case Quiz,
o Drives
Analysis, Articles Midterm
o Human Needs
Review Exam, Final
o Behaviour Modification
Exam
o Goal Setting
o Expectancy Model
o Equity Model

5 ● Performance Evaluation Discussion on the Assignment, CLO5

Scheduled Topics, Quiz,
o Basic idea about
Articles Review Midterm
Performance
Exam, Final
o Methods of Performance
Exam
Evaluation
o Improving Performance
o Evaluations
o Providing Performance
Feedback

6 ● Ethical Issues in Quiz, Case Analysis, Assignment, CLO5

Workplace Discussion on the Quiz,
o Ethics Fundamentals Scheduled Topics, Midterm
o Types of Harassment Articles Review Exam, Final
o Health and Safety Exam
Discrimination
o Glass ceiling

7 ● Introduction to Discussion on the Assignment, CLO4

Leadership Scheduled Topics, Quiz,
Case Analysis, Midterm
Exam, Final
Articles Review
o Nature of Leadership Exam

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 o Behavioural
o Contingency and Emerging
Approaches to Leadership

● Midterm Examination

● Leadership and Trait Discussion on the Assignment, CLO4

Approach Scheduled Topics, Quiz, Term
Articles Review paper, Final
o Great Person Theories
Exam
o Historical Shifts in Trait
8 Perspective
o Traits Differentiate Leaders
from Non-leaders
o Trait Approach Work and
implementation

● Leadership and Discussion on the Assignment,

Behavioural Approach Scheduled Topics, Quiz, Term
Articles Review paper, Final
o Behavioral Approach
9 Exam
Perspective
o Ohio State Studies CLO4, CLO5
o University of Michigan
Studies
o Blake and Mouton’s
Leadership Grid, How Does
the Style Approach Work?

10 ● Groups and Teams in Discussion on the Assignment, CLO4, CLO5

Organizations Scheduled Topics, Quiz, Term
Case Analysis paper, Final
o Informal and Formal Group
Exam
o Group Dynamics, Nature of
Informal and Formal
Organizations
11 ● Organizational Culture Discussion on the
Scheduled Topics,
o Organizational Culture Assignment,
Case Analysis
o Quiz, Term
o The Functions of Culture paper, Final
o Culture and Sustainability Exam
o Culture and Innovation
o Do Organizations Have
Uniform Cultures CLO3, CLO6
o organization’s Culture Is
Forever

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 12 ● Organizational Change Discussion on the Assignment, CLO3, CLO6
and Stress Management Scheduled Topics, Quiz, Term
Articles Review paper, Final
o Contrast the forces of
Exam
change
o Overcome to resistance to
change
o managing organizational
change
o creating a culture for
change
o Sources of stress

13 ● Conflict and Negotiation Discussion on the Assignment, CLO5, CLO6

Scheduled Topics, Quiz, Term
o Types of conflicts
Articles Review paper, Final
o Conflict process
Exam
o distributive and integrative
bargaining
o Negotiation Process
o Functions of third-party
negotiations.

14 Term Paper
Submission and
Review Class
Presentation Session,
Group presentations
Reviewing the
Chapters of Final
Exam Syllabus

BUS528 Management Information Systems

A. Course General Information:

Course Code: BUS528

Course Title: Management Information Systems
Credit Hours: 3
Contact Hours/Week: 3
Category: Foundation Course in the MBA Program
Type: Foundation Course
Prerequisites: None
Co-requisites: None

B. Course Catalog Description:

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 This course provides a broad overview of the issues managers face in the selection, use, and
management of information technology (IT). Increasingly, IT is being used as a tool to implement
business strategies and gain competitive advantage, not merely to support business operations. Using
a case study approach, topics include information technology and strategy, information technology
and organization, and information technology assets management. The course takes management
rather than a technical approach to the material presented. As such, it should be of use to students
of general management interested in information technology and to students of information
technology interested in management.

C. Rationale of the Course:

The objective of MIS is to provide information for decision making on planning, initiating, organizing,
and controlling the operations of the subsystems of an organization and to provide a synergistic
organization in the process. MIS provides requisite information at each level of management to carry
out their functions. The aim of the course is to enable students to assess the opportunities and
problems that managers in a wide range of organizations face as they attempt to use these IT
applications to add value to their businesses. Studying management information systems can provide
you with essential knowledge to ensure that your company manages information systems with the
highest level of efficiency.

D. Course Objectives (COs):

The major objectives of this course are to:

1. The Management Information Systems department uses three learning objectives to assess
student learning.
2. Understand the leadership role of Management Information Systems in achieving business
competitive advantage through informed decision making.
3. Analyze and synthesize business information and systems to facilitate evaluation of strategic
alternatives.
4. Effectively communicate strategic alternatives to facilitate decision making.

E. Course Learning Outcomes (CLOs):

On successful completion of the course, learners should be able to:

SL. CLO Description

CLO1 Recognize contemporary MIS theory, principle and how information systems support
business strategy, business processes, and practical applications in an organization.
CLO2 Interrelate how various support systems can be used for business decisions and to sustain
competitive advantage.
CLO3 Describe how the Internet and World Wide Web provide a global platform for e-business,
business mobility and communications, collaboration, and cloud computing.
CLO4 Express the proven value of, and relationship between business data, data management,
and business intelligence.
CLO5 Analyze systems development and project management methodologies

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 CLO6 Combine analytical thinking, creativity and business-problem-solving as applied to ongoing
MIS challenges, future trends, and relevant case studies.
CLO7 Express ethical awareness and moral reasoning applied to a MIS problem, issue or case
study.

F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9

CLO1 ✔ ✔
CLO2 ✔ ✔
CLO3 ✔ ✔
CLO4 ✔ ✔
CLO5 ✔ ✔
CLO6 ✔ ✔
CLO7 ✔ ✔

G. Course Plan specifying CLOs, co-curricular activities (if any), Teaching-Learning and Assessment
Strategies mapped with the CLOs:

Week Topic Teaching- Assessment Corresponding

Learning Strategy CLOs
Strategy
1 • Introduction to Information Systems in Lecture, Interactive CLO1, CLO2
Business Today Discussion, session, Quiz,
o Roles of IS in business today problem solving Midterm exam,
o Strategic reasons organization Final exam
should invest in IS
o Dimensions in IS

2 • Global E-Business: How Business Use Lecture, Interactive CLO1, CLO2

Information Systems Discussion, session, Quiz,
o Fundamentals of e-business and problem solving Midterm exam,
ecommerce Final exam
o Business process, automation and
operational excellency
o Business Functions
o Integrated business functions
o Systems based on constituency and
their relationship

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3 • Information Systems, Organizations, Lecture, Interactive CLO2, CL04
and Strategy Discussion, session, Quiz,
o Organizations and functions problem solving Midterm exam,
o Characteristics and features of Final exam
organizations
o Information Systems impact on
organizations
o Economic impact
o Organization structural impact
4 • Data Resource Management Lecture, Interactive CL04, CL02
o Introduction to File Management Discussion, session, Quiz,
o Challenges on traditional file problem solving Midterm exam,
management system Final exam
o Database Management System
Approach
o Relational Database Management
System
o Data Warehouse and Business
Intelligent
5 • Cybersecurity: Fundamental reasoning, Lecture, Interactive CL07, CLO3
impacts and awareness to safeguard Discussion, session, Quiz,
o Classification of cyber criminals problem solving Midterm exam,
o Motivations Final exam
o Impacts
o Measures to mitigate challenges
6 o Role of IS in business and taking Lecture, Interactive CL07, CLO3
business in global platform Discussion, session, Quiz,
o New way of doing business in a cost- problem solving Midterm exam,
effective way compare to traditional
Final exam
way
o Understanding Organization and
impact of IS/IT
7 • MID Term Exam Lecture, Interactive
• Enterprise Business Applications and Discussion, session, Quiz,
Business Impact problem solving Midterm exam,
o Introduction with examples Final exam
o Major Four end-to-end business
processes
o Business value of Enterprise System
o SCM and SCM Systems business
value
o CRM and its business value
8 • Lab Class with MS Excel – Financial Lecture, Interactive CLO1, CLO2,
Model Development Discussion, session, Quiz, CLO3
o Lab Class with MS Excel – Financial problem solving Midterm exam,
Model Development Final exam
o Introduction to Microsoft Excel

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 o Business Functions in Excel
o Data Analysis using Excel
9 • Building Information System Lecture, Interactive CLO3, CLO4
o Organizational structural changes Discussion, session, Quiz,
enabled by IS/IT problem solving Midterm exam,
o Business process re-engineering Final exam
o System development methodology
o Business process management
10 • Managing Projects Lecture, Interactive CLO5, CLO6
o Introduction Discussion, session, Quiz,
o Purpose and importance problem solving Midterm exam,
o Project Charter
Final exam
11 o Roles and Responsibilities Lecture, Interactive CLO6, CLO7
o Project planning and Execution Discussion, session, Quiz,
o Stakeholder management problem solving Midterm exam,
o Reporting and escalation
Final exam
o Project reporting
12 • Enhancing Decision Making Lecture, Interactive CLO4, CLO6
o Management Level in organization Discussion, session, Quiz,
and their roles problem solving Midterm exam,
o Roles of IS/IT in data preparation Final exam
and enablement for decision
making
13 • Computer Lab Class and Lab Test Lecture, Interactive CLO2, CLO3,
o Real-life case studies with real-life Discussion, session, Quiz, CLO5
data with Excel problem solving Midterm exam,
Final exam
14 Lecture, Interactive CLO5, CLO6
o Hands-on-exercises to test the Discussion, session, Quiz,
learning and application problem solving Midterm exam,
o Review Class
Final exam

BUS529 Marketing Management

A. Course General Information:

Course Code: BUS529

Course Title: MARKETING MANAGEMENT
Credit Hours: 3
Contact Hours/Week: 3
Category Foundation course in the MBA Program

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 Type Foundation Course
Prerequisites: None
Co-requisites: None

B. Course Catalog Description:

This course is designed to introduce students with the fundamental concepts of marketing and help
them appreciate the role of marketing in strategy formulation and implementation at all levels of
company management. Students will develop an understanding of how to design marketing strategy
for a firm to create and deliver customer value and acquire skills needed to take prudent decisions for
market segmentation, targeting, branding, pricing, distribution, and promotion by applying the basic
concepts and theories of marketing considering the ethical and environmental concern. Students are
required to analyze the practices of a range of organizations presented in case studies, simulations
and guest presentations from marketing practitioners based on the ideas presented in this course.

C. Rationale of the Course:

The lectures will deliver the theoretical aspects of Marketing with examples in order for learners to
know the application in real life marketing scenario. The learners require participating in in-class
discussions and group activities to share their knowledge in an interactive manner. A lecture does not
cover all there is to learn about a topic. Similarly, it is not possible to cover in the lecture all the course
material contained in the prescribed text. The learners are highly recommended to read the relevant
recommended reading materials before joining each lecture. This will help learners grab the concepts
and tools quickly and apply them in relevant real-life case scenario.

D. Course Objective:

The major objectives of this course are to:

1. Develop an understanding of marketing principles and concepts and their application through
reading core texts and studying marketing cases.
2. Explain the elements of marketing decision within the marketing mix framework and their
application to create and deliver superior customer value.
3. Develop holistic marketing decision-making skills from identifying customer needs to maintain
customer relationships.
4. Acknowledge and address major ethical, environmental, and social responsibility issues relevant
to marketing and consumer behavior.

E. Course Learning Outcomes (CLOs):

Upon successful completion of this course, students will be able to

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 SL. CLO Description
CLO1 Evaluate different marketing concepts and principles as well as debate the usefulness of
different approaches to marketing.
CLO2 Apply marketing concepts and principles to commercial and non-commercial sectors.
CLO3 Critically evaluate key elements of marketing strategy and integrate them in developing
marketing program.
CLO4 Utilize different tools to analyze customers, competitors, and other actors influencing
business and customer behavior.
CLO5 Identify and integrate relevant ethical, environmental, and social issues to sensible
marketing decisions.
CLO6 Communicate effectively individually and as part of a team using a variety of media.

F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

CLOs PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9
CLO1 ✔ ✔
CLO2 ✔ ✔
CLO3 ✔ ✔
CLO4 ✔ ✔
CLO5 ✔ ✔
CLO6 ✔ ✔

G. Course plan specifying content, CLOs, co-curricular activities (if any), teaching learning and
assessment strategy mapped with CLOs:

Class Topic Teaching- Assessment Corresponding

Week Learning Strategy COs
Strategy

1 ● Defining Marketing - Better Lecture, Debate Case Analysis, CLO1

Marketing for Better World Mid Term Exam

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 o Importance of
Marketing as a
Functional Area

o The Scope of Marketing

o Core Marketing
Concepts

o Recent Changes in
Marketing Management

o The Tasks Necessary for

Successful Marketing
Management.

2 ● Developing Marketing Lecture, Case Mid Term Exam CLO1, CLO2

Strategies and Plans Discussion

o Customer Value
Delivery Approach

o Corporate and
Divisional Level
Strategic Planning

o SBU Analysis using

Portfolio Models

o Identifying Strategic
Planning Gap

o Alternative Growth
Strategies

o Business Unit Strategic

Planning

o Product Marketing Plan.

3 ● Capturing Marketing Lecture, Mid Term exam, CLO3, CLO4

Insights through Scanning Assessment Group
Marketing Environment Brief Assignment
and Conducting Marketing
Research

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 o Marketing Information
System and Its
Components

o Marketing Intelligence
System

o Macro Environmental
Factors

o Marketing Research

4 ● Creating Customer Value Lecture, Case In-Class exercise, CLO1, CLO2

and Long-term Loyalty Mid Term exam
Relationships

o Defining Customer
Value and Satisfaction

o Determining Total
Customer Value

o Value Proposition and

USP

o Customer Lifetime
Value and Profitability
Analysis

o Tools for Tracking

Customer Satisfaction

o Cultivating Customer
Relationships

o Customer Touchpoints
and Experience
Mapping

o Building Loyalty

o Database and Database

Marketing.

5 ● Analyzing Consumer and Lecture, Case Group CLO4, CLO5

Business Markets Assignment, Mid
Term Exam
o Cultural Factors
Influencing Consumer
Behavior: culture,

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 subculture, social
stratification

o Social Factors
Influencing Consumer
Behavior: reference
group, family, roles and
status

o Personal Factors
influencing Consumer
Behavior: Age and Life
Cycle Stage, Personality
and Self Concept,
Occupation and
Economic
Circumstances, Life
Style and Values

o Psychological Factors:
motivation, perception
and learning

o Buying Decision Process

and Touchpoints

o Types of Buying
Decision.

6 ● Identifying Market Lecture, Case Group CLO4, CLO5

Segments and Target Assignment, Mid
Term Exam
o Target Marketing
Process

o Why Target Marketing is

Important

o How to Segment the

Market: Segmentation
Bases

o Market Targeting and Its

Patterns: Effective
Targeting Criteria

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7 ● Triple Bottom Line and Lecture, Group CLO5
Sustainable Marketing Discussion on Assignment,
Research Final Exam
o Going Beyond
Articles
Marketing Concept

o Sustainability and
Sustainable
Development

o Sustainable Marketing

o Triple Bottom Line: 3 Ps

o UN SDGs and its

Relevance to Marketing
and Consumer Behavior

o How Companies
Address Relevant SDGs.

8 ● Review

● Mid Term Exam

9 ● Meeting competition and Lecture, Debate Group CLO4

driving growth Assignment,
Final Exam
o How market leaders can
expand the total market
and defend market
share

o How market challengers

can attack market
leaders

o How can market

followers or nichers
compete effectively

o Marketing strategies for

different stages of
product life cycle

o Adjusting marketing
strategies and tactics.

10 ● Creating Brand Equity Lecture, Final Exam CLO2, CLO3

Research
Discussion on

Page 101 of 388

 o Brand Equity and Its Research
Role Articles

o Scope of Branding

o Customer-Based Brand
Equity; Brand Promise;
Brand Equity Models;
Building Brand Equity.

11 ● Crafting Brand Positioning Lecture, Case Group CLO2, CLO3,

Assignment, CLO6
o Positioning and Value
Final Exam
Proposition

o Perceptual Mapping

o Brand Positioning

o Choosing POP and POD

o Brand Mantra

o Means of
Differentiation

o Emotional Branding.

12 ● Product Strategies Lecture, Case Group CLO2, CLO3,

Assignment, CLO4, CLO5
o Defining characteristics
Final Exam
of products and how
marketers classify
products

o Product Differentiation

o Why product design is

important and what
factors affect a good
design

o Managing product lines

and product mix

o Co-branding; Packaging,
Labeling, Warranties
and Guarantees.

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 13 ● Pricing Strategies Lecture, Debate Group CLO2, CLO3,
Assignment, CLO4
o Understanding pricing
Final Exam
o How firms do the
pricing

o Consumer psychology
and pricing

o Setting the price – the

six-step process

o Adapting the price.

14 ● Integrating Traditional and Lecture, Group CLO2, CLO3,

New Media for Research Assignment, CLO6
Communicating and Discussion on Final Exam
Promoting Value Research
Articles
● Traditional Promotion Mix

● Developing Mass Media

Communications Strategies

● Strategies and Tactics for

New Media: Own Media,
Paid Media, Earned Media.

BUS620 Business Research Methods and Data Analytics

A. Course General Information:

Course Code: BUS620

Course Title: Business Research Methods and Data Analytics

Credit Hours: 3

Contact Hours/Week: 3

Category: Mandatory in the MBA program

Type: Advanced Core course

Prerequisites: BUS524 Quantitative Techniques in Business Operations

Co-requisites: None

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B. Course Description

Research, being an important element in the business world, permeates almost every facet of life.
Effective research is necessary for successful decision making in the business world. Thus, the course
intends to cover the numerous aspects of the business research process and design. This course will
help students to familiarize with different research methods employed in research studies. In
emphasizing on good information to make good decisions, this course will help students to acquire
the skills to design different research methods and then collect, analyze and interpret the data that
will provide useful insights in making informed strategic decisions for different organizational settings
in both local and global contexts.

C. Rationale of the Course

Students will learn about different research methods used in research projects in this class. With a
focus on getting good information to make good decisions, this course will help students learn how
to create different research methods and then collect, analyze, and interpret data that can help them
make better decisions. Besides, this course will help the students to prepare their internship and
thesis report.

D. Course Objectives (COs):

The major objectives of this course are to

1. Explain the basic concepts of both basic and applied research

2. Construct a coherent research proposal which includes an abstract, introduction, literature
review, research questions, ethical considerations, and methodology
3. Familiarize the data analysis and data interpretation to provide well informed and accurate
recommendations to practitioners
4. Clarify the methods of applying previous statistical knowledge in research settings and will gain
hands on experience on SPSS
5. Gain the necessary know-how of publishing an academic paper

E. Course Learning Outcomes (CLOs):

On successful completion of the course, learners should be able to:

SL. CLO Description

CLO1 Critically evaluate published literature in respect debates and evidence related to Business
and Management theory and practice in the context of international development

CLO2 Evaluate the ethical issues relating to the research topic and demonstrate how these will
be addressed within the research design.

CLO3 Select appropriate research aims and research questions

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 CLO4 Evaluate the data collection and data analysis methods

CLO5 Demonstrate familiarity with and understanding of the objectives of business research
process and collect data through both primary (qualitative and quantitative) and secondary
data collection methods.

CLO6 Analyze and interpret various types of data with the help of statistical analytical software
SPSS

F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9

CLO1 ✔

CLO2 ✔

CLO3 ✔

CLO4 ✔

CLO5 ✔

CLO6 ✔

G. Course Plan specifying CLOs, co-curricular activities (if any), Teaching-Learning and Assessment
Strategies mapped with the CLOs:

Corresponding
CLOs
Week Topics Teaching-Learning Assessment
Strategy Strategy

1 ● Research publication Lecture Assignment, CLO1

Quiz,
Website
Midterm
Demonstration
o How to publish? Exam, Final
o Where to publish? Exam
o Journal ranking

2 ● Writing a Research Class Lecture and Assignment, CLO2

Proposal Practical Example Quiz,

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 o Choosing a Research Topic Midterm
o Research Question Exam, Final
o Specific Exam
Questions/Objectives
o Ethics
o Research Limitations
o Gantt Chart.

● Review of literature Class Lecture and Assignment, CLO1, CLO2

Practical Example Quiz,
3 o Basic Idea about literature
Midterm
review
Exam, Final
o Theoretical literature
Exam
review
o conceptual literature
review
o and Empirical literature
review.

Class Lecture and Assignment, CLO3

Practical Example Quiz,
4 ● Writing a Research Report
Midterm
o Prefatory Part Exam, Final
o Main Body Exam
o Supplementary Part

5 ● Types of Research Lecture Assignment, CLO3

Quiz,
o Exploratory, Descriptive
Midterm
o Explanatory, and Evaluative
Exam, Final
Research
Exam
o Qualitative, Quantitative,
and Mixed Methods,
o Cross-Sectional and
Longitudinal Research,
o Deductive, Inductive, and
Abductive Research
6 Class Lecture Assignment, CLO4
Quiz,
● Sampling Issues
Midterm
o Population vs Sample Exam, Final
o Probability vs Non- Exam
Probability Sampling
o Types of Probability

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 Sampling
o Types of Non-Probability
Sampling

Lecture Assignment, CLO5

Quiz,
● Types of Data and Data
Midterm
Collection Techniques
Exam, Final
o Basic types of data, Data Exam
7
Collection Techniques
o Developing a Questionnaire
o Qualitative Research
Technique
o Designing FGD
o Conducting FGD

Midterm Examination

8 ● Theory and Hypotheses Assignment, CLO5

Quiz, Term
o Basic Idea about Theory Class Lecture and
Paper, Final
o Theoretical Assumption Practical Example
Exam
o Review of Hypothesis
Development
o Null and Alternate
Hypothesis

9 ● Introduction to SPSS Lecture and practical Assignment, CLO6

class in LAB Quiz, Term
o SPSS Introduction
Paper, Final
o Installation
Exam
o Features of SPSS
o Using SPSS

Lecture and practical Assignment, CLO6

class in LAB Quiz, Term
● SPSS (Continued)
Paper, Final
o Data View Exam
o Descriptive Statistics
10

● SPSS (Continued) Lecture and practical Assignment, CLO6

class in LAB Quiz, Term
o Statistical Significance
Paper, Final
o Correlational Hypothesis
11 Exam
o Analysis of Data.

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 12 ● SPSS (Continued) Lecture and practical Assignment, CLO6
o Simple and Multiple class in LAB Quiz, Term
Regression Paper, Final
o Analysis of Data Exam

13 ● SPSS (Continued) Lecture and practical Assignment, CLO6

class in LAB Quiz, Term
o One Sample T-Test
Paper, Final
o Paired Sample T-Test
Exam

o Analysis of Data

14 Review Class

Group presentation

BUS670 Entrepreneurship and International Business

A. Course General Information:

Course Code: BUS670

Course Title: Entrepreneurship and International Business

Credit Hours: 3

Contact Hours/Week: 3

Category: Integrative

Type: Mandatory course in the MBA Program

Prerequisites: All foundation courses, HRM620 Strategic Human Resource

Management, OPN620 Logistics and Supply Chain Management

Co-requisites: None

B. Course Catalog Description:

This course covers the entrepreneurial process from conception to birth to adolescence of a new
venture. It concentrates on attributes of entrepreneurs/entrepreneurs searching for opportunities,
and gathering resources to convert opportunities into businesses, locally and internationally. Students

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 learn to evaluate new ventures and develop a business plan to pursue those ventures in different
sociological, cultural, legal, political, and economic environment. Students are also introduced to
international finance, economics, marketing, international organizations and regulatory bodies.

C. Rationale of the Course:

The nature of the global economy is rapidly changing influencing characteristics of international
business and entrepreneurship. The new and existing entrepreneurs are facing many serious
challenges while performing their international business. The international entrepreneurs have to
develop the right skills to overcome economic, political, social and cultural and other complex barriers
in the local and host countries. This course helps the students to gain the skills one needs to become
successful in global business

D. Course Objectives (COs):

The major objectives of this course are to:

1. Develop entrepreneurial knowledge and skills for creating and expanding a new local and
international business.
2. Demonstrate how to manage psychological, social, economic and environmental factors that
influence entrepreneurship.
3. Familiarize students with: underlying theories of international business, environmental factors
affecting international activities, and the management of international risks arising from conflicts,
transactions and trade, international laws and government policies of the diverse countries.
4. Acquaint with recent changes in the concepts and operations of globalization, rises and falls in
regional cooperation (EU, NAFTA, ASEAN), tariff troubles, currency conflicts, embargos, and strengths
and weakness of international business and financial organizations will be analyzed.
5. Explain the nature of international competitive strategy, chalking out organizational design and
control, and organizing global operations and supply chain management.

E. Course Learning Outcomes (CLOs):

On successful completion of the course, learners should be able to:

SL. CLO Description

CLO1 Describe various aspects of entrepreneurship development and how international factors
affect multinational entrepreneurs

CLO2 Discuss theories and growth of international trade and investment

CLO3 Recognize factors behind exports-imports growth and balance of payments estimations

CLO4 Explain the role of exchange rate in local and international entrepreneurship development
– its determination and methods of forecasting;

CLO5 Assess regional economic and political integration; international institutions and world
monetary system

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 CLO6 Evaluate export and import practices and financing

CLO7 identify the key legal issues related to international operations; develop interpersonal skills
and social awareness and responsibility on global issues.

F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9

CLO1 ✔

CLO2 ✔

CLO3 ✔ ✔

CLO4 ✔

CLO5 ✔ ✔

CLO6 ✔

CLO7 ✔

G. Course Plan specifying CLOs, co-curricular activities (if any), Teaching-Learning and Assessment
Strategies mapped with the CLOs:

Week Topic Teaching- Assessment Corresponding

Learning Strategy CLOs
Strategy

1 ● Introductions Lecture, Notes, Quiz, CLO1

● Entrepreneurship Development Discussions, use Midterm
o Factors affecting multinational of quantitative Exam, Final
enterprises analysis Exam
o The rapid changes in
international entrepreneurship
o Globalization and U-turn from it

2 ● Trade theories Lecture, Notes, Assignment, CLO2

o Mercantilism Discussions Quiz,
o Theory of absolute advantage Midterm
o Theory of comparative Exam, Final
advantages Exam
o Newer explanations for the
direction of trade

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3 ● Trade and Investment (Continued) Lecture, Notes, Homework, CLO2
o Size, growth and direction of Discussions, Quiz,
foreign direct investment Midterm
Article review
o Selected theories of foreign Exam, Final
direct investment Exam
● Bangladesh investment

4 ● Exports imports growth Lecture, Notes, Homework, CLO3

o Trade of micro, SME, large, Discussions, Quiz,
international enterprises Midterm
o Entrepreneur development Exam, Final
through conducive credit, Exam,
marketing, and interest policies, Group
o Factors behind the growth in Project
trade
o Direction of exports and imports
● Bangladesh Trade

5 ● Balance of payments Lecture, Notes, Homework, CLO3

o Estimating balance of payments Discussions, Quiz,
o Impact of balance of payments Midterm
Article Review,
on FOREX market and business Exam, Final
In-class Problem
o Bangladesh BOP – empirical Exam,
Solving Exercises
analysis

6 ● Role of exchange rate in local and Lecture, Notes, Homework, CLO4

international entrepreneurship Discussions In- Quiz,
development class Problem Midterm
o Determination of the rate: PPP, Solving Exercises Exam, Final
IRP, Fisher’s open Exam,
o Methods of forecasting Group
● Bangladesh FOREX history and Project, In-
system class
Exercises

7 ● Review
● Midterm Examination

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8 ● Role of exchange rate in local and Lecture, Notes, Quiz, Final CLO4
international entrepreneurship Discussions In- Exam,
development (continued) class Problem Group
● Exchange system, Solving Exercises Project, In-
class
o Convention in FOREX market
Exercises
● Bangladesh FOREX history and
system

9 ● Regional economic and political Lecture, Notes, Quiz, Final CLO5

integration Discussions, Exam,
o European Union, Group
o NAFTA, Project, In-
o ASEAN class
o SAARC etc. Exercises

10 ● Multinational institutions, world Lecture, Notes, Quiz, Quiz, CLO5

monetary order and their role in Discussions Final Exam,
business and economic Group
development Project, In-
o IMF, IBRD, AsDB class
o WTO Exercises
o AIIB and NDB

● Role of them in Bangladesh

economic development
11 ● Exports and imports financing and Lecture, Notes, Quiz, Final CLO6
practices Discussions, Exam,
o Why firm exports Group
o Terms of sale Project, In-
o Export payment terms class
o Cash in advance Exercises
o Open account
o Consignment
o Letter of Credit
o Documentary drafts
o Collection of Documents
o Sources of export financing
o Factoring and forfaiting
o EXIM

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 12 ● Environmental sustainability: Lecture, Notes, Quiz, Final CLO7
o Legal Discussions, Exam,
o Political Review of Group
o Regulatory research paper Project, In-
o Financial class
o Social and cultural Exercises
o Legal and technological

13 ● Natural resources: Lecture, Notes, Quiz, Final CLO7

o Importance of a country’s Discussions Exam,
location Group
o Natural resources, Project, In-
o Waterways, outlets to the sea class
o Mineral resources Exercises
o Topology Exam,
Group
Project,

14 ● Group Work and Presentation

● Review

BUS675 Strategic Management

A. Course General Information:

Course Code: BUS675

Course Title: Strategic Management

Credit Hours: 3

Contact Hours/Week: 3

Category: Integrative

Type: Mandatory in the MBA Program

Prerequisites: All advanced core courses

Co-requisites: None

B. Course Catalog Description:

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 This integrative course deals with the overall management of an organization. It is concerned with the
determination of the strategic direction of the firm, as well as the management of strategy processes
within the firm. The primary objective of the course is for the student to develop a perspective of the
general manager's role and responsibilities. It deals with developing the capability to understand a
firm's strategic situation in depth and to develop viable alternatives for dealing with the key issues
facing it. The relationship between organization structure and strategy are examined, and tools are
developed for examining the firm's industry and competitive environment. Strategy at the business
unit, divisional, and corporate level are studied. This course builds on other core courses.

C. Rationale of the Course:

This integrative course is mandatory for all the learners of the MBA program. This is because students
are expected to have a sound understanding of managerial decisions and actions that affect the
performance and survival of business enterprises. This course aims to introduce key concepts,
principles, and techniques required for competitive analysis, setting strategic direction, strategy
formulation and strategy implementation in accordance with the objectives of the organization. The
course is designed to help learners develop strategic leadership capabilities to steer an organization
toward the desired destination.

D. Course Objectives (COs):

The main objectives of this course are to:

1. Discuss the importance of and guidelines for setting strategic vision, mission, core values, and
objectives of an organization.
2. Explain the mechanisms for analyzing internal and external environment in order to identify
strategic opportunities, threats, strengths and weaknesses and to assess their significance for
strategic initiatives.
3. Describe the purpose, underlying assumptions, and approaches for formulating strategies at the
various levels (corporate level, business level, and functional level) of an organization.
4. Build student’s capability in developing the strategies for competing in international markets.
5. Acquaint with the issues that need to be considered in executing strategies of an organization.
6. Familiarize with the role of strategic leadership in managing an organization’s strategic
management process.

E. Course Learning Outcomes (CLOs):

On successful completion of the course, learners should be able to:

SL. CLO Description

CLO1 Describe the various concepts and issues of setting strategic direction of an organization.

CLO2 Develop an understanding of how to analyze the internal environment (a company’s

resources, capabilities and competencies) and external environment of an organization.

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 CLO3 Recognize the major avenues of setting strategies at the various levels of an organization.

CLO4 Evaluate and analyze the strategies for competing internationally.

CLO5 Identify the mechanisms for executing the strategies.

F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9

CLO1 ✔

CLO2 ✔ ✔

CLO3 ✔

CLO4 ✔ ✔

CLO5 ✔

G. Course Plan specifying CLOs, co-curricular activities (if any), Teaching-Learning and Assessment
Strategies mapped with the CLOs:

Week Topic Teaching- Assessment Corresponding

Learning Strategy CLOs
Strategy

1 ● What is Strategy and Why is it Lecture, Assignment, CLO1, CLO3

Important? Discussions, Quiz,
o What is Strategy About? Problem solving Midterm
o The Quest for Competitive Exam, Final
Advantage? Exam
o Common Strategic Approach
Choices
o A Company’s Strategy and its
Business Model
o Why a Firm’s Strategy Evolves over
Time
o Proactive Strategy vs. Reactive
Strategy
o What Makes a Strategy a Winner?
o Determinants of Shareholder Value

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 o Why are Crafting and Executing
Strategy Important Tasks

2 ● Charting a Company’s Direction Lecture, Assignment, CLO1, CLO3

o The Strategy-Making, Strategy- Discussions, Quiz,
Executing Process Problem solving, Midterm
o Developing a Strategic Vision, a Group work Exam, Final
Mission Statement, and Core values Exam
o Setting Objectives for Measuring
the Firm's Performance and
Tracking Its Progress
o Crafting Strategies
o Executing the Chosen Strategies
o Monitoring Developments,
Evaluating Performance, and
Initiating Corrective Adjustments

3 ● Evaluating a Company’s External Lecture, Assignment, CLO1, CLO2

Environment Discussions, Quiz,
o Defining an Industry and Other Problem solving Midterm
Relevant Terms Exam, Final
o Analyzing the Relevant Factors in Exam
the Macro-environment
o Assessing a Company’s Industry
and Competitive Environment
o Assessing Market Positions of Key
Competitors
o Industry Life Cycle Analysis
o Assessing the Industry’s key
Success Factors

4 ● Evaluating a Company’s Internal Lecture, Assignment, CLO1, CLO2

Environment Discussions, Quiz,
o The Roots of Competitive Problem solving Midterm
Advantage Exam, Final
o Competitive Advantage, Value Exam
Creation, and Profitability

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 o Assessing the Value Chain of a
Company
o The Building Blooks of Competitive
Advantage
o Making Competitive Advantage
Durable
o Avoiding Failure and Sustaining
Competitive Advantage

5 ● Functional-Level Strategy Lecture, Assignment, CLO3

o Three Levels of Strategy Discussions, Quiz,
o Functional Areas of a Business Problem solving Midterm
o Importance of Functional-Level Exam, Final
Strategy Exam
o Strategies relating to Production
o Strategies relating to Marketing
o HRM Strategies
o Strategies relating to Information
Systems
o Financial Strategies
o Research and Development
Strategies

6 ● Business-Level Strategy/ The Five Lecture, Assignment, CLO3

Generic Competitive Strategies Discussions, Quiz,
o Low-Cost Provider Strategies Problem solving, Midterm
o Board Differential Strategies Group work Exam, Final
o Focused (or Market Niche) Exam
Strategies
o Best-Cost Provider Strategies

7 ● Midterm Examination

● Business-Level Strategy/ The Five Midterm CLO3

Generic Competitive Strategies Examination
(Cont.)
o The Contrasting Features of the
Five Generic Competitive
Strategies

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 Learning Exercises – Toyota’s
Best-Cost Provider Strategy

8 ● Corporate-Level Strategy: Lecture, Assignment, CLO3

Horizontal Integration, Vertical Discussions, Quiz, Final
Integration, and Strategic Problem solving Exam
Outsourcing
o Understanding Corporate-Level
Strategy
o Reasons for Pursuing Horizontal
Integration
o Forms of Horizontal Integration
o Advantages and Disadvantages of
Horizontal Integration
o Reasons for Pursuing Vertical
Integration
o Understanding Full and Taper
Integration
o Problems with Vertical Integration
o Alternatives to Vertical Integration
o Reasons for Pursuing Strategic
Outsourcing

9 ● Corporate-Level Strategy: Related Lecture, Assignment, CLO3

and Unrelated Diversification Discussions, Quiz, Final
o Understanding Diversification Problem solving Exam
o When to Consider Diversification
o Increasing Profitability Through
Diversification
o Types of Diversification
o Disadvantages of Diversification
o Diversification That Dissipates
Value
o Entry Strategies to Implement
Multi-business Model
o When to Engage in Internal
Development
o Pitfalls of Introducing New
Ventures
o Understanding the Attractions and
Pitfalls of Acquisitions
o Understanding the Attractions and
Pitfalls of Joint Ventures

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 o Strategy Options for a Firm That Is
Already Diversified

10 ● Strategies for Competing in Lecture, Assignment, CLO4

International Markets Discussions, Quiz, Final
o The Global and National Problem solving Exam
Environments
o National Competitive Advantage
o Increasing Profitability and Growth
Through Global Expansion
o Cost Pressures and Pressures for
Local Responsiveness
o The Choice for Entry Mode:
Exporting, Licensing, Francizing,
Joint Ventures, Wholly Owned
Subsidiaries
o Choosing an Entry Strategy
o Global Strategic Alliances
o Making Strategic Alliances Work

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11 ● Building an Organization Capable Lecture, Assignment, CLO5
of Good Strategy Execution Discussions, Quiz, Final
o Principal Tasks of the Strategy Problem solving Exam
Execution Process
o Building an Organization Capable of
Good Strategy Execution: Three Key
Actions
o Staffing the Organization
o Developing and Building Critical
Resources and Capabilities
o Matching Organizational Structure
to the Strategy
o Facilitating Collaboration with
External Partners and Strategic
Allies

12 ● Managing Internal Operations: Lecture, Assignment CLO5

Actions that Promote Good Discussions, (ungraded),
Strategy Execution Problem solving Term paper,
o Allocating Resources to the Strategy Final Exam
Execution Effort
o Instituting Policies and Procedures
That Facilitate Strategy Execution
o Instituting Best Practices and
Employing Process Management
Tools
o Installing Information and
Operating Systems
o Using Rewards and Incentives to
Promote Better Strategy Execution
o Identifying a Corporate Culture
Conducive to Good Strategy
Execution
o Unhealthy Cultures that Impede
Good Strategy Execution
o Leading the Strategy Execution
Process

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 13 ● Corporate Culture and Leadership Lecture, Assignment CLO5
o Key Features of a Company’s Discussions, (ungraded),
Corporate Culture Problem solving, Term paper,
o The Role of a Company’s Core Group work Final Exam
Values and Ethical Standards in
Building Corporate Culture.
o How and Why a Company’s
Culture Can Aid the Drive for
Proficient Strategy Execution.
o What Constitutes Effective
Managerial Leadership in
Achieving Superior Strategy
Execution

14 ● Group Presentation Group work Term paper CLO1, CLO2,

CLO3

BUS680 Internship

A. Course General Information:

Course Code: BUS680

Course Title: Internship

Credit Hours: 3

Contact Hours/Week: 3

Category: Professional development course for applicable graduating MBA

students

Type: Experiential learning course in the MBA program

Prerequisites: Completion of all required courses as per policy

Co-requisites: None

B. Course Catalog Description:

BUS680 Internship is a mandatory requirement for graduating students of the MBA program without
significant prior work experience. Under the internship, a learner is placed in an organization where
s/he works for a period of three months or equivalent. Upon completion, learners submit a report
consisting of three chapters: Chapter I: Overview of Internship, Chapter II: Organization Part and

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Chapter III: Project Part; followed by a presentation/defense. The internship is carried out under the
guidance of three supervisors: a company supervisor provides mentoring and guidance at the place
of work; and two faculty members of BRAC Business School serve as academic supervisor and co-
supervisor for providing necessary guidance in research and writing the internship report. All three
also participate in assessment

As an alternative to the internship, a student may opt for Thesis/Case Writing. Please refer to MBA
Thesis and Case Writing Guideline and Standards for more details.

C. Course Objective:

The major objectives of this course are to:

1. Familiarize students with the real-life work environment;

2. Facilitate students gaining practical experience as preparation for their future career;
3. Provide students the opportunity to apply the body of knowledge, skills and abilities acquired in
the MBA program – in real-life settings.

D. Course Outcomes (CLOs):

On successful completion of the course, learners should be able to:

SL. CLO Description

CLO1 Describe internship work experience in terms of activities performed, contributions made
to the organization and learning experiences realized.
CLO2 Demonstrate familiarity with the organization’s operations and policies and practices in
different functional areas (Management, Marketing, Finance, Accounting, Operations
Management, Information Systems and others).
CLO3 Labor and assess financial performance of the organization.
CLO4 Undertake strategic analysis/audit of the organization.
CLO5 Apply specialized knowledge of the area of major in solving a problem and/or addressing
an issue specific to the organization/industry; and draw implications and/or make
recommendations – based on well-structured action / applied research.
CLO6 Communicate findings, analysis and implications/recommendations through written report
and oral presentation.

E. Mapping Outcomes (CLOs) with the PLOs

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9

CLO1 ✔ ✔ ✔
CLO2 ✔ ✔ ✔
CLO3 ✔ ✔ ✔
CLO4 ✔ ✔ ✔
CLO5 ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔

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 CLO6 ✔ ✔ ✔

F. Mapping Course Outcomes (CLOs) with the Teaching-Learning and Assessment Strategy

Week Topic / Activities Teaching-Learning Assessment Corresponding

Strategy Strategy CLOs
1 • Introductions: Discussion Attendance CLO1
o Registration
o Placement and Interaction
with Company Supervisor

2 • Introductions: Lecture, Notes, Attendance CLO1

o Assignment of Faculty Discussions with
Supervisors Company Supervisor
o Internship Report Guideline
and Standard
3 • Orientation and Proposal Discussions with Attendance CLO1, CLO5
Preparation Company and Faculty and Progress
o Mandatory Internship Supervisors, Assessment
Orientation Session Literature Review
o Topic Selection
o Preparation of Initial Proposal
for Project Part
4 • Proposal Preparation Discussions with Progress CLO5
o Topic Selection Company and Faculty Assessment
o Preparation of Initial Proposal Supervisors, Literature
for Project Part Review
5 • Proposal Preparation Discussions with Progress CLO5
o Preparation of Initial Proposal Company and Faculty Assessment
for Project Part Supervisors, Literature
o Feedback and Revision of Review
Proposal for Project Part
6 • Proposal Preparation Discussions with Progress CLO5
o Preparation of Initial Proposal Company and Faculty Assessment
for Project Part Supervisors, Literature
o Feedback and Revision of Review
Proposal for Project Part
7 • Proposal Finalization Discussions with Progress CLO5
o Interaction with Faculty Company and Faculty Assessment,
Supervisor Supervisors Internship
o Finalization of Proposal for Report and
Project Part Defence
8 • Research for Internship Report Discussions with Progress CLO1, CLO2,
o Information Collection on Company and Faculty Assessment, CLO5
Organization Part Supervisors, Literature Internship
o Research on Project Part

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 Review, Secondary and Report and
Primary Data Collection Defence

9 • Research for Internship Report Discussions with Progress CLO1, CLO2,

o Information Collection on Company and Faculty Assessment, CLO5
Organization Part Supervisors, Literature Internship
o Research on Project Part Review, Secondary and Report and
Primary Data Collection Defence
and Analysis

10 • Research for and Preparation of Discussions with Progress CLO1, CLO2,

Draft Internship Report Company and Faculty Assessment, CLO3, CLO5
o Information Collection on Supervisors, Secondary Internship
Organization Part and Primary Data Report and
o Research on Project Part Collection and Analysis, Defence
Report Writing

11 • Research for and Preparation of Discussions with Progress CLO1, CLO2,

Draft Internship Report Company and Faculty Assessment, CLO4, CLO5,
o Information Collection on Supervisors, Secondary Internship CLO6
Organization Part and Primary Data Report and
o Research on Project Part Collection and Analysis, Defence
Report Writing

12 • Research for and Preparation of Discussions with Progress CLO1, CLO2,

Draft Internship Report Company and Faculty Assessment, CLO4, CLO5,
o Information Collection on Supervisors, Secondary Internship CLO6
Organization Part and Primary Data Report and
o Research on Project Part Collection and Analysis, Defence
Report Writing

13 • Research for and Feedback on Discussions with Faculty Progress CLO2, CLO4,
Draft Internship Report Supervisors, Data Assessment, CLO5, CLO6
o Information Collection on Analysis, Internship
Organization Part Report Writing Report and
o Research on Project Part Defence
14 • Research for and Feedback on Discussions with Faculty Progress CLO2, CLO4,
Draft Internship Report Supervisors, Data Assessment, CLO5, CLO6
o Information Collection on Analysis, Internship
Organization Part Report Writing Report and
o Research on Project Part Defence
15 • Research for and Feedback on Discussions with Faculty Progress CLO2, CLO5,
Draft Internship Report Supervisors, Data Assessment, CLO6
o Information Collection on Analysis, Internship
Organization Part Report Writing Report and
o Research on Project Part Defence

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 16 • Submission of the Final Discussions with Faculty Internship CLO2, CLO5,
Internship Report Supervisors, Report Report and CLO6
Writing Defence
17 • Defence / Presentation of Discussions with Faculty Internship CLO2, CLO5,
Internship Report and Revisions Supervisors, Defence / Report and CLO6
(if necessary) Presentation Defence
18 • Revisions (if necessary) Discussions with Faculty Internship CLO2, CLO3,
• Grade Assignment Supervisors, Report Report and CLO5, CLO6
Revision Defence

ENT651 Business Development for New Enterprises

A. Course General Information:

Course Code: ENT651

Course Title: Business Development for New Enterprises
Credit Hours: 3
Contact Hours/Week: 3
Category Mandatory elective course in the MBA Program
Type Mandatory for Concentration in Entrepreneurship
Prerequisites: BUS527 Organizational Behavior, Leadership and Ethics
Co-requisites: None

B. Course Catalog Description:

This course aims to provide clinical understanding of Business development best practices in the field
of a new enterprise across traditional and disruptive start-ups, corporate business development, and
tech venture assignments. The course stresses the understanding of the new venture and business
development market and developing skills in assessing company needs, writing proposals, and
conducting focused business research projects.

C. Rationale of the Course:

For any new venture across any industry, business development plays an essential role in making a
business successful. A graduate school graduate with concentration in Entrepreneurship needs to
understand the process orientation of product development according to the market needs,
navigating the market with tools on business development and sales volume sustenance. The class
needs to know how to recruit and delight consumers, use business development tactics in mentioned
contexts in the description, manage the entrepreneurial selling process, measure progress, and use
the essential tools needed for success in a new enterprise.

D. Course Objective:

The major objectives of this course are to:

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 1. Familiarize entrepreneurs with the significance of the business development process and prospects.
2. Facilitate future and current new enterprise leaders to learn and master the methods of navigating
a market through research methods.
3. Equip with industry best practices/ Cases to utilize gained insights to make meaningful products
with product development process.
4. Build on the understanding of the skills and knowledge of introducing and integrating a new
product/enterprise into the marketplace.
5. Demonstrate how to navigate and accommodate external - internal factors to create and execute
business developments plans for short, medium and long term.

E. Course Outcomes (COs):

On successful completion of the course, learners should be able to:

SL. CLO Description

CLO1 Elaborate the business development and B2B and B2C Sales process for New Enterprise
Context

CLO2 Apply market research techniques for new enterprises for business development and
Product development.

CLO3 Develop strategies for market offering/Product/Service that solves an existing problem in
the market.

CLO4 Assess the business entry modes in depth for a new firm.

CLO5 Design business development, sales, and partnership plan crafting and managing execution
for New Enterprises.

F. Mapping of Course Outcomes (CLOs) with Program Outcomes (PLOs):

CLOs PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9
CLO1 ✔
CLO2 ✔ ✔
CLO3 ✔ ✔
CLO4 ✔ ✔
CLO5 ✔ ✔

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G. Course plan specifying content, COs, co-curricular activities (if any), teaching learning and
assessment strategy mapped with COs:

Topic Teaching-Learning Assessment Corresponding

Week Strategy Strategy CLOs

1 ● Ice Breaking and Introduction Lecture and Guided Assignment, CLO1

● New Enterprise and Business Class Discussion
Development Quiz,
o New Enterprise Across Midterm
industries
o The scope and definition of a Exam, Final
new Enterprise
o Business Development Exam
o partnerships
o Sales - Distribution - Distribution
Channels
2 ● Assessing the Market Lecture and Case Homework, CLO2
o What is a market? Study
o Choosing a market for the new Quiz,
venture Midterm
o Tool box for navigating the
market Exam, Final
o PESTEL- SWOT
o The world as one market - UBER, Exam
Airbnb- E entertainment

3 ● Consumer Research for New Lecture and Homework, CLO2

Enterprise
o Who exactly is the product for? Case Study: Quiz,
o Consumer profiling Grameenphone:
Midterm
o Mix method data collection Skito and Djuice
o Consumer market Size Exam, Final
o What generations of consumers
do you want to serve? Exam
o ZEN Z! The tough crowd.

4 ● Marketplace Research for New Lecture and Homework, CLO2

Enterprise Industry Expert
o What to measure Quiz, CLO3
Collaboration
o Designing the research Midterm
o data collection and
interpretation Exam, Final
o Existing similar projects

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 o Industry Experts Exam
o Outsourcing research

5 ● Building the Product Case Studies: Fruit Homework, CLO2

o Product development Ninja, Pathao,
o Testing the product Quiz, CLO3
Bkash
o The MVP Midterm
o Deciding whether the product is
market ready Exam, Final

Exam

6 ● Launching the Product Classic Case: Apple Homework, CLO3

o Launching Marketing strategy Macintosh
o Brand or a product Quiz,
o Sales Channel selection Contemporary:
Midterm
o Communication channel North End
selection Exam, Final
o Channel partner Incentive
o Early adaptors incentive Exam
o Feedback collection and PIVOT-
Modify

7 ● Continuation of Previous Chapter

● Review
● Mid-Term
8 ● Entry Modes in the Context of Lecture and Homework,
New Enterprises Documentary and
o Exporting. Quiz,
Case Studies
o Licensing Final
o Franchising. ...
CLO4
o Joint Ventures. ... Exam
o Strategic Acquisitions. ...
o Foreign Direct Investment.
Domestic Market Entry and the
World as One Market

9 ● Sales in Consumer Market Lecture Homework, CLO4

o In store brand presence
o Out of Home Brand Presence Quiz, CLO5
o Retail Experience Final
o Co retailing for new enterprise
o OMNI Channel retailing for New Exam
Enterprising.

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10 ● Sales Strategy and in Business Lecture and Guided Homework, CLO5
Market Discussion
o Social Capital Quiz,
o Navigating the B2B Market Industry Expert
Final
o Principles of B2B Sales
o Approaching Sales and building Exam
partnership

11 ● Partnership as a Sustainable tool CASE: BRAC - Homework,

for Business Development Vision Springs
o Social Business Quiz,
o The Development Sector/NGO/ Final CLO5
Social Business Model
o CASE: BRAC Exam

12 ● Sales Management and Lecture Homework,

Distribution
o Distribution Channel length Quiz,
o channel partner conflict Final
o Managing channel partner CLO5
conflict Exam
o levelling channel partner’s local
knowledge

13 ● Scalability and Replicability of the Case Study: Health Homework,

New Venture Intervention for
o The business development Quiz,
Urban Slum
model Dwellers Final
o Scalability CLO5
o Replicability Exam CLO3
o Sustainability
o Local Cultural Integration and
accommodation while scaling

14 ● Presentations Community Through CLO3

The class learns as a community from learning Concept
the teams collaborating with real new CLO4
Checking
enterprises and analyzing their Survey CLO5
Business Development process and
gather actionable insights.

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ENT653 Environment of Business, Innovation and Disruption
A. Course General Information:

Course Code: ENT653

Course Title: Environment of Business, Innovation and Disruption
Credit Hours: 3
Contact Hours/Week: 3
Category: Elective in the MBA Program
Type: Elective for Major in Entrepreneurship
Prerequisites: BUS527 Organizational Behavior, Leadership and Ethics
Co-requisites: None

B. Course Catalog Description:

The macroeconomic environment in which business operates is rapidly changing and it is high time
for students to know how the business can survive and thrive in the competitive milieu after the
pandemic and other global crisis. It is observed that only those companies are ahead of others who
have an entrepreneurial and innovative mindset while they operate their day-to-day activities. In this
course, we will look at both micro and macro environmental outcomes that are directly impacting the
business organizations medium, small to micro-organizations. It will help the students to prepare with
various types of analysis and get ready to have a flawless plan to combat global and local
crises. Students will also be able to focus on company resources and capabilities that cater to the
need to plan innovatively to meet the demand of the entrepreneurial and digital era of the 21st-
century.

C. Rationale of the Course:

This course will enhance graduates’ acumen in three areas together (Environment of Business,
Innovation and Disruption) and is a blend of the three most demanding knowledge in a single course.
This course will also enlighten them with the latest examples with multiple case studies so they can
have a solid background on how they need to prepare before entering into the workforce. Their critical
thinking and analytical abilities, knowledge, skills and abilities will be increased in this course on a
broader scale. If they want to be an entrepreneur after their graduation, this course will also help
them with proper guidelines.

D. Course Objectives (COs):

The major objectives of this course are to:

1. Assess internal and external environment in the Global and local (Bangladesh) context in details.
2. Recognize the implications of company resources, new capabilities, digitalization, availing missed
opportunities and differentiate themselves from competitors

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 3. Demonstrate the need of innovation, entrepreneurial mindset, start up, accelerator programs,
innovative design for products and services
4. Introduce digital transformation (DX), digital literacy, data analytics, digital marketing, Blockchain
for business so students stay updated and get prepared to be ready to meet future demand

E. Course Learning Outcomes (CLOs):

On successful completion of the course, learners should be able to:

SL. CLO Description

CLO1 Discuss the latest global market mechanism that will help them to be future ready and do
better in their job

CLO2 Apply the importance of aligning company resources, technology and capabilities with
market opportunities and challenges

CLO3 Analyze the micro and macro-economic business environment to develop strategies in
complex business environment

CLO4 Recognize innovative decisions companies are taking by their entrepreneurship zeal

CLO5 Identify the digital transformation and the use of digitalization to stay ahead than the
competitors.

F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9

CLO1 ✔

CLO2 ✔

CLO3 ✔

CLO4 ✔

CLO5 ✔

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G. Course Plan specifying CLOs, co-curricular activities (if any), Teaching-Learning and Assessment
Strategies mapped with the CLOs:

Week Topic Teaching- Assessment Corresponding

Learning Strategy CLOs
Strategy

1 ● Introductions Lecture, Notes, Midterm CLO1, 03, 05

● Business organizations: External Discussions Exam, Final
environment Exam
o Macro environmental elements
and their analysis
o PESTEL analysis
o Cultural adaptation and grabbing
new opportunities, Geert
Hofstede’s cultural index analysis
o Other theories and case study
2 ● Business organizations: Internal Lecture, Notes, Homework, CLO1, CLO2
environment Discussions Quiz,
o Micro environmental elements Midterm
and their analysis Exam, Final
o SWOT analysis, situation analysis Exam
and identifying the market
opportunity
o Understanding consumer
mindset, demographic analysis,
consumer data analytics, buyer
behavior
o Case studies
3 ● Company resources and capabilities Lecture, Notes, Homework, CLO1, CLO3
● Dealing with limited Discussions, Quiz,
resources and achieving Midterm
efficiency Article Review
Exam, Final
● Adopting new resources and Exam, Group
utilize them fully Project
● Capacity building and
training for the staffs to stay
ahead
● Case study

4 ● Differentiate or die Lecture, Notes, Homework, CLO3, CLO4

o Dealing with competition and Discussions In- Midterm
game plan to stay ahead class Problem Exam, Final
o Process, product and service Exam, Group
differentiation, branding,

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 marketing management, Solving Project, In-
marketing engineering Exercises class
o Case study Exercises

5 ● Entrepreneurship and innovation Lecture, Notes, Homework, CLO3, CLO4

● Need for entrepreneurial drive Discussions, Midterm
and innovation by a company Video Exam, Final
or person Demonstration Exam, Group
● Intrapreneurship, business Project
acceleration, start up and lean
start up
● Case study

6 ● Design thinking and NPV Lecture, Notes, Homework, CLO3, CLO4

o Basics of design thinking, NPV Discussions, In- Midterm
o Growth Hacks and business class Problem Exam, Final
model canvass: The Strategyzer Solving Exam, Group
approach Exercises Project
o Refine/ redefine startup
business plan, Financial
analysis, growth analysis,
Marketing plan and analysis,
pricing, sourcing, supply chain,
export market readiness,

7 ● Review and Mid-Term

8 ● Financial and venture capital Lecture, Notes, Midterm CLO1, CLO5

management Discussions, Exam, Final
o Funding and venture capital Article Review Exam
o Loans for business and support
services from financial and
nonfinancial organization
o Women Banking and its need
o Women entrepreneurship
o Real case study

9 ● Grabbing skills to be the leader Lecture, Notes, Homework, CLO3, CLO5

o Life, soft, tech and business Discussions, Final Exam,
skills Article Review Group
o Leadership and negotiation Project
o Networking to get customer
o Pitching and digital skills

10 ● Digital Transformation and Lecture, Notes, Homework, CLO5, CLO6

disruption Discussions Quiz, Final
o Digital literacy for employees

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 o Digital Transformation for Exam, Group
overall company Project
o Digital innovation to stay ahead
o Digital entrepreneurship

11 ● Blockchain for business Lecture, Notes, Final Exam, CLO1, CLO6

o Blockchain basics Discussions, In- Group
o Blockchain for business class Problem Project
o Blockchain for govt sector Solving
o Blockchain for the private sector Exercises
o Case study

12 ● Data analytics Lecture, Notes, Final Exam, CLO5, CLO7

o Power of data Discussions Group
o Data analytics Project

13 ● Data analytics Lecture, Notes, Final Exam, CLO5, CLO7

o Use of Power BI, Tableau, Discussions Group
Hootsuite, salesforce, canva, Project
prezi, other Google and
Facebook analytics
14 ● Summary and wrap up Lecture, Notes, In-class CLO5
o Case study (innovation, Discussions Exercises,
entrepreneurship, disruption) Final Exam
o Project presentation and
discussion

ENT654 Small Business Management

A. Course General Information:

Course Code: ENT654

Course Title: Small Business Management

Credit Hours: 3

Contact Hours/Week: 3

Category: Elective in the MBA Program

Type: Elective for Major in Entrepreneurship

Prerequisites: BUS527 Organizational Behavior, Leadership and Ethics

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 Co-requisites: None

B. Course Catalog Description:

This course provides an exploration into the fundamentals of effective small business management.
Topics such as growth, advertising, financial analysis, budgeting, purchasing, inventory management,
and financial control are also covered. This course also looks at some of the special issues facing small
business owners and managers: technology, crime, risk management, family business, ethics, and the
global marketplace.

C. Rationale of the Course:

This intermediate-level concentration/specialization course is optional for learners with a major or

minor in entrepreneurship. Any MBA learner with a major/minor in Entrepreneurship may intend to
gain advanced knowledge on management strategies for small businesses. To make prudent decisions
at the management level, one must be aware of the importance of planning, funding, marketing,
hiring, and recordkeeping in small businesses. This course is designed to help learners develop these
competencies: knowledge, skills and abilities.

D. Course Objectives (COs):

The major objectives of this course are to:

1. Attain necessary knowledge and skills related to small businesses required for organizing and
carrying out cardinal business functions
2. Conduct industry profile and marketing research using Internet resources in order to develop a
marketing plan for a small business
3. Recognize the best resources in order to manage an enterprise as an entrepreneur and develop
cost and revenue projections that are utilized in constructing projected financial statements
4. Demonstrate how to construct a business plan with proper structure and to give an oral
presentation of a business plan.

E. Course Learning Outcomes (CLOs):

On successful completion of the course, learners should be able to:

SL. CLO Description

CLO1 Describe the opportunities, rewards, business environment, entrepreneurial characteristics,

and the sources for small business ideas

CLO2 Identify the various paths to small business entry and explain the importance of business
planning

CLO3 Assess marketing issues for small businesses

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 CLO4 Evaluate financial issues and risk management for small businesses

CLO5 Recognize the legal issues, human resource considerations, small firm life cycle, and success
factors for small businesses

F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9

CLO1 ✔

CLO2 ✔

CLO3 ✔ ✔

CLO4 ✔ ✔

CLO5 ✔

G. Course Plan specifying CLOs, co-curricular activities (if any), Teaching-Learning and Assessment
Strategies mapped with the CLOs:

Week Topic Teaching- Assessment Corresponding

Learning Strategy CLOs
Strategy

1 ● Entrepreneurs and Ideas: The Basis Lecture, Notes, Midterm CLO1

of Small Business Discussions, In- Exam, Final
o Small Business: Its Opportunities class Problem Exam, In-
and Rewards Solving Exercises class
o Small Business Environment: Exercises
Managing External Relations

2 ● Entrepreneurs and Ideas: The Basis Lecture, Notes, Midterm CLO1

of Small Business Discussions, Exam, Final
o Small Business Entrepreneurs: Video Exam,
Characteristics and Competencies Demonstration Group
o Small Business Ideas: Creativity, Project
Opportunity, and Feasibility

3 ● Small Business Paths and Plans Lecture, Notes, Midterm CLO2

o Small Business Entry: Paths to Discussions, In- Exam, Final
Part-Time Entrepreneurship class Problem Exam, In-
o Small Business Entry: Paths to Solving Exercises class
Full-Time Entrepreneurship Exercises

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4 ● Small Business Paths and Plans Lecture, Notes, Midterm CLO2
o Small Business Strategies: Discussions, Exam, Final
Imitation with a Twist Article Review Exam, Quiz,
Group
Project

5 ● Small Business Paths and Plans Lecture, Notes, Midterm CLO2

o Business Plans: Seeing Audiences Discussions, Exam, Final
and Your Business Clearly Article Review Exam, Quiz,
Group
Project

6 ● Marketing in the Small Business Lecture, Notes, Midterm CLO3

o Small Business Marketing: Discussions, Exam, Final
Product and Pricing Strategies Video Exam,
o Small Business Promotion: Demonstration Group
Capturing the Eyes of Your Project
Market

7 ● Continuation of previous chapter

● Review
● Mid-Term Exam
8 ● Marketing in the Small Business Lecture, Notes, Midterm CLO3
o Small Business Distribution and Discussions, Exam, Final
Location Article Review Exam,
o Marketing Plans: Saying How Group
You'll Get Sales Project, In-
class
Exercises

9 ● Cash, Accounting, and Finance in Lecture, Notes, Final Exam, CLO4

the Small Business Discussions, Group
o Small Business Accounting: Video Project
Projecting and Evaluating Demonstration
Performance
o Cash: Lifeblood of the Business

10 ● Cash, Accounting, and Finance in Lecture, Notes, Final Exam, CLO4

the Small Business Discussions, In- Group
o Small Business Finance: Using class Problem Project, In-
Equity, Debt, and Gifts Solving Exercises class
o Assets: Inventory and Operations Exercises
Management

11 ● Cash, Accounting, and Finance in Lecture, Notes, Final Exam, CLO4

the Small Business Discussions Group
Project

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 o Small Business Protection: Risk
Management and Insurance

12 ● Management and Organization in Lecture, Notes, Final Exam, CLO5

the Small Business Discussions, Group
o Legal Issues: Recognizing Your Article Review Project
Small Business Needs
o Human Resource Management:
Small Business Considerations

13 ● Management and Organization in Lecture, Notes, Final Exam, CLO5

the Small Business Discussions, Group
o Achieving Success in the Small Article Review Project
Business

14 ● Presentation of Group Projects Presentation of Final Exam CLO3, CLO4,

o Multiple topics listed above (Group Project) CLO5
covered in the Group Project and Feedback

ENT655 Social Entrepreneurship

A. Course General Information:

Course Code: ENT655

Course Title: Social Entrepreneurship

Credit Hours: 3

Contact Hours/Week: 3

Category: Elective in the MBA Program

Type: Elective for Major in Entrepreneurship

Prerequisites: BUS527 Organizational Behavior, Leadership and Ethics

Co-requisites: None

B. Course Catalog Description:

This is a collaborative, cross-institution course in social entrepreneurship, in which student teams

ideate and develop models for social enterprises. Social entrepreneurship is the process of building
new organizations that offer scalable solutions to social and environmental
challenges. Social enterprise can be either for-profit, or non-profit, but key focus is the ambition to
address societal problems at scale. The practice of social entrepreneurship explores the full suite of

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 liberal learning: critical analysis, persuasive writing, oral communication, quantitative reasoning,
design thinking, and group social dynamics. Students will engage with classes from several universities
internationally, through synchronous online learning and labs.

C. Rationale of the Course:

This graduate-level concentration/specialization course is required for learners with a major or minor
in entrepreneurship. All MBA learners with a major in Entrepreneurship are expected to gain
advanced knowledge in entrepreneurial skills. The course will help students to develop a complete
Why/What/How proposal for leading a successful organizational change initiative for an
“entrepreneurial” change effort at an organization of any size, in any sector. This course will allow
students to learn how innovative sustainable businesses can also solve social and environmental
problems. This course is designed to help learners develop these competencies: knowledge, skills and
abilities.

D. Course Objectives (COs):

The major objectives of this course are to:

1. Equip students with necessary theories, processes and practices of social entrepreneurship and
its potential to be a social change agent.
2. Discuss the characteristics of a successful social enterprise and engage various stakeholders in this
process of transformation.
3. Build understanding on various entrepreneurial skills to identify the potential challenges and
opportunities in the business environment.
4. Apply knowledge to critically analyze an organization’s strategies, opportunities and strengths and
at the same time evaluate the weaknesses and barriers to its goal.
5. Demonstrate the role of a social enterprise in formulating creative strategies to respond to various
social needs like poverty, hunger, education, global warming, equality, discrimination etc.

E. Course Learning Outcomes (CLOs):

On successful completion of the course, learners should be able to:

SL. CLO Description

CLO1 Discuss the concepts, theories and ideas of various social entrepreneurship models and its
potential to be a social change agent.

CLO2 Evaluate the characteristics of a successful social enterprise and involve different key
players in the change process for creating a sustainable organization.

CLO3 Identify various entrepreneurial skills to identify the potential opportunities and threats
involved in the business environment.

CLO4 Assess critically how a social enterprise uses its strategies, opportunities and strengths and
weaknesses and barriers to recognize its goal.

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 CLO5 Recognize the role of a social enterprise in formulating innovative and ethical strategies to
respond to various social needs like poverty, hunger, education, global warming, equality,
discrimination etc.

F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9

CLO1 ✔ ✔

CLO2 ✔ ✔

CLO3 ✔ ✔

CLO4 ✔ ✔

CLO5 ✔ ✔

G. Course Plan specifying CLOs, co-curricular activities (if any), Teaching-Learning and Assessment
Strategies mapped with the CLOs:

Week Topic Teaching- Assessment Corresponding

Learning Strategy CLOs
Strategy

1 ● Background, Characteristics and Discussion, Quiz, CLO1, CLO2

Contexts of Social Activity,
Lecture,
Entrepreneurship Midterm
Video Exam, Final
o Introduction
Exam
o The role of social entrepreneurship
in societies, economies and politics

o Concepts and typologies of social

entrepreneurship

o Social Enterprise

2 ● Social Entrepreneurship, Discussion, Quiz, CLO1, CLO2

Definitions, Drivers, and Challenges Activity,
Lecture,
Midterm

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 o Social Entrepreneurship defined Video Exam, Final
Exam
o What social entrepreneurship is not

o Not a synonym for social business

o Not a new form of corporate social

entrepreneurship

o The size and scope of the field of

social entrepreneurship

3 ● Human Resource Management and Lecture Quiz, CLO1

their Volunteer Motivation Midterm
Exam and
o Personnel work in social enterprise
Final Exam
o Motivation of volunteers

o Volunteer to serve: The Altruism

debate

o Theories of Altruism

o Motives of Altruism

o Volunteer to meet the own need:

The Egoism debate

o Theories of Egoism

o Motives of Egoism

4 ● Collaborations and Partnerships Lecture Quiz, CLO1

Midterm
o Reasons for crafting collaborations
Exam and
o Different Collaboration Partners Final Exam

o Collaborating with the Private

sector

o Collaborating with the public sector

o Designing a collaboration

o Different dimensions of
collaborative value chain
integration

o Potential risk and challenges

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5 ● Business Models in Social Interactive Assignment, CLO3, CLO4
Entrepreneurship Discussion and Quiz,
Group Work, Midterm
o Opportunities for social
Exam Final
entrepreneurs Lecture
Exam and
o Examples: how social entrepreneurs Term
translate problems into Project
opportunities

o Distinct features of social

entrepreneurship business models

o Empowerment of beneficiaries

o Co-creation

o Price-Differentiation and Cross-

Subsidization

o Replication and Scaling Up

6 ● Selling Good: The big picture for Interactive Assignment, CLO3, CLO4
marketing for social enterprise Discussion and Quiz,
Group Work, Midterm
o Why is marketing important for
Exam Final
social enterprise? Lecture
Exam and
o Peculiarities concerning marketing Term
for social enterprise Project

o Elaborating a marketing concept

o The elements of marketing

conception

▪ Market Analysis

▪ Marketing Goals

▪ Competitive Strategy

▪ Measures-Planning and
Implementation

▪ Procurement-Fund
raising

▪ Sales marketing to
beneficiaries

▪ Controlling

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7 ● Review

● Midterm

8 ● Financing Social Entrepreneurship Lecture, Assignment, CLO3, CLO4

Discussion, Case Quiz, Final
o Financing instruments
Study Exam, and
o Donations Term
Project
o Equity capital

o Debt capital

o Financial Institutions

o Social investment Advisors

o Social Investment Funds

9 ● Performance Measurement and Lecture, Assignment, CLO4, CLO5

Social Entrepreneurship Discussion, Case Quiz, Final
Study Exam, and
o Why is accountability in social
Term
entrepreneurship crucial?
Project
o Impact measurement

o Measuring outputs and outcomes

o Approaches to measuring social

impact

o Techniques involved

o Issues in measuring the

performance of social enterprises

10 ● Strategies for Scaling in Social Guest Lecturer to Assignment, ClO3, CLO4,

Entrepreneurship Explain the Quiz, Final CLO5
Funding Process Exam, and
o Theory in scaling
Term
o Prerequisites Project

o Scaling strategies

o Dissemination

o Affiliation

o Social Franchising

o Branching

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 o Choosing the right scaling strategy

11 ● Strategies for Scaling Social Lecture, Assignment, CLO3, CLO4,

Entrepreneurship Interactive Quiz, Final CLO5
Discussion, Exam, and
o Scalability from the perspective of
Presentation of Term
investors
Ideas Project
o Implications of scaling: Barriers and
solutions

o Financing

o Internal financing

o External financing

o Human resource

o Quality control and management

o Difficulties concerning quality

management

o Approaches to ensure quality

12 ● Social Entrepreneurship in the Lecture, Assignment, CLO3, CLO4,

Market System Interactive Quiz, Final CLO5
Discussion, Exam, and
o The function of social
Presentation of Term
entrepreneurship in the market
Ideas Project
system

o The socio-Institutional context of

social entrepreneurship

o The legitimacy of social enterprises

o The scope of social enterprises in

the market economy

13 ● The Impact of Social Lecture Term CLO4 and

Entrepreneurship in societies Project and CLO5
Final Exam
o A societal perspective on impact

o Static impact and social

entrepreneurship

o Social Entrepreneurship as a
second-best solution in terms of
static impact

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 o Dynamic impact and Social
entrepreneurship

14 ● Social Ventures Plan Presentations Group Group Work CLO1, CLO5

Presentation by
● Review
students

ENT656 Entrepreneurial Finance

A. Course General Information:

Course Code: ENT656

Course Title: Entrepreneurial Finance

Credit Hours: 3

Contact Hours/Week: 3

Category: Elective course for MBA program

Type: Elective for concentration in Entrepreneurship

Prerequisites: BUS526 Financial System and Managerial Finance and BUS527

Organizational Behavior, Leadership and Ethics
Co-requisites: None

B. Course Catalog Description:

This course focuses on the overview of the venture capital industry; the organization and operation
of venture capital funds; investment methodology; monitoring and portfolio liquidation; leveraged
investing; and specialized investments. It explores entrepreneurial finance issues from the perspective
of both the owner/manager and the professional investor (i.e. business angel or venture
capital/private equity).

C. Rationale of the Course:

Entrepreneurial finance aims at providing students with profound understanding of financial activities
in a new venture setting. The content of this course will demonstrate students the application of
financial and economic theories in various start-up decision making, ranging from funding to capital
budgeting decisions. New ventures are usually heavily constrained by limited resources and high
levels of uncertainty, which make entrepreneurial financial management a very important discipline.
Students will be highly benefited from learning about financial forecasting, tools to assess current
performance and start-up company valuation etc.

D. Course Objectives (COs):

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 The major objectives of this course are to:

1. Discuss the ethics, managerial and fundamentals of new venture financial management.
2. Demonstrate the application of financial theories in financial management decision making
process.
3. Explain the process of valuation and working capital management of new ventures.
4. Discuss the capital budgeting techniques for new project using the weighted average cost of
capital.
5. Introduce students with risk management tools used in a start-up setting.

E. Course Learning Outcomes (CLOs):

On successful completion of the course, learners should be able to:

SL. CLO Description

CLO1 Evaluate different types of funding sources available for start-ups based on their cost of
fund and the financial performances.

CLO2 Explain the financial attributes angel investors seek from a new venture.

CLO3 Illustrate risk management strategies to eliminate or minimize risk faced by new ventures
at different stages of their life.

CLO4 Apply various financial forecasting and budgeting techniques in different start-up context

CLO5 Appraise new venture projects using appropriate discount rate.

F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9

CLO1 ✔

CLO2

CLO3 ✔ ✔ ✔

CLO4 ✔ ✔

CLO5 ✔ ✔ ✔

G. Course Plan specifying CLOs, co-curricular activities (if any), Teaching-Learning and Assessment
Strategies mapped with the CLOs:

Page 146 of 388

Week Topic Teaching-Learning Assessment Corresponding
Strategy Strategy CLOs

1 Introductions Lecture, Notes, Case CLO1

Discussion
● Overview
o Introduction to the course
o Concept of Entrepreneurial
finance
o The entrepreneurial
environment
o External and internal
environmental elements
o Entrepreneurial process
o Financing through venture life
cycle

2 Organizing and Financing new Lecture, Notes, Homework CLO1

venture Discussions
Quiz
o Forms of business organization
o Choosing the form of
organization
o Seed, start-up and first round
financing sources
o Financial bootstrapping
o Business Angel funding
3 Measuring financial performance Lecture, Notes, CLO1
Discussions
o Business asset, liabilities and
equities
o Financial Statements
o Operating Break-even analysis
o Ratio analysis
o Conversion period ratios
o Industry comparable ratio
analysis

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4 Financial Planning: short term, Lecture, Notes, Group CLO4
Long term Discussions In-class Work, In-
Problem Solving class
o Financial planning throughout
Using Excel Exercises
the venture’s life cycle
o Short term cash planning tools
o Systematic forecasting
o Estimating sustainable sales
growth rate
o Forecasting sales
o Projected income statement
o Projected Balance Sheet
5 Types and cost of Financial Cost Lecture, Notes, Group Work CLO1
Discussions
o Implicit and explicit financial
capital cost Quiz
o Determining cost of debt
capital
o Estimating cost of equity
capital
o Sources and cost of equity
venture capital
o Weighted average cost of
capital

6 Valuing early-stage ventures Lecture, Notes, CLO5

Discussions, In-
o Basics mechanics of valuation
class Problem
o Required vs. surplus cash
Solving Exercises
o Developing projected financial
statement for DCF valuation
o Accounting vs. equity valuation
cash flow

Venture capital valuation model

o Basic cash flow-based equity

valuation
o Basic venture capital
valuation methods
7

● Review Class
● Midterm Exam

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8 Venture Capital Valuation Method Lecture, Notes, Group CLO5
(Continued) Discussions, In- Project
class Exercise Guideline
o Earning multipliers and
Discussion,
discounted dividends
o Adjusting VCSCs for multiple Homework
round
9 Professional Venture capital Lecture, Notes, Homework CLO3, CLO5
Discussions
o Historical traits of personal Group
venture capital Project
o Professional venture
investment cycle
o Determining fund objectives
and policies
10 Other Financing alternatives Lecture, Notes, Individual CLO1
Discussions, In- Assignment,
o Facilitators, consultants and
class Problem Quiz
intermediaries
Solving Exercises
o Commercial and venture bank
lending
o Other government financing
alternatives in Bangladesh
o Mortgage lending
o Traditional and venture
leasing
o Direct public offer
11 Security structure and Determining Lecture, Notes, Homework CLO3, CLO4
Enterprise value Discussions submission

o Common stock or common Case Study

equity
o Preferred stock or preferred
equity
o Convertible preferred
o Conversion value protection
o Conversion price formula
o Market price formula
o Convertible debt

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 12 Harvesting the business venture Lecture, Notes, Case Study CLO2, CLO3
Investment Discussions Discussion

o Planning an exit strategy Case Study Assignment

o Valuation of equity or Submission
enterprise
o Systematic liquidation
o Outright sale
o Going public
o Post IPO trading
13 Financial troubled Ventures Lecture, Notes, Group CLO2, CLO3
Discussions, Project
o Financial Distress
Presentation
o Resolving financial distress
situations
o Private workout
o Bankruptcy liquation
14 Overview of Venture capital Guest Lecturer, Final Exam CLO1
industry in Bangladesh class discussion

• Review of final exam

ENT657 Innovation Management and Entrepreneurial Marketing

A. Course General Information:

Course Code: ENT657

Course Title: Innovation Management and Entrepreneurial Marketing

Credit Hours: 3

Contact Hours/Week: 3

Category: Elective in the MBA Program

Type: Elective for Major in Entrepreneurship

Prerequisites: BUS527 Organizational Behavior, Leadership and Ethics

Co-requisites: None

B. Course Catalog Description:

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 This core module addresses three parts: first, theories of technology innovation in emerging markets,
strategies to sustain innovation and how to capture value. Second, how to think entrepreneurially,
building organizational capabilities and business models. Third, how to finance a new venture, and
the financial implications of various business decisions. Through this module students will be
empowered to present their own venture to external stakeholders more effectively.

C. Rationale of the Course:

This graduate-level concentration/specialization course is required for learners with a major or minor
in Entrepreneurship. All MBA learners with a major in Entrepreneurship are expected to gain
advanced knowledge in entrepreneurial decision making in the fields of marketing - a major in the
entrepreneurial and other industries. This course is designed to help learners develop these
competencies: knowledge, skills and abilities.

D. Course Objectives (COs):

The major objectives of this course are to:

1. Discuss learners with the basics of marketing concepts in entrepreneurial settings.

2. Explain to learners the implications of entrepreneurship activities in local as well as global set-up.
3. Describe to learners the purpose, underlying assumptions, mechanics and applications of the
modern entrepreneurial practices.
4. Acquaint learners with practices and strategies taken by the real-life entrepreneurs over the
years.
5. Familiarize learners with alternative tactics of new world problems as they develop a marketing
plan.

E. Course Learning Outcomes (CLOs):

On successful completion of the course, learners should be able to:

SL. CLO Description

CLO1 Describe the steps in the business ideation process that help shape the entrepreneurial
ecosystem.

CLO2 Explain the challenges of creating new business in the 21st century and analyze the
entrepreneurs’ perspectives in an evolutionary manner.

CLO3 Demonstrate digital literacies by gathering viable information needed to overcome

challenges encountered in the planning process for new product/service/

CLO4 Design and develop a feasible and functional marketing strategy for a start-up or a new
product/service to ensure a firm establishment.

CLO5 Differentiate between local and global strategies undertaken by entrepreneurial marketers.

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 CLO6 Apply critical thinking and analytical skills in evaluating marketing theories, models and
proposed plans to synthesize and use knowledge effectively to explain the entrepreneurial
sector.

F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9

CLO1 ✔

CLO2 ✔

CLO3 ✔ ✔

CLO4 ✔

CLO5 ✔

CLO6 ✔ ✔

G. Course Plan specifying CLOs, co-curricular activities (if any), Teaching-Learning and Assessment
Strategies mapped with the CLOs:

Week Topic Teaching- Assessment Corresponding

Learning Strategy CLOs
Strategy

1 ● Introductions Lecture, Notes, Midterm CLO1

o Evolution and scope of Discussions Exam, Final
Entrepreneurial Marketing Exam
o Marketing definition
o Entrepreneurship definition
o Importance of Entrepreneurship
and marketing interface
o Entrepreneurial marketing
concepts
o Elements of the marketing mix
2 ● Customer and competitor analysis Lecture, Notes, Homework, CLO1, CLO2
o Porter’s five forces Discussions Quiz,
o SWOT analysis Midterm
o Understanding value creation for Exam, Final
customers Exam
o Customer Purchase decision
o Consumer Buying Behavior and
Social Enterprise

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3 ● Foundations of Marketing Decision Lecture, Notes, Homework, CLO1, CLO3
Making Discussions, Quiz,
Midterm
oFive forces (CREST) in Article Review
Exam, Final
entrepreneurial marketing
Exam,
environment
o Opportunity assessment plan Group
o Market research for successful Project
entrepreneurial marketing
o Stage-Gate process
4 ● Entrepreneurial Market Lecture, Notes, Homework, CLO3, CLO4
Identification Discussions In- Midterm
o B2C (business-to-Consumer) class Problem Exam, Final
marketing Solving Exercises Exam,
o Stages in the buying process Group
o The diffusion processes Project, In-
o Adoption process
class
o The product life-cycle
Exercises

5 ● Entrepreneurial Market Lecture, Notes, Homework, CLO3, CLO4

Identification Discussions, Midterm
o B2G (Business-to-government) Video Exam, Final
marketing Demonstration Exam,
o B2B (Business-to-business) Group
Marketing Project
o Key decision maker
o Industrial advertising
o industrial promotion
6 ● Entrepreneurial market Lecture, Notes, Homework, CLO3, CLO4
segmentation Discussions, In- Midterm
o consumer, industrial and class Problem Exam, Final
government markets Solving Exercises Exam,
o market segmentation techniques Group
o Industry and competitive analysis Project

7 ● Contd. Lecture, Notes, Midterm CLO1, CLO5

● Review Discussions, Exam, Final
Article Review Exam

● Midterm examination

8 ● Entrepreneurial Products and Lecture, Notes, Homework, CLO3, CLO5

services development Discussions, Final Exam,
o Product definition Article Review Group
o Product planning and Project
development process
o Types of new product/services

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 o Product mix
o branding
o Packaging
o Labelling
o Benefits and costs of purchasing
product/services
9 ● Entrepreneurial pricing strategy Lecture, Notes, Homework, CLO5, CLO6
o Fundamental aspects of pricing Discussions Quiz, Final
o Methods and factors affecting Exam,
pricing Group
o General pricing strategies Project

10 ● Entrepreneurial Distribution Lecture, Notes, Final Exam, CLO1, CLO6

Strategy Discussions, In- Group
o Distribution channel essentials class Problem Project
o Distribution channel Structures Solving Exercises
o Distribution channel Conflicts
o Physical Distribution
o Online selling and e-commerce
o Franchising as a distribution
option
11 ● Entrepreneurial Promotion Strategy Lecture, Notes, Final Exam, CLO5, CLO7
o Elements of the promotion mix Discussions Group
o Social media and digital Project
technology
o Types of entrepreneurial
marketing campaign
o Promotion budget

12 ● International Entrepreneurial Lecture, Notes, In-class CLO5

Marketing Discussions Exercises,
o Definition of international Final Exam
entrepreneurial marketing
o international entrepreneurial
marketing terminology
o Aspects of international trade
o An international entrepreneurial
marketing program
o Market entry modes
o Communicating throughout the
world
13 ● The entrepreneurial marketing Lecture, Notes, Final Exam CLO4
plans Discussions,
o Marketing plan versus business Guest Lecture
plan
o Aspects of the marketing plan
o The marketing mixes

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 o Entrepreneurial marketing
financial projections: A global
perspective
o Marketing Budget
14 Ethical Issues in Entrepreneurial Lecture, Notes, Final Exam CLO1
Marketing Discussions,
Presentation of
(Group Project)
Group Presentation and Review and Feedback

ENT666 Contemporary Issues in Entrepreneurship

Course Code and Title: ENT666 Contemporary Issues in Entrepreneurship

The course examines special issues and/or contemporary events in the area of Entrepreneurship at an
advanced level. Selection of topics depends on the relevance and importance to the field, interest and
preference of learners and instructors. Topic specific Course Description, Course Objectives (COs), Course
Learning Outcomes (CLOs) and the Mapping of Course Learning Outcomes (CLOs) with the Program
Learning Outcomes (PLOs) will be outlined Subject to the special issue.

FIN620 Corporate Financial Strategy

A. Course General Information:

Course Code: FIN620

Course Title: Corporate Financial Strategy

Credit Hours: 3

Contact Hours/Week: 3

Category: Mandatory course for MBA program

Type: Advanced Core Business

Prerequisites: BUS526 Financial System and Managerial Finance

Co-requisites: None

B. Course Catalog Description:

This course focuses on (advance) concepts of Financial Management and relevant corporate financial
strategies. Special emphasis is given on integration of these concepts, strategies, and models into a
total systems approach - for rewarding financial decision-making, in a global context. In addition to
the most essential short- and long-term investment and financing decisions, the course emphasizes

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 strategic issues of financial planning, corporate valuation and restructuring, risk management,
corporate governance, and ethics. Corporate Financial Strategy (Corporate Finance) is an (internal)
focus on how companies invest in real assets and how they raise the funds to finance these
investments.

C. Rationale of the Course:

FIN620 is an extension of BUS526 Financial System and Managerial Finance. It looks deeper and in
details the Financial Management function of an organization. While BUS526 is a general course for
(all/any) students/majors, Corporate Financial Strategy is an “internal” financial perspective of a
company and its interactions with the (financial) markets. It should be a stepping stone for treasury
management, IPOs, portfolio/asset management of a company and essential for students aspiring to
become Financial Analysts and future CFOs.

D. Course Objectives (COs):

The major objectives of this course are to:

1. demonstrate the process of financial decision-making based on managerial tools used in the
modern global business.
2. illustrate the need for financial computations, analysis and interpretations with practical
examples.
3. acquaint students with the concept of Time Value of Money (TVM) and develop their ability to
apply it in making investment and financing and decisions.
4. describe to students the concepts of required rate of return and cost of capital and their role and
impact on financing and capital structure decisions.

E. Course Learning Outcomes (CLOs):

On successful completion of the course, learners should be able to:

SL. CLO Description

CLO1 Demonstrate familiarity with understanding of objectives of sound financial management;

risk-return trade-off; financial analysis and planning; corporate valuation and restructuring;
working capital management, capital budgeting, cost of capital, capital structure and
dividend policy – in a multinational setting.

CLO2 Forecast financial statements and apply AFN formula for financial forecasting and planning.

CLO3 Appraise value of firms (using different financial models)

CLO4 Apply (advanced) capital budgeting techniques to evaluate investment decisions and cost
of capital calculations to assess financing decisions - in a multinational setting.

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 CLO5 Identify, assess, and manage corporate financial risk.

F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9

CLO1 ✔ ✔

CLO2 ✔

CLO3 ✔ ✔ ✔

CLO4 ✔ ✔ ✔ ✔

CLO5 ✔ ✔ ✔

G. Course Plan specifying CLOs, co-curricular activities (if any), Teaching-Learning and Assessment
Strategies mapped with the CLOs:

Topic Teaching-Learning Assessment Corresponding

Week Strategy Strategy CLOs

1 Lecture, Notes, Class Discussion CLO1

Discussion
● Introductions
● Foundation of Financial
Management

o The Goal of the firm

o Why Study Finance?
o The Role of Financial
Manager
o Legal forms of business
organization
o Determinants of Intrinsic
Values and stock price
o Finance and Multinational
Firms

2 Financial Markets and Interest Lecture, Class Group work CLO1, CLO2
rate Discussion

o The movement of money Case Study

Quiz-1
through the economy
o Selling securities to the
public
o Rate of return

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 o Interest rate determinants
o Estimating specific interest
rate using risk premiums
o Real and nominal interest
rate
Understanding Financial
Statements

o The income statement

o Balance Sheet
o Measuring cash flow
3 Evaluating a firm’s financial Lecture, Notes, CLO1, CLO2
performance Discussions,

o Measuring key financial

relationships
o The limitations of ratio
analysis
The time value of Money

o Compound Interest, Future

and Present value
o Annuities
o Uneven streams and
perpetuity
4 Risk and Return Lecture, Notes, Class Group CLO1, CLO5
Discussions, Activity using
o Expected Return
annual report
o Risk and Diversification
o Measuring Market risk Term paper
o Estimating Beta Guideline
o The required rate of Return
concept
o Measuring the required
rate of return
5 Valuation and Characteristics of Lecture, Notes, Class work CLO1
Bond Discussions

o Types of Bond
Quiz-2
o Characteristics of Bond
o Valuation – the basic
process
o Yield to maturity
o Bond Valuation

Page 158 of 388

6 Stock and Stock Valuation Lecture, Notes, Term Paper CLO1
Discussions Submission
o Types of Stocks
o Characteristics of common
stock
o Characteristics of preferred
stock
o Valuing common stock
o Calculating expected rate
of return for preferred
stock
o Calculating expected rate
of return for common stock

Short Term Financial Planning

o Sales forecast
o Forecasting Financial
variables
o Percent of sales method
for financial forecasting
o Limitation of percent of
financial planning
o Budget functions
7 ● Review Class

● Midterm Exam

8 Working Capital Management Lecture, Notes, In-class Exercise CLO1

Discussions, In-class
o Measuring current assets
Exercise
and liabilities
o Determining the
appropriate level of
working capital
o The cash conversion cycle
o Estimating the Cost of
Short-Term Credit Using
the Approximate Cost-of-
Credit Formula
o Sources of short-term
credit
o The cost of short-term
credit

Page 159 of 388

9 The Cost of Capital Lecture, Notes, Assignment CLO1, CLO3
Demonstration Guideline
o Concept of cost of capital
using Excel
o Cost of Debt
o Cost of Preferred stock
o Cost of common equity
o How flotation cost affect
cost of capital
o The weighted average cost
of Capital
o Estimating divisional cost
of capital
10 Capital Budgeting Lecture, Notes, Class group CLO4
Discussions work
o Capital Budgeting decision
criteria Case Study Quiz-3
o Payback period
o The net present value
o Profitability Index
o Internal rate of return
o Determining NPV of a
project
o Determining IRR of a
project
11 ● Capital Budgeting Lecture, Notes, CLO4
o Rationale of Capital Discussions
Rationing
o Capital rationing and
Project selection
o Ranking mutually
exclusive project
12 Determining Financing Mix Lecture, Notes, CLO1, CLO5
Discussions
o Difference between Class Activity
business and financial risk Case Study
o Break even analysis
o Sourcing operating
leverage
o Combining operating and
Financial leverage
13 Dividend policy and Internal Guest Lecture Group Project CLO1, CLO5
financing Submission
Case Study
o Does dividend matter to
“Three Steps to
stockholders?
Alliance success”

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 o Dividend decision in
practice
o Stock dividend and stock
splits
o Stock repurchase
14 • Group Presentation Group Presentation
• Review for final exam

FIN651 Financial Institutions Management

A. Course General Information:

Course Code: FIN651

Course Title: Financial Institutions Management

Credit Hours: 3

Contact Hours/Week: 3

Category: Elective in the MBA Program

Type: Elective for Concentration in Finance

Prerequisites: FIN620 Corporate Financial Strategy

Co-requisites: None

B. Course Catalog Description:

The course provides an analysis of the role of financial intermediaries in providing financial services
to individuals, businesses and the government, and the framework for management of the modern-
day financial institutions – the central banks, commercial and investment banks, insurance and
finance companies, mutual and pension funds. The main focus of the course is on understanding the
operations of these institutions and management of their performance - using the latest tools and
techniques of asset, liability and risk management. Ethical and technological issues, affecting the
global financial intermediation, are also emphasized.

C. Rationale of the Course:

This advanced finance course builds on the knowledge and skills developed in the prerequisite course,
BUS526 Financial Systems and Managerial Finance. Learners are expected to have an advanced
understanding of the management of financial institutions. The financial landscape has transformed
since the global financial crisis of 2008–2009. Several large financial firms have failed in various
countries around the world, and in some cases, their governments have stepped in to rescue them.
Accordingly, the regulatory framework has been evolving to enable stronger responses and

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 strengthen financial institutions. Hence, this course prepares learners to deal with the issues and
challenges in financial institutions, emphasizing risk management and performance monitoring tools
and approaches.

D. Course Objectives (COs):

The major objectives of this course are to:

1. Familiarize students with the role of financial institutions, their operations, regulations and
management, with emphasis on applied perspectives.
2. Develop analytical and computational skills necessary to face the challenges of financial
institutions management – using mathematical and statistical models, financial calculator, Excel
and other software packages.
3. Develop their problem-solving and decision-making abilities for effective management of financial
institutions, in an ethical manner, at both local and global context.

E. Course Learning Outcomes (CLOs):

On successful completion of the course, learners should be able to:

SL. CLO Description

CLO1 Explain the role of asymmetry of information and transaction costs for the existence of
financial institutions.

CLO2 Demonstrate familiarity with various services offered by different types of financial
institutions and their sources and uses of funds.

CLO3 Analyze performance of financial institutions, assess strengths and weaknesses and
recommend specific actions for improvement.

CLO4 Apply relevant tools and techniques to identify, measure and manage various types of risks
– capital/insolvency, liquidity, credit, interest rate, market, exchange rate., etc. – faced by
different types of financial institutions.

CLO5 Describe various regulatory requirements that financial institutions must comply with and
the impacts of advances in technology on their management.

F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9

CLO1 ✔ ✔

CLO2 ✔ ✔

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 CLO3 ✔ ✔

CLO4 ✔ ✔

CLO5 ✔ ✔

G. Course Plan specifying CLOs, co-curricular activities (if any), Teaching-Learning and Assessment
Strategies mapped with the CLOs:

Week Topic Teaching-Learning Assessment Corresponding

Strategy Strategy CLOs

1 Introductions Lecture, Notes, Quiz CLO1, CLO2,

Discussions CLO3
Financial Institutions Midterm
Exam, Final
● Financial institutions’ specialness
Exam
● Other aspects of specialness
● Specialness and regulation
● The changing dynamics of
specialness
● The shift away from risk
measurement and management
and the global financial crisis

The financial services industry:

depository institutions

● Banks
o Size, structure, and
composition of the industry
o Balance sheet and trends
o Bank performance
● Credit unions and building
societies
o Size, structure, and
composition of the industry
o Balance sheet, performance,
and trends

Page 163 of 388

2 Banking Industry in Bangladesh Lecture, Notes, Quiz, CLO1, CLO2,
Discussions Midterm CLO3
● The regulation of Bangladesh
Exam,
depository institutions
● The key legislation Homework,
● The regulatory agencies
Final Exam
● Bangladesh prudential
supervision framework
● Overview of the regulation of
depository institutions

The financial services industry: other

financial institutions

● Insurers and fund managers

● Life insurance
● General insurance
● Pension/Provident funds
● Managed funds and unit
trusts
● Other financial institutions
● Money market corporations
● Finance companies
● Securitization vehicles
3 Measuring Financial Performance Lecture, Notes, Homework, CLO2, CLO3,
Discussions, Midterm CL04
● Financial Statement and
Demonstration of Exam, Final
Analysis
FS Exam,
Risks of financial institutions Group
Project, In-
● Interest rate risk class
● Market risk Exercises
● Credit risk
● Country or sovereign risk
● Foreign exchange risk
● Liquidity risk
● Off-balance-sheet risk
● Technology and operational
risks
o Technology risk
o Operational risk
● Insolvency risk
● Other risks and the interaction
of risks

Page 164 of 388

4 Interest rate risk: the repricing model Lecture, Notes, Homework, CLO3, CLO4
Discussions, In- Midterm
● The level and movement of
class Problem Exam, Final
interest rates
Solving Exercise Exam,
● The repricing models
Group
o Rate-sensitive assets
Project, In-
o Rate-sensitive liabilities
class
o Changes to NII—equal
Exercises
changes in rates on RSAs
and RSLs
o Changes to NII—unequal
changes in rates on RSAs
and RSLs
● Weaknesses of the repricing
model
o Market value effects
o Over-aggregation
o The problem of runoffs
o Cash flows from off-
balance-sheet activities

Page 165 of 388

5 Interest rate risk measurement: the Lecture, Notes, Homework, CLO3, CLO4
duration model Discussions, In- Midterm
class Problem Exam, Final
● Duration: a simple introduction
Solving Exercises Exam,
● A general formula for duration
Group
o The duration of interest-
Project, In-
bearing bonds
class
o The duration of a zero-
Exercises
coupon bond
● Features of duration
o Duration and maturity
o Duration and yield
o Duration and coupon
interest
● The economic meaning of
duration
o Semi-annual coupon
bonds
● Using duration to measure an
FI’s interest rate risk
o Duration and immunizing
future payments
o Duration and interest rate
risk in the whole balance
sheet of an FI
● Immunization and regulatory
considerations
● Difficulties of applying the
duration model
o Duration matching can be
costly
o Immunization is a
dynamic problem
o Large interest rate
changes and convexity
6 Interest rate risk measurement: the Lecture, Notes, Homework, CLO3, CLO4
duration model (Continue) Discussions, In- Midterm
class Problem Exam, Final
● Immunization and regulatory
Solving Exercises Exam,
considerations
Group
● Difficulties of applying the
Project, In-
duration model
class
o Duration matching can be
Exercises
costly

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 o Immunization is a
dynamic problem
o Large interest rate
changes and convexity
Market risk

● Calculating market risk

exposure
● The Risk Metrics model
o The market risk of fixed-
income securities
o Foreign exchange
o Equities
o Portfolio aggregation
● The historic (back simulation)
approach
● The historic (back simulation)
model versus Risk-Metrics
o The Mon Carlo simulation
approach
● Regulatory models
o Partial risk factor
approach
o Fuller risk factor approach
7

● Review Class
● MID TERM EXAMINATION

8 Liquidity risk Lecture, Notes, Homework, CLO3, CLO4

Discussions, In- Midterm
● Causes of liquidity risk
class Problem Exam, Final
● Liquidity risk at depository
Solving Exercises Exam,
institutions
Group
o Liability-side liquidity risk
Project, In-
o Asset-side liquidity risk
class
o Measuring a depository
Exercises
institution’s liquidity
exposure
o Liquidity planning
o Liquidity risk, unexpected
deposit drains and bank
runs

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 o Bank runs, the discount
window and deposit
guarantees
● Liquidity and financial system
stability
● Liquidity risk in other financial
institutions
o Life insurance companies
o General insurers
o Managed funds

9 Credit risk I: individual loan risk Lecture, Notes, Homework, CLO3, CLO4
Discussions, In- Midterm
● Credit quality problems
class Problem Exam, Final
● Types of loans
Solving Exercises Exam,
o Business loans
Group
o Housing loans Project, In-
class
o Consumer or individual Exercises
loans

o Other loans

o Loan defaults

● Calculating the return on a

loan

o The contractually promised

return on a loan
o The expected return on a
loan
● Retail versus wholesale credit
decisions
o Retail
o Wholesale
● Measurement of credit risk
● Default risk models

Qualitative models

Quantitative models

Newer models of credit risk

measurement and pricing

o Term structure derivation of

credit risk

Page 168 of 388

 o Mortality-rate derivation of
credit risk
o RAROC models
o Using duration to estimate
loan risk
o Using loan default rates to
estimate loan risk
10 Credit risk I: individual loan risk Lecture, Notes, Homework, CLO3, CLO4
Discussions, In- Final Exam,
● Default risk models
class Problem Group
o Qualitative models Solving Exercises Project, In-
o Quantitative models class
Exercises
• Newer models of credit risk
measurement and pricing
o Term structure derivation of
credit risk
o Mortality-rate derivation of
credit risk
o RAROC models
o Using duration to estimate
loan risk
o Using loan default rates to
estimate loan risk
11 Capital management and adequacy Lecture, Notes, Homework, CLO3, CLO4,
Discussions, In- Final Exam, CLO5
● Capital and insolvency risk
class Problem Group
Capital
Solving Exercises Project, In-
o The market value of
class
capital
Exercises
o The book value of capital
o The discrepancy between
the market and book
values of equity
o Arguments against market
value accounting
● Capital management
● Regulation of capital of
Bangladesh DIs
o Basel Accords: the
evolution of DI capital
regulation

Page 169 of 388

 Capital management and adequacy

● Pillar 1: capital adequacy

o Measurement of
regulatory capital
o Measuring risk-adjusted
assets
o Calculating the capital
adequacy ratios
o Leverage ratio
o Capital buffers
● Pillar 2: DI risk assessment
and supervision
● Pillar 3: capital and risk
disclosure

● Camels ratings

12 Liability and liquidity management Lecture, Notes, Homework, CLO3, CLO4,

● Liquid asset management Discussions, In- Final Exam, CLO5
o Monetary policy class Problem Group
implementation reasons Solving Exercises Project, In-
o Taxation reasons class
• The composition of the Exercises
liquid asset portfolio
• Return–risk trade-off for
liquid assets
o The liquid asset reserve
management problem for
depository institutions
o Management of exchange
settlement funds
o Liquidity management as
a knife-edge management
problem

13 Liability management Lecture, Notes, Homework, CLO3, CLO4,

Discussions, In- Final Exam, CLO5
● Funding risk and cost
class Problem Group
● Choice of liability structure
Solving Exercises Project, In-
● Deposit liabilities
class
o Cheque accounts and
Exercises
other demand deposits
o Savings accounts

Page 170 of 388

 o Cash management /
Investment savings
accounts
o Fixed-term deposits
o Negotiable certificates of
deposit (NCDs)
● Non-deposit liabilities
● Interbank funds
● Repurchase agreements
(REPOS)
● Covered bonds
● Other borrowings
● Liquidity regulation
● Minimum quantitative
requirements
● Liquidity coverage ratio
regime ADIs
● Minimum liquidity holdings
regime ADIs
● Net stable funding ratio
(NSFR)
● Improved global liquidity?
● Depositor protection and
deposit guarantees
● Bangladesh depositor
protection mechanisms

14 • Ethical Issues in Financial Lecture, Notes, Homework, CLO3, CLO4,

Institutions and Markets Discussions, In- Final Exam, CLO5
• Group Project class Problem Group
Presentation/Discussion Solving Exercises Project, In-
class
Exercises

FIN652 Investment Management

A. Course General Information:

Course Code: FIN652

Course Title: Investment Management

Page 171 of 388

 Credit Hours: 3

Contact Hours/Week: 3

Category: Elective in the MBA Program

Type: Mandatory Elective course for Concentration in Finance

Prerequisites: FIN620 Corporate Financial Strategy

Co-requisites: None

B. Course Catalog Description:

An investment is the current commitment of money or other resources in the expectation of reaping
future benefits. In this course, the overall goal is to be familiar with the investment environment and
develop skills and abilities to manage the investment process. This process involves identifying
investor’s objectives and constraints; diagnosing current and projected financial, economic, political
and social conditions; formulating and implementing strategies with optimal risk-return trade off, and
monitoring and updating the portfolio as needed. Ethical and technological issues affecting
investment in the global marketplace are also emphasized.

C. Rationale of the Course:

This advanced course is required for learners with a major in finance. It builds on the knowledge and
skills developed in the prerequisite course – BUS526 Financial Systems and Managerial Finance. All
MBA learners majoring in Finance are required to have advanced understanding in investment
management, which is a major discipline of finance and a major role in the financial and other
industries. This course is designed to prepare students for a lucrative career in financial institutions
and markets, treasury management, and management consulting while learning financial theories,
valuation methodologies, and investment management and analytical approaches.

D. Course Objectives (COs):

The major objectives of this course are to:

1. familiarize learners with the investment environment, investment process, fundamental and
technical analysis, and regulatory and ethical issues in the area of Investment Management.
2. help learners acquire analytical and computational skills necessary to face the challenges in the
world of investments – using mathematical and statistical models, financial calculator, Excel and
other software packages.
3. help learners develop problem-solving and decision-making skills required for effective
investment management of individuals and institutions.
E. Course Learning Outcomes (CLOs):

On successful completion of the course, learners should be able to:

SL. CLO Description

Page 172 of 388

 CLO1 Demonstrate familiarity with the investment process; organization and operations of
securities markets; portfolio management; and performance evaluation; securities
regulations and ethical issues and professional standards in managing investments.

CLO2 Apply data analytics to diagnose current and projected financial, economic, and socio-
political conditions and set investment implications, given investor-specific objectives and
constraints.

CLO3 Determine value of bonds, stocks and other securities using alternative valuation
approaches.

CLO4 Apply the methods of asset allocation, portfolio construction and performance evaluation.

CLO5 Distinguish between fundamental vs technical and between top-down vs bottom-up

approaches to investment analysis and security valuation.

CLO6 Appraise specific investment decisions based of fundamental and technical analysis.

CLO7 Evaluate performance of investments using various metrics.

CLO8 Author the industry and securities research report.

F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9

CLO1 ✔ ✔

CLO2 ✔ ✔

CLO3 ✔ ✔

CLO4 ✔ ✔

CLO5 ✔ ✔

CLO6 ✔ ✔

CLO7 ✔ ✔

CLO8 ✔ ✔

G. Course Plan specifying CLOs, co-curricular activities (if any), Teaching-Learning and Assessment
Strategies mapped with the CLOs:

Page 173 of 388

Week Topic Teaching- Assessment Corresponding
Learning Strategy CLOs
Strategy

1 Introduction Lecture, Notes, Quiz, CLO1

Discussions
The Investment Environment Midterm
Exam, Final
o Real Assets versus Financial
Exam
Assets
o Financial Markets and the
Economy
o The Investment Process
o Markets Are Competitive
o The Players
The Financial Crisis of 2008-2009

2 Asset Classes and Financial Lecture, Notes, Quiz, CLO1, CLO2

Instruments Discussions Midterm
Exam,
o Money Market
o Bond Market Homework,
o Equity Securities
Final Exam
o Stock and Bond Market Indexes
o Derivative Markets
o Money Market in Bangladesh
o Stock Market in Bangladesh
o Bond Market in Bangladesh

How Securities Are Traded

o How Firms Issue Securities

o How Securities Are Traded
o The Rise of Electronic Trading
o Bangladesh Markets
o New Trading Strategies
o Globalization of Stock Markets
o Trading Costs
o Buying on Margin
o Short Sales
o Regulation of Securities Markets

3 Mutual Funds and Other Investment Lecture, Notes, Homework, CLO1, CLO3
Companies Discussions, Quiz,
Midterm
o Investment Companies and Types Article Review
Exam, Final
of Investment Companies
Exam
o Mutual Funds

Page 174 of 388

 o Costs of Investing in Mutual Funds
o Taxation of Mutual Fund Income
o Mutual Funds Investment
Performance
o Exchange Traded Funds
o Information on Mutual Funds
o Bangladesh Perspectives

4 Portfolio Theory and Practice Lecture, Notes, Homework, CLO3, CLO4

Discussions In- Midterm
o Risk-returns and Risk Premiums
class Problem Exam, Final
Historic Returns on Risky Portfolios
Solving Exercises Exam, Group
Risk and Risk Aversion
Project, In-
o Capital Allocation across Risky and
class
Risk-Free
Exercises
Portfolios
o The Markowitz Portfolio
Optimization Model
o Diversification and Portfolio Risk
o Risk Pooling, Risk Sharing, and
Time
Diversification

5 Portfolio Theory and Practice Lecture, Notes, Homework, CLO3, CLO4

Discussions, Midterm
o Diversification and Portfolio Risk
Video Exam, Final
o Risk Pooling, Risk Sharing, and
Demonstration Exam, Group
Time
Project, In-
Diversification
class
An Introduction to Asset Pricing
Exercises
Models

o Capital Market Theory: An

Overview
o The Capital Asset Pricing Model
o Relaxing the Assumptions
o Additional Empirical Tests of the
CAPM
o The Market Portfolio: Theory
versus Practice
6 Multifactor Models of Risk and Return Lecture, Notes, Homework, CLO3, CLO4
Discussions, In- Midterm
o Arbitrage Pricing Theory
class Problem Exam, Final
o Multifactor Models and Risk
Solving Exercises Exam, Group
Estimation
Project,
Efficient Market Hypothesis

Page 175 of 388

 o Random Walks and Efficient , In-class
Markets Exercises
o Implications of the EMH
o Are Markets Efficient?
o Mutual Fund and Analyst
Performance
o Random Walks and Efficient
Markets
o Implications of the EMH
o Are Markets Efficient?
o Mutual Funds and Analyst
Performance
7 o Review Class
o Midterm Examination

8 The Behavioral Biases of Individuals Lecture, Notes, Midterm CLO1, CLO5,

Discussions, Exam, Final CL08
o Cognitive Errors and Emotional
Article Review Exam, In-
Biases
class
o Behavioral Biases and Their
Exercises
Implications
o Individual’s Behavioral Biases
o Investors’ personality types
o Behavioral factors and adviser–
client interactions
o Behavioral factors influence
portfolio construction
o behavioral finance to the process
of portfolio construction.
o behavioral factors affect analyst
forecasts
o behavioral biases of investors to
market characteristics
An Introduction to Security Valuation

o An Overview of the Valuation

Process
o Why a Three-Step Valuation
Process?
o Theory of Valuation

9 Macro Analysis and Micro Valuation Lecture, Notes, Homework, CLO3, CLO5,
of the Stock Market Discussions, Quiz, Final CLO8
Article Review Exam, Group
o The Components of Market
Project, In-
Analysis

Page 176 of 388

 o Macro-market Analysis class
o Micro-valuation Analysis Exercises
o Valuation Using the Earnings
Multiplier Approach
o Estimating Expected Earnings per
Share
o Estimating the Stock Market
Earnings Multiplier
o Micro-valuation of World Markets

Industry Analysis

o Why Do Industry Analysis?

o The Business Cycle and Industry
Sectors
o Structural Economic Changes and
Alternative Industries
o Evaluating the Industry Life Cycle
o Analysis of Industry Competition
o Estimating Industry Rates of
Return
o Industry Analysis Using the
Relative Valuation Approach
o Other Relative Valuation Ratios
o Global Industry Analysis

10 Company Analysis and Stock Lecture, Notes, Final Exam, CLO1, CLO6,
Valuation Discussions, In- Group CLO8
class Problem Project, In-
o Company Analysis versus Stock
Solving Exercises class
Valuation
Exercises
o Economic, Industry, and Structural
Links to Company Analysis
o Company Analysis
o Estimating Intrinsic Value
o Discounted Cash Flow Model
o Relative Valuations
o Estimating Company Earnings per
Share
o Estimating Company Earnings
Multipliers
o Additional Measures of Relative
Value
o Analysis of Growth Companies
o When to Sell
o Influences on Analysts

Page 177 of 388

 o Global Company and Stock Analysis

11 Equity Portfolio Management Lecture, Notes, Final Exam, CLO5, CLO6,

Strategies Discussions Group CLO7
Project
o Passive versus Active Management
o An Overview of Passive Equity
Portfolio Management Strategies
o An Overview of Active Equity
Portfolio Management Strategies
o Value versus Growth Investing: A
Closer Look
o An Overview of Style Analysis
o Asset Allocation Strategies

Technical Analysis

o Underlying Assumptions of
Technical Analysis
o Advantages of Technical Analysis
o Challenges to Technical Analysis
o Technical Trading Rules and
Indicators

Analysis of Financial Statements

o Analysis of Financial Ratios

o Computation of Financial Ratios
o Evaluating Internal Liquidity
o Evaluating Operating Performance
o Risk Analysis
o Analysis of Growth Potential
o Comparative Analysis of Ratios
o Analysis of Non-U.S. Financial
Statements
o The Quality of Financial
Statements
o The Value of Financial Statement
Analysis
o Specific Uses of Financial Ratios
12 Bond Fundamentals Lecture, Notes, In-class CLO5
Discussions Exercises,
o Basic Features of a Bond
o The Global Bond Market Structure Homework,
o Alternative Bond Issues

Page 178 of 388

 o Obtaining Information on Bond In-class
Prices Exercises
The Analysis and Valuation of Bonds Final Exam

o The Fundamentals of Bond

Valuation
o Computing Bond Yields
o Calculating Future Bond Prices
o Bond Valuation Using Spot Rates
o What Determines Interest Rates?
o Calculating Forward Rates from the
Spot Rate Curve
o Term Structure Theory
o What Determines the Price
Volatility for Bonds?
13 Bond Portfolio Management Lecture, Notes, , In-class CLO4, CL08
Strategies Discussions, Exercises,
Guest Lecture Homework,
o Bond Portfolio Performance, Style,
Final Exam
and Strategy
o Passive Management Strategies
o Active Management Strategies
o Core-Plus Management Strategies
o Matched-Funding Management
Strategies
o Contingent and Structured
Management Strategies
Evaluation of Portfolio Performance

o What Is Required of a Portfolio

Manager?
o Early Performance Measurement
Techniques
o Composite Portfolio Performance
Measures
o Application of Portfolio
Performance Measures
o Portfolio Performance Evaluation:
Some Extensions
o Factors That Affect Use of
Performance Measures
14 Ethical Issues in Finance and Lecture, Notes, Final Exam CLO1
Investment Management Discussions,
Presentation of

Page 179 of 388

 Multiple topics listed above covered in (Group Project)
the Group Project and Feedback

FIN653 International Finance

A. Course General Information:

Course Code: FIN653

Course Title: International Finance

Credit Hours: 3

Contact Hours/Week: 3

Category: Elective course in the MBA Program

Type: Elective for concentration in Finance

Prerequisites: FIN620 Corporate Financial Strategy

Co-requisites: None

B. Course Catalog Description:

This course provides students a framework for making corporate financial decisions in an international
context. It primarily focuses on various theories of exchange rate determination, operational
significance of international financial markets, various risks faced by the multinational firms,
strategies used to hedge exchange rate risk, methods of financing international operations, and
capital budgeting decisions in an international framework. The course identifies unique opportunities
and challenges of international operations and covers tools and techniques essential for effective
financial management in the global context.

C. Rationale of the Course:

This graduate-level concentration/specialization course is required for learners with a major in

finance. It builds on the knowledge and skills developed in the prerequisite course – BUS526 Financial
System and Managerial Finance. All MBA learners with a major in Finance are expected to gain
advanced knowledge in international financial management - a major area of finance. For effective
management of a multinational businesses and for making prudent investment decisions in
international financial market, one must have critical thinking and analytical abilities to identify
unique opportunities and challenges of international operations, invest in various exchange rate
derivatives and effectively hedge the foreign exchange risk exposures.

Page 180 of 388

D. Course Objectives (COs):

The major objectives of this course are to:

1. Introduce students to the international financial environment in which multinational corporations

operate and cross-border financial transactions take place.
2. Explain to students, international flow of funds, alternative exchange rate systems, determination
of exchange rates including international parity theories, and operations of various exchange rate
derivatives and markets.
3. Develop students’ analytical and computational skills necessary to face the challenges of
uncertainties in the global marketplace, including foreign exchange risk exposures.
4. Familiarize students with the additional investing and financing opportunities in the global capital
market and related unique challenges and their management.

E. Course Learning Outcomes (CLOs):

On successful completion of the course, learners should be able to:

SL. CLO Description

CLO1 Recognize the concepts of International Financial and Monetary System, International
Financial Markets, International Banking and Balance of Payment.

CLO2 Explain the impact of inflation rate and interest rate differentials in determining the change
in spot exchange rates over time and premium/discount on forward rates over spot rates.

CLO3 Demonstrate familiarity with foreign exchange forwards/futures, options and swaps
contracts and their application in speculation and hedging of foreign exchange risks.

CLO4 Identify and apply various tools and techniques to measure and manage transactions,
operating and translation exposures.

CLO5 Evaluate multinational projects using capital budgeting techniques and identify potential
risks and their management.

CLO6 Describe opportunities of investing and financing in foreign capital markets and determine
related effective yields and risks.

F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

Page 181 of 388

 PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9

CLO1 ✔

CLO2 ✔

CLO3 ✔

CLO4 ✔

CLO5 ✔

CLO6 ✔

G. Course Plan specifying CLOs, co-curricular activities (if any), Teaching-Learning and Assessment
Strategies mapped with the CLOs:

Week Topic Teaching- Assessment Corresponding

Learning Strategy CLOs
Strategy

1 Introductions Lecture, Notes, Quiz, CLO1

Discussions Midterm
o Discuss the Course Outline
Exam, Final
Introduction to International Finance Exam

o Concept of International Finance,

o International Financial and
Monetary System,
o International Financial Markets
and International Banking.

2 International flow Of Funds Lecture, Notes, Quiz, CLO1

Discussions Midterm
o Balance of Payment,
Exam, Final
o International Trade Flow)
Exam
o International Capital Movement,
o International Financial and Trade
Organizations (IMF, World Bank
Group, ADB, IDB, WTO)

3 International Monetary System Lecture, Notes, Quiz, Case CLO2

Discussions, Study,
o Motives for Using International
problem solving Midterm
Financial Markets,

Page 182 of 388

 o Overview on IFMs: FEX Market; Exam, Final
International Money, Credit, Exam
Bond, Stock and Derivative
Markets. -indirect),
4 Determining Exchange Rate Lecture, Notes, Quiz, CLO2
Discussions, Midterm
o Factors Influencing Exchange
problem solving Exam, Final
Rate,
Exam
o Exchange rate movement,
o Exchange Rate Quotations

5 Determining Exchange Rate Lecture, Notes, Quiz, CLO2

Discussions, Midterm
o Exchange Rate Quotations –
problem solving Exam, Final
Direct and Indirect, Spot and
Exam
Cross Rates
o Operational Rates – Bangladesh
Perspectives.
o Arbitrage and speculative
Activities in FEX Market.

6 Exchange Rate Systems and Govt. Lecture, Notes, Quiz, CLO2

Intervention Discussions, Midterm
problem solving Exam, Final
o Fixed, Floating and other
Exam
systems,
o Reasons for Govt.
intervention,
o Direct and Indirect
Intervention

7 ● Review Class
● Midterm Exam
8 Foreign Exchange Derivatives Lecture, Notes, Quiz, CLO3
Discussions, Midterm
o Forward Market,
problem solving Exam, Final
o Future Market
Exam
o Option Markets and
o Other markets and products.

9 Foreign Exchange Derivatives Lecture, Notes, Quiz, CLO3

Discussions, Midterm
o Option Markets and
problem solving Exam, Final
o Other markets and products
Exam

Page 183 of 388

 10 Relationship Among Exchange Rate, Lecture, Notes, Quiz, Case CLO4
Inflation Rate and Interest Rate: Discussions, Study, Final
problem solving Exam
o Purchasing Power Parity (PPP),
o International Fisher Effect (IFE)
and
o Interest Rate Parity Theories.

11 Exchange Rate Risk Management: Lecture, Notes, Quiz, Case CLO4

Discussions, Study, Final
o Exchange Rate Forecasting,
problem solving Exam
o Exchange Rate Fluctuation
Exposure;
o Transaction Exposure,
o Translation Exposure and
o Economic exposure
o Management of different types
of exposure

12 Short-Term Asset and Liability Lecture, Notes, Quiz, Final CLO5

Management: Discussions Exam
CLO6
o International Trade Payment
o Financing Methods. Inco Terms-
2020.

13 Long-Term Asset and Liability Lecture, Notes, Final Exam CLO5

Management: Discussions,
CLO6
o Analyzing Country Risk, Problem Solving
o Capital Budgeting and
o Long-term Financing.

14 Review class before Final Exam

Presentation

FIN654 Financial Modeling, Analysis and Forecasting

Page 184 of 388

A. Course General Information:

Course Code: FIN654

Course Title: Financial Modeling, Analysis and Forecasting
Credit Hours: 3
Contact Hours/Week: 3
Category: Elective for MBA Program
Type: Elective for concentration in Finance
Prerequisites: FIN620 Corporate Financial Strategy
Co-requisites: None

B. Course Catalog Description:

This course examines the essential financial modeling skills to analyze and manage risk and business
performance in today’s globally competitive world. Modeling and simulation techniques using MS
Excel will be the focus; however, other tools and techniques will be also covered. Students will learn
advanced methods and techniques of financial modeling which will enhance their ability to forecast
more accurately while minimizing the error, as such, it will equip them to better manage risk and
uncertainty.

C. Rationale of the Course:

This graduate-level course can be taken by learners majoring in finance. By completing this course,
learners will gain the ability to apply the fundamental knowledge learned in previous Finance courses
that will enable them to solve real-life corporate finance and investment management issues.
Financial modeling skills are crucial in taking a variety of financial and investing decisions as well as
conducting valuations of different securities and companies as a whole. Today’s fast-paced financial
sector requires expertise in financial modeling to solve different real-world business problems
efficiently. Besides making the learners better financial decision-makers in their respective fields, this
course will open several new opportunities for them.

D. Course Objectives (COs):

The major objectives of this course are to:

1. Enable learners to develop the financial modeling skills necessary to apply financial theories
toward solving practical problems in company valuation and portfolio management.
2. Familiarize learners with the effective spreadsheet functions and visual basic programming
needed to conduct statistical analysis using financial data.
3. Enable learners to use different optimization models that can be used to make efficient portfolios
of assets.
4. Demonstrate to learners’ different models used to value derivatives and fixed-income securities.
5. Acquaint learners with different models and processes used for determining the values of
derivatives and fixed-income securities.

Page 185 of 388

E. Course Learning Outcomes (CLOs):

On successful completion of the course, learners should be able to:

SL. CLO Description

CLO1 Demonstrate proficiency in using effective spreadsheet functions and creating visual basic
functions.
CLO2 Create spreadsheet models to solve real-world business problems.
CLO3 Prepare computer-based models to prepare and project financial statements of companies.
CLO4 Quantify systematic and residual risk exposure for both individual securities and portfolios.
CLO5 Construct efficient portfolios through creating and solving optimized models.
CLO6 Illustrate how prices of bonds and derivative securities are calculated.

F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9

CLO1 ✔ ✔
CLO2 ✔ ✔
CLO3 ✔ ✔
CLO4 ✔ ✔
CLO5 ✔ ✔
CLO6 ✔

G. Course Plan specifying CLOs, co-curricular activities (if any), Teaching-Learning and Assessment
Strategies mapped with the CLOs:

Week Topic Teaching-Learning Assessment Corresponding

Strategy Strategy CLOs
1 • Introduction to Financial Modeling Lecture, Quiz, CLO1
and MS Excel Functions Discussions Midterm
o Financial Modeling Purposes and Exam, Final
Application in Finance Exam
o Introduction to Functions, Data
Downloads, Imports and Macros
2 • Financial Statement Modeling Lecture, Assignment, CLO1, CLO2,
o Forecasting Income Statements Discussion, Lab Quiz, CLO3
o Forecasting Balance Sheet Work Midterm
Exam, Final
Exam

Page 186 of 388

3 • Financial Statement Modeling Lecture, Assignment, CLO1, CLO2,
(continued) Discussion, Lab Quiz, CLO3
o Free Cash Flow (FCF) Calculation Work Midterm
o Calculating Weighted Average Cost Exam, Final
of Capital (WACC)
Exam
o Valuation using Free Discounted
Cash Flow Methods
o Valuation Using Trading Multiples

4 • Sensitivity Analysis Lecture, Assignment, CLO3, CLO4,

o Scenario Manager Analysis in Excel Discussion, Lab Group CLO5
o Data Table Analysis in Excel Work Project, Quiz,
• Portfolio Models, Matrix Operations, Midterm
and Data Tables
Exam, Final
o Calculation of Mean, Variance,
Standard Deviation, Covariance, Exam
Correlation
o Envelop Portfolios
o Creation of one-Dimensional and
Two-Dimensional Data Table Matrix
Operations
5 • Systematic Risk Estimation and Factor Lecture, Assignment, CLO4, CLO5
Sensitivities Discussion, Lab Group
o Variance-Covariance Matrix Work Project, Quiz,
o Correlation Matrix
Midterm
o Estimating Beta and Security
Exam, Final
Market Line (SML)
o Tests of Asset Pricing Models Exam
6 • Using VBA Functions to Create Mean- Lecture, Assignment, CLO4, CLO5
Variance Efficient Portfolios Discussion, Lab Group
o Introduction to VBA Programming Work Project, Quiz,
o Portfolio Optimization without Final Exam
Constraints
o Portfolio Optimization with
Constraints
• Review of the Midterm Exam
Review Class
7 Midterm Examination

8 • Black-Litterman Approach and Active Lecture, Assignment, CLO4, CLO5

Portfolio Management Discussion, Lab Group
o Theory of Active Portfolio Work Project, Quiz,
Management Final Exam
o Naive Optimization
o Why Does Naive Optimization Fail?
o Changing Variance-Covariance
Matrix

Page 187 of 388

 o Black and Litterman’s Solution

9 • Monte Carlo Simulations Lecture, Assignment, CLO3, CLO4,

o VBA Random-Number Generators Discussion, Lab Group CLO5
o Normally Distributed Random- Work Project, Quiz,
Number Generators
Final Exam
o Computing π in Monte Carlo
o Monte Carlo Simulation of
Investment and Retirement
Problems
10 • Simulating Stock Prices and Portfolio Lecture, Assignment, CLO3, CLO4,
Returns Discussion, Lab Group CLO6
o Computing Returns and Their Work Project, Quiz,
Distribution for a Continuous
Final Exam
Return-Generating Process
o Lognormal Price Distributions and
Geometric Diffusions
o Simulating Lognormal Price Path
o Calculating the Parameters of the
Lognormal Distribution from Stock
Prices
11 • Simulating Stock Prices and Portfolio Lecture, Assignment, CLO2, CLO5
Returns (Continued) Discussion, Lab Group
o Multiple Stock Portfolios Work Project, Quiz,
o Beta and Return Final Exam
• Pricing Options and Structured
Products using the Black-Scholes
Model
o Basic Option Terminologies
o Option Payoff and Profit Patterns
o Different Option Strategies
12 • Pricing Options and Structured Lecture, Assignment, CLO3, CLO5,
Products using the Black-Scholes Discussion, Lab Quiz, Final CLO6
Model (continued) Work Exam
o Implementing Black-Scholes
Formulas in a Spreadsheet
o Defining a Black-Scholes Pricing
Function Using VBA
o Calculating Volatility
o Pricing Structured Securities using
Black-Scholes Formula

13 The Binomial Option Pricing Model Lecture, Assignment, CLO3, CLO5,

o Two-Date Binomial Pricing Discussion, Lab Quiz, Final CLO6
o The Multi-Period Binomial Model Work Exam
o Pricing American Options Using
Binomial

Page 188 of 388

 o Convergence of Binomial Pricing to
Black-Scholes Price

14 Estimating Interest Rate Sensitivity and Lecture, Assignment, CLO3, CLO5,

Default-­­Adjusted Returns for Bonds Discussion, Lab Quiz, Final CLO6
o Simple Model of Immunization Work Exam
o Convexity and Duration
o Calculating the Bond Expected
Return in a Multi-Period Framework
o Calculating Expected Bond Payoff
o Calculating the Bond Expected
Return for an Actual Bond

FIN655 Derivatives and Risk Management

A. Course General Information:

Course Code: FIN655

Course Title: Derivatives and Risk Management

Credit Hours: 3

Contact Hours/Week: 3

Category: Elective in MBA Program

Type: Elective for concentration in Finance

Prerequisites: FIN620 Corporate Financial Strategy

Co-requisites: None

B. Course Catalog Description:

The course “Financial Derivates” is structured for the students who are interested in devolving their
career in corporate finance and/or investment banking. It examines a broad array of derivative
products, such as forwards, futures, and options. Topics include: analysis of derivative securities,
operation of option/future markets, basic techniques for pricing and hedging, arbitrage, interest rate
derivatives and the use of derivatives for financial risk management.

C. Rationale of the Course:

Derivatives offer a new way of investing in financial assets and minimizing investment risk. A
derivative represents a contract between two or more parties to buy and sell an underlying asset at a
predetermined price based on fluctuations in the underlying asset such as commodities, currencies,

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 market indexes, interest rates, bonds and stock price etc. An investor can effectively minimize
investment risk through the process of hedging by engaging simultaneously in multiple derivatives or
by simultaneously trading in the spot and the derivative markets. Students will be able to utilize the
various concepts, tools and techniques of Managerial Finance course to implement risk minimizing
strategies through investing in the derivative markets.

D. Course Objectives (COs):

The major objectives of this course are to:

1. Explain the meaning of derivatives and mechanics of their operations.

2. Determine prices of different types of derivatives using no-arbitrage bounds, and mathematical
models.
3. Explain hedging and risk minimizing strategies by engaging in derivative contracts.
4. Introduce the basics of the Swaps market operations.

E. Course Learning Outcomes (CLOs):

On successful completion of the course, learners should be able to:

SL. CLO Description

CLO1 Explain what derivatives are and how they operate

CLO2 Demonstrate knowledge of the forward and futures markets for commodities and stock

CLO3 Explain the concept and mechanism of options market for common stock

CLO4 Employ the concept of no-arbitrage bounds for pricing futures and options

CLO5 Utilize binomial and Black-Scholes models of pricing stock options

CLO6 Develop trading strategies for hedging and risk minimization with futures and options

CLO7 Explain the operations of the swaps market for currencies and interest rates

F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

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 SL. PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9

CLO1 ✔

CLO2 ✔

CLO3 ✔

CLO4 ✔

CLO5 ✔

CLO6 ✔

CLO7 ✔

G. Course Plan specifying CLOs, co-curricular activities (if any), Teaching-Learning and Assessment
Strategies mapped with the CLOs:

Week Topic Teaching- Assessment Corresponding

Learning Strategy Strategy CLOs
1 ● Introduction to Lecture and Quizzes and tests. CLO1
Derivatives discussions.
o Meaning and definition. Problem solving.
o Common types of
derivatives. (Forward,
futures, options and
swaps)
o Traders in the
derivative markets.
2 ● Futures Markets and Lecture and Quizzes and tests. CLO2
Central Counterparties discussions.
o Opening and closing Problem solving.
positions.
o The futures contract.
o Convergence of futures
to spot price.
o Margin account and its
operation.
o OTC markets.
o Market quotes.
o Types of traders and
types of order.
3 ● Hedging Strategies Using Lecture and Quizzes and tests. CLO6
Futures discussions.
o Hedging principles. Problem solving.
o Basis risk.
o Cross hedging.
o Stock index futures.

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 o Stock and roll.
4 ● Pricing of Forward and Lecture and Quizzes and tests. CLO4
Futures discussions.
o Investment vs. Problem solving.
consumption assets.
o Short selling.
o Forward price for an
investment asset.
o Valuing forward
contracts.
o Forward and futures
contract on currencies.
o Futures on
commodities.
o The cost of carry model
of futures pricing.
o Contango.
5 ● Swaps Lecture and Quizzes and tests. CLO7
o Interest rate swaps. discussions.
o Currency swaps. Problem solving.
o Credit risk.
o Credit default swaps.
o Other types of swaps.
6 ● Mechanics of Options Lecture and Quizzes and tests. CLO3
Markets. discussions.
o Types of options. Problem solving.
o Option positions.
o Underlying assets.
o Specifications of stock
options.
o Trading in stock
options.
o Commissions and
Margins.
o The options clearing
house.
7 ● Review Class Lecture and
● MIDTERM discussions.
EXAMINATION Problem solving.
8 ● Properties of Stock Lecture and Quizzes and tests. CLO5
Options discussions.
o Factors affecting option Problem solving.
prices.
o Upper and lower
bounds for options
prices.
o Put-call parity.

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 o Calls on non-dividend
paying stock.
o Puts on non-dividend
paying stock.
o Effect of dividends.
9 ● Trading Strategies Lecture and Quizzes and tests. CLO6
Involving Options discussions.
o Principal-protected Problem solving.
notes.
o Strategies involving a
single option and a
stock.
o Spreads.
10 ● Test 2 Lecture and Quizzes and tests. CLO6
● Trading Strategies discussions.
Involving Options Problem solving.
o Combinations.
o Other payoffs.
11 ● Binomial Model of Lecture and Quizzes and tests. CLO5
Options Pricing discussions.
o One-step binomial Problem solving.
model and a no-
arbitrage argument.
o Risk neutral valuation.
o Two-step binomial
trees.
12 ● Binomial Model of Lecture and Quizzes and tests. CLO5
Options Pricing discussions.
o American options. Problem solving.
o Delta.
o Determining µ ad d.
o Increasing the number
of time steps.
o Options on other
assets.
13 ● Black-Scholes-Merton Lecture and Quizzes and tests. CLO5
Option Pricing Model discussions.
o Assumptions about how Problem solving.
stock prices evolve.
o Expected return and
volatility.
o Assumptions underlying
Black-Scholes-Mertorn
model.
14 ● Black-Scholes-Merton Lecture and Quizzes and tests. CLO5
Option Pricing Model discussions.
Problem solving.

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 o Assumptions underlying
Black-Scholes-Mertorn
model.
o Risk-neutral valuation.
o Implied volatilities.
o Dividends.

FIN656 Entrepreneurial Finance

A. Course General Information:

Course Code: FIN656

Course Title: Entrepreneurial Finance

Credit Hours: 3

Contact Hours/Week: 3

Category: Elective course for MBA program

Type: Elective for concentration in Finance

Prerequisites: BUS526 Financial System and Managerial Finance, BUS527

Organizational Behavior, Leadership and Ethics

Co-requisites: None

B. Course Catalog Description:

This course focuses on the overview of the venture capital industry; the organization and operation
of venture capital funds; investment methodology; monitoring and portfolio liquidation; leveraged
investing; and specialized investments. It explores entrepreneurial finance issues from the perspective
of both the owner/manager and the professional investor (i.e. business angel or venture
capital/private equity).

C. Rationale of the Course:

Entrepreneurial finance aims at providing students with profound understanding of financial activities
in a new venture setting. The content of this course will demonstrate students the application of
financial and economic theories in various start-up decision making, ranging from funding to capital
budgeting decisions. New ventures are usually heavily constrained by limited resources and high
levels of uncertainty, which make entrepreneurial financial management a very important discipline.
Students will be highly benefited from learning about financial forecasting, tools to assess current
performance and start-up company valuation etc.

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D. Course Objectives (COs):

The major objectives of this course are to:

1. Discuss the ethics, managerial and fundamentals of new venture financial management.
2. Demonstrate the application of financial theories in financial management decision making
process.
3. Explain the process of valuation and working capital management of new ventures.
4. Discuss the capital budgeting techniques for new project using the weighted average cost of
capital.
5. Introduce students with risk management tools used in a start-up setting.

E. Course Learning Outcomes (CLOs):

On successful completion of the course, learners should be able to:

SL. CLO Description

CLO1 Evaluate different types of funding sources available for start-ups based on their cost of
fund and the financial performances.

CLO2 Explain the financial attributes angel investors seek from a new venture.

CLO3 Illustrate risk management strategies to eliminate or minimize risk faced by new ventures
at different stages of their life.

CLO4 Apply various financial forecasting and budgeting techniques in different start-up context

CLO5 Appraise new venture projects using appropriate discount rate.

F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9

CLO1 ✔

CLO2

CLO3 ✔ ✔ ✔

CLO4 ✔ ✔

CLO5 ✔ ✔ ✔

G. Course Plan specifying CLOs, co-curricular activities (if any), Teaching-Learning and Assessment
Strategies mapped with the CLOs:

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Week Topic Teaching-Learning Assessment Corresponding
Strategy Strategy CLOs

1 Introductions Lecture, Notes, Case CLO1

Discussion
● Overview
o Introduction to the course
o Concept of Entrepreneurial
finance
o The entrepreneurial
environment
o External and internal
environmental elements
o Entrepreneurial process
o Financing through venture life
cycle

2 Organizing and Financing new Lecture, Notes, Homework CLO1

venture Discussions
Quiz
o Forms of business organization
o Choosing the form of
organization
o Seed, start-up and first round
financing sources
o Financial bootstrapping
o Business Angel funding
3 Measuring financial performance Lecture, Notes, CLO1
Discussions
o Business asset, liabilities and
equities
o Financial Statements
o Operating Break-even analysis
o Ratio analysis
o Conversion period ratios
o Industry comparable ratio
analysis

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4 Financial Planning: short term, Lecture, Notes, Group CLO4
Long term Discussions In-class Work, In-
Problem Solving class
o Financial planning throughout
Using Excel Exercises
the venture’s life cycle
o Short term cash planning tools
o Systematic forecasting
o Estimating sustainable sales
growth rate
o Forecasting sales
o Projected income statement
o Projected Balance Sheet
5 Types and cost of Financial Cost Lecture, Notes, Group Work CLO1
Discussions
o Implicit and explicit financial
capital cost Quiz
o Determining cost of debt
capital
o Estimating cost of equity
capital
o Sources and cost of equity
venture capital
o Weighted average cost of
capital

6 Valuing early-stage ventures Lecture, Notes, CLO5

Discussions, In-
o Basics mechanics of valuation
class Problem
o Required vs. surplus cash
Solving Exercises
o Developing projected financial
statement for DCF valuation
o Accounting vs. equity valuation
cash flow

Venture capital valuation model

o Basic cash flow-based equity

valuation
o Basic venture capital
valuation methods
7

● Review Class
● Midterm Exam

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8 Venture Capital Valuation Method Lecture, Notes, Group CLO5
(Continued) Discussions, In- Project
class Exercise Guideline
o Earning multipliers and
Discussion,
discounted dividends
o Adjusting VCSCs for multiple Homework
round
9 Professional Venture capital Lecture, Notes, Homework CLO3, CLO5
Discussions
o Historical traits of personal Group
venture capital Project
o Professional venture
investment cycle
o Determining fund objectives
and policies
10 Other Financing alternatives Lecture, Notes, Individual CLO1
Discussions, In- Assignment,
o Facilitators, consultants and
class Problem Quiz
intermediaries
Solving Exercises
o Commercial and venture bank
lending
o Other government financing
alternatives in Bangladesh
o Mortgage lending
o Traditional and venture
leasing
o Direct public offer
11 Security structure and Determining Lecture, Notes, Homework CLO3, CLO4
Enterprise value Discussions submission

o Common stock or common Case Study

equity
o Preferred stock or preferred
equity
o Convertible preferred
o Conversion value protection
o Conversion price formula
o Market price formula
o Convertible debt

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 12 Harvesting the business venture Lecture, Notes, Case Study CLO2, CLO3
Investment Discussions Discussion

o Planning an exit strategy Case Study Assignment

o Valuation of equity or Submission
enterprise
o Systematic liquidation
o Outright sale
o Going public
o Post IPO trading
13 Financial troubled Ventures Lecture, Notes, Group CLO2, CLO3
Discussions, Project
o Financial Distress
Presentation
o Resolving financial distress
situations
o Private workout
o Bankruptcy liquation
14 Overview of Venture capital Guest Lecturer, Final Exam CLO1
industry in Bangladesh class discussion

Review of final exam

FIN657 Financial Technology (FinTech)

A. Course General Information:

Course Code: FIN657

Course Title: Financial Technology (FinTech)

Credit Hours: 03

Contact Hours/Week: 03

Category: Elective in the MBA Program

Type: Elective for concentration in Finance

Prerequisites: FIN620 Corporate Financial Strategy

Co-requisites: None

B. Course Catalog Description:

This course is designed to enable students with the necessary tools to understand the complex
interaction of finance, technology and regulation. It focuses on the recent development and concerns

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 of FinTech and its impact on the stakeholders in the context of global economy. Major topics of
FinTech, including Blockchain, Cryptocurrencies, Digital and alternative Finance, Big Data, Machine
Learning, Neural Network, and Algorithmic Trading.

C. Rationale of the Course:

This intermediate-level concentration/specialization course is an elective for learners with a major in

Finance discipline. It builds on the knowledge and skills developed in the prerequisite course – BUS526
- Financial Systems and Managerial Finance. All MBA learners in the Finance discipline are expected
to gain intermediate-level knowledge of recent technological developments and demonstrate the
uses of FinTech in emerging markets - a significant area of Finance discipline and a primary function
in the financial and other industries. This course is designed to help learners develop these
competencies: knowledge, skills and abilities.

D. Course Objectives (COs):

The major objectives of this course are to:

1. Familiarize students with the current trends, challenges and opportunities in FinTech, including
the importance of distributed ledger technology and electronic currencies.
2. Explain the importance of financial intermediation and the use of money in financial technology.
3. Describe the relevance of capital and investment processes within FinTech, especially in terms of
equity crowdfunding and peer-to-peer platforms.
4. Familiarize students with the role of emerging markets in and social impact of FinTech.
5. Describe to students the importance of Artificial Intelligence, Big Data, and analytics techniques
to critically analyze information and propose solutions.

E. Course Learning Outcomes (CLOs):

On successful completion of the course, learners should be able to:

SL. CLO Description

CLO1 Describe the current trends and themes of FinTech and the importance of blockchain and
cryptocurrencies.

CLO2 Identify various challenges and opportunities from recent innovations and investments in
FinTech.

CLO3 Describe the innovative FinTech solutions that are transforming the financial services
sector.

CLO4 Apply and critically evaluate theories of capital and investment processes within FinTech.

CLO5 explain the impact of FinTech on society and the role of emerging markets.

CLO6 Analyze information and propose solutions by using recent developments like Artificial
Intelligence, Big Data.

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 CLO7 Demonstrate familiarity with and application of the FinTech ecosystem in the coming days.

F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9

CLO1 ✔ ✔

CLO2 ✔ ✔

CLO3 ✔ ✔

CLO4 ✔ ✔

CLO5 ✔ ✔

CLO6 ✔ ✔

CLO7 ✔ ✔

G. Course Plan specifying CLOs, co-curricular activities (if any), Teaching-Learning and Assessment
Strategies mapped with the CLOs:

Week Topic Teaching- Assessment Corresponding

Learning Strategy CLOs
Strategy

1 ● Introduction Short video Quiz, Midterm CLO1, CLO2

● An Overview of Financial clips explaining Exam, Final Exam
Technology (FinTech) FinTech,
o What is FinTech? Lecture,
o Banking and the E-Book discussion,
Moment Article review
o The Shifting Financial
Landscape
o The Challenge to the
Banks
o The Future for the
Banking Sector
o FinTech in the Developing
World
o Current Trends in
Financial Technology

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2 ● FinTech Themes Lecture, Notes, Quiz, Midterm CLO1, CLO2
o Think of collaboration Discussion, Exam, Final Exam
o Global Compliance is Key Article review
o Lending (Capital) in the
21st Century
o The Next Big Innovation in
FinTech – Identity
o Tech Giants Becoming
Non-Bank Banks
o User Experience (UX) in
FinTech

3 ● Emerging Markets and Lecture, Notes, Quiz, Midterm CLO1, CLO5

Social Impact Discussion, Exam, Final Exam
o FinTech in the Banking Article review
Industry
o The Rise of the Rest in
FinTech
o Smartphones, FinTech,
and Education – Helping
the Unbanked Reach
Financial Inclusion
o The Social Impact of
FinTech in different
countries

4 ● FinTech Solutions Lecture, Notes, Quiz, assignment, CLO2, CLO3

o Rewiring the Deal – The Discussion, Midterm Exam,
Path Forward for B2B Article review Final Exam
Supply Chains
o Payments and Point of
Sales (POS) Innovation
Predictive Algorithms
o Big Data is the
Cornerstone of Regulatory
Compliance Systems
o FinTech Solutions in
Complex Contracts
Optimization

5 ● FinTech Solutions Lecture, Notes, Quiz, assignment, CLO2, CLO3

o Behavioral Biometrics – A Discussion, Midterm Exam,
New Era of Security Article review Final Exam
o Ultra-Fast Text Analytics in
Trading Strategies

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 o Algorithmic Trading
o Regulated Crowdfunding
Ecosystems
o Remittances –
International FX Payments
at Low Cost
o FinTech Solutions for
Small Businesses
o FinTech Solutions
Benefiting other Sectors

6 ● The Role of AI in Banking Lecture, Notes, Quiz, assignment, CLO6

o Overview Discussion, Midterm Exam,
o Deep learning: How Article review Final Exam
computers mimic the
human brain
o Robo-advisors, robo-
everything
o A bank account that is
smarter than your bank
o Where automation will
strike first
o Redefining the role of
humans in banking

7 ● Review Class
● Midterm Examination

8 ● Embedded Banking Lecture, Notes, Quiz, Group CLO2, CLO3

o Overview Discussion, Project, Final Exam
o Friction isn’t valuable in Article review
the new world
o New experiences don’t
start in the branch
o Advice, when and where
you need it
o Information asymmetry
and AI
o AIs that are better at
budgeting than your
accountant
o Mixed reality and its
impact on banking

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9 ● Crypto-currencies and Lecture, Notes, Quiz, Group CLO1, CLO5,
Blockchains Discussion, Project, Final Exam CLO7
o Overview Article review
o Meets Digital Finance and
Mobile Value Exchange
o The Internet of Money: A
Radical New Business
Model
o Digital Asset Management
and Value Exchange
o Hybrid Digital Finance
Platform Convergence
o Digital Currencies and
Mobile Transactions

10 ● Crypto-currencies and Lecture, Notes, Quiz, Group CLO1, CLO5,

Blockchains Discussion, Project, Final Exam CLO7
o How Does Digital Currency Article review
Work?
o Emerging digital
currencies
o Bitcoin and
cryptocurrencies on a
surge
o Bitcoin 2.0 and Future
Trends
o Is this a global capital
markets evolution?
o The structural implications
of DLT

11 ● Capital and Investment Lecture, Notes, Quiz, Final Exam CLO3, CLO4
o Investment and Capital – Discussion,
Back to Basics Article review
o Building an Investable
Platform
o Angel Investing – Access
to “Smart Money” to Fund
the Best FinTech
Companies
o Crowdfunding and
Marketplace (P2P)
Lending – Online Capital
Marketplaces

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 o Leading the Way with an
Investor-led Approach to
Crowdfunding

12 ● Enterprise Innovation Lecture, Notes, Quiz, Final Exam CLO3, CLO7

o Can Banks Innovate? Discussion,
o The Innovation Lab is the Article review
Answer?
o FinTech and Banks –
Collaboration is Key
o Transaction or Specialized
Banks
o Partnerships Are the Key
to Addressing Financial
and Digital Exclusion
o Collaborative Partnerships
are the Key to Digital and
Financial Inclusion
o Corporate Venture Capital
o Big Data

13 ● The Future of FinTech Lecture, Notes, Review Quiz, Final CLO6, CLO7
o How Emerging Discussion, Exam
Technologies Will Change Article review
Financial Services
o Many Opportunities for
FinTech Are Yet to be
Explored
o The Future of Financial
Services
o Banking on Innovation
Through Data
o Why FinTech Banks Will
Rule the World
o The FinTech Supermarket

14 ● The Future of FinTech Lecture, Notes, Review Quiz, Final CLO6, CLO7
o The Rise of BankTech – Discussion, Exam
The Beauty of a Hybrid Article review
Model for Banks
o FinTech Impact on Retail
Banking
o Embracing the Connected
API Economy

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 o Eliminating Friction in
Customers’ Financial Lives
o FinTech is the Future Itself
o A Future Without Money
o Ethics in FinTech?

FIN666 Contemporary Issues in Finance

Course Code and Title: FIN666 Contemporary Issues in Finance

The course examines special issues and/or contemporary events in the area of Finance at an advanced
level. Selection of topics depends on the relevance and importance to the field, interest and preference
of learners and instructors. Topic specific Course Description, Course Objectives (COs), Course Learning
Outcomes (CLOs) and the Mapping of Course Learning Outcomes (CLOs) with the Program Learning
Outcomes (PLOs) will be outlined Subject to the special issue.

HRM620 Strategic Human Resource Management

A. Course General Information:

Course Code: HRM620

Course Title: Strategic Human Resource Management

Credit Hours: 3

Contact Hours/Week: 3

Category: Advanced Core Course in the MBA Program

Type: Mandatory Course

Prerequisites: BUS527 Organizational Behavior, Leadership and Ethics

Co-requisites: None

B. Course Catalog Description:

This course is designed to study how strategic thinking can be applied to Human Resource
Management. It covers the advanced topics in Human Resource Management and their strategic
application in an organization from a manager’s perspective. It deals with how organizations can
integrate HR strategies into organizational strategies and vice versa. It deals with contemporary issues
in Human Resource Management. It provides students a comprehensive and elaborate review of

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 essential HRM concepts, techniques and ideas to enhance their knowledge base and open their minds
in the relevant field.

C. Rationale of the Course:

This foundation level course is required for all learners wishing to do MBA. Learners are expected to
gain an in depth understanding of how their work is related with an organization strategy. The lessons
of this course will enable them to offer the HR based solutions to the management, keeping the top-
level management’s challenges in mind. It is important that a modern-day HR professional inhibit this
mindset as the traditional HR roles are already deemed redundant by the organization.

D. Course Objectives (COs):

This course is about how to make a positive impact in organizations using Strategic Human Resources
Management. Students should be able to answer the following concerns after successfully completing
this course:

1. Create a human resource strategic plan that allows implementation of the business strategies.
2. Demonstrate how to think systematically and strategically about aspects of managing the
organization’s valuable human assets.
3. Explain what really needs to be done to implement these policies and to achieve competitive
advantage.
4. Familiarize with the evolving nature of human resource management in becoming a strategic
partner in organizations.
5. Provide understanding of the HR Information Systems effectively for managerial decision-making.

E. Course Learning Outcomes (CLOs):

On successful completion of the course, learners should be able to:

SL. CLO Description

CLO1 Discuss how the principles, functions, and operations of businesses differ depending on their
strategy.

CLO2 Recognize the challenges, risks, and opportunities that are emerging for the management as a
result of changes in the business environment due to globalization, demographic change and
internationalization.

CLO3 Analyze real-world business problems through cases and term papers and present an HR-based
solution in an effective and efficient manner.

CLO4 Identify how HR can strategically assist the organization to keep ethics, society, diversity, and
teamwork at the centre;

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 CLO5 Demonstrate how the traditional works of HRM (Like: HR planning, training, staffing, and
compensation) can be used to solve problems and make sound decisions within the strategic
contexts of the organization.

F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9

CLO1 ✔

CLO2 ✔ ✔

CLO3 ✔

CLO4 ✔

CLO5 ✔

G. Course Plan specifying CLOs, co-curricular activities (if any), Teaching-Learning and Assessment
Strategies mapped with the CLOs:

Week Topic Teaching- Assessment Corresponding

Learning Strategy CLOs
Strategy

1 ● An Investment Perspective of Lecture, Assignment CLO1, CLO3

● Human Resource Management Discussions, Quiz,
Case, Problem Midterm
solving Exam, Final
o Strategic view of Human resources Exam
management
o HR value chain
o Types of organization asset
o Sources of employee value
o Investment orientation
o Effective HRM practices

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2 ● Trends affecting Human Resource Lecture, Assignment
Management Discussions, Quiz,
CLO2, CLO4
Problem solving, Midterm
o Major factors affecting HRM
Group work Exam, Final
o Technology Changes for HRM
Exam
o Workforce demographic changes
and diversity
o Ethical behaviour
o CSR

3 ● Strategic Management Lecture, Assignment CLO1

Discussions, Quiz,
o Strategic HRM
Problem solving Midterm
o Strategic management process
Exam, Final
o Models of Strategy
Exam
o Business unit strategy
o Corporate strategy
o 5p model of SHRM

4 ● The Evolving/Strategic Role of Lecture, Assignment CLO2, CLO1

Human Resource Management Discussions, Quiz,
Case, Problem Midterm
o Ulrich’s model of HR function
solving Exam, Final
o Traditional vs Strategic HR
Exam
o HR roles in knowledge-based
economy
o Antecedents and consequences of
employee engagement
o Outsourcing and remodelling of
HRM

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5 ● Human Resource Planning Lecture, Assignment CLO5
Discussions, Quiz,
o Definition of HRP
Problem solving Midterm
o Types of proactive and reactive HR
Exam, Final
o Strategic levels of HR
Exam
o Types of planning
o Forecasting demand and supply
o Balancing workforce supply and
demand
o Succession planning
6 ● Design and Redesign of Work Lecture, Assignment CLO1, CLO5
Systems Discussions, Quiz,
Case, Problem Midterm
o Design of work systems
solving, Group Exam, Final
o Five core job characteristics
work Exam
o The employee life cycle
o Types of task interdependence
o Redesigning of work: Offshoring,
outsourcing, Mergers and
acquisition

7 ● Midterm Examination Midterm

Examination

7 ● Staffing Lecture, Assignment CLO1, CLO5

Discussions, Quiz, Final
o Role of staffing in strategy
Problem solving Exam
o Lepak and Snell quadrant
o Recruiting: Temporary vs
permanent employees
o Recruiting: Internal vs external
employees
o Recruiting: Active vs passive
recruiting
o Methods of strategic recruiting
o Issues related to recruitment and
selection
o New trends in recruiting and
selection

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8 ● Training and development Lecture, Assignment, CLO1, CLO5
Discussions, Term
Problem solving Project,
o Differences between training and Quiz, Final
development Exam
o Centralized vs decentralized
training
o Personalizing and strategizing
training
o Organizational development
o Strategies that Impact the Transfer
of Learning
o PDCA checklist for training

9 ● Performance Management and Lecture, Assignment, CLO1, CLO5

Feedback Discussions, Term
Problem solving Project,
o Performance feedback vs
Quiz, Final
performance appraisal
Exam
o Strategic management in
performance appraisal systems
o Measures of evaluation
o Why performance management
system fails
o Strategies for improving
performance appraisal system
10 ● Compensation Lecture, Assignment, CLO1, CLO5
Discussions, Term
o Importance of compensation
Problem solving Project,
o Compensation system
Quiz, Final
o Equity theory of motivation and its
Exam
strategic significance
o Job evaluation for determining
compensation
11 ● Employee Relations Lecture, Assignment, CLO1, CLO5
Discussions, Term
o Decline of union membership
Problem solving Project,
o Why employees unionize
Quiz, Final
o Alternative forms of representation
Exam

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 12 ● Employee Separation and Lecture, Assignment, CLO1, CLO5
Retention Management Discussions, Term
Problem solving, Project,
o Causes of employee turnovers
Group work Quiz, Final
o Workforce management strategies
Exam
o Performance replaceability strategy
matrix
o Outcomes of Managed Turnover
and Retention
13 ● Global Human Resource Lecture, Assignment, CLO2, CLO4
Management Discussions, Term
Problem solving, Project,
o Requirements of International HRM
Group work Quiz, Final
o Strategies for expanding
Exam
internationally
o Hofstede’s culture difference
dimensions
o Hall’s model of cultural differences
o Determining expatriate
compensation
o Repatriation

14 ● Group Presentation and Review

HRM650 Strategic HRM and application of integrated organizational models

A. Course General Information:

Course Code: HRM650

Course Title: Strategic HRM and application of integrated organizational models

Credit Hours: 3

Contact Hours/Week: 3

Category: Elective in MBA Program

Type: Elective in concentration of HRM

Prerequisites: HRM620 Strategic Human Resource Management

Co-requisites: None

B. Course Catalog Description:

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 This course is designed to study how Strategic Human Resource Management can be applied into
building organizational competitive advantages. The course focuses on linking Strategic human
resource management with organizational competitiveness for sustainability. It deals with
contemporary issues in Human Resource Management such as innovation management, globalization
and the management of diversity. It enhances the student’s KSA and its applicability in an elaborate
manner of essential HRM concepts, techniques and ideas.

C. Rationale of the Course:

This is a required course for the MBA students since this provides extensive understanding about the
SHRM in the organizational contexts and how SHRM works along with all the SHRM matrices in any
organization depending on the external and internal factors. The course also highlights the good
governance area which is related to SHRM and how in the global arena SHRM makes an impact.

D. Course Objectives (COs):

The major learning objectives of the course are to:

1. Discuss the techniques to identify the competitive advantages of an organization

2. Clarifies the applications and matrices of competitive advantages
3. Explain the links between organizational competitiveness, strategy and sustainability
4. Initiate the innovation management techniques and relate that with the HRM models as well as
the contemporary issues of HRM
5. Develop integrated models and its applications of the HRM concepts, techniques and ideas in the
Global Context.

E. Course Learning Outcomes (CLOs):

Upon successful completion of this course, students will be able to

SL. CLO Description

Differentiate between the HR concepts strategies and the applicability in distinct

CLO1
organizations

CLO2 Apply the understanding about org’s competitive advantage and the org’s positions

Analyze and apply various matrices like IFE matrix, EFE matrix, SWOT analysis, BPM
CLO3
matrix, CA plotting etc.

Evaluate the diversified managerial theories in the global context such as innovation
CLO4
management.

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 Assess and comprehend the detailed know-how of integrated models and its
CLO5
applications of the HRM concepts, techniques and ideas in the Global Context.

F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

CLOs PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9
CLO1 ✔

CLO2 ✔

CLO3 ✔

CLO4 ✔

CLO5 ✔

G. Course Plan specifying CLOs, co-curricular activities (if any), Teaching-Learning and Assessment
Strategies mapped with the CLOs:

Week Topics Teaching Learning Strategy Assessment Corresponding

Strategy CLOs

● Introductions ● Survey on Background Quiz CLO1, CLO3,

o Introduction to SHRM and Knowledge
1 Assignment CLO4,
o Organization’s Factors ● Lecture and Discussions
o Competitive Advantage Presentation CLO5
o OB Model
o 3 layers and connections Mid-term

Final Term

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2 ● CA Matrices ● Lecture and Discussions Quiz CLO1, CLO2,
o Factors CLO4
Assignment
o Equation
o Plotting Presentation
● Space Matrices
o Factors Mid-term
o Equation Final Term
o Plotting
o Algorithm
o Matrix transformation
3 ● External Factors Versus ● Lecture and Discussions Quiz CLO1, CLO2
Internal Factors
Assignment
o Factors
o Equation Presentation
o Plotting
o Algorithm Mid-term

Final Term

4 ● EFEX Matrix ● Lecture and Discussions Quiz CLO1, CLO2

o Factors
Assignment
o Equation
o Plotting Presentation
o Algorithm
Mid-term

Final Term

5 ● IFEX Matrix ● Lecture and Discussions Quiz CLO1, CLO2

o Factors
Assignment
o Equation
o Plotting Presentation
o Algorithm
Mid-term

Final Term

6 ● BPM Matrix ● Lecture and Discussions Quiz CLO1, CLO2

o Other Matrices
Assignment
o Factors
o Company Equations Presentation

Mid-term

Final Term

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7 o Revision for Midterm ● Lecture and Discussions Quiz CLO1, CLO4,
o Project Discussion CLO5
Assignment

Presentation

Mid-term

Final Term

7 ● Midterm CLO1, CLO4,

CLO5

8 ● SHRM and Porters’ 5 ● Lecture and Discussions Quiz CLO1, CLO2,

forces Model CLO3
Assignment
o 5 forces
● SHRM and HRM Presentation
Functions – Integrations
o STREETS function Final Term
o Integrative modules
o Soft Systems
9 ● Methods and ● Lecture and Discussions Quiz CLO1, CLO2,
Frameworks CLO4
Assignment
o Harvard
o Michigan Presentation
o Contingency
o Outcome Final Term
o AMC Framework
10 ● External VS Internal ● Lecture and Discussions Quiz CLO1, CLO2,
factors and their impacts CLO3
Assignment
o Factors
o Equation Presentation
o Plotting
o Algorithm Final Term

11 ● Ethical Guidelines and ● Lecture and Discussions Quiz CLO1, CLO5

Good Governance
Assignment
● Ethics, Justice, and Fair
Treatment in Human Presentation
Resource Management
● Bertrand Russell on Final Term
Ethics. Similar
Dichotomy Characterizes
Ethics
o Ethical Relationship of a
FIRM

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 o Organizational Factors
o Individual Factors
o Implementation ideas
for trainer
12 ● Managing SHRM ● Lecture and Discussions Quiz CLO1, CLO2,
Globally CLO3, CLO4
Assignment
o Comparison Analysis
o Global Challenges Presentation
o Cultural Factors
o Economic Systems Final Term
o Legal and Industrial
Relations
13 ● Managing HR Globally ● Lecture and Discussions Quiz CLO1, CLO5
o Challenges ● Class Task 14
Assignment
o Cultural Factors
o Economic Systems Presentation
o Legal and Industrial
Relations Final Term
● Sustainability and SHRM
o Challenges
o Cultural Factors
o Economic Systems
o Legal and Industrial
Relations
14 Group presentations and
review

HRM651 Performance Appraisal System

A. Course General Information:

Course Code: HRM651

Course Title: Performance Appraisal System

Credit Hours: 3

Contact Hours/Week: 3

Category: Elective in the MBA Program

Type: Elective for Major in HRM

Page 217 of 388

 Prerequisites: HRM620 Strategic Human Resource Management

Co-requisites: None

B. Course Catalog Description (Content):

This course aims to critically assess the concepts on Performance Appraisal System and diverse
methods related to this core HRM function. It scrutinizes job holders’ (employees’, labors and
managerial leads) job descriptions, job specifications and their deliverables that is significantly related
to their intrinsic motivation. The course also focuses on the structures of industrial relations,
government regulations, labor market along with the market analysis and its impact on the
performances of the employees in organizational context. Performance appraisal system dives into
the smart targets along with the developmental requirements of those and carrying out those with
constructive feedback from various ends.

C. Rationale of the Course:

Students will be comprehensively learning about various Performance Appraisal System. Students
can be learning, understanding and perceiving the applicability about the HRM functions like
recruitment and selection, training and development, compensation employee services, performance
appraisal, personnel records, to retirement of the employees. Students will be understanding how to
relate these functions with the organizational behavioral model and organizational strategies. They
will also get the basic know-how of labor law protocols along with comprehending the HRM practices
and policies and can relate those in the Global context.

D. Course Objective:

The major learning objectives of the course are to

1. Educate the functional knowledge regarding Performance appraisal system along with its distinct
approaches, types and objectives in the organizational context
2. Familiarize with various methods of performance appraisal system and their usages in distinct
organizational context
3. Reveal the accumulation the targets as per job descriptions and job specifications while
synthesizing those with the reward system for motivational purposes
4. Explain how to assimilate and synthesize the appraisal system with the compensation packages

Page 218 of 388

 5. Build student’s knowledge about the differentiation between the motivational factors both the
internal and external ones those affect the performances of the employees in the organizational
context
6. Guide students on how to perceive the sustainability dimensions regarding performances of the
employees in the Global context.

E. Course Learning Outcomes (CLOs):

Upon successful completion of this course, students will be able to

SL. CLO Description

Apply detailed analysis of the functional knowledge regarding Performance appraisal

CLO1 system along with its distinct approaches, types and objectives in the organizational
context

Exhibit the critically learnt and adopted methods of performance appraisal system and
CLO2
their usages in distinct organizational context through case studies or projects

Measure the targets as per job descriptions and job specifications and know the
CLO3
methods to synthesize those with the reward system for motivational purposes

CLO4 Synthesize the appraisal system with the compensation packages

Critically differentiate between the motivational factors and employees’ performances

CLO5
to distinctly perceive these significances of the organizational context

Evaluate the sustainability dimensions regarding performances of the employees in the

CLO6
Global context and comprehend the implications

F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

CLOs PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9
CLO1 ✔

CLO2 ✔

CLO3 ✔
CLO4 ✔

CLO5 ✔

Page 219 of 388

 CLO6 ✔

G. Course plan specifying content, COs, co-curricular activities (if any), teaching learning and
assessment strategy mapped with COs:

Week Topics Teaching Learning Assessment Corresponding

Strategy Strategy CLOs

● Introductions ● Survey on Assignment. CLO1, CLO3.

Background and Quiz, Midterm CLO4
1 o Performance Appraisal
Knowledge Exam, Final
o Research and Practice Exam
● Lecture and
Discussions

2 ● Performance Appraisal ● Lecture and Assignment. CLO1, CLO2

Approaches and Types Discussions Quiz, Midterm
Exam, Final
o Job descriptions
Exam
o Job specifications

o Targets

3 ● Performance Appraisal ● Lecture and Assignment. CLO1, CLO2

Objectives and Goals Discussions Quiz, Midterm
Exam, Final
o Job descriptions
Exam
o Job specifications

o Targets

4 ● Project Discussion and ● Lecture and Assignment. CLO1, CLO2

Instruction Discussions Quiz, Midterm
Exam, Final
o FGD ● Classroom Activity
Exam
o Survey

o In-Depth Interview

o Qualitative Methods and

Paradigms

o Quantitative Methods

o Develop the Module

Page 220 of 388

5 ● Four Key Challenges to PA ● Lecture and Assignment.
Discussions Quiz, Midterm
o Challenges
Exam, Final
o Linking Key PA challenges Exam
with strategy and
organizational goals

o Linking Key PA challenges

with individual employee
goals

6 ● Performance Appraisal ● Lecture and Assignment. CLO1, CLO2

Discussions Quiz, Midterm
o Critical Incident
Exam, Final
o Behavioral Observation Exam

o Forced Distribution

o Management by Objectives
(MBO)

o TQM

o 360 degrees

o Rating Scales

7 ● Review for Midterm Exam ● Lecture and Midterm

Discussions Exam
● Midterm Examination

8 ● Obtaining Information and ● Lecture and Assignment. CLO2, CLO4,

Evaluating Performance Discussions Quiz, Term
CLO5
project, Final
o Rating Scales ● Activity
Exam
o Rating Trainer

● How Context Influences ● Lecture and Assignment. CLO2, CLO3.

Performance Appraisal Discussions Quiz, Term CLO4
9
project, Final
● How Organizations Apply
Exam
Performance Appraisal

o Contextual Factors

o 5 factors

o 7 Significances

Page 221 of 388

 10 ● Giving and Receiving ● Lecture and Assignment. CLO3,
Feedback mechanisms Discussions Quiz, Term
CLO4, CLO5
project, Final
o Pay Level Survey
Exam
o Pay Level Structure

o Pay Level Strategy

11 ● Dealing with reactions and ● Lecture and Assignment.

attitudes Discussions Quiz, Term
project, Final
o Industrial Case Studies
Exam
o Bangladeshi and Multi-
Countries’

12 ● Evaluating Performance ● Lecture and Assignment. CLO1, CLO5.

Ratings Discussions Quiz, Term
CLO6
project, Final
o Building Better Performance
Exam
Appraisal Systems

o Sustainability in PAS

13 ● Continual Improvement ● Lecture and Assignment.

Discussions Quiz, Term
● The Future of Evaluation in
project, Final
Performance Improvement
Exam
o Evaluation and Measurement
in performance improvement
today

14 Group Presentation and Review Group Activity

HRM652 Human Resource Planning Policies and Staffing

A. Course General Information:

Course Code: HRM652

Course Title: Human Resource Planning Policies and Staffing

Credit Hours: 3

Contact Hours/Week: 3

Category: Elective in the MBA Program

Page 222 of 388

 Type: Mandatory elective course for Major in HRM

Prerequisites: HRM620 Strategic Human Resource Management

Co-requisites: None

B. Course Catalog Description:

The primary objective of this course is to provide a deeper understanding of the essential elements
of manpower Planning or human resource planning (HRP) process in organizations. Learners will
acquire knowledge in analyzing, assessing and programming for human resource requirements of
organizational business plans and strategies relating to attraction, development and retention of
employees. The course will also be the avenue to understand practical ideas regarding different
generational employees. Quantitative as well as qualitative concepts, approaches and techniques are
emphasized in this course for the greater understanding relating to the HRM policies and staffing.

C. Rationale of the course

This course has been prepared for the development of theoretical and practical idea on management
and organizational behavior concepts. Organizations gain sustainable competitive advantage through
people thus making Human Resources Management an important partner in the strategic planning
and decision-making process. Thus, this course will facilitate a bridge between the HRM and the HRP
functions for the learners from professional settings. The students will gain a deeper practical
understanding of the Strategic Human Resource Planning Process and its importance for the
organization.

D. Course Objectives (COS)

The major objectives of this course are to:

1. Explain the benefits of strategic human resource planning and determining the HR demand and
ascertaining HR supply
2. Familiarize HRP processes aligning with business short and long-term strategies
3. Interpret the environmental and technological factors such as the economy,
competition, legislation and information technology affecting the Human Resources Planning
4. Familiarize HR topics which are related to HR Planning including; job analysis, HR forecasting,
succession planning, downsizing and restructuring, international HRM.
5. Explain how effective HRP can contribute to the overall success of the organization in
international contexts

E. Course Learning Outcomes (CLOs)

SL. CLO Description

CLO1 Recognise the benefits of strategic human resource planning and determining the HR
demand and ascertaining HR supply

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 CLO2 Assess different HRP Processes aligned with business strategies

CLO3 Evaluate the environmental and technological factors such as the economy,
competition, legislation and information technology affecting the Human Resources
Planning
CLO4 Analyze various HR topics which are related to HR Planning including; job analysis, HR
forecasting, succession planning, downsizing and restructuring, international HRM.
CLO5 Assess the impact of HRP on overall organizational success in international contexts

F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9

CLO1 ✔

CLO2 ✔

CLO3 ✔

CLO4 ✔

CLO5 ✔

G. Course Plan specifying CLOs, co-curricular activities (if any), Teaching-Learning and Assessment
Strategies mapped with the CLOs:

Week Topic Teaching- Assessment Corresponding

Learning Strategy Strategy CLOs

1 ● Strategic Management Discussion

Quiz CLO1
o Strategic Management at The Case Study Presentation
Bay
Mid-term
o A Need for Strategic HRM
Articles Group work
o Strategy
o Strategic Types Individual
o Corporate Strategies Assignment
o Business Strategies Presentation
o The Strategic Planning Process
o Analyze the External
Environment
o Identify the Competitive
Advantage
o Determine the Competitive
Position

Page 224 of 388

 o Implement the Strategy
o Evaluate the Performance
o Benefits of Strategy Formulation

2 ● Aligning HR with Strategy

Discussion and Quiz CLO2
o Strategic HRM Case Study Presentation
o Theories of the Strategic
Mid-term
Management of Human
Articles Group work
Resources
o HRM Making Strategic Individual
Contributions Assignment
o The Contingency Perspective 32
Behavioural Theory
o Strategic HR Planning
o The Importance of Strategic HR
Planning
o Improved Goal Attainment
o Linking HR Processes to Strategy
o Corporate Strategy Leads to HR
Strategy
o HR Competencies Lead to
Business Strategy
o Reciprocal Interdependency
Between HR Strategy and
Business Strategy
o HR Becomes a Business
o Partner Strategic Partnering
o Becoming More Strategic
o HR Strategy Differentiation
o Characteristics of an Effective
HRM Strategy

3 ● Outsourcing
Discussion and Quiz CLO1
o Outsourcing 3
Case Study Presentation
o Outsourcing HRP Functions
Mid-term
o The Rationale for Outsourcing
Articles Group work
o Financial Savings
o Strategic Focus Individual
o Advanced Technology Assignment
o Improved Service
o Specialized Expertise
o Organizational Politics
o Benefits to Canada

Page 225 of 388

 o Risks and Limitations of
Outsourcing
o Projected Benefits versus Actual
Benefits
o Service Risks
o Employee Morale
o Security Risks
o Reduced Value
o Management of Outsourcing
o Selecting the Vendor Negotiating
the Contract
o Monitoring the Arrangement
Policy Options to Limit
Outsourcing
4 ● Environmental Influences on
HRM Discussion and Quiz CLO3
Case Study Presentation CLO5
o Environmental Scanning at GM Mid-term
o Introduction
Articles Group work
o Environmental Scanning Sources
Individual
and Methods
Assignment
o Sources of Information
o Methods of Forecasting
o Competitive Intelligence
o Challenges in Environmental
Scanning
o Isolating the Critical from the
Insignificant
o Environmental factors

5 ● The HR Forecasting Process

Discussion and Quiz CLO2
o What Is HR Forecasting? Case Study Presentation CLO5
o The Strategic Importance of HR
Mid-term
Forecasting 81 Increasing
Articles Group work
Organizational Flexibility
o Ensuring a Close Linkage to the Individual
Macro Business Forecasting Assignment
Process
o Ensuring That Organizational
Requirements Take Precedence
Over Issues of Resource
Constraint and Scarcity
o The Value of Human Capital to
the Firm
o Generic Human Capital
o Firm-Specific Human Capital

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 o Human Capital Stock and Flows
o Key Human Capital Analysis
Conducted by HR Forecasters
o Strategic Forecasting
o The Forecasting Process and
Methods
o Environmental and
Organizational Factors Affecting
HR Forecasting

6 ● Determining HR Demand
Discussion and Quiz CLO2
o Increase in Uncertainty Around
Case Study Presentation CLO4
the Demand for Labour in Canada
Mid-term
o Forecasting Demand
Articles Group work
o Certainty in Forecasting
o Volume and Complexity of Individual
Available Data Assignment
o Quantitative Methods
o Trend/ Ratio Analysis
o Time Series Models
o Regression Analysis
o Structural Equation Modelling
o Qualitative Forecasting
Techniques
o Management Survey
o Scenario Planning
o Delphi Technique
o Nominal Group Technique
o HR Budgets/ Staffing Tables
o Combining Quantitative and
Qualitative Methods
7 ● Change Management
Discussion and Quiz CLO2
o Understand organizational Case Study Presentation CLO4
change.
Mid-term
o Role of change as part of
Articles Group work
organizational planning.
o Steps of a generic change project. Individual
o Process of planned change. Assignment
o Emergent change occurs.
o Principles of a learning
organization.
o Principles of a learning
organization
Midterm Examination

Page 227 of 388

8 ● Ascertaining HR Supply
Discussion and Quiz CLO3
o Aboriginal People: A Growing
Case Study CLO5
Labour Source Presentation
o Segmenting the Internal Supply
Articles Group work
of Human Capital
o HR Supply Programs Individual
o The Role of Employers in
Assignment.
Influencing Supply
o Other Labour Pools Final exam
o Influence of Government
Programs
o HR Retention Programs
o Methods for Modelling the
Supply of Human Capital
o Skills and Management
Inventories
o Markov Models
o Linear Programming and
Simulation Movement Analysis
o Vacancy Model
o Substitution and Other Gap
Strategies Managing the Bullwhip
Effect

9 ● Succession Management
Discussion and Quiz CLO1
o Succession Management at Case Study
Edwards Life sciences Presentation
o Importance of Succession
Articles Group work
Management
o Evolution of Succession Individual
Management
Assignment.
o Broader Focus and Time Horizon
o Talent Pools Final exam
o Rating system
o Succession Management Process
10 ● Information Technology for HR
Planning

o Software for HR Planning

o IT and HRM New Service Delivery
Models
o Web-based HR Quiz
o Enterprise Portals Discussion and CLO3
o Self-Service 201 Presentation
Case Study CLO5
o Different Solutions for Different
Needs Group work

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 o Big Data Articles Individual
o Artificial Intelligence and Assignment.
Machine Learning
o Ethics and Big Data 206 HR Final exam
Metrics and Workforce Analytics
o Maximizing the Benefits of HR
Metrics
o Other Aspects of IT for HR
Planning
o Evaluating HR Technology
11 ● Downsizing and Restructuring
Discussion and Quiz CLO1
o Downsizing: A Thing of the Past?
Case Study CLO2
o The Downsizing Phenomenon Presentation
o The Future of Work
Articles Group work
o Inplacement and Outplacement
Issues Individual
o The "Survivors" of Downsizing
Assignment.
o Financial Performance and
Downsizing Final exam
o The "New Deal" in Employment
and the Psychological Contract

12 ● Mergers and Acquisitions

Discussion and Quiz
o Big Is Beautiful
Case Study
o Mergers and Acquisitions Presentation
o The Urge to Merge
Articles Group work
o Strategic Benefits Financial
Benefits and Management Needs Individual
o Merger Methods
Assignment. CLO2
o The Success Rate of Mergers
o Financial Impact Final exam CLO5
o Impact on Human Resources
o Cultural Issues in Mergers
o HR Issues in MandAs
o HR Planning
o Selection
o Compensation
o Performance Appraisal
o Training and Development
o Labour Relations
13 ● Outsourcing Discussion and Quiz
Case Study
o Concept of Outsourcing and HRP Presentation
o Reasons for outsourcing
Individual Group work
functions and programs of
outsourcing

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 o Limitations of outsourcing Presentation Individual CLO2
o Criteria for managing the Assignment.
outsourcing relationship CLO5
Final exam

14 ● Review and Presentation CLO2

CLO3

HRM653 Leadership and Interpersonal Relations

A. Course General Information:

Course Code: HRM653

Course Title: Leadership and Interpersonal Relations

Credit Hours: 3

Contact Hours/Week: 3

Category: Elective in the MBA Program

Type: Elective course for Major in HRM

Prerequisites: HRM620 Strategic Human Resource Management

Co-requisites: None

B. Course Catalog Description:

This course concentrates on the aspiring managerial values and leadership skills. It helps students to
become a leader who challenges the process and inspires a shared vision among the organizational
members. Students must be able to comprehend the importance of interpersonal relationships by
managing people, fostering effective communication, emphasizing stress and conflict management,
for effective team building. The course will aid the students to learn to apply the organizational ethics
and its importance to build a sustainable organizational culture.
C. Rationale of the course

This course has been prepared for the development of theoretical and practical idea on management
and organizational behavior concepts. Organizations gain sustainable competitive advantage through
people thus making Human Resources Management an important partner in the strategic planning
and decision-making process. Thus, this course will facilitate to bridge between the HRM and the HRP
functions for the learners from professional settings. The students will gain a deeper practical
understanding of the Strategic Human Resource Planning Process and its importance for the
organization.

Page 230 of 388

D. Course Objectives (COS)

The major objectives of this course are to:

1. Familiarize about the managerial values and leadership skills of various sorts
2. Interpret interpersonal relationships by managing people, fostering effective communication
3. Explain processes and strategies in dealing with conflicts and stress management in the company
4. Guide leadership styles for successful leading and managing people in the organization
5. Familiarize leadership theories effective for employee interpersonal relationship development
6. Discuss leadership potentials in change situations maintaining ethical and moral values.

E. Course Learning Outcomes (CLOs)

SL. CLO Description

CLO1 Assess leadership values and know about the managerial values and leadership skills of
various sorts
CLO2 Evaluate the interpersonal relationships by managing people, fostering effective
communication and attribute of better leadership
CLO3 Analyze processes and strategies in dealing with conflicts and stress management in the
company and utilising power and influence
CLO4 Identify the sustainable organizational culture for individual and organizational prosperity
with greater leadership
CLO5 Apply leadership theories effective for employee interpersonal relationship development

CLO6 Recognise the leadership potentials in the change situations maintaining ethics and values
and providing motivation

F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9

CLO1 ✔

CLO2 ✔

Page 231 of 388

 CLO3 ✔

CLO4 ✔

CLO5 ✔

CLO6 ✔

G. Course Plan specifying CLOs, co-curricular activities (if any), Teaching-Learning and Assessment
Strategies mapped with the CLOs:

Week Topic Teaching- Assessment Corresponding

Learning Strategy CLOs
Strategy

1 ● Understanding Leadership
Discussion Quiz CLO1
o What Is Leadership?
Group CLO2
o Leadership Is Both a Science and
Case Study Assignment CLO5
an Art
Individual
o Leadership Is Both Rational and
Emotional Articles Assignment
● Leadership and Management 8 Mid-term
Leadership Myths Presentation

o Myth: Good Leadership Is All

Common Sense
o Myth: Leaders Are Born, Not Made
o Myth: The Only School You Learn
Leadership from Is the School of
Hard Knocks
o The Interactional Framework for
Analysing Leadership
o The Leader
o The Followers
o The Situation
o Illustrating the Interactional
Framework: Women in Leadership
Roles
o There Is No Simple Recipe for
Effective Leadership
2 ● Leadership and Interpersonal skill
development Discussion Quiz CLO2
Group
o The Action–Observation– Case Study Assignment
Reflection Model
o Interpersonal skill cycle

Page 232 of 388

 o The Key Role of Perception in the Articles Individual
Spiral of Experience Assignment
o Reflection and Leadership Mid-term
Development Presentation
o Making the Most of Your
Leadership Experiences: Learning
to Learn from Experience
o Leader Development in College
o Leader Development in
Organizational Settings
o Action Learning
o Development Planning
o Coaching
o Mentoring

3 ● Skills for Developing Yourself as a

Leader Discussion Quiz
Group CLO4
o Your First 90 Days as a Leader Case Study Assignment
o Learning from Experience
Individual
o Building Technical Competence
Articles Assignment
o Building Effective Relationships
Mid-term
with Superiors
o Building Effective Relationships Presentation
with Peers
o Development Planning

4 ● Leadership Ethics and Values

Discussion Quiz CLO5
o Leadership and “Doing the Right
Group
Things”
Case Study Assignment
o Ethics and Values-Based
Individual
Approaches to Leadership
o The Roles of Ethics and Values in Articles Assignment
Organizational Leadership Mid-term
Presentation

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5 ● Power and Influence
Discussion Quiz CLO3
o Power and Leadership
Group CLO5
▪ -Sources of Leader Power
Case Study Assignment
▪ -A Taxonomy of Social
Individual
Power -Expert Power
▪ -Referent Power Articles Assignment
▪ -Legitimate Power Mid-term
▪ -Reward Power Presentation
▪ -Coercive Power
o Influence Tactics
o Types of Influence Tactics
Influence Tactics and Power
o A Concluding Thought about
Influence Tactics
6 ● Leadership Attributes and
Interpersonal Skill Development Discussion Quiz CLO2
Group
o Personality Traits and Leadership Case Study Assignment
o Personality Types and Leadership
Individual
o Intelligence and Leadership
Articles Assignment
o Emotional Intelligence and
Mid-term
Leadership
o Can Emotional Intelligence Be Presentation
Measured and Developed?
o Implications of Emotional
Intelligence
o Processes of developing
interpersonal skills

7 • Review Session
• Mid-Term Examination

8 ● Skills for Building Personal

Credibility and Influencing Others Discussion Quiz CLO1
Group CLO3
o Building Credibility Case Study Assignment CLO5
o Communication and listening
Individual
o Listening
Articles Assignment
o Assertiveness
Mid-term
o Conducting Meetings
o Effective Stress Management Presentation
o Problem Solving
o Improving Creativity

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9 ● Motivation, Satisfaction, and
Performance Discussion Quiz CLO5
Group
o Defining Motivation, Satisfaction, Case Study Assignment
and Performance
Individual
o Understanding and Influencing
Articles Assignment
Follower Motivation
Final-term
▪ Maslow’s Hierarchy of
Needs: How Does Presentation
Context Affect
Motivation?
▪ Achievement Orientation:
How Does Personality
Affect Motivation?
▪ Goal Setting: How Do
Clear Performance
Targets Affect
Motivation?
▪ The Operant Approach:
How Do Rewards and
Punishment Affect
Motivation?
▪ Empowerment: How Does
Decision-Making Latitude
Affect Motivation?

10 ● Skills for Developing Others

Discussion Quiz CLO1
o Setting Goals
Group CLO3
o Providing Constructive Feedback
Case Study Assignment CLO5
o Team Building for Work Teams
Individual
o Building High-Performance Teams:
The Rocket Model Articles Assignment
o Delegating Final-term
o Common Reasons for Avoiding Presentation
Delegation
o Principles of Effective Delegation
o Coaching
o The Organization
o The Environment
o Leading across Societal Cultures

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11 ● Contingency Theories of
Leadership Discussion and Individual CLO1
Case Study Presentation
o Leader–Member Exchange (LMX)
Theory
Articles Group Work
o The Normative Decision Model
submission
o The Situational Leadership® Model
o The Contingency Model
o The Path–Goal Theory

12 ● Skills for Optimizing Leadership as

Situations Change Discussion Quiz CLO2
Group CLO5
o Interpersonal skills to manage Case Study Assignment
online and offline teams
Individual
o Creating a Compelling Vision
Articles Assignment
o Managing conflict
Final-term
o Negotiation
o Diagnosing Performance Problems Presentation
in Individuals, Groups, and
Organizations

13 ● Understanding and Influencing

Follower Satisfaction Discussion and CLO1
Quiz
Case Study CLO3
o Global, Facet, and Life Satisfaction Group
CLO5
o Three Theories of Job Satisfaction Assignment
o Affectivity: Is the Cup Half Empty Individual
or Half Full? Assignment
o Herzberg’s Two-Factor Theory: Final-term
Does Meaningful Work Make Presentation
People Happy
o Organizational Justice: Does
fairness matter

14 Review and Presentation CLO2

CLO4

CLO6

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HRM655 Industrial Relations and Labor Laws

A. Course General Information:

Course Code: HRM655

Course Title: Industrial Relations and Labour Laws

Credit Hours: 3

Contact Hours/Week: 3

Category: Elective in MBA Program

Type: Elective in concentration of HRM

Prerequisites: HRM620 Strategic Human Resource Management

Co-requisites: None

B. Course Catalog Description (Content):

This course examines how the interactions between and among workers, management, and the state
shape and define the structure and experience of work. The course discusses the following topic: Intro
to IR Theory, Employment Relations: The Economic Paradigm, IR Dynamics, Theory of Unionism, No-
union Worker Voice and IR Theory, Alternate Paradigms of Industrial Relations, Comparative IR
Theory, Public Policy and IR Theory, Integration and Synthesis. The course also embraces the
importance of labor laws. Moreover, it incorporates the protocols of labor laws and applicability.

C. Rationale of the Course:

Students can be scrutinizing the industrial management relationships and its significant dynamics due
to the external and internal factors. They can perceive detailed know-how regarding IR theory,
Employment relations, IR dynamics, theory of unionism, Workers’ voice, IR paradigms, comparative
IR mechanisms, Integration and synthesization. They will also perceive and embrace the importance
and applicability of the labor law protocols. Moreover, they can assess how IR dynamics are related
and implemented in the HRM practices and policies as per the Global context.

D. Course Objective:

The major learning objectives of the course are to:

1. Familiarize differentiate between the IR theory and employment relations

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 2. Discuss different economic paradigms, IR dynamics, theory of unionism, no-union worker voice
and IR issues
3. Explain the industrial relation components and its relations with labor laws
4. Educate the protocols of labor laws and its applicability
5. Interpret compensation and IR dynamics from different cases in the Global Context.

H. Course Learning Outcomes (CLOs):

Upon successful completion of this course, students will be able to

SL. CLO Description

CLO1 Evaluate differentiate between the IR theory and employment relations

Identify different economic paradigms, IR dynamics, theory of unionism, no-union

CLO2
worker voice and IR issues in relation to business environment

CLO3 Recognise the industrial relation components and its relations with labour laws

CLO4 Assess the protocols of labour laws and its applicability

CLO5 Evaluate compensation and IR dynamics from different cases in the Global Context.

I. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

CLOs PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9
CLO1 ✔

CLO2 ✔

CLO3 ✔

CLO4 ✔

CLO5 ✔

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J. Course plan specifying content, COs, co-curricular activities (if any), teaching learning and
assessment strategy mapped with COs:

Week Topics Teaching Learning Assessment Corresponding

Strategy Strategy CLOs

● Introductions Survey on Background Quiz CLO1, CLO3.

o Introduction Industrial and Knowledge CLO4
1 Presentation
Relations Lecture and
o Industrial Discussions Individual
Management
o Management: Caught Group
Between Competing Assignment
Views of the Mid-term
Organization Exam

Final Exam

2 ● Workers and Their Lecture and Quiz CLO1, CLO3,

Unions Discussions CLO4, CLO5
Presentation
o Worker typology
o A profile of the Individual
Bangladeshi worker
o Union typology Group
o Evolution and growth, Assignment
o Characteristics and Mid-term
problems of trade Exam
unions in Bangladesh.
Final Exam

3 ● Industrial Conflict Lecture and Quiz CLO1, CLO2,

o Nature Discussions CLO4
Presentation
o Process
o Theories Individual
o Institutional methods
of resolution Group
o Factors affecting Assignment
resolution. Mid-term
Exam

Final Exam

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 ● Collective Bargaining Lecture and Quiz CLO1, CLO2
o Concept Discussions
Presentation
o Process
o Scope Individual
o Prerequisites
o Operation in Group
Bangladesh and Assignment
international context. Mid-term
Exam

Final Exam

4 ● Conciliation Service Lecture and Quiz CLO1, CLO2

o Organization and Discussions
Presentation
operation
o Subjective and Individual
objective
o Conditions of Group
conciliation in Assignment
Bangladesh. Mid-term
Exam

Final Exam

5 ● Adjudication Lecture and Quiz CLO1, CLO2

Machinery Discussions
Presentation
o Organization and
operation of labour Individual
courts
o Problems Group
encountered. Assignment

Mid-term
Exam

Final Exam

6 ● Employee Discipline Quiz

and Grievance
Presentation
Procedure
o Concepts, Individual
o Steps in disciplinary
action Group
o Domestic enquiry Assignment
o Charge sheet Mid-term
o Causes of Grievances Exam
Grievance procedure.

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 Final Exam

7 ● Legal Institutions and Lecture and Quiz CLO1, CLO2

the Regulation of Discussions
Presentation
Workplaces
Individual

Group
Assignment

Mid-term
Exam

Final Exam

● Midterm Examination

8 ● Bangladesh and ILO: Lecture and Quiz CLO1, CLO4,

Objectives, Discussions CLO5
Term paper

Final Exam
o Structure and finance
of ILO
o Impact of ILO on the
labour scene of
Bangladesh.
9 ● Labour Relations, Legal Lecture and Quiz CLO1, CLO2,
Institutions and The Discussions CLO3
Term paper
Regulation of
Workplaces Final Exam
o Overview of various
legal institutions
o Global and
international
associations
10 ● Role of Government Lecture and Quiz CLO1, CLO2,
o Government role in Discussions CLO4
Term paper
different areas of
industrial relations Final Exam
o formulation of labour
policies
o Labour legislation
o Interventions in wages
issues
o Service regulations

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 o Dispute resolution.

11 ● Participative Lecture and Quiz CLO1, CLO2,

Management and Discussions CLO3
Term paper
Industrial
o Democracy's Final Exam
Determinants
o German and
Yugoslavian
experiences,
o Experience in
Bangladesh.
12 ● Equality and Diversity: Lecture and Quiz CLO1, CLO2,
The Ultimate Industrial Discussions CLO3, CLO4
Term paper
Relations Concern
o Concepts of equality Final Exam
o Considerations in
equality
o Remoter work and
equality
o Laws and rules for
quality
o Beyond gender for
equality
13 ● Sustainability IR Lecture and Quiz CLO1, CLO5
dynamics Discussions
Term paper
o Rules and regulations
for the environmental Final Exam
issues in micro level
o Rules and regulations
for the environmental
issues in micro level
o Relationships between
environmental
approaches and IR
dynamics

14 Review and Presentation

HRM659 Technology and Tools for Managing HR System

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A. Course General Information:

Course Code: HRM659

Course Title: Technology and Tools for Managing HR System

Credit Hours: 3

Contact Hours/Week: 3

Category: Elective in the MBA Program

Type: Elective for Major in HRM

Prerequisites: HRM620 Strategic Human Resource Management

Co-requisites: None

B. Course Catalog Description:

This course introduces the best technology and tools for attracting, developing, motivating and
retaining a workforce, it considers human resource issues such as recruitment and selection, diversity
performance evaluation, compensation and reward systems, teams, worker participation programs
etc. Human resource information systems (HRIS) concepts will be linked to HR activities such as
performance management, employee communications and support, recruiting, equal employment
opportunity and affirmative action. Students will gain an understanding and appreciation of how
technology is used in HR to gain competitive advantage.

C. Rationale of the Course:

This course is an optional elective in the Human Resource Management stream for MBA students.
Since technology has greatly impacted the functioning and delivery of HR in companies, this course
aims to give students a thorough understanding of the major technological areas in HR as well as how
they are utilized in companies. Needs analysis, selection, evaluation, and implementation processes
used when choosing an appropriate solution will also be examined so that students can apply these
skills and concepts successfully in their workplace.

D. Course Objectives (COs):

The major objectives of this course are to:

1. Familiarize students with the knowledge management technology to create leading edge HR
practices.
2. Explain HR technology for delivery of HR-related services.
3. Provide knowledge about the Internet and Intranet HR applications to create strategic value.
4. Develop student’s capability to use HR technology systems by managers and employees.
5. Discuss the trends in technology and their resultant applications to HR.

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 E. Course Learning Outcomes (CLOs):

On successful completion of the course, learners should be able to:

SL. CLO Description

CLO1 Leverage knowledge management technology to create leading edge HR practices.

CLO2 Use HR technology for delivery of HR related services.

CLO3 Recognise trends in technology and their resultant applications to HR.

CLO4 Build tracking systems using information technology for HR measurement.

CLO5 Apply HRIS Knowledge to work with senior IS and IT management to understand the
organization’s overall HRIS/IT strategy and issues.

F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9

CLO1 ✔

CLO2 ✔

CLO3 ✔

CLO4 ✔ ✔

CLO5 ✔

G. Course Plan specifying CLOs, co-curricular activities (if any), Teaching-Learning and Assessment
Strategies mapped with the CLOs:

Week Topic Teaching- Assessment Corresponding

Learning Strategy CLOs
Strategy

1 ● Introduction to HR Technology Lecture, Assignment, CLO1, CLO3

Discussions, Quiz,
o You will start by exploring the
Problem solving Midterm
context of digital transformation.
Exam, Final
o See how the world, business and
Exam
HR are changing.
o Why digital strategy is essential.
You will also take a closer look at
HR technology

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 o Why HR needs to invest in
technology?

2 ● Internal Alignment and HR Lecture, Assignment, CLO2, CLO3

Analytics Discussions, Quiz,
Problem solving Midterm
o We will dive deeper into the
Exam, Final
foundations of digital HR
Exam
o strategy.
o In addition to strategy creation and
implementation, you
o will also learn about the
constraints you will encounter
when
o buying HR technology, how to
describe software requirements
etc.
o How to integrate apps into the
bigger picture.
3 ● Overview of different types of HR Lecture, Assignment, CLO1, CLO3,
technology. Discussions, Quiz, CLO5
Problem solving Midterm
o Emerging technologies
Exam, Final
o Industry 1.0 and beyond
Exam
o Using HR Technology to achieve
organizational outcomes in areas
such as Recruitment,
o Performance Evaluation,
o Payroll

4 ● Creating a Digital HR Strategy CLO1, CLO4

o Cost justification – return on

investment for HR
o Communicating recommendations
to stakeholders
5 ● Selecting HR Technology Lecture and Assignment, CLO1, CLO2,
Discussions Quiz, CLO5
o The HR Technology Needs Analysis
Midterm
Process
Exam, Final
o Evaluating Your HRMS Vendor
Exam
Candidates
o Selecting Your HRMS Solution
Provider

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6 ● Selecting HR Technology Written CLO1, CLO2,
Exam CLO5
o Using HRIS to Improve Payroll and
consisting
Staff Retention
of MCQ +
o Exploring Case studies about how
Open-
Leading MNC’s use HRIS to
ended
improve efficiency
Questions
o Students are required to bring
laptop
7 ● The HR Value Pyramid Model Lecture, Assignment, CLO1, CLO2,
Discussions, Quiz, Final CLO3
o Understanding how the different
Problem solving Exam
components of the HR value chain
work.
o Interdependencies
o Interactions
Midterm Examination

8 o In-Class Exercise: “Using Predictive Exam CLO1, CLO2,

Analysis to Improve Turnover and consisting CLO3
Absenteeism” of MCQ’s +
o Lecture and Discussions Open-
o Recommended Viewing: ended
o “How Unilever uses Predictive Questions
Hiring techniques to maximize Staff
Retention” [YouTube]
9 ● Implementing HR Technology Lecture, Assignment, CLO1, CLO3,
Discussions, Quiz, Final CLO5
o It's time to focus on implementing
Problem solving Exam
your chosen tools. This week
o dives into the five phases of HR
tech implementation, from Plan
and
o Align to Deploy and Sustain.
o You will also learn more about
creating a change plan and how
effective communication can make
your newly implemented tool a
success.
10 ● Analyzing HR Pymetrics data Lecture, Assignment, CLO3, CLO4,
Discussions, Quiz, Final CLO5
o Introduction to data cleaning
Problem solving Exam
o Introduction to data analysis
o Usage of AI in Hiring Process

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 ● Evaluating HR Technology Lecture, Assignment, CLO3, CLO4,
Discussions, Quiz, Final CLO5
11 o Successfully evaluating HR
Problem solving Exam
Technology - Part I
o ○ Successfully evaluating HR
Technology - Part II
o ○ The Change Plan: How to Make It
Work
o ○ 7 Practical Tips on HR Tech
Implementation
12 ● Outsourcing in Digital era Lecture, Exam
Discussions,
o Outsourcing concepts and practice Case CLO1, CLO4
Problem solving
o Reasons outsource functions and studies
programs Case study
Assignment
o Advantages of outsourcing
o Privacy and confidentiality issues in Quiz
online outsourcing
o Criteria and processes for Assignment
managing outside employees

13 ● HR Assessment and Analytics Lecture, Exam CLO1, CLO3,

Discussions, CLO4, CLO5
o HRM activities through workforce Case
Problem solving
analytics studies
o 5C model of HRM impact Case study
Assignment
o Compliance with laws and
regulations Quiz
o Client Satisfaction
o Culture Management within HR Assignment
analytics
o Challenging in measuring
effectiveness of HR analytics
o HR scorecard, separate of cause
and effect
o Future of HR analytics
14 ● Review and Presentation

HRM660 Management of Organizational Change and Sustainability

A. Course General Information:

Course Code: HRM660

Page 247 of 388

 Course Title: Management of Organizational Change and Sustainability

Credit Hours: 3

Contact Hours/Week: 3

Category: Elective in the MBA Program

Type: Elective for Major/Minor in HRM

Prerequisites: HRM620 Strategic Human Resource Management

Co-requisites: None

B. Course Catalog Description:

The course aims at providing the students an in-depth understanding of the nature of change in
contemporary businesses and sustainability issues. The course also has purposes to clarify the
structures and functions of organizations to ensure sustainability issues and beyond. It also highlights
management processes and skills required to manage the organizations effectively in the transitions
towards sustainable and environmental alignment. The course also includes highlights on the
technologies and trends for the development of sustainable organizations.

C. Rationale of the Course:

This intermediate-level concentration/specialization course is an optional course for students wishing

to do a major or minor in Human Resources Management. It builds on the knowledge and skills
developed in the prerequisite courses focusing on the sustainable and environmental aspects. The
learners with a major in Human Resources Management are expected to gain an in depth
understanding of how change process works within an organization, the relevant theories that
explains the change process that takes places within an organization and eventually gives them an
idea on the potential pitfalls/challenges that they might face while initiating the process within a real-
life organizational context.

D. Course Objectives (COs):

The major learning objectives of the course are to

1. Clarify major theories and perspectives regarding organizational development, creativity and
change management and how they influence the business operations.
2. Demonstrate drivers and constraints for the sustainable organization in Macro and Micro
environments
3. Educate barriers and solutions in developing sustainable organizations in the industry 4.0 and
beyond
4. Familiarize approaches and strategies relating to sustainability to design, implement,
communicate and sustain change keeping ethics, society, diversity and teamwork in the center.
5. Explain multiple perspectives in different processes of change management (For example:
negotiation) to ensure that managers are not trapped by the “one-best-way” approach to
change management which limits their options for action.

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E. Course Learning Outcomes (CLOs):

On successful completion of the course, learners should be able to:

SL. CLO Description

CLO1 Recognize how the principles, functions and operations of businesses align with the
sustainable issues.

CLO2 Identify the challenges, risks and opportunities for management and other internal
employees due to the business environment

CLO3 Analyze real world business problems through sustainable management cases and term
paper and present an HR based solution at an effective and efficient manner

CLO4 Assess how HR and management can retain positive workplace culture by keeping ethics,
society, diversity and teamwork at the centre, while assisting the organization towards
implementing change

CLO5 Apply advance knowledge in the field of negotiation and communication that will allow the
students communicate during different stages of change

F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs) of the MBA
program:

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9

CLO1 ✔

CLO2 ✔

CLO3 ✔

CLO4 ✔

CLO5 ✔

G. Course Plan specifying CLOs, co-curricular activities (if any), Teaching-Learning and Assessment
Strategies mapped with the CLOs:

Page 249 of 388

Week Topic Teaching- Assessment Corresponding
Learning Strategy CLOs
Strategy

1 ● Introduction to the course Lecture, Assignment CLO1, CLO2

Discussions, (ungraded),
Case, Problem Quiz,
o Sources for Understanding
solving Midterm
Organization Change
o Introduction and Overview Exam, Final
o A Short Story of Launching Exam
Organization Change

2 ● Rethinking Organization Change Lecture, Assignment CLO1

o The Paradox of Planned Discussions, (ungraded),
Organization Change Problem solving, Quiz,
o Personal Declarations and Points of Group work Midterm
View Exam, Final
Exam

3 ● A Brief History of Organization Lecture, Assignment, CLO1, CLO2

Change Discussions, Quiz,
Problem solving Midterm
Exam, Final
o Scientific Management
o Hawthorne studies Exam
o Industrial Psychology
o Survey feedback
o Sensitivity Training
o Sociotechnical settings
o Organization development
o Coercion and Confrontation
o Management consulting
4 ● Theoretical Foundations of Lecture, Assignment, CLO1, CLO4
Organizations and Organization Discussions, Quiz,
Change Case, Problem Midterm
o Open-System Theory solving Exam, Final
o Characteristics of Open Systems Exam
o Capra’s Three Criteria for
Understanding Life
o Implications for Organizations and
Organization Change
5 ● The Nature of Organization Change Lecture, Assignment, CLO1, CLO2
Discussions, Quiz,
Problem solving Midterm
o Revolutionary Change
Exam, Final
o Revolutionary Change: Case
Example Exam

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 o Evolutionary Change
o Evolutionary change: Case Example
6 ● Levels of Organization Change: Lecture, Assignment, CLO5
Individual, Group, and Larger Discussions, Quiz,
System Case, Problem Midterm
solving, Group Exam, Final
o Change in Organizations at the work Exam
Individual Level
o Individual Responses to
Organization Change
o Change in Organizations at the
Group Level
o Group Responses to Organization
Change
o Change in Organizations at the
Larger-System Level
o System Responses to Organization
Change
7 ● Midterm Midterm
o Sustainability and its impact on the Examination
organizational change
o Business environment maintaining
sustainability
8 ● Organization Change: Research Lecture, Assignment, CLO1
and Theory Discussions, Quiz, Final
o Reviews of Organization Change Problem solving Exam
Research
o Recent Approaches to Research and
Theory
o Organization Models
o Organization Change
o Theory Current Thinking on
Organization Change and Research
9 ● Conceptual Models for Lecture, Assignment, CLO1
Understanding Organization Discussions, Quiz, Final
Change Problem solving Exam

o Content: What to Change

o Process: How to Change—A
Theoretical Framework
o Lewin’s Three Steps
o Phases of Planned Change
o Mini-Theories Related to
Organization Change
o The Content and Process of
Strategic Change in Organizations

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 o Strategies for Effecting Change in
Human Systems
10 ● Integrated Models for Lecture, Assignment, CLO1, CLO4
Understanding Organizations and Discussions, Quiz, Final
for Leading and Managing Change Problem solving Exam

o Weisbord’s Six-Box Model

o The Nadler–Tushman Congruence
Model
o Tichy’s TPC (Technical, Political,
Cultural) Framework
11 ● Organizational Culture Change Lecture, Assignment, CLO1, CLO4
o Experiencing organizational culture Discussions, Quiz, Final
o HR’s role towards changing Problem solving Exam
organization culture
o Case of British Airways
o Case of a Bangladeshi Company
12 ● Transformational Leadership for Lecture, Assignment, CLO1, CLO4
sustainable approaches Discussions, Term paper,
o Defining different Leaderships Problem solving Final Exam
o Roles of transformational leader in
change
o Characteristics of Executive
Leadership
o Roles of executive leadership in
change
13 ● Leading Organization Change with Lecture, Assignment, CLO1, CLO3,
sustainability considerations Discussions, Term paper, CLO4, CLO5
Problem solving, Final Exam
Group work
o The Prelaunch Phase
o The Launch Phase
o Further Implementation
o Sustaining the Change
14 Review and Presentation

HRM661 Compensation Policy

A. Course General Information:

Course Code: HRM661

Course Title: Compensation Policy

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 Credit Hours: 3

Contact Hours/Week: 3

Category: Elective in the MBA Program

Type: Elective for Major in HRM

Prerequisites: HRM620 Strategic Human Resource Management

Co-requisites: None

B. Course Description

This course aims to provide concepts on two distinct and diverse components of HRM. The course
offers the Compensation Policy that reveals the complete package of various compensation protocols,
various rules and layers. It focuses on the characteristics of employees and laborer’s along with their
motivational factors and focuses on the structures of industrial relations, government regulations,
labor market along with the market analysis. The course also emphasizes on the performance
appraisal system in relation to compensation policy. The course also includes ideas on interviews,
reviews and feedback on performance related compensation maintaining ethical and moral issues for
a diversified workforce.

C. Rationale of the Course

Students who intend to major or minor in human resource management must take this course. A
study of the current compensation policy will facilitate an understanding of how people act and
operate at work. It improves our understanding of what motivates individuals, promotes productivity,
and enables businesses to develop long-lasting, trustworthy connections with their employees.
Additionally, good compensation policies can help create positive attributes for the organization.

D. Course Objectives (COs):

The major objectives of this course are to:

1. Explain the basic compensation concepts and the context of compensation practice.
2. Illustrate different ways to strengthen the pay-for-performance link.
3. Assess the payment and employee benefits issues for contingent workers.
4. Clarify the legally required employee benefits.
5. Interpret the theories as tools for analyzing and solving personnel problems in relation to
performance appraisal.
6. Discuss the implications for strategic compensation and possible employer approaches to
managing legally required benefits.

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E. Course Learning Outcomes (CLOs):
On successful completion of the course, learners should be able to:

SL. CLO Description

CLO1 Identify key terms in international compensation management

CLO2 Evaluate the performance appraisal challenges in their respective work environment.

CLO3 Demonstrate an understanding of key terms, theories/concepts and practices within the
field of compensation management.

CLO4 Compare trends and challenges in the global work environment and the enduring context
in which compensation management functions and activities are conducted.

CLO5 Assess the different methods of performance appraisal systems in work groups and work
teams and the models of team development.

CLO6 Apply the related theories as tools for analysing and solving personal problems in relation
to compensation policies.

F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9

CLO1 ✔

CLO2 ✔

CLO3 ✔

CLO4 ✔

CLO5 ✔

CLO6 ✔

G. Course Plan specifying CLOs, co-curricular activities (if any), Teaching-Learning and Assessment
Strategies mapped with the CLOs:

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 Teaching-Learning Assessment Corresponding
Week Topics
Strategy Strategy CLOs

1 ● Introduction to
Compensation
Management:

o Definition of Discussion on the Assignment,

Compensation and Scheduled Topics Quiz, Midterm
Compensation CLO1
Exam, Final
o Management, Objectives Exam
of Compensation,
o Compensation and
Organization
o Strategy, Pay and Social
Class.
● Introducing the Pay Discussion on the Assignment, CLO1
Model and Pay Strategy Scheduled Topics Quiz, Midterm
and Articles Exam, Final
2 Exam
o Forms of Pay
o Cash Compensation:
Incentives,
o Long-Term Incentives,
Benefits: Income
o Protection, Benefits:
o Work/Life Balance,
o Benefits: Allowances,
o Total Earnings
Opportunities:
o Present Value of a Stream
of Earnings
o Pay Models
o

● Strategy: The Totality of Discussion on the Assignment, CLO2

Decisions Scheduled Topics Quiz, Midterm
and Articles Exam, Final
3 Exam.
o Strategic Choices, HR
Strategy
o The Pay Model Guides
Strategic Pay Decisions,

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 o Compensation Strategy:
Four Steps,
o Map a Total
Compensation Strategy
o Source of Competitive
Advantage

4 ● Microeconomic Discussion on the Assignment, CLO2

Compensation Concepts: Scheduled Topics Quiz, Midterm
o Job Analysis, and Articles Exam, Final
o Job Description, Exam
o Job Evaluation-Definition
of Job Evaluation,
o Importance,
o Process, Methods- A
Point-factor
o Method and Other
Methods of Job
Evaluation.

5 ● Measuring and Paying Discussion on the Assignment, CLO3

for Performance Plans: Scheduled Topics Quiz, Midterm
o Definition of Pay for Exam, Final
Performance, Exam
o Specify pay for
performance plan,
o Short term individual
incentive plan,
o Team incentive plans,
Profit sharing plans,
o Earnings at risk plan,
o Group incentives plans,
and
o Explosive interest in long-
term plans.

● Surveying Market Pay Discussion on the Assignment, CLO2, CLO3

and Compensation Scheduled Topics Quiz, Midterm
6
Practices: and Articles Exam, Final
Exam

o Determining the Need for

a Survey,

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 o Pay Survey Problems,
o Preparing for Pay Survey.

● Pay-for-Performance Discussion on the Assignment, CLO4

Plans Scheduled Topics, Quiz, Midterm
o Specific Pay-for- Articles Review Exam, Final
Performance Plans Exam
o Short Term Merit Pay,
Lump-Sum Bonuses,
7 o Individual Spot Awards,
o Individual Incentive Plans,
o Individual Incentive Plans:
Advantages and
Disadvantages,
o Individual Incentive Plans:
Examples,
o Explosive Interest in Long-
Term Incentive Plans,
o Employee Stock
Ownership Plans,
o Performance Plans
(Performance Share and
Performance Unit),
o Broad-Based Option Plans
(BBOPs),
o Combination Plans:
o Mixing Individual and
Group

● Mid-Term
8 ● Performance Appraisals Discussion on the Assignment, CLO5
Scheduled Topics Quiz, Final
and Articles Exam
o The Role of Performance
Appraisals in
Compensation
o Decisions, Performance
Metrics,
o Strategies for Better
Understanding and
o Measuring Job
Performance,
o The Performance
o Evaluation Process

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9 ● Employees Motivation Assignment Assignment, CLO5
and Performance Submission, Case Quiz, Term
Evaluation Analysis, Articles Paper, Final
o Drives, Human Needs, Review Exam
Behaviour Modification,
Goal Setting, Expectancy
Model, Equity Model,
Basic idea about
Performance
o Purposes of Performance
Evaluation
o Methods of Performance
Evaluation
o Improving Performance
o Evaluations
o Providing Performance
Feedback

● Performance Discussion on the Assignment, CLO4, CLO5

Management, Scheduled Topics Quiz, Term
10
Compensation, Benefits, and Articles Paper, Final
Payroll, and the HRIS: Exam

o Introduction to
Performance,
o Rewards, and Payroll,
o Performance
Management,
o Compensation, Benefits,
o Payroll.

● Compensation of Special Discussion on the Assignment, CLO5, CLO6

Groups Scheduled Topics Quiz, Term
11
o Who Are Special Groups? and Articles Paper, Final
o Compensation Strategy Exam
for Special Groups,
o Supervisors, Corporate
Directors, Executives,
o High-Technology
Industries, Sales Forces,
o Contingent Workers, Your

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 Turn: Compensation of
o Special Groups
● Executive and Discussion on the Assignment, CLO5, CLO6
International Scheduled Topics Quiz, Term
Compensation: and Articles Paper, Final
12 Exam

o Executive Compensation,
o Maximizing Executive
Compensation
Opportunities,
o International
Compensation.
13 ● Pay Delivery Discussion on the Assignment, CLO4, CLO5,
Administration: Scheduled Topics Quiz, Term CLO6
o Compensation and Articles Paper, Final
Administration in Exam
Bangladesh,
o Comparative Analysis of
Different
o Pay Scales in Bangladesh.

14 Review Class Lecture and CLO4, CLO5,

Discussions CLO6
Group Presentation

HRM663 Sustainability and Industry 4.0

A. Course General Information:

Course Code: HRM663

Course Title: Sustainability and Industry 4.0

Credit Hours: 3

Contact Hours/Week: 3

Category: Elective in MBA Program

Type: Elective in Concentration in HRM

Prerequisites: HRM620 Strategic Human Resource Management

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 Co-requisites: None

B. Course Catalog Description:

This course grounds the theoretical and practical learning opportunity about fourth industrial
revolution or Industry 4.0 that has been popularized by the German federal government in 2011.
Moreover, the disruptive technologies economizing and improving efficiencies in industrial
capabilities are also revealed. Furthermore, the course also focuses on the manufacturing industry
with a signified implementation of instantaneous data transmission and its benefits inter-linking the
real time digitization with humans, objects and machines. The Sustainable HRM technologies like
Internet-of-Things (IoT), cyber-physical systems (CPS) and augmented reality are discussed as well.

C. Rationale of the course

Students can learn as well as can synthesize the earned knowledge about I4.0, IoT, CPS, augmented
reality, disruptive technologies triggering I4.0 that will eventually take HRM to a sustainable era. The
evolution of industry 4.0 along with the continuous development and employment style are
mentioned in this course.

D. Course Objectives (COS)

The major objectives of this course are to:

1. Understand how sustainability issues, influence HRM and its role into better practices.
2. Understand the Industry 4.0 and its evolutionary processes
3. Know about the disruptive technologies that improvises I4.0
4. Develop idea on the sustainability of HRM and its connections with I4.0
5. Learn about the manufacturing industry’s applications regarding data transmission
6. Know about IoT, CPS and augmented reality and etc. to comprehend HRM Sustainability in greater
extend
7. Climate Change and Green issues and HRM

E. Course Learning Outcomes (CLOs)

SL. CLO Description

CLO1 To understand how sustainability issues, influence HRM and its role into better practices.

CLO2 To assess about Industry 4.0 and its evolutionary processes and know about IoT, CPS and
augmented reality and etc. to comprehend HRM Sustainability in greater extend Climate
Change issues and HRM

CLO3 To discuss about the disruptive technologies that improvises I4.0 and change management
in micro and macro settings

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 CLO4 To evaluate the sustainability of HRM and its connections with I4.0

CLO5 To learn about the manufacturing industry’s applications regarding data transmission and
sustainability and corporate ethics

F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9

CLO1 ✔ ✔ ✔ ✔ ✔

CLO2 ✔ ✔ ✔ ✔

CLO3 ✔ ✔ ✔ ✔ ✔

CLO4 ✔ ✔

CLO5 ✔ ✔ ✔ ✔

G. Course Plan specifying CLOs, co-curricular activities (if any), Teaching-Learning and Assessment
Strategies mapped with the CLOs:

Week Topic Teaching- Assessment Corresponding

Learning Strategy CLOs
Strategy

1 ● Sustainability and HRM

o Sustainability and SDGs goals
and HRM Discussion CLO1
o Importance of Sustainability for CLO5
HRM Case Study
o Defining Sustainability for the
Business Context Articles
o Sustainability and Sustainable
Development: An Overview
o Climate change issues and HRM
o Evolution of HRM leading to
better sustainability
o HRM for better organizational
performance
o Green HRM
o Challenges in applying Green
HRM and solutions
2 ● Remote work health managers and CLO1
workplaces CLO3
o Defining ‘Remote’ Discussion and
Case Study

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 o Difference between rural and
remote international remote Articles
context
o Workforce sustainability
o HRM and its offers towards
sustainability and IR 4.0
3 ● Remote workplaces
o Synthesis of the known rewards
and challenges CLO1
o person fit (personal) Discussion and CLO3
o differences between Case Study (Quiz 1)
professions and their impact on
the sustainability Articles
o IR4.0 integration in the HRM
process for sustainability and
remote working
4 ● Organization’s Culture and its
Environment
o Organizational Culture and its
role in developing green HRM Discussion and CLO1
o The external environment and Case Study
organizational culture
o Challenging in Managing Team Articles
in an environmental oriented
team
5 ● Sustainable remote health
workforces
o Workforce sustainability Discussion and CLO1
o Current remote workforce Case Study CLO4
o Current findings about ‘people’ CLO5
and aspects of workforce Articles
sustainability
o place and workforce
sustainability
o Sustainable remote health of
workforces.

6 ● HR analytics
o workforce analytics and
sustainability
o Keeping score with the
scorecard Discussion and Individual CLO1
o importance of evaluating HRM Case Study Assignment CLO2
for sustainability Submission
o 5C model of HRM impact and Articles
association with environmental
issues: compliance, client

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 satisfaction, culture
management, cost control,
contribution
o HR contributes to
organizational performance
o Measures of managers
perception of effectiveness
o Approaches to measuring HRM
practices: cost-benefit analysis,
utility analysis, benchmarking,
HR scorecard

7 ● Corporate Social Responsibility and

Ethics
o Green Management and
Sustainability Discussion and (Quiz 2)
o Corporate Social Responsibility Case Study CLO5
o Managers and Ethical Behavior
o Encouraging Ethical behavior Articles
o Social Responsibility and Ethics
Now and Beyond
o Ethical Interpretations of
Sustainability

8 Review Class

Midterm

9 ● Change Management
o HR and environmental and
change
o societal, industrial and Discussion and
organizational level change due Case Study CLO3
to environmental and
technological change Articles
o Models of organizational
change
o Generic Model of change
o Planned model of change
o Development of the Planned
Change Approach
o Emergent change
o Strategic HR and change

10
● IR4.0 and IT for HRM
o Concept of IR4.0

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 o IR4.0 and environmental safety
and energy saving
o IT and HRM
o New Service based delivery Individual CLO2
models Discussion and Presentation CLO5
o Different solutions for different Case Study
needs
(Quiz 3)
o Big data
Articles
o HR metrics and workforce
analytics
o IT for HR planning
o Evolution of HR technology
11 ● Environmental and its influence on
HRM
o Environmental scanning for
HRM Discussion and Individual
o Models of forecasting or HR Case Study Presentation
demand
o challenges in environmental Articles Group Work
scanning submission CLO2
o Environmental factors: CLO5
economic climate,
globalization, political and
legislative factors, social and
cultural factors, stakeholders,
responding to external factors
o Carbon emission from
workplaces and HR
12 ● Strategic international HRM Discussion and
o Challenging influencing HR Case Study
practices and processes
o workforce diversity and Articles CLO1
industry 4.0 and energy saving CLO2
in workplace CLO3
o global workforce and flexibility
for environmental wellbeing

13 ● Continuation of Strategic Discussion and

international HRM Case Study
o flexible labor strategies
o external human capital demand Individual
and supply Presentation
o International recruitment and
selection
14 • Review Session
• Group Presentation

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HRM666 Contemporary Issues in Human Resource Management

Course Code and Title: HRM666 Contemporary Issues in Human Resource Management

The course examines special issues and/or contemporary events in the area of Human Resource
Management at an advanced level. Selection of topics depends on the relevance and importance to the
field, interest and preference of learners and instructors. Topic specific Course Description, Course
Objectives (COs), Course Learning Outcomes (CLOs) and the Mapping of Course Learning Outcomes (CLOs)
with the Program Learning Outcomes (PLOs) will be outlined Subject to the special issue.

ITM630 Technology Management and Innovation

A. Course General Information:

Course Code: ITM630

Course Title: Technology Management and Innovation

Credit Hours: 3

Contact Hours/Week: 3

Category: Elective Course in the MBA Program

Type: Elective course for the Information Technology Management

Concentration

Prerequisites: BUS528 Management Information System

Co-requisites: None

B. Course Catalogue Description:

This course is designed to focus on the key concepts, models, and methods that enable manager to
effectively manage the development and utilization of technologies. It will focus on how industries
and firms are transformed by new technologies, and what factors affect the innovation performance.
The concept of technology is broad and it refers to the process by which an organization transforms
their inputs into output (product/services). Both technology and innovation play a significant role in
the development of business processes.

C. Rationale of the Course:

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 Contemporary business firms are operating under a dynamic environment where changes in
technological environment significantly affect the competitiveness of the firms. It is essential for firms
to constantly study the existing technologies and be prepare for adapting new technologies. This
course will help students understand the concept of technologies and the methods to evaluate the
feasibility of new technologies. It is expected that students can apply this expertise in the
organizations and create a positive impact in the industries.

D. Course Objectives (COs):

The major objectives of this course are to:

1. State the concepts of technology and innovation

2. Discuss strategic aspects of technology adaptation
3. Discuss the innovations and its association with technology management
4. Illustrate the process in developing, implementing, and managing technology from a strategic
perspective
5. Discuss the concepts of knowledge management systems and its relationship with technology
management

E. Course Learning Outcomes (CLOs):

On successful completion of the course, learners should be able to:

SL. CLO Description

CLO1 Describe technology management basics.

CLO2 Explain the comprehensive and concise definitions/descriptions of specific terminologies,

models and theories related to the subject.

CLO3 Demonstrate reading and report writing skills and be able to present it

CLO4 Gain advanced concepts of the discipline that constitutes technology management.

CLO5 Evaluate existing technologies and apply the principles and practices of technology
management to a real-world environment/enterprise

F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9

CLO1 ✔

CLO2 ✔

CLO3 ✔ ✔

CLO4 ✔ ✔

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 CLO5 ✔ ✔

G. Course Plan specifying CLOs, co-curricular activities (if any), Teaching-Learning and Assessment
Strategies mapped with the CLOs:

Week Topic Teaching- Assessment Corresponding

Learning Strategy CLOs
Strategy

1 ● Management of Technology and Lecture, Notes, Midterm CLO1

Innovation: An Overview Discussions Exam, Final
o importance of Technology and Exam
Innovation to Business and
society
o The Study of Technology,
Innovation, and Its Management
o Key Definitions of Technology
o The Importance of Managing
Technology
2 ● Management of Technology and Lecture, Notes, Midterm CLO1
Innovation: An Overview(continued) Discussions Exam, Final
o Key Definitions of Innovation Exam
o The Process of Managing
Innovation
o Structuring the Examination of
managing technology and
innovations (MTI)

3 ● Strategy Process and the Lecture, Notes, Homework, CLO1

Management of Technology and Discussions Quiz,
Innovation Midterm
o Strategy and MTI in strategic Exam, Final
management Exam
o The Strategic Process in MTI
o Integrating MTI and Strategy

4 ● Innovation: Planning Lecture, Notes, Homework, CLO1, CLO2

o Planning: A Complex Process Discussions, Quiz,
o Factors affecting innovations Midterm
Article Review
o Types of Innovation Exam, Final
o Innovation Planning Process Exam,
o Technology Stages and Planning Group
Project

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5 ● Internal Innovation: Lecture, Notes, Homework, CLO3, CLO4
Implementation Discussions In- Midterm
o Key Initial Questions for class Problem Exam, Final
Implementation Solving Exercises Exam,
o Key Implementation Issues Group
o Crafting Portfolios of Innovation Project, In-
class
Exercises

6 ● Innovation: Evaluation and Control Lecture, Notes, Homework, CLO3, CLO4

o Evaluation and Control Processes Discussions Midterm
o Control of innovation Exam, Final
o Implementing Evaluation and Exam,
Control Group
Project

7 ● Review Session CLO1, CLO2,

● Mid-term exam CLO3, CLO4

8 ● Obtaining Technology: Planning Lecture, Notes, Homework, CLO3, CLO4

o Alliances for MTI Discussions Midterm
o Mergers and Acquisitions Exam, Final
o Planning the Acquisition of Exam,
Technology Group
Project

9 ● Obtaining Technology: Lecture, Notes, Midterm CLO1, CLO5

Implementation Discussions, Exam, Final
o Initial Questions -What Should Article Review Exam
We Be Doing Now? What Are the
Requirements for Key Activities?
What and to Whom to Delegate?

10 ● Obtaining Technology: Evaluation Lecture, Notes, Homework, CLO3, CLO5

and Control Discussions, In- Final Exam,
o Where Evaluation and Control class Problem Group
Occur Solving Exercises Project
o Alliance/Acquisition: Capabilities,
Due Diligence, Negotiation of the
Deal, Integration, Ongoing
Evaluation and Control.
11 ● Obtaining Technology: Evaluation Lecture, Notes, Homework, CLO3, CLO5
and Control (Continued) Discussions, In- Final Exam,
o Metrics: Gap Analysis, Financial class Problem Group
Fitness, Strategic Fitness, Solving Exercises Project

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 Operational Fitness, Relationship
Fitness.

12 ● Building Capabilities for MTI Lecture, Notes, Homework, CLO4, CLO5

Success: Discussions Quiz, Final
o Competitive Advantage Exam,
o Sustainable Advantage Group
o Strategic Decisions and Project
Competitive Advantage
o Building Capabilities from the
Start
o Establishment of Industry
Standards
o Venture Capital

13 ● Organizational Learning and Lecture, Notes, Final Exam, CLO1, CLO4,

Knowledge Management: Discussions, In- Group CLO5
o Organizational Learning class Problem Project
o Gathering Information Solving Exercises
o Transferring and Sharing
Processes
o Enabling Learning
o Types of Learning
o Structuring for Organizational
Learning
o Keys to Successful Organizational
Learning
o Knowledge-Management
Definitions
o Dimensions of Knowledge
Creation
o Making Knowledge Management
a Successful Capability

14 Presentation CLO1, CLO4,

CLO5

ITM651 Information Security, Privacy, and Policy

A. Course General Information: Information Security, Privacy and Policy

Course Code: ITM651

Course Title: Information Security, Privacy, and Policy

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 Credit Hours: 3
Contact Hours/Week: 3
Category: Elective Course in the MBA Program
Type: Elective course for the Information Technology Management
Concentration
Prerequisites: BUS528 Management Information System
Co-requisites: None

B. Course Catalog Description (Content):

This course provides students with an introduction to information security policies. Students will be
introduced to sociological and psychological issues in policy implementation in general and then
provided a focused dialogue on information security-specific policies. The class discusses the entire
lifecycle of policy creation and enactment and presents the students with issue-specific policies in
different domains of security. The structure of the policy is also discussed to assist the students design
and modifying policies. Several examples from different domains are incorporated into the curriculum
to assist the students to learn the in context of real-life situations.

C. Rationale of the Course:

Security and privacy expertise are an asset in a variety of careers outside, not just in computer science,
but also in areas that include business, management, and law. In addition, the policy side of security
and privacy is becoming increasingly important, and employers are interested in hiring people with
an understanding of relevant policy issues, especially in the privacy and security area. After
completing this course, students will have a good understanding of how to identify potential security
and privacy risks and relevant legal and policy issues; a working understanding of security topics such
as cryptography, authentication, and Internet security protocols; as well as broad knowledge of
several security- and privacy-related areas as they pertain to the design, development, deployment,
and management of technologies in a variety of practical contexts (e.g., Web, mobile, Internet of
Things, social media, cryptocurrencies).

D. Course Objectives (COs):

The major objectives of this course are to:

1. A general background in concepts of privacy on the internet.

2. An understanding of how automation is changing the concepts and expectations concerning
privacy and the increasingly interconnected issue of security;
3. Knowledge of laws and regulations concerning information security from both data protection
and law enforcement perspectives.
4. Policy questions related to these laws and regulations will be examined as part of discussions and
readings.
5. Country laws and policies will be the focus of the course but comparison will be drawn to
approaches taken by states and other nations and organizations.

E. Course Learning Outcomes (CLOs):

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 On successful completion of the course, learners should be able to:

SL. CLO Description

CLO1 Understand the lifecycle of policy enactment
CLO2 Develop and modify security policies
CLO3 Create a dissemination plan for the policy
CL04 Students are able to describe Encryption and Key Management Policy
CLO5 Critique a security policy for its effectiveness and completeness

F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9

CLO1 ✔ ✔
CLO2 ✔ ✔
CLO3 ✔ ✔
CLO4 ✔ ✔
CLO5 ✔ ✔

G. Course Plan specifying CLOs, co-curricular activities (if any), Teaching-Learning, and Assessment
Strategies mapped with the CLOs:

Teaching-
Assessment Corresponding
Week Topic Learning
Strategy CLOs
Strategy
General Overview of Policies, Policy Life Lecture and live Homework, CLO1, CLO2
cycle, and Writing Security Policies. discussion Quiz, Midterm
o Creating a dissemination plan for Exam, Final
the policy Introduction.
1 Exam, Group
o Creating and modifying security
policies Project
o Understanding of the lifecycle of
policy enactment
Information Classification and Privacy Lecture and live Homework, CLO1, CLO2
Policies discussion Quiz, Midterm
2 • Privacy of information Exam, Final
• Social media privacy Exam, Group
Project
Network Security and Email Policies Lecture and live Homework, CLO1, CLO2
• Setting up email protocols discussion Quiz, Midterm
• DOS Attack Exam, Final
3
• Ransomware Exam, Group
Project

Page 271 of 388

 Lecture and live Homework, CLO1, CLO2
discussion Quiz, Midterm
Application, Operating System and Exam, Final
4
Software Security Policy
Exam, Group
Project

Lecture and live Homework, CLO1, CLO2

discussion Quiz, Midterm
Encryption and Key Management Policy Exam, Final
5
Exam, Group
Project

Lecture and live Homework, CLO1, CLO2,

discussion Quiz, Midterm CLO3
Disaster Recovery and Business Exam, Final
6
Continuity
Exam, Group
Project

Lecture and live Homework, CLO3

discussion Quiz, Midterm
Security Policy: Audit and Compliance Exam, Final
7
Exam, Group
Mid Term Examination
Project

Lecture and live Homework, CLO3

discussion Quiz, Midterm
Acceptable Use Policies and Training Exam, Final
8
Exam, Group
Project

Lecture and live Homework, CLO3

discussion Quiz, Midterm
9 Security Policy: Enforcement and Exam, Final
Effectiveness
Exam, Group
Project
Lecture and live Homework, CLO3, CLO4
discussion Quiz, Midterm
Exam, Final
Homework,
Internet Censorship (Case Analysis)
10 Quiz, Midterm
Exam, Final
Exam, Group
Project

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 Lecture and live Homework, CLO3, CLO4
discussion Quiz, Midterm
Intellectual Property Protection (Case Exam, Final
11
Analysis)
Exam, Group
Project

Lecture and live Homework, CLO3, CLO4

discussion Quiz, Midterm
International Cooperation in Cyber Exam, Final
12
Crime (Cyber Crime Treaty)
Exam, Group
Project

CLO3, CLO4
Case study: Code Red-White house Discussion
13 Case study: Bangladesh Bank heist.

Homework, CLO1
Review Quiz, Midterm
14 Exam, Final
Final Project Presentation
Exam, Group
Project

ITM652 Digital Media Analytics

A. Course General Information:

Course Code: ITM652

Course Title: Digital Media Analytics
Credit Hours: 3
Contact Hours/Week: 3
Category: Elective Course in the MBA Program
Type: Elective course for the Information Technology Management
Concentration
Prerequisites: BUS528 Management Information System
Co-requisites: None

B. Course Catalog Description:

The explosion in digital media - web, social, and now mobile - represents a departure from how things
were like in the last century. This proliferation of digital media is both a threat and an opportunity for
many businesses. Business Analytics can be leveraged to process data, sentiment, buzz, contacts,
context, and other aspects of business interest in realtime, for business performance and impact. The

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 course picks and uses use-cases from a variety of industries and geographies, to showcase the
potential and impact that business analytics did properly (or not) can have on business performance.

C. Rationale of the Course:

Global Business is increasingly confronted with the need to participate and manage in real-time digital
environment. Hence business need to consider how to take advantage of digital technologies as a tool
and potential imperative for competitive advantage and whether current marketing strategies are
coherent with strategies for the digital market. As customer experience become increasingly digitized,
practitioners have access to an array of data from digital sources. Students will focus on appreciating
the digital marketing landscape and understand how firms can build value-enhancing strategies that
leverage digital and social media channels. Through the use of digital analytic dashboards and
software, students will learn to analyze marketing/customer data to make meaningful decisions.

D. Course Objectives (COs):

The major objectives of this course are to:

1. Develop a foundation that draws on history, theory, and practice of media studies o Theories for
interpretation of diverse forms of technology, communication, and media. o Contemporary media
production and human-computer interaction
2. Develop advanced critical thinking skills in written analysis of text and visual media objects
3. Draw on a rigorous combination of theory, analysis, and hands-on digital work in the development
of original ideas in digital media
4. Collaborate as a team in the development of original concepts to the production of innovative
digital media
5. Understand the process of working with users in bringing ideas from concept to production
E. Course Learning Outcomes (CLOs):

On successful completion of the course, learners should be able to:

SL. CLO Description

CLO1 Understand how managers use business analytics to formulate and solve business problems
and to support managerial decision-making.
CLO2 Familiarize with the processes needed to develop, report, and analyze business data.
CLO3 Learn how to use and apply data analytics tools and technologies to make business
decisions.
CLO4 Demonstrate social media management and monitoring skill
CLO5 Perform analytics in different platform to make strategic decisions.

F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9

CLO1 ✔ ✔

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 CLO2 ✔ ✔
CLO3 ✔ ✔
CLO4
CLO5

G. Course Plan specifying CLOs, co-curricular activities (if any), Teaching-Learning, and Assessment
Strategies mapped with the CLOs:

Week Topic Teaching-Learning Assessment Corresponding

Strategy Strategy CLOs
• Introduction to Analytics
o Introduction to students and faculty Lab-based,
o What is Analytics Lecture
1 learning by CLO1, CLO2
o Importance of analytics Discussion
doing.
o Areas of Analytics

• Business Analytics
o Definition Lab-based,
Lecture
2 o Introduction Business analytics learning by CLO1, CLO2
Discussion
tools and software doing.

• Data Visualization
o Data Classification Lab-based,
o Data Studio Lecture
3 learning by CLO1, CLO2
o Power BI Discussion
doing.
o Web scraper

• Web Analytics tools

o Adobe/google tag manager
o Trend Analytics (Google Trends)
o Search Listening tool Lab-based,
(Answerthepublic.com) Lecture
4 learning by CLO1, CLO2
o SEO Analytics (Woo Rank Chrome Discussion
doing.
Extension)
o Instagram Analytics
(Notjustanalytics.com)

• Descriptive Analysis
o Definition Lab-based,
Lecture CLO1, CLO2,
5 o Area of Implementations learning by
Discussion CLO3
o Tools doing.

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 • Predictive Analysis
o Definition Lab-based,
Lecture CLO1, CLO2,
6 o Area of Implementations learning by
Discussion CLO3
o Decision Tree doing.
o Linear Regression
• Time Series
7 o Topic Modelling
• Midterm Examination
• Introduction to Data Mining
o What is Lab-based,
Lecture CLO1, CLO2,
8 o Why needed learning by
Discussion CLO3
o How it is helping doing.

• Data Mining Process Lab-based,

o Subtopic 1 Lecture CLO1, CLO2,
9 learning by
o Subtopic 2 and so on… Discussion CLO3
doing.
• Data Mining Tool
o Miner (Excel add-in – free 15-day Lab-based,
trial available at Lecture CLO1, CLO2,
10 learning by
www.solver.com/xlminer-data- Discussion CLO3
mining) doing.

• Using Data from Own Media

o Introduction to social media
auditing
o How and why to conduct social Lab-based,
Lecture CLO1, CLO2,
11 media audits learning by
Discussion CLO3
o Social media auditing strategies and doing.
techniques
o Facebook, LinkedIn and twitter
analytics
• Earned Media
o Understanding earned media
o Earned media strategies and
content planning Lab-based,
o Social listening: what it is, why it Lecture
12 learning by CLO1, CLO3
matters, how to incorporate Discussion
doing.
strategy and tools
o How to get earned media
o Earned media strategies for content
marketing plans
• Using Listening Data Lab-based,
o Introduction to APIs Lecture
13 learning by CLO2, CLO3
o How and why to use APIs Discussion
doing.

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 • Mobile and web analytics
14 o Use of augmented reality
Review

ITM653 Managing Disruptive Technologies

A. Course General Information:

Course Code: ITM653

Course Title: Managing Disruptive Technologies
Credit Hours: 3
Contact Hours/Week: 3
Category: Elective Course in the MBA Program
Type: Elective course for the Information Technology Management
Concentration
Prerequisites: BUS528 Management Information System
Co-requisites: None

B. Course Catalogue Description:

Disruptive Technologies are the ultimate challenge in change management. It impacts not only
industry structures and strategic positioning, but it affects all levels of an organization (every task,
activity, and process), and even its extended supply chain. At this course, we will try to understand
the history of Disruptive Technologies that have changed our lives and we shall look together into the
future and how other technologies are expected to create a new world of opportunities and risks in
the business world and in our lives. We will review in detail the basis of disruptive innovation, while
examining the historical processes that have caused some of these technologies that accompany us
today to conceal entire technologies and industries overnight. Although these processes may seem
incidental, we will try to gauge the motivations behind these technologies as well as the ways in which
businesses must adapt to the new world that is being created.

C. Rationale of the Course:

We live in a rapidly changing world dominated by a myriad of technology-enabled disruptions. As a

consequence, there is a strong need for individuals that understand the nature of these innovations
and the complex ways in which they may affect marketplaces. In line with this need, this course is
about understanding technology-driven disruption from a managerial point of view. The course
combines several lectures introducing fundamental concepts of economics and management applied
to technology-enabled markets, such as multi-sided platforms, direct and indirect network effects,
diffusion and critical mass, market power, economies of scale, winner-takes-all markets, pricing
strategies, multi-homing, switching costs, differentiated services, versioning, bundling, envelopment
attacks and cross-boundary disruptors. Students learn how to anticipate disruptive technologies and

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 are exposed to frameworks and tools to characterize and manage these technologies in the
workplace.

D. Course Objectives (COs):

The major objectives of this course are to:

1. Understand of the theory of disruptive innovation, how disruptive innovation differs from
sustaining innovation, and the distinction between low-end and new-market disruption.
2. Imbibe economic frameworks to evaluate how disruptive innovations bring about changes in the
market by altering the geometry of the market and/or new business models.
3. Understand various disruptive innovations from a technical perspective and gain a basic working
knowledge of these technologies.
4. Recognize disruptive technologies and predict their impact on different markets.
5. Identify market gaps and create technological innovations that can address these gaps by
assimilating prior coursework on programming, economics and statistics

E. Course Learning Outcomes (CLOs):

Upon successful completion of this course, students will be able to:

SL. CLO Description

CLO1 Understand the processes that have enabled certain technologies to change our lives.
CLO2 Review those current technologies with the greatest potential to change the world.
CLO3 Understand the positive and negative consequences of disruptive technologies.
CLO4 Conclude on leading processes in a world full of opportunities.
CLO5 Develop guidelines of the process of managing disruptive technologies.

F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9

CLO1 ✔ ✔
CLO2 ✔ ✔
CLO3 ✔ ✔
CLO4 ✔ ✔
CLO5 ✔ ✔

G. Course Plan specifying CLOs, co-curricular activities (if any), Teaching-Learning, and Assessment
Strategies mapped with the CLOs:

Week Topic Teaching-Learning Assessment Corresponding

Strategy Strategy CLOs

Page 278 of 388

 Introduction and disruptive technologies Homework,
o Introduction to the course. Midterm
o Disruptive technologies according Lecture and live CL01,
1 Exam, Final
to Clayton Christensen. discussion CL02.CL03
Exam, Group
Project
Modern concerns with the theory of Homework,
disruption Midterm
o Critiques to the theory of Lecture and live
2 Exam, Final CL02.CL03
disruption discussion
Exam, Group
o Examples and concerns raised by
digital platforms Project
Network Effects Homework,
o Direct network effects. Midterm
o Dynamics with positive network Lecture and live CL01,
3 Exam, Final
externalities. discussion CL02.CL03
Exam, Group
o Critical mass
Project
Theory of diffusion models
o Diffusion models. Homework,
o Central sources and S-shaped Midterm
curves Lecture and live
4 Exam, Final CL01, CL02
o Information sharing. discussion
o Types of adopters. Exam, Group
Project

Network analysis Homework,

o Networks and network properties. Midterm
o Random graphs, preferential Lecture and live
5 Exam, Final CL01, CL02
attachment. discussion
Exam, Group
Project
o Centrality. Seeding an innovation full Homework,
network-based diffusion model. The Midterm
diffusion of the iPhone 3G Lecture and live
6 Exam, Final CL01, CL02
discussion
Exam, Group
Project

Introduction to simulator
o Using the diffusion simulation
7
Mid-term Examination

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 Indirect network effects and pricing
o Definition of indirect network Homework,
effects and two-sided effects Midterm
o Pricing in two-sided markets Lecture and live CL01, CL02,
8 Exam, Final
Debrief game behaviours discussion CL03, CL04
Exam, Group
o Pricing in two-sided networks
o Playing the app competition game Project
o Game debriefs
Akamai case Homework,
o Introduction to content Midterm
distribution networks. Lecture and live
9 Exam, Final CL03, CL04
o The case of Akamai. discussion
Exam, Group
Project
WINNER-TAKE-ALL in 2-SIDE PLATFORMS Homework,
o Winner-takes-all markets. Midterm
o Multihoming and demand for Lecture and live
10 Exam, Final CL03, CL04
differentiated services. discussion
Exam, Group
o Akamai case
Project
Homework,
Midterm CL01,
Presentations on platforms Lecture and live
11 Exam, Final CL02.CL03,
discussion
Exam, Group CL04
Project
Real networks case, bundling and other Homework,
examples Midterm
o The real networks case. Lecture and live CL02, CL03,
12 Exam, Final
o Envelopment attacks. discussion CL04
Exam, Group
Project
Homework,
X-boundary disruptors Midterm CL01,
Lecture and live
13 Exam, Final CL02.CL03,
o X-boundary disruptors. discussion
Exam, Group CL04
o Pricing in attacks.
Project
Review
14 Case presentation

ITM654 Exploring and Visualizing Data

A. Course General Information:

Course Code: ITM654

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 Course Title: Exploring and Visualizing Data
Credit Hours: 3
Contact Hours/Week: 3
Category: Elective Course in the MBA Program
Type: Elective course for the Information Technology Management
Concentration
Prerequisites: BUS528 Management Information System
Co-requisites: None

B. Course Catalog Description:

This course covers the fundamentals of statistical exploration and visualization of data. We will fit
models and produce specialized graphs to explore data in a detailed and statistics-oriented manner.
This course also serves as a crash course in Microsoft Power BI/ Tableau/ Alteryx, a widely used
Business Intelligence tool in Bangladesh and globally. It is designed to provide students with the
foundations necessary for understanding and extending the current state of the art in data
visualization.

C. Rationale of the Course:

This business course of foundation-level is mandatory for all the learners of the MBA program. This is
because business graduates are expected to have sound understanding of preparing and interpreting
financial statements irrespective of their area of specialization. The course acts as one of the building
blocks of knowledge for one core business functions – Information systems – and its successful
completion will prepare learners for subsequent courses of this area. The course is designed to help
learners develop these competencies: knowledge, skills and abilities.

D. Course Objectives (COs):

The major objectives of this course are to:

1. An understanding of the key techniques and theory used in visualization, including data models,
graphical perception and techniques for visual encoding and interaction.
2. Exposure to a number of common data domains and corresponding analysis tasks, including
multivariate data, networks, text and cartography.
3. Practical experience in Clean and process data for improving visualizations.
4. The ability to read and discuss research papers from the visualization literature.
5. Gain best practices for telling stories with data, using interactive databases to create visualizations
and maps.

E. Course Learning Outcomes (CLOs):

On successful completion of the course, learners should be able to:

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 SL. CLO Description
CLO1 Understand the fundamental design principles and different types of data visualization.
CLO2 Identify both positive and negative impacts of data-informed decision across a variety of
domains
CLO3 Apply the fundamental concepts of data visualization to define a project in your field of
study.
CLO4 Practice the core principles using widely available tools (e.g. Tableau, Power BI, Alteryx).
CLO5 Demonstrate the best practice that presents your story in the process of creating data
visualization including connecting to different data sources, assessing to the quality of the
data, and converting raw data into data visualizations that provide actionable information.

F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9

CLO1 ✔ ✔
CLO2 ✔ ✔
CLO3 ✔ ✔
CLO4 ✔ ✔
CLO5 ✔ ✔

G. Course Plan specifying CLOs, co-curricular activities (if any), Teaching-Learning and Assessment
Strategies mapped with the CLOs:

Teaching-Learning Assessmen Correspond

Week Topic
Strategy t Strategy ing CLOs
• Introduction to data visualization
CLO1,
o Introduce yourself, Data visualization in
1 CLO2, CLO3
everyday life?
o what makes a good visualization?
• Principles for data visualization
o Read 2 articles assigned to you
o The Visual Display of Quantitative
Information (2nd ed.), Edward Tufte (Read
pp. 53-77 and 107-121) Reading reflection: Lab based, CLO1,
2 o The Elements of Graphing Data (1985) by Concept Map and learning by CLO2, CLO3
William S. Cleveland (Read pp. 24-55 and
Peer Feedback doing.
68-88)
o The Truthful Art: Data, Charts, and Maps
for Communication by Alberto Cairo (Read
pp. 41-65 and 121- 149)

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 • Data literacy
o [Read] Read 1 article assigned to your
group reading guide1
o D'Ignazio, C. (2017). Creative data literacy.
Information Design Journal, 23(1), 6-18
o Pangrazio, L. and Sefton-Green, J. (2020).
The social utility of ‘data literacy’.
Learning, Media, and Technology, 45(2),
208-220. [Read] Reading reflection: Lab based, CLO1,
3 o One Dataset, Visualized 25 Ways: Reading Guide Pick learning by CLO2, CLO4
https://flowingdata.com/2017/01/24/one a data set doing.
-datasetvisualized-25-ways/ [Watch]
o [Optional] 3 Creative Data Literacy with
Animated GIFs and Public Art by D'Ignazio,
C.:
https://www.youtube.com/watch?v=4uA
rFhp0MLw

• Introduction to Tableau
o Tableau tutorial videos Getting started (25
mins):
https://www.tableau.com/learn/tutorials
/ondemand/gettingstarted?playlist=5542
68andsignin=4bec05bc7a876b95af77
22b08fff9224283
o The Tableau Interface (4 mins): Tableau Practice: Lab based, CLO1,
4 https://www.tableau.com/learn/tutorials Basics learning by CLO2, CLO4
/ondemand/tableau- Proposal draft doing.
interface?playlist=554268 [Read and
Practice]
o Visual Analytics with Tableau: Chapter 1:
Introduction and Getting Started with
Tableau (pp. 1-23) [Read]
o Knaflic, C. N. (2015). Storytelling with data:
Chapter 2: choosing an effective visual (pp.
35-70)
• Multivariate visualization
o [Read] Choose 3 articles to read2
o Multivariate data visualization and the
limits of human perception: Multivariate
Lab based, CLO1,
https://uxdesign.cc/multivariate- Storytelling Peer
5 learning by CLO2, CLO4
datavisualization-and-the-limits-of- feedback: Proposal
doing.
human-perception60ad47b4f59f draft Tool selection
o The Art of Effective Visualization of Multi-
dimensional Data:
https://towardsdatascience.com/the-art-

Page 283 of 388

 ofeffective-visualization-of-multi-
dimensional-data6c7202990c57
o An Introduction to Visual Multivariate
Analysis:
https://www.perceptualedge.com/article
s/beye/visual_multivariate_analysis.pdf
o 30 Years of Multidimensional Multivariate
Visualization:
https://pdfs.semanticscholar.org/6b2a/0
8d0085c5513c7
6fb110fb4c7b554eee9344.pdf
• Multivariate visualization
o Tableau how-to videos:
https://public.tableau.com/enus/s/resour
ces (31 mins) o 7. Data Preparation – The
Data Interpreter (4:29) o 8. Data
Preparation – Pivoting your Data (4:54) o
9. Data Preparation – Splitting your Data Tableau Practice: Lab based, CLO1,
(2:26) o 10. Data Preparation – Joins and
6 Multivariate learning by CLO2, CLO4
Unions (6:28) o 11. Creating Your First
Visualization doing.
Chart (2:34) o 12. Using the Show Me Tool
Bar (4:15) o 13. Understanding the Logic of
Charts (5:05) [Read and Practice]
o Visual Analytics with Tableau: Chapter 3:
Creating Data Visualizations (pp. 49-77)

• Tableau: Multivariate visualization

o [Read] Read 1 article assigned to your
group reading guide1
o Buslik, M., and Maltz, M. (1998). Power to
the people: Mapping and information
sharing in the Chicago Police Department. Tableau Practice:
Crime Mapping and Crime Prevention. Lab based, CLO1,
Multivariate
7 Crime Prevention Studies, 8, 113-130 learning by CLO2, CLO4
Visualization Final
o Downs, R. M. (2016). Bringing geography doing.
back to life: The role of the geospatial proposal
revolution in the US school system.
Geography, 101(2), 77-84. [Watch]
o Geospatial Revolution (18 mins):
https://youtu.be/9F7z9LLYxf8
o MID Term Exam

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 • Geospatial visualization
o [Read and Practice] Choose one of the
materials2
o Maps and Geographic Data Analysis in
Tableau: Geospatial
Lab based, CLO1,
https://help.tableau.com/current/pro/de Storytelling CLO2, CLO4
8 sktop/enus/maps.htm learning by
Reading reflection: CLO5
o Visual Analytics with Tableau: Chapter 6: doing.
Maps (pp. 131- 154) [Watch/Practice] Reading Guide
o Mapping (12 videos):
https://www.tableau.com/learn/training/
20203

• Interactive visualization
o [Read] Read 1 or 2 readings assigned to
your group1
o Few, S. (2007). Data visualization - Past,
present, and future. 2-11.
o Swayne, D., and Klinke, S. (1999).
Introduction to the special issue on
interactive graphical data analysis: What is
interaction? Computational Statistics, 14,
1-6. (Read 3. Interaction: What is it?) Lab based, CLO1,
o M. C., and Roth, S. F. (1996, October). On CLO2, CLO4
9 learning by
the semantics of interactive visualizations. CLO5
doing.
In Proceedings IEEE Symposium on
Information Visualization'96 (pp. 29-36).
IEEE. [Read]
o 2019: The Year in Visual Stories and
Graphics:
https://www.nytimes.com/interactive/20
19/12/30/us/2 019-year-in-graphics.html

Lab based, CLO1,

• Data Management Preparing and CLO2, CLO4
10 learning by
cleansing data CLO5
doing.

Lab based, CLO1,

• Data Wrangling CLO2, CLO4
11 learning by
CLO5
doing.
CLO1,
• Tableau: Dashboard and Story Lab based,
CLO2, CLO4
12 learning by
CLO5
doing.

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 CLO1,
• Critiques in data visualization Lab based, CLO2, CLO3
13 • Data visualization with ethics learning by CLO4
doing. ClO5

CLO1,
Lab based, CLO2, CLO3
• Final Project Presentation
14 learning by CLO4
• Review Class ClO5
doing.

ITM655 Digital Transformation

A. Course General Information: Digital Transformation

Course Code: ITM655

Course Title: Digital Transformation
Credit Hours: 3
Contact Hours/Week: 3
Category: Elective Course in the MBA Program
Type: Mandatory Elective course for the Information Technology
Management Concentration
Prerequisites: BUS528 Management Information System
Co-requisites: None

B. Course Catalog Description:

This course covers the fundamental principles of digital transformation in the fields of business, the
process of utilizing digital technology to develop new or adapt existing business processes, culture,
and consumer experiences in order to satisfy changing business and market requirements. The aim of
this course is to give students business insights based on current and future technology trends and to
raise the awareness of the audience around the rapid evolution of Technology by building up thoughts
around ways how to adapt them in our everyday life.

C. Rationale of the Course:

The course informs about what digital transformation is exactly is and what does it mean for
companies. It talks about digital transformation in in light of the pace of change and the imperative it
creates for businesses. Next the context for this transformation and what it takes to win in the digital
age is provided followed by a framework which helps to identify key areas to digitize, including
strategy, core processes, and technology. Students will be enabled be able to describe the underlying
economics of innovation, technology, and market disruptions; weigh the pros and cons of current

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 digital technologies driving advancement and utilize the digital transformation framework as a "how-
to" for digitizing organizations.

D. Course Objectives (COs):

The major objectives of this course are to:

1. Provide students with tools for observing, analyzing and understanding how the role of digital
technology is rapidly shifting.
2. Help students being an enabler of fundamental innovation and disruption in many sectors,
including media, information and communication industries.
3. Make students familiar with the digitalization of large-scale and sweeping transformations across
multiple aspects of business, and across many industries.
4. Provide students with insights and different perspectives on digital transformation.
5. Provide students with various new and established theoretical tools for analyzing such
developments.

E. Course Learning Outcomes (CLOs):

On successful completion of the course, learners should be able to:

SL. CLO Description

CLO1 Understand the fundamental principles of digital transformation in business areas.
CLO2 Harness the strategic business value of digital technologies intelligently
CLO3 Design and manage business models for services offered through digital platforms
CLO4 Implement and deploy different types of information systems applications within and
across enterprises, while understanding user needs.
CLO5 Track and manage disruptive technologies

F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9

CLO1 ✔ ✔
CLO2 ✔ ✔
CLO3 ✔ ✔
CLO4 ✔ ✔
CLO5 ✔ ✔

Page 287 of 388

G. Course Plan specifying CLOs, co-curricular activities (if any), Teaching-Learning and Assessment
Strategies mapped with the CLOs:

Week Topic Teaching-Learning Assessment Corresponding

Strategy Strategy CLOs
• What is digital transformation? Digital
Business Ecosystems Lab based,
o What is it? Lecture and live
1 learning by CL01, CL02
o Why does it matter? discussion
doing.
o Impact of digital transformation in
business ecosystems
• Multi-sided platform (MSP) business Lab based,
o The MSP Model Lecture and live CL01, CL02,
2 learning by
o Value proposition of MSP Model discussion CL03
doing.
o How it relates with business
• Platform Economy
o Explain why business move towards
digital platform Lab based,
Lecture and live
3 o How platform economy connects learning by CL01, CL02
discussion
business with consumers, doing.
entrepreneurs and people in
general
• Digital Business Models
• Value Co-creation
o Explain the digital business models
o How it improves several aspects of Lab based,
an organization Lecture and live
4 learning by CL01, CL02
o Explain the joint creation of value by discussion
doing.
the company and the consumers
o Mechanisms of interplay and
collaborations between service
providers and customers
• Data business and data security
o Concept of DDBM (Data Driven
Business Model) Homework,
o How data helps the company to Midterm
Lecture and live CL01, CL02,
5 understand the market Exam, Final
discussion CL03
o Importance of barriers against Exam, Group
unwanted access to the business Project
data of a company
o Strategy to secure data

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 • Transformation enabled by business
analytics
o How business analytics help to Midterm
transform business models Lecture and live CL01, CL02,
6 Exam, Final
o Ways to encountering new discussion CL03
Exam
opportunities
o Business analytics and management
transformation
• Business analytics and management
transformation
7
MID-TERM

• Machine learning management

o Analyzing the data and giving Lab based,
conclusions from it Lecture and live
8 learning by CL03, CL04
o Finding patterns in structured data discussion
doing.
and Making predictions
o Gaining business insights effectively
• The internet of things
o Concept of IoT Lab based,
o How IoT helps to collect real time Lecture and live
9 learning by CL03, CL04
data discussion
doing.
o IoT and enhancement of business
process
• Ai and human intelligence
o Collaboration between AI and
human Lab based,
Lecture and live
10 o Solving organizational problems learning by CL03, CL04
discussion
with AI doing.
o How AI boosts digital
transformation across industries
• Cloud computing
o Correlation between cloud
computing and digital Lab based,
transformation Lecture and live CL03, CL04,
11 learning by
o How cloud computing reduces the discussion CL05
doing.
risks of wasting IT resources
o How it helps the organization to
scale infrastructure as needed
• Social media and social content
strategies
o How social media connects Lab based,
Lecture and live
12 consumers with organizations learning by CL04, CL05
discussion
o Impact of social media in digital doing.
transformation
o How to engage with audience

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 o Social content strategies narrate
the way you connect with people

• Digital transformation in selected

industry sectors
o Implementation of digital Lab based,
Lecture and live
13 transformation in selected sectors learning by CL04, CL05
discussion
o Value added by digital doing.
transformation in to those sectors
o Overall review
• Value added by digital Lecture and live Lab based, CL04, CL05
14 transformation in to those sectors discussion learning by
o Overall review Class doing.

ITM656 Business Intelligence and Data Mining

A. Course General Information:

Course Code: ITM656

Course Title: Business Intelligence and Data Mining
Credit Hours: 3
Contact Hours/Week: 3
Category: Elective Course in the MBA Program
Type: Elective course for the Information Technology Management
Concentration
Prerequisites: BUS528 Management Information System
Co-requisites: None

B. Course Catalog Description:

With the proliferation of Web 2.0 making inroads into the enterprises and industries, the ability to
understand, analyze and interpret businesses from Big Data has become increasingly more important
today. This class aims to equip you with highly demanded business analytics skills in the current job
market. The course will focus on extracting business intelligence by leveraging firm's business data as
well as online social media content for various applications, including (but not limited to) search
engine marketing, social media analytics, crowd-sourcing management, market analysis and demand
estimation, social network analysis, customer segmentation, customer relationship management
(CRM), web mining and health care management. The class will be hands-on and the emphasis will be
placed on the "know-how" aspect - how to extract and apply business intelligence to improve business
decision making and marketing strategies.

C. Rationale of the Course:

Data mining is the discovery of hidden information from historical data. With data mining, it is possible
to better manage product warranties, predict purchases of retail stock, unearth fraud, determine

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 credit risk, and define new products and services. This course introduces basic data mining
technologies and their use for business intelligence. Students will learn how to analyze the business
needs for knowledge discovery in order to create competitive advantages and to apply data mining
technologies appropriately in order to realize their real business value.

D. Course Objectives (COs):

The major objectives of this course are to:

1. familiar students with Advanced BI concepts and core IT concepts

2. explain predictive analytics fundamentals
3. facilitate advanced problem-solving using data mining.
4. critique problems, issues, and trends using predictive analysis
5. develop an understanding of predictive analytics and data science

E. Course Learning Outcomes (CLOs):

On successful completion of the course, learners should be able to:

SL. CLO Description

CLO1 Differentiate, design and assess various business intelligence (BI) and data mining models.
CLO2 Identify and translate real-world business problems into BI and data mining problems.
CLO3 Exhibit ability in pre-preparing and visualizing the right data towards these problems.
CLO4 Implement efficient BI strategies to solve these problems.
CLO5 Develop proficiency in BI software (Alteryx).
CLO6 Enhance knowledge and skills in the current trends in the management and use of BI.

F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9

CLO1 ✔ ✔
CLO2 ✔ ✔
CLO3 ✔ ✔
CLO4 ✔ ✔
CLO5 ✔ ✔
CLO6 ✔ ✔

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G. Course Plan specifying CLOs, co-curricular activities (if any), Teaching-Learning and Assessment
Strategies mapped with the CLOs:

Teaching-Learning Assessment Corresponding

Week Topic
Strategy Strategy CLOs
• Introduction with students,
motivation, expectations and in-detail
discussion of course syllabus.
• Introduction to Data Mining
o Introduction: What is data mining?
What makes it a new and unique Lab based,
discipline? Relationship between Lecture and live
1 learning by CL01, CL02
Data Warehousing, On-line discussion
doing.
Analytical Processing, and Data
Mining.
o Data Warehousing
o Data mining process: Data
preparation/cleansing, task
identification.
• Data Exploration
o Data Terminology
o Data Exploration
o Data Exploration through Summary Lab based,
Lecture and live
2 Statistics learning by CL01, CL02
discussion
o Data Exploration through Plots doing.
o Exploring Data with KNIME Plots
o Data Exploration in Spark

• Data pre-processing
o Data cleaning
o Data transformation
o Data reduction Lab based,
o Discretization and generating Lecture and live
3 learning by CL02, CL03
concept hierarchies discussion
doing.
o Installing Weka 3 Data Mining
System
o Experiments with Weka - filters,
discretization
• Classification of Data Lecture and live
4 o Types of Data Classification CL02, CL03
discussion
o Features of Data Classification

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 • Clustering
o Basic issues in clustering
o First conceptual clustering system:
Cluster/2
o Partitioning methods: k-means, Lab based,
expectation maximization (EM) Lecture and live
5 learning by CL02, CL03
o Hierarchical methods: distance- discussion
doing.
based agglomerative and divisible
clustering
o Conceptual clustering: Cobweb
o Experiments with Weka - k-means,
EM, Cobweb
• Hierarchical methods: distance-based
agglomerative and divisible clustering Lab based,
6 • Conceptual clustering: Cobweb Lecture and live
learning by CL02, CL03
• Experiments with Weka - k-means, EM, discussion
doing.
Cobweb
o
• Outlier Analysis
o Types of Outliers, Outlier Detection
Methods
7 o Mining Complex Data, Research
Frontiers of Data Mining
MID-TERM
(Date, Time and venue will be
announced in the class)
• Frequent Pattern Mining
o Introduction
o Scalability Issues in Frequent Lab based,
Pattern Mining Lecture and live
8 learning by CL02, CL03
o Frequent Pattern Mining with discussion
doing.
Advanced Data Types
o Applications of Frequent Pattern
Mining.
• Business Intelligence
o Understanding Business
Intelligence
o Business Intelligence Technology
Counterparts Lab based,
o Enterprise Resource Planning Lecture and live
9 learning by CL03
o Customer Relationship discussion
doing.
Management
o The Spectrum of Business
Intelligence
o Business Intelligence User
Interfaces

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 • Decision Support Systems
o An Overview DSS Configurations;
What Is a DSS? Characteristics and
Capabilities of DSS; Components of
DSS; The Data Management
Subsystem; The Model Lab based,
Management Subsystem; The User Lecture and live
10 learning by CL03
Interface (Dialog) Subsystem; The discussion
doing.
Knowledge-Based Management
Subsystem; The User; DSS
Hardware; DSS Classifications
o Business Analytics and Data
Visualization
o Data, Text, and Web Mining
• BI Application
• Quick Start Power BI Service
o Introduction to Tools and
Terminology; Dashboard in
Minutes; Refreshing Power BI
Service; Interacting with your
Dashboards; Sharing Dashboards
and Reports.
• Getting and Transforming Data with
Power BI Desktop
Lab based,
Lecture and live CL04, CL05,
11 o Introduction to Power BI Desktop; learning by
discussion CL06
Getting Data: Excel vs Power BI doing.
Desktop and Service; Naming for Q
and A; Direct Query vs Import Data
Modeling with Power BI;
o Introduction to Modelling; Setup
and Manage Relationships;
Cardinality and Cross Filtering;
Default Summarization and Sort by;
Creating Calculated Columns;
Creating Measures and Quick
Measures;

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 • Power BI Desktop Visualizations
o Creating Visualisations; Colour and
Conditional Formatting; Setting Sort
Order; Scatter and Bubble Charts
and Play Axis; Tooltips; Slicers,
Timeline Slicers and Sync Slicers;
Cross Filtering and Highlighting
,Visual, Page and Report Level
Filters; Drill Down/Up; Hierarchies;
Constant Lines; Tables, Matrices
and Table Conditional Formatting; Lab based,
KPI's, Cards and Gauges; Map Lecture and live CL04, CL05,
12 learning by
Visualisations; Custom Visuals; discussion CL06
doing.
Managing and Arranging; Drill
through; Custom Report Themes;
Grouping and Binning; Bookmarks
and Buttons; Decomposition Tree;

• Power BI Service Visualization Tools

o Introduction to the Power BI
Service; Standalone Tiles; Data
Driven Alerts (Power BI
Pro/Premium); Quick and Related
Insights;
• Power BI and Excel Together
o Options for Publishing from Excel; Lab based,
Pin Excel Elements to Power BI Lecture and live CL04, CL05,
13 learning by
(Excel 2010-2013); Analyze in Excel discussion CL06
doing.
(Power BI Pro or Premium); Excel
Publish:
• Upload and Export to Power BI;
Sharing Published Excel Dashboards
14
(Power BI Pro or Premium)
• Review Class

ITM666 Contemporary Issues in Information Technology Management

Course Code and Title: ITM666 Contemporary Issues in Information Technology Management

The course examines special issues and/or contemporary events in the area of Information Technology at
an advanced level. Selection of topics depends on the relevance and importance to the field, interest and
preference of learners and instructors. Topic specific Course Description, Course Objectives (COs), Course
Learning Outcomes (CLOs) and the Mapping of Course Learning Outcomes (CLOs) with the Program
Learning Outcomes (PLOs) will be outlined Subject to the special issue.

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MKT620 Strategic Marketing

A. Course General Information:

Course Code: MKT620

Course Title: Strategic Marketing

Credit Hours: 3

Contact Hours/Week: 3

Category: Mandatory for MBA Program

Type: Advanced Core Course

Prerequisites: BUS529 Marketing Management

Co-requisites: None

B. Course Catalog Description (Content):

This course aims to align the organizational capabilities with market conditions to gain competitive
advantage for the firm over its competitors. Analysis of organizational capabilities using standard
framework of SWOT and TOWS supplemented by market-driven data enable the company to draw
the future line of action ought to be pursued to reach its strategic goals. The topics include Market-
Driven Strategy, Markets and Competitive Space, Strategic Market Segmentation, Innovation and
New-Product Strategy, Strategic Brand Management, Value-Chain, Pricing and Promotion Strategy.
The course will be instructed upon following the case study method, and problem identification and
solving activities in real life context.

C. Rationale of the Course:

This is a 3-credit course where 36 hours are ‘contact time’ with weekly lectures. The rest are the
weekly reading, preparation of the case studies, completing assignment, and other participation
activities. The lectures will deliver the theoretical and conceptual aspects of Strategic Marketing with
examples in order for learners to know the application in real life marketing scenario. The learners
require participating in in-class discussions and group activities to share their knowledge in an
interactive manner. The learners are highly recommended to read the relevant recommended reading
materials before joining each lecture. This will enable learners grab the concepts and tools quickly and
apply them in relevant real-life case scenario.

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D. Course Objectives (COs):

The major objectives of this course are to:

1. Understand the concept of strategic market decision making and planning and its role in corporate
mission and strategies
2. Identify primary and secondary sources of information from marketing research and other market
intelligence systems about the company, customers, and competitors
3. Recognize and comprehend different strategic marketing tools including competitor analysis,
portfolio analysis, and STDP (segmentation, targeting, differentiation, positioning)
4. Know the application of innovative marketing strategies including, but not limited to value co-
creation, digital marketing, and sustainable marketing strategies
5. Recognize the ethics and social responsibility issues as well as UN SDGs relevant to marketing
strategies

E. Course Learning Outcomes (CLOs):

Upon successful completion of this course, students will be able to

SL. CLO Description

Explain the concept of strategic market decision making and planning and its role within a
CLO1
strategic business unit

Apply primary and secondary information from marketing research and other market
CLO2
intelligence systems to analyze the three Cs: company, customers, and competitors

Apply critical thinking through the use of strategic marketing tools including, but not limited
CLO3 to competitor analysis, portfolio analysis, and STDP (segmentation, targeting, differentiation,
positioning)

Formulate and recommend innovative marketing strategies including, but not limited to value
CLO4
co-creation, digital marketing, and sustainable marketing strategies

Address the ethics and social responsibility issues as well as UN SDGs relevant to marketing
CLO5
strategies

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F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

CLOs PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9
CLO1 ✔
CLO2 ✔ ✔
CLO3 ✔ ✔
CLO4 ✔ ✔
CLO5 ✔ ✔

G. Course plan specifying content, COs, co-curricular activities (if any), teaching learning and
assessment strategy mapped with COs:

Week Topic Teaching- Assessment Corresponding

Learning Strategy Strategy COs

1 ● Introduction to Strategic Lecture, Quiz CLO1

Marketing Interactive
o Importance of SM Discussion
o Recent changes in Marketing
Concepts
o Application of alternative SM
approaches
o Role of marketing in
stakeholders’ objectives
o Guiding principles of SM

2 ● Customer and STP Analysis Lecture, In-Class Quiz, Mid- CLO3, CLO5
o Customer buying process and Exercise Term Exam
relevant marketing strategies
o Situational influences and
relevant strategic issues
o Segmentation approaches –
beyond traditional bases
o Creating target market profile
o Privacy issues relating to
customer data for STP
o Positioning strategies

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3 ● Customer Value Proposition Lecture, Case Quiz, Mid- CLO1
o Customer value concept Discussion Term Exam
o Marketing strategies to
maximize customer value
o Customer value and relevant
strategic pricing issues
4 ● Marketing Mix: Product Strategies Lecture, Case Quiz, Mid- CLO4, CLO5
o Revisiting marketing mix Discussion Term Exam
o Product as bundle of benefits
o Strategic issues relating to
product decision
o Marketing strategies across
product levels to maximize
customer value
o Marketing strategies across
product categories

5 ● Marketing Mix: Pricing Strategies Lecture, Case Quiz, Mid- CLO4, CLO5
o Key strategic issues in pricing Discussion Term Exam
o Base pricing strategies
o Adjusting the base price
o Pricing service products
o Best practices

6 ● Marketing Mix: Place Strategies Lecture Quiz, Mid- CLO4, CLO5

o Marketing channels and Term Exam
physical distribution
o Strategic supply chain issues
o Trends in supply chain
strategies

7 ● Supply Chain Best Practices Case Discussion Quiz, Mid- CLO4, CLO5
o Analysis of five cases of best Term Exam
practices of supply chain
strategies: Unilever, Walmart,
Starbucks, Nike, Tesla

8 ● Review Class
● Mid Term Exam
9 ● Marketing Mix: Integrated Lecture, Research Quiz, Final CLO4, CLO5
Marketing Communications Article Exam
o Components of IMC
o Strategic issues in IMC
o Revising the traditional
promotion mix
o Strategies for mass media
communications

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10 ● Competitor Strategies Lecture, In-Class Assignment, CLO2, CLO4
o Criticality of analyzing Exercise Final Exam
competitors
o Red Ocean Strategies versus
Blue Ocean Strategies
o Application of competitive
strategies and tactics for
defending market share

11 ● Product Portfolio Analysis Lecture, In-Class Assignment, CLO2, CLO4

o Importance of maintaining a Exercise Final Exam
balanced portfolio
o Overview of different
portfolio models with their
advantages and limitations
o Application of GE McKinsey
Matrix and BCG Matrix
o Investment decisions for
different SBUs

12 ● Co-creation Marketing Strategies Lecture, Research Assignment, CLO4

o Strategic importance of NPD Article, Best Final Exam
o Co-creation concepts Practices
o Importance of co-creation in
NPD process
o Different customer types for
Customer Co-creation
o Application of different co-
creation strategies in NPD
process

13 ● Sustainable Marketing Strategy Lecture, Research Assignment, CLO5

o Going beyond modern Article Final Exam
marketing
o Sustainability and sustainable
development goal
o Three pillars of sustainability:
Triple Bottom Line
o Marketing strategies aligning
UN SDGs
o Best practices

14 ● Digital Marketing Strategy Lecture, Research Assignment, CLO4

o 5 Ds of digital marketing Article Final Exam
o Digital marketing critical
success factors

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 o Media models for digital
marketing
o Influencer marketing
strategies
o Content marketing strategies

MKT651 Consumer Behavior

A. Course General Information:

Course Code: MKT651

Course Title: Consumer Behavior

Credit Hours: 3

Contact Hours/Week: 3

Category: Elective in the MBA Program

Type: Mandatory elective course for Major in Marketing

Prerequisites: MKT620 Strategic Marketing

Co-requisites: None

B. Course Catalog Description:

To compete effectively in the marketplace, every firm needs a business strategy. Ultimately, a strategy
is deemed successful if the firm can convince customers to buy more of its products and less of the
competitor's. This happens only if the firm markets a product that satisfies the needs of consumers
through an understanding of the psychological and environmental forces influencing consumer
behavior. This course capitalizes on the theories and applications of social sciences, behavioral
economics, anthropology, and psychology to strengthen students’ understanding of consumer
behavior.

C. Rationale of the Course:

Competent Marketing professionals can gain valuable insights into the behavior of the target
consumers of their products and services. Therefore, students need to understand the internal and
external influences that affect consumers and affect their consumption behavior. Consumer
perceptions, theories of learning and motivation, self‐concept and values, and personality and
lifestyles are critical topics that inform and constitute the core concepts of Consumer Behavior. The
course imparts to the learners all these key concepts, helps them develop competencies through

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 applications of the ideas, and evaluates critical issues in the dynamic field of Consumer Behavior. The
course is one of the building blocks of knowledge for the core functions of Consumer Behavior.

D. Course Objectives (COs):

The major objectives of this course are to:

1. Describe the evolution of the marketing concept, the most prominent tools used to implement
marketing strategies, the relationship between value and customer retention
2. Discuss how the Internet and related technologies improve marketing transactions by adding
value that benefits both marketers and customers
3. Highlight what attitudes are (psychological processes of consumers), how they are formed, and
their role in consumer behavior
4. Explore the interrelationships among customer value, satisfaction, and retention, and
technology’s revolutionary role in designing effective retention measures and strategies
(segmentation, targeting, positioning, and branding)
5. Illustrate how innovative offerings gain acceptance within market segments

E. Course Learning Outcomes (CLOs):

On successful completion of the course, learners should be able to:

SL. CLO Description

CLO1 Define consumer behavior through the lens of marketing in this ever-changing
contemporary realities and technology’s revolutionary era

CLO2 Apply the theories related to consumer behavior

CLO3 Recognize the role of marketers to understand and shape consumer behavior

CLO4 Develop marketing strategies considering customer value, customer satisfaction, and
customer retention

CLO5 Apply the knowledge to real-world situations of consumer behavior by synthesizing

marketing strategies of different organizations to gain a competitive advantage

F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9

CLO1 ✔
CLO2 ✔
CLO3 ✔

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 CLO4 ✔
CLO5 ✔

G. Course Plan specifying CLOs, co-curricular activities (if any), Teaching-Learning and Assessment
Strategies mapped with the CLOs: (Change the bullet)

Week Topic Teaching- Assessment Corresponding

Learning Strategy CLOs
Strategy

1 ● Technology-Driven Discussion and Midterm CLO1

Consumer Behavior related case Exam, Final
studies in Exam
group/individual
o The Marketing Concept
form
o Technology Enriches the
Exchange Between Consumers
and Marketers

o Customer Value, Satisfaction,

and Retention
o Consumer Behavior Is
Interdisciplinary

2 ● Segmentation, Lecture, Notes, Class CLO2

Targeting, and Discussions Activity,
Positioning
Quiz,
Midterm
o Market Segmentation and Exam, Final
Effective Targeting Exam
o Bases for Segmentation
o Behavioral Targeting
Positioning and Repositioning
3 ● Consumer Motivation Lecture, Notes, Homework, CLO1, CLO4
Discussions In- Midterm
class Problem Exam, Final
o The Dynamics of Motivation Solving Exercises Exam

o Systems of Needs
o The Measurement of
Motives
o The Nature and Theories of
Personality

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 o Personality Traits and
Consumer Behavior
o Product and Brand
Personification
o The Self and Self-
Image
4 ● Consumer Personality Lecture, Notes, Homework, CLO2, CLO4
Discussions In- Midterm
class Problem Exam, Final
o The Nature and Theories of Solving Exercises Exam
Personality
o Personality Traits and
Consumer Behavior
o Product and Brand
Personification
o The Self and Self-Image

5 ● Consumer Perception Lecture, Notes, Homework, CLO2, CLO4

Discussions, Midterm
Exam, Final
o The Elements of Perception Case Study
Exam
o Perceptual Selection
o Perceptual Organization
o Perceptual Interpretation
Stereotyping
o Consumer Imagery
o Perceived Quality
o Perceived Risk

6 ● Consumer Learning Lecture, Notes, Quiz, CLO4

Discussions, Midterm
Video Exam, Final
o The Elements of Consumer Demonstration Exam,
Learning Group
o Classical Conditioning Project, In-
o Instrumental Conditioning
class
o Observational Learning Exercises
o Information Processing
o Cognitive Learning
o Consumer Involvement and
Hemispheric Lateralization
o Outcomes and Measures of
Consumer Learning

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7 ● Review Class
● Midterm week

8 ● Consumer Attitude Lecture, Notes, Homework, CLO4

Formation and Change Discussions, In- Final Exam
class Problem
Solving Exercises
o Attitudes and Their
Formation
o The Tri-Component
Attitude Model
o Multi-Attribute Attitude
Models
o Changing the Motivational
Functions of Attitudes
o The Elaboration Likelihood
Model
o Assigning Causality and
Attribution Theory

9 ● Persuading Consumers Lecture, Notes, Class CLO2, CLO4

Activity,
Discussions,
o The Communication Final Exam
Article Review
Process
o Broadcasting versus
Narrowcasting
o Designing Persuasive
Messages
o Persuasive Advertising
Appeals
o Measures of Message
Effectiveness

10 ● The Family and Its Social Lecture, Notes, Homework, CLO4

Standing Discussions, Final Exam
Video
Demonstration
o The Family as a
Socialization Agent
o Family Decision-Making
and Consumption-Related
Roles
o The Family Life Cycle
o Nontraditional Families and
Non-Family Households

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 o Social Standing and
Consumer Behavior
o Measuring Social Class
o Social Classes’
Characteristics and
Consumer Behavior
o Geo-Demography
and Social Class

11 ● Marketing Ethics and Social Lecture, Notes, Homework, CLO6

Responsibility Discussions, In-
Final Exam,
class Problem
In-class
Solving Exercises
o The Societal Marketing Exercises
Concept: Utopia or Reality?
o Exploitive Marketing
o Crafty Promotional
Messages and Techniques
o Provocative Marketing
o Abusing Consumers’
Privacy
o Promoting Social
Causes

12 ● Consumer Research Lecture, Notes, Final Exam, CLO8

Discussions, In-class
Exercises
o Developing Research
Objectives
o Collecting Secondary Data
o Designing Primary Research
13 ● Consumer Research Lecture, In-class CLO6, CLO8
Exercises
Discussions,
o Combining Qualitative and
Research/project
Quantitative Research
proposal exercise
o Data Analysis and Reporting
Research Findings

14 ● Term Paper Presentation and Presentation of Final Exam, CLO8

Review (Group Project) Group
and Feedback Project

o Multiple topics listed above

covered in the Group Project

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MKT652 Digital Marketing Strategies

A. Course General Information:

Course Code: MKT652

Course Title: Digital Marketing Strategies

Credit Hours: 3

Contact Hours/Week: 3

Category: Elective in the MBA program

Type: Elective for Major in Marketing

Prerequisites: MKT620 Strategic Marketing

Co-requisites: None

B. Course Catalog Description:

The Digital Marketing Strategies Course addresses all of the marketing strategies that are particular
to this extremely competitive digital arena. The goal of this course is to identify the many components
of digital marketing and to examine each one of these components' unique marketing approach. This
course explores the following: affiliate marketing, email marketing, global marketing, social media
marketing, and search engine marketing. A thorough understanding of each one of these aspects is
necessary to cultivate a successful digital marketing campaign. Advanced topics are discussed within
each type of marketing strategy, and companion case studies align with the course content.

C. Rationale of the Course:

The course examines digital marketing strategy, implementation and executional considerations for
B2B and B2C brands and provides a detailed understanding of all digital channels and platforms.
Participants will complete the course with a comprehensive knowledge of and experience with how
to develop an integrated digital marketing strategy, from formulation to implementation.

D. Course Objectives (COs):

The major objectives of this course are to:

1. Evaluate how and why to use digital marketing to achieve multiple goals as part of a larger
marketing and/or media strategy
2. Develop, evaluate, and execute a comprehensive digital marketing strategy and plan
3. Illustrate how to measure digital marketing efforts and calculate ROI
4. Explore the latest digital marketing technologies

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E. Course Learning Outcomes (CLOs):

On successful completion of the course, learners should be able to:

SL. CLO Description

CLO1 Apply digital marketing knowledge to business situations in local and global
environments.

CLO2 Analyze digital marketing issues in business situations, draw appropriate and well-
justified solutions, and develop and evaluate an effective digital marketing plan.

CLO3 Critically review digital marketing decisions on the basis of social, environmental and
cultural considerations.

CLO4 Develop a purposeful content marketing strategy to achieve business and marketing
goals

CLO5 Effectively communicate digital marketing knowledge in oral and written contexts.

F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PL09

CLO1 ✔ ✔

CLO2 ✔ ✔

CLO3 ✔

CLO4 ✔

CLO5 ✔

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G. Course Plan specifying CLOs, co-curricular activities (if any), Teaching-Learning and Assessment
Strategies mapped with the CLOs:

Week Topic Teaching- Assessment Corresponding

Learning Strategy CLOs
Strategy

1 ● Introduction Lecture Quiz/ CLO1

o Role and importance of digital Midterm

marketing in current world
o How digital marketing leads to
cost-effective communication
with the target audience

2 ● Setting the Stage: Digital Marketing / Lecture Quiz/ CLO1

Concepts / Landscape
Midterm
o Services of digital marketing
o Various concepts related to
digital marketing
o Basic understating of digital
platforms

3 ● Building Blocks: Consumer Behavior Lecture Assignment CLO2

/ ZMOT (Zero moment of truth) / / Midterm
The Consumer Journey

o The consumer decision making

stages and how this leads to
actual purchase
o Understanding of the ZMOT (Zero
moment of truth) in terms of
decision making of the
consumers
o The journey from initial decision
to final purchase of a customer

4 ● Acquisition and Engagement: Lecture Assignment CLO2, CLO4

/ Midterm
o Understanding the Digital
Channels
o Understanding the scope of
engagements in each channel

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 o Develop plans to optimize
engagement and generate
acquisition

5 ● Email Marketing Lecture/Lab Assignment CLO2, CLO4,

/ Midterm CL05
o Email Newsletters
o Acquisition Email
o Retention Emails
o Promotional Emails

6 ● Organic Search (SEO) and Paid Lecture Quiz/ CLO2, CLO4

Search (SEM)
Midterm
● What is the difference between
organic search vs. paid search?
● How to find the right mix.

7 ● Review
● Midterm Week
8 ● Content Marketing Lecture/Lab Quiz/Final CLO2, CLO3,
CL04
o How content marketing works
o Awareness stage
o Consideration stage
o Closing stage

9 ● Digital Marketing Analytics and ROI Lecture/Lab Assignment CLO4

/ Final
o Which Metrics Help You Measure
Digital Marketing ROI?
o Cost per lead (CPL).
o Cost per acquisition (CPA).
o Average order value (AOV).
o Conversion rates by channel.
o Conversion rates by device.
o Exit rate.
o Customer lifetime value (CLV).
o Net Promoter Score (NPS).
o Time invested in
project/campaign vs. returns.
o Traffic to lead ratio.
o Return on Ad Spend (ROAS).
o Overall revenue.
o Customer retention rate

10 ● Lead Management Lecture/Lab Assignment CLO4, CLO5

/ Final
o Lead Awareness

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 o Lead Education
o Lead Sampling
o Lead Conversion

11 ● Web Presence and Landing Pages Lecture/Lab Assignment CLO2, CLO3,

/ Final CLO4
o How web presence and landing
pages can affect brand and create
leads
o Approaches to optimize web
presence.
o Tools to improve landing pages.

12 ● Brand Safety Lecture/ Assignment CLO4, CLO5

/ Final
o Importance of Brand Safety in
digital world
o Various types of digital frauds
that can hurt brands Safety
measures

13 ● Putting it all together: Creating a Lecture/Lab Quiz/Final CLO2, CLO3,

Strategy CL04

o Understanding the importance of

digital marketing strategy
o Steps in creating digital
marketing strategy
o Developing evaluation metrics

14 ● Review, Group Presentation

Week

MKT653 Strategic Brand Management

A. Course General Information:

Course Code MKT653

Course Title Strategic Brand Management

Credit Hours 3

Contact Hours/Week 3

Category Elective in the MBA program

Type Elective for major in Marketing

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 Prerequisite MKT620 Strategic Marketing

Co-requisite None

B. Course Catalog Description:

The inventions of digital technologies and social media platforms have dramatically advanced the
growth of brands both locally and globally. Brands convey essential signals to consumers about the
quality and other features of the products/services. Brands have unique and personal meanings.
Brands are important assets and companies that invest in brands gain a sustainable competitive
advantage over time. The course explains the importance of brands to a firm, what it means to the
market and how to build a brand, and measure and manage brand equity. Students will be able to
study critical branding theories and models and reflect on and improve knowledge and practices
through case studies and exercises.

C. Rationale of the Course:

This business course is one of the major courses in the marketing stream of the MBA program. The
rationale for including this course in the MBA program is to provide a solid and hands-on learning
experience on brand building. This course prepares MBA students to learn theories and apply tools
and techniques to build brand equity and measure brand performance. Students acquire
comprehension skills in branding case analysis and development, research and analytical skills,
independent and teamwork skills within the stringent time frame, problem-solving skills, academic
report writing and presentation skills, and awareness of ethical and responsible practices in the digital
transformation era.

D. Course Objectives (COs):

The major objectives of this course are to:

1) Develop an understanding of branding concepts, theories, models, and other tools to make
branding decisions
2) Identify brands’ roles in the decision-making process and creating shareholder value
3) Appreciate and explain the steps of brand strategy and brand marketing programs
4) Design and implement brand performance measurement systems
5) Plan and apply brand equity for a sustained growth

E. Course Learning Outcomes (CLOs):

On successful completion of the course, learners should be able to:

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 SL. CLO Description

Evaluate the situation and performance of a brand and develop a case and recommend future
CLO1
strategies.

CLO2 Apply creative problem-solving skills in complex business environments and brand problems.

Formulate, write, design, edit, or produce/create brand elements, brand awareness, brand
CLO3
association, brand image, and brand equity strategies.

CLO4 Develop communication strategies with traditional and interactive/digital mediums.

Develop strategic brand equity, brand audit, and brand performance reports based on accurate
CLO5
analysis of a brand.

F. Mapping Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9

CLO1 ✓ ✓

CLO2 ✓ ✓

CLO3 ✓ ✓

CLO4 ✓ ✓

CLO5 ✓ ✓

G. Course Plan specifying CLOs, co-curricular activities (if any), Teaching-Learning and Assessment
Strategies mapped with the CLOs:

Teaching– Corresponding
Assessment
Week Topic Learning
Strategy CLOs
Strategy

Brands and brand management Quiz, Group

Lecture, case, Project Report
o Definition
1 discussion, an and
o Challenges and opportunities overview of Presentation, CLO1, CLO2
assessment
o Brand equity concept Individual
requirements
o Strategic brand management process Assessment

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 Teaching– Corresponding
Assessment
Week Topic Learning
Strategy CLOs
Strategy

Quiz, Group
CBBE and brand positioning
Lecture, case, Project Report
o Definition and sources of brand equity discussion, and CLO1, CLO2,
2 Presentation,
o Brand positioning guidelines Problem-solving, CLO3
group work Individual
o Brand mantras
Assessment

Quiz, Group
Brand resonance and brand value chain
Lecture, case, Project Report
o Steps of building a strong brand discussion, and
3 Presentation, CLO1, CLO2
o Brand resonance model Problem-solving,
group work Individual
o Brand value chain
Assessment

Quiz, Group
Brand elements and brand equity
Lecture, case, Project Report
o Criteria for choosing brand elements discussion, and
4 Presentation, CLO3, CLO5
o Options and tactics for brand elements Problem-solving,
group work Individual
o Brand elements and brand equity
Assessment

Marketing programs and brand equity Quiz, Group

o Product strategy and brand equity Lecture, case, Project Report
discussion, and CLO3, CLO4,
5 o Pricing strategy and brand equity Presentation,
Problem-solving, CLO5
o Channel strategy and brand equity group work Individual
o Promotion strategy and brand strategy Assessment

IMC and brand equity

Lecture, case, Quiz, Group
o New media environment Project Report
discussion,
o Four major marketing communication Problem-solving and CLO3, CLO4,
6 Presentation,
options CLO5
Quiz test–1
o Brand amplifiers Individual
(in-class) Assessment
o IMC for Brand equity

● Review
7
● Mid-Term Exam/Break

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 Teaching– Corresponding
Assessment
Week Topic Learning
Strategy CLOs
Strategy

Brand association and brand equity Quiz, Group

Lecture, case, Project Report
o Conceptualizing the leveraging process
discussion, and
8 o Co-branding, licensing, celebrity Presentation, CLO3, CLO5
Problem-solving,
endorsement, sponsorships group work Individual
o Brand association and brand equity Assessment

Brand equity measurement and

management systems Lecture
Quiz,
o Conduct brand audits Group project
9 report Individual CLO5
o Design brand tracking studies
submission and Assessment
o Establish brand equity measurement presentation
systems

Brand equity and customer mindset

o Qualitative research to study

Lecture Quiz,
consumers CLO3, CLO4,
10 Group project Individual
o Quantitative research to study CLO5
presentation Assessment
consumers

o Comprehensive models of CBBE

Measuring outcomes of brand equity

and capturing market performance Lecture Quiz,
11 Group project Individual CLO5
o Comparative methods
presentation Assessment
o Holistic methods

Designing and implementing brand

architecture strategies
Lecture
o Brand architecture strategy
Quiz test–2 Quiz,
o Brand portfolios CLO3, CLO4,
12 (in-class) Individual CLO5
o Brand hierarchies Assessment
Individual task
o Corporate branding discussion

o Brand architecture guidelines

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 Teaching– Corresponding
Assessment
Week Topic Learning
Strategy CLOs
Strategy

Managing brands over time, geographic

boundaries, and market segments

o Reinforcing, revitalizing, and Lecture

adjustments to brands Individual CLO2, CLO4,
13 Individual task Assessment CLO5
o Regional, cultural and demographic discussion
segments

o Global brand strategy

14 Course Summary Individual task Submission -

MKT654 Applied Marketing Research

A. Course General Information:

Course Code: MKT654

Course Title: Applied Marketing Research

Credit Hours: 3

Contact Hours/Week: 3

Category: Elective in the MBA Program

Type: Elective for Major in Marketing

Prerequisites: MKT620 Strategic Marketing

Co-requisites: None

B. Course Catalog Description:

The aim of this course is to provide an overview of marketing research. The emphasis will be on
discussing how research can aid in well-informed decision making. The course will guide students on
each step of marketing research: problem definition, research design, sampling techniques, data
collection techniques, data analysis and interpretation and recommendation. Students will work with
real world research problems and develop and implement an appropriate research design. They will
employ statistical software to analyze data to present their findings and finally they will apply
knowledge of marketing in providing recommendations.

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C. Rationale of the Course:

This is a graduate level marketing course which aims to deliver the theoretical, conceptual and
analytical aspects of research so that learners can identify the market opportunities and challenges.
The learners are required to participate in in-class interactive activities both individually and in group
so that a shared learning environment is created. The course will also require students to do real-life
case studies to evaluate and critically analyze how different companies can deal with various market
problems with the help of marketing research tools and techniques. Students will also learn to analyze
various types of data through diversified data collection and analysis techniques. This course will also
help the students to learn to interpret different types of data and to make informed decisions about
them.

D. Course Objectives (COs):

The major objectives of this course are to:

1. Explain the scope and role of marketing research and marketing research techniques to address
real world management decision problems.
2. Provide insight into various marketing research strategies, design, tools and techniques and their
applicability.
3. Familiarize students with various research methods, sampling techniques and data collection
techniques for real life case scenarios.
4. Discuss about different types of data and statistical software package (SPSS).
5. Guide students to collect and analyze both qualitative and quantitative data and provide well-
informed recommendations for practitioners.

E. Course Learning Outcomes (CLOs):

On successful completion of the course, learners should be able to:

SL. CLO Description

CLO1 Describe the marketing research process through critical thinking and problem solving.

CLO2 Develop an aptitude for problem identification by critically analyzing the scenario.

CLO3 Design appropriate research design with selecting the right research approach and strategy
keeping the social, ethical and global perspective in mind.

CLO4 Apply research techniques for sampling, questionnaire design and data collection.

CLO5 Analyze data using statistical software package SPSS and interpret findings.

CLO6 Provide recommendation to the practitioners using overall knowledge of marketing.

Page 317 of 388

F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9

CLO1 ✔

CLO2 ✔

CLO3 ✔

CLO4 ✔ ✔

CLO5 ✔

CLO6 ✔ ✔

G. Course Plan specifying CLOs, co-curricular activities (if any), Teaching-Learning and Assessment
Strategies mapped with the CLOs:

Week Topic Teaching- Assessment Corresponding

Learning Strategy CLOs
Strategy

1 ● Introduction Lecture, Quiz, CLO1, CLO2,

○ An introduction to marketing CLO3
Discussion Midterm
research
Exam
○ Definition of Marketing Research
○ Motivation on research
○ Challenges and Constraints on
research
● A Classification of Marketing
Research
○ Marketing Research Process
○ The Role of Marketing Research
in Marketing Decision
Making
○ Marketing Research and
Competitive Intelligence
○ The Decision to Conduct Research

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2 ● Defining marketing research Discussion, Quiz, CLO1, CLO2,
problem and developing an CLO3
Lecture, Assignment,
approach
○ Importance of Defining a Problem Group Work Midterm
○ The Process of Defining the Exam, Final
Problem and Developing an Exam
Approach
○ Tasks involved in Problem
Definition
○ Environmental Context of the
Problem
○ Management Decision Problem
and Marketing Research Problem
○ Defining the Marketing Research
Problem

3 ● Research Design Discussion, Quiz, CLO1, CLO2,

○ Research Design: Definition CLO3
Lecture, Assignment,
○ Research Design: Classification
○ Exploratory Research Group Work Midterm
○ Descriptive Research Exam, Final
○ Causal Research Exam
○ Relationships Among Exploratory,
Descriptive, and Causal Research
○ Potential Sources of Error
○ Budgeting and Scheduling
○ Marketing Research Proposal

4 ● Exploratory Research Design: Discussion, Quiz, CLO3, CLO4

Secondary data: Qualitative and
Lecture Assignment,
Quantitative research
Midterm
○ Primary Versus Secondary Data
Exam, Final
○ Advantages and Uses of
Exam, Term
Secondary Data
Project
○ Disadvantages of Secondary Data
○ Criteria for Evaluating Secondary
Data

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5 ● Exploratory Research Design: Discussion, Quiz, CLO3
Qualitative Research
Lecture, Assignment,
○ Primary Data: Qualitative Versus
Quantitative Research Interactive Class Midterm
○ Rationale for Using Qualitative Activities on Exam, Final
Research Procedures Projective Exam, Term
○ A Classification of Qualitative Techniques Project
Research Procedures
○ Focus Group
○ In-depth interviews Analysis for
qualitative data

6 ● Survey and Observation Discussion, Quiz, CLO2, CLO3

○ Survey Methods
Lecture, Assignment,
○ Survey Methods Classified by
Mode of Administration Case Study Midterm
○ A Comparative Evaluation of Discussion Exam, Final
Survey Methods Exam, Term
○ Selection of Survey Method(s) Project
○ Observational Methods Classified
by Mode of Administration
○ A Comparative Evaluation of
Observational Methods
○ A Comparison of Survey and
Observational Methods
○ Ethnographic Research and
Other Methods

7 ● Review

● MIDTERM EXAMINATION

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8 ● Experimentation Discussion, Quiz, CLO3, CLO4
○ Concept of Causality
Lecture Assignment,
○ Conditions for Causality
○ Definition of Concepts Final Exam,
○ Definition of Symbols Term
○ Validity in Experimentation Project
Extraneous Variables
○ Controlling Extraneous Variables
○ A Classification of Experimental
Designs
○ Pre-experimental Designs
○ True Experimental Designs
○ Quasi Experimental Designs

9 ● Measurement and Scaling: Discussion, Quiz, CLO3, CLO4,

Fundamentals and comparative scaling CLO5
Lecture Assignment,
○ Measurement and Scaling
In Class Activity Final Exam,
○ Primary Scales of Measurement
Term
○ A Comparison of Scaling
Project
Techniques
○ Comparative Scaling Techniques
○ Verbal Protocols

9 ● Measurement and Scaling: Non- Discussion, Quiz, CLO3, CLO4,

comparative Scaling Techniques CLO5
Lecture Assignment,
○ Continuous Rating Scale
○ Itemized Rating Scale Final Exam,
○ Non-comparative Itemized Rating Term
Scale Decisions Project
○ Multi-item Scales
○ Scale Evaluation
○ Choosing a Scaling Technique
○ Mathematically Derived Scales
○ True Score Model
○ Reliability, Validity and
Generalizability

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10 ● Questionnaire and Form design Discussion, Quiz, CLO3, CLO4,
○ Questionnaire and Observation CLO5
Lecture Assignment,
Forms
○ Questionnaire Design Process Final Exam,
○ Specify the Information Needed Term
○ Type of Interviewing Method Project
○ Individual Question Content
○ Overcoming Inability to Answer
○ Overcoming Unwillingness to
Answer
○ Choosing Question Structure
○ Choosing Question Wording
○ Determining the Order of
Questions
○ Form and Layout
○ Reproduction of the
○ Questionnaire
○ Pretesting and Pilot Survey

● Sampling: Design and Procedures Discussion, Quiz, CLO3, CLO4,

Sample or Census CLO5
Lecture Assignment,
○ The Sampling Design Process
○ A Classification of Sampling Final Exam,
Techniques Term
○ Choosing Non-probability Versus Project
Probability Sampling
○ Uses of Non-probability Versus
Probability Sampling
○ Internet Sampling

11 ● Sampling and Final and Initial Discussion, Quiz, CLO3, CLO4,

Sample Size Determination CLO5
Lecture Assignment,
○ Definitions and Symbols
○ The Sampling Distribution Final Exam,
○ Statistical Approach to Term
Determining Sample Size Project
○ The Confidence Interval
Approach
○ Sample Size Determination:
Means
○ Sample Size Determination:
Proportions

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 ○ Multiple Characteristics and
Parameters
○ Other Probability Sampling
Techniques
○ Adjusting the Statistically
Determined Sample Size
○ Calculation of Response Rates
○ Nonresponse Issues in Sampling

12 ● Data Preparation Discussion, Quiz,

○ Data Preparation process
Lecture Assignment, CLO4, CLO5,
○ Questionnaire Checking
CLO6
○ Editing Final Exam,
○ Treatment of Unsatisfactory Term
Responses Project
○ Coding
○ Coding Questions
○ Developing a Data
File Transcribing
○ Data Cleaning
○ Consistency Checks
○ Treatment of Missing Responses
○ Statistically Adjusting the Data
○ Weighting
○ Variable Specification
○ Scale Transformation
○ Selecting a Data Analysis
Strategy

○ A Classification of Statistical
Techniques

13 ● Lab Class

● Lab Class

14 ● Presentation of Group Project Term

project

● Presentation of Group Project Term

project

● Final Review and Course Wrap Up

MKT655 Service Marketing

Page 323 of 388

A. Course General Information:

Course Code: MKT655

Course Title: Service Marketing

Credit Hours: 3

Contact Hours/Week: 3

Category: Elective in the MBA Program

Type: Elective for Major in Marketing

Prerequisites: MKT620 Strategic Marketing

Co-requisites: None

B. Course Catalog Description:

This course examines the need for marketing in service industries, develops an understanding of the
ways in which service marketing differs from product marketing, and improves students'
understanding of how service characteristics affect the marketing function. Students learn to develop
and implement marketing plans for service organizations. Major topics include the Gaps Model of
Service Quality, building Customer Relationships, Service Recovery, Service Innovation and Design,
and Physical Evidence and the Servicescape. The course follows a mixed approach to knowledge
development – learning related concepts and hands-on practice in the classroom on contemporary
issues.

C. Rationale of the Course:

This course aims to help students understand services marketing aspects and equip them with the
tools to deal with typical and challenging services marketing situations. The course focuses on
developing and implementing sustainable and prosperous services marketing strategies. Frameworks
for understanding insights into the service customers and innovations in service are also introduced.

D. Course Objectives (COs):

The major objectives of this course are to:

1. Explain what services are and identify important trends in services.

2. Discuss the expanded marketing mix for services, and the philosophy of customer focus in Service
Marketing.
3. Demonstrate the Gaps model of service quality that is a useful framework for understanding
service quality in an organization.
4. Recognize the interrelationships among demanding skills in designing services with provisions for
services repair, building and retaining loyalty

Page 324 of 388

 5. Illustrate how innovative offerings gain strategic acceptance in utilizing the relevant knowledge
in context specific service scenario

E. Course Learning Outcomes (CLOs):

On successful completion of the course, learners should be able to:

SL. CLO Description

CLO1 Define service through the lens of marketing in this ever-changing contemporary realities
and technology’s revolutionary era

CLO2 Apply the theories related to services in their respective contexts

CLO3 Identify roles as a marketer and how to manage services based on the Gaps model of service
quality

CLO4 Develop service blueprint strategies to design services with provisions for services repair,
building and retaining loyalty.

CLO5 Apply knowledge to real-world service situations by synthesizing the relevant knowledge in
context specific service scenario to gain a competitive advantage.

F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9

CLO1 ✔

CLO2 ✔

CLO3 ✔

CLO4 ✔

CLO5 ✔

G. Course Plan specifying CLOs, co-curricular activities (if any), Teaching-Learning and Assessment
Strategies mapped with the CLOs:

Week Topic Teaching- Assessment Corresponding

Learning Strategy CLOs
Strategy

1 ● Introduction to Services Discussion and Midterm CLO1

related case Exam, Final
studies in Exam

Page 325 of 388

 o Contributions of Service group/individual
Industries form
o Tangibility Spectrum
o Eight Central Paradoxes of
Technological Products
o Characteristics of Services
Compared to Goods
o Implications of Intangibility
o Implications of Heterogeneity
o Implications of Simultaneous
Production and Consumption
o Implications of Perishability
o Challenges and Questions for
Service Marketers
o Traditional Marketing Mix

o Expanded Mix for Services –

The 7 Ps
o Ways to Use the 7 Ps
2 ● Conceptual Framework of the Lecture, Notes, Class CLO2
Book: The Gaps Model of Discussions Activity,
Service Quality
Quiz,
Midterm
o The Customer Gap Exam, Final
o Key Factors Leading Exam
to the Customer Gap
o Gaps Model of Service Quality
o Provider Gap 1
o Key Factors Leading to Provider
Gap 1
o Provider Gap 2
o Key Factors Leading to Provider
Gap 2
o Provider Gap 3
o Key Factors Leading to Provider
Gap 3
o Provider Gap 4
o Key Factors Leading to Provider
Gap 4

o Gaps Model of Service Quality

o Ways to Use Gap Analysis

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3 ● Customer Expectations of Lecture, Notes, Homework, CLO1, CLO2
Service Discussions In- Midterm
class Problem Exam, Final
Solving Exercises Exam
o Possible Levels of Customer
Expectations
o Dual Customer Expectation
Levels
o The Zone of Tolerance
o Zones of Tolerance for
Different
Service Dimensions
o Factors That Influence Desired
Service
o Factors That Influence
Adequate Service
o Sources of Both Desired and
Predicted Service Expectations
o Factors That Influence Desired
and Predicted Service
o Frequently Asked Questions
About Customer Expectations

4 ● Customer Perceptions of Lecture, Notes, Homework, CLO2, CLO4

Service Discussions, Midterm
Exam, Final
Case Study
Exam
o Customer Perceptions of
Quality and Customer
Satisfaction
o Factors Influencing Customer
Satisfaction
o Outcomes of Customer
Satisfaction
o Top Box Scores – A Higher
Standard
o What is Service Quality?
The Five Dimensions of Service
Quality
o How Customers Judge the Five
Dimensions of Service Quality

Page 327 of 388

5 ● SERVQUAL Attributes Lecture, Notes, Homework, CLO4
Discussions, Midterm
Exam, Final
o Exercise to Identify Service Case Study
Exam
Attributes
o The Service Encounter
o Service Encounters: An
Opportunity to Build
Satisfaction and Quality
o Common Themes in Critical
Service Encounters Research
o Recovery
o Adaptability
o Spontaneity
o Coping
o Technology-Based Service
Encounters

6 ● Listening to Customers Lecture, Notes, Quiz, CLO3

through Research Discussions, Midterm
Video Exam, Final
Demonstration Exam,
o Common Research Objectives
Group
for Services
Project, In-
o Criteria for an Effective
class
Service Research Program
Exercises
o Portfolio of Services Research:
Research Is NOT Just Surveys!
o Common means for answering
questions

7
● Midterm
● Elements in an Effective Lecture, In-class CLO6
Customer Research Program Exercises
Discussions,
for Services
Research/project
proposal exercise
o Importance/Performance
Matrix
o Using Marketing Research
Information
o Upward Communication

8 ● Building Customer Lecture, Notes, Homework, CLO6

Relationships Discussions In- Final Exam

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 class Problem
Solving Exercises
o Relationship Marketing
o The “Bucket Theory of
Marketing”
o Customer Goals of Relationship
Marketing
o A Typology of Exchange
Relationships
o Benefits of Relationship
Marketing
o Customer Loyalty Exercise
o Lifetime Value of a Customer
o The Customer Pyramid
o Relationship Development
Model
o Strategies for Building
Relationships
o Levels of Relationship
Strategies

o “The Customer Is NOT Always

Right”
o Ending Business Relationships
9 ● Service Recovery Lecture, Notes, Class CLO4
Activity,
Discussions,
o Complaining Customers: Final Exam
Article Review
The Tip of the Iceberg
o The Service Recovery Paradox
o Customer Complaint Actions
Following Service Failure
o Types of Complainers
o Service Recovery Strategies
o Fixing the Customer
o Treat Customers Fairly
o Fixing the Problem
o Service Guarantees

o Characteristics of an Effective
Service Guarantee
o Benefits of Service Guarantees
o When to Use (or Not Use) a
Guarantee
o Causes Behind Service
Switching

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10 ● Service Innovation and Design Lecture, Notes, Homework, CLO4, CLO6
Discussions, Final Exam
Video
o Risks of Relying on Words Demonstration
Alone to Describe Services
o Important Considerations for
Service Innovation
o Types of Service Offering
Innovations
o Service Innovation and
Development Process
o New Service Strategy Matrix for
Identifying Growth
Opportunities
o Service Blueprinting
o Service Blueprint Components

o Benefits of Service Blueprinting

o Building a Service Blueprint
11 ● Customer-Defined Service Lecture, Notes, Homework, CLO4, CLO6
Standards Discussions In-
Final Exam,
class Problem
In-class
Solving Exercises
o Factors Necessary for Exercises
Appropriate Service Standards
o Service Standards
o Hard Customer-Defined
Standards
o Soft Customer-Defined
Standards

o Process for Setting Customer-

Defined Standards
o What Customers Expect:
Getting to Actionable Steps
12 ● Physical Evidence and the Lecture, Notes, Class CLO6
Servicescape Discussions Activity,

Final Exam
o Physical Evidence
o Elements of Physical Evidence
o Physical Evidence from
the Customer’s Point of View
o How Does Physical Evidence
Affect the Customer
Experience?

Page 330 of 388

 o Typology of Service
Organizations Based on Form
and Use of the Servicescape
o Roles of the Servicescape

13 ● A Framework for Lecture, Notes, Class CLO7

Understanding Environment- Discussions Activity,
User Relationships in Service
Final Exam
Organizations

o Understanding Servicescape
Effects on Behavior
o Individual Behaviors in the
Servicescape
o Social Interactions in the
Servicescape
o Internal Responses to the
Servicescape
o Variations in Individual
Response
o Environmental Dimensions
o Guidelines for Physical
Evidence Strategy

14 ● Term Paper Presentation and Presentation of Final Exam, CLO7

Review (Group Project) Group
o Multiple topics listed above and Feedback Project
covered in the Group Project

MKT656 Global Marketing

A. Course General Information:

Course Code: MKT656

Course Title: Global Marketing

Credit Hours: 3

Contact Hours/Week: 3

Category: Elective in the MBA Program

Page 331 of 388

 Type: Elective for Major in Marketing

Prerequisites: MKT620 Strategic Marketing

Co-requisites: None

B. Course Catalog Description:

The focus of the course is to provide MBA students with a basic understanding of global marketing.
This course will aid students to develop an appreciation of how organizations can expand and extend
their market across borders and source ideas and innovation into and from foreign countries or
industries. The students will also learn how different organizations operate and respond to different
economic and cultural contexts. The course will help MBA students to learn the operational aspects
of designing the four Ps keeping international law, culture, competitors, and consumers in mind.

C. Rationale of the Course:

This intermediate-level concentration/specialization course is built on the knowledge and skills

developed in the prerequisite course – Strategic Marketing. All MBA learners with a major in
Marketing are expected to gain advanced knowledge in global marketing - a major area of the
marketing discipline. The course deals with all aspects of marketing from a global perspective and
prepares students to deal with foreign competitive situations and international opportunities. This
course is designed to help learners develop these competencies: knowledge, skills, and abilities.

D. Course Objectives (COs):

The major objectives of this course are to:

1. Develop an understanding of how different organizations design their marketing 4 Ps in different

economic and cultural contexts.
2. Explore the possibilities and opportunities to share and learn new ideas from foreign countries.
3. Develop an aptitude for building cultural empathy in designing the marketing 4 Ps in the host
country’s culture.

E. Course Learning Outcomes (CLOs):

On successful completion of the course, learners should be able to:

SL. CLO Description

CLO1 Recognize the differences that exist between local and international marketing.

CLO2 Develop an appreciation of the similarities of both domestic and international marketing to
capitalize on this to save cost.

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 CLO3 Develop cultural empathy in designing/adapting new products, pricing, placement, and
promotion keeping host country consumers’ cultural sensitivity in mind

CLO4 Design effective marketing strategies to expand and extend business across different
cultures

CLO5 Apply knowledge to transfer ideas and innovation to and from foreign country counterparts

F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PL09

CLO1 ✔

CLO2 ✔ ✔

CLO3 ✔ ✔

CLO4 ✔ ✔

CLO5 ✔ ✔

G. Course Plan specifying CLOs, co-curricular activities (if any), Teaching-Learning and Assessment
Strategies mapped with the CLOs:

Week Topic Teaching- Assessment Corresponding

Learning Strategy CLOs
Strategy

1 ● Introduction to Global Lecture, Quiz/Midterm CLO1

Marketing Discussions and Exam/ Final
o Global marketing: what it interaction Exam
is and what it is not
o The importance of global
marketing
o Stages of international
marketing involvement
o Management orientations
● The Dynamic Environment of
International Trade
o Trade barriers
o Balance of payments
o Protectionism
o Easing trade restrictions

Page 333 of 388

2 ● Cultural Dynamics in Assessing Lecture, Assignment/ CLO1, CLO3
global market Discussions and Quiz/Midterm
o The search for cultural interaction, Exam/ Final
universals Group work Exam
o High-and low-context
cultures
o Hofstede’s cultural
typology
o Self-reference criterion
o Cultural sensitivity

3 ● Culture, Management Style, Lecture, Assignment/ CLO1, CLO3

and Business Systems Discussions and Midterm
o Required adaptation interaction, Exam/ Final
o Management styles around Group Exam
the world presentation,
o Gender bias in international Problem-solving
business exercises
o Business ethics

4 ● The Political, Legal, and Lecture, Assignment/ CLO1

Regulatory Environments Discussions and Quiz/Midterm
o Nation-states and interaction Exam/ Final
sovereignty Exam
o Political risks of global
business
o Political vulnerability
o Common vs. code law
o Conflict resolution, dispute
settlement, and litigation
o Protection of intellectual
property rights

5 ● Developing Global Vision Lecture, Quiz/Midterm CLO2, CLO3,

through Marketing Research Discussions, Exam/ Final CLO5
o Sources of Market Problem-solving Exam
Information exercises
o The research processes
o Multicultural research: a
special problem
o Estimating market
demand

Page 334 of 388

6 ● Global Marketing Lecture, Quiz/Midterm CLO1, CLO2
Management: Planning and Discussions and Exam/ Final
Organization interaction Exam
o Planning for global
markets
o Alternative market-entry
strategies
o Organizing for global
competition

7 ● Review

● Midterm Exam

8 ● Segmentation, Targeting, and Lecture, Assignment / CLO4

Positioning Discussions, Final Exam
o Global market Problem-solving
segmentation exercises
o Global targeting
o Global product positioning

9 ● Product Decisions in Global Lecture, Quiz/ Final CLO3, CLO4

Market Discussions, Exam
o Products and culture Problem-solving
o Analyzing product exercises
components for
adaptation
o Marketing consumer
services globally
o Brands in international
market
o Attitudes toward country
of origin
o New products in global
marketing

Page 335 of 388

10 ● Pricing Strategy in Global Lecture, Assignment/ CLO3, CLO4
Market Discussions, Final Exam
o Environmental influences Problem-solving
on pricing decisions exercises
o Global pricing objectives
and strategies
o Gray market goods
o Dumping
o Transfer pricing

11 ● Integrated Marketing Lecture, Quiz / Final CLO3, CLO4

Communications and Global Discussions, Exam
Advertising Problem-solving
o Global Advertising and exercises
branding
o Global advertising content:
extension vs. adaptation
debate
o Selecting an advertising
agency
o Advertising appeals
o Growing role of public
relations in global
marketing
communications
o Trade shows and
exhibitions

12 ● Global Marketing Channels Lecture, Quiz/Midterm CLO3, CLO4

and Physical Distributions Discussions, Exam/ Final
o Channel-of-distribution Problem-solving Exam
structures exercises
o International channel
innovation
o Alternative Middleman
choices
o Factors affecting choice of
channels

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 13 ● Presentation of Group Group work, Final Exam CLO4
Projects Presentation,
and Feedback

14 ● Class Activity Problem-solving Final Exam CLO1, CLO3

exercises, Group
● Review
work

Discussions and
interaction

MKT657 Advanced Marketing Communication Strategy

A. Course General Information:

Course Code: MKT657

Course Title: Advanced Marketing Communication Strategy

Credit Hours: 3

Contact Hours/Week: 3

Category: Elective in the MBA Program

Type: Elective for Major in Marketing

Prerequisites: MKT620 Strategic Marketing

Co-requisites: None

B. Course Catalog Description:

Advanced Marketing Communication course aims to prepare the students in developing strategic
knowledge on advertising, publicity, public relations, sales promotion, digital communication and
overall marketing campaign to help build their brand equity. The course will help students to acquire
managerial information concerning advanced methods of applied theories into context as well as
prepare a budget for an integrated communication plan. In a dynamic business environment, the
scope of communication is forever evolving- hence the students will be exposed to overcome
challenges faced by advertising agencies in developing communication objectives, planning and
budgeting and the implementation and evaluation of communication media strategy.

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C. Rationale of the Course:

This course provides students with an opportunity to analyze, design and evaluate various
communication and promotion decisions. Specific issues include fundamental marketing
communication decisions, creative brief, message/copywriting, communication strategies, and media
strategies. To explore such issues, this course provides relevant and up-to-date theories, concepts,
techniques, and models in marketing communication and promotion. The course will interweave
lectures, group activities and an integrated marketing communication group project.

D. Course Objectives (COs):

The major objectives of this course are to:

1. Familiarize learners with contemporary marketing communication concepts.

2. Formulate marketing communication strategies.
3. Design creative strategies in the development of marketing communication messages.
4. Develop an integrated marketing communication plan.

E. Course Learning Outcomes (CLOs):

On successful completion of the course, learners should be able to:

SL. CLO Description

CLO1 Describe the most recent communication landscape of marketing

CLO2 Analyze marketing communication opportunities

CLO3 Apply the advanced analytical tools, concepts, and model in marketing communication

CLO4 Develop marketing communication strategies that are both commercially and socially
sustainable

CLO5 Effectively communicate marketing communication knowledge in oral and written

contexts

F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PL09

CLO1 ✔

CLO2 ✔

CLO3 ✔ ✔

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 CLO4 ✔ ✔

CLO5 ✔

G. Course Plan specifying CLOs, co-curricular activities (if any), Teaching-Learning and Assessment
Strategies mapped with the CLOs:

Topic Teaching- Assessment Corresponding

Week Learning Strategy CLOs
Strategy

1 ● Introduction Lecture Quiz/Midterm/Final CLO1

o Importance of strategic
marketing communication
o Evolution and recent landscape
of marketing communication
2 ● Fundamental concepts of strategic Lecture Quiz/Midterm/Final CLO1
marketing communication
o Identifying your target audience.
o Standing out among competitors.
o Developing key messages.
o Selecting the communication
channels.
o Increasing awareness.
o Changing attitudes.
o Influence purchase intent.
o Influence trial purchase.
3 ● Translating communication concepts Lecture Quiz/Midterm/Final CLO2
in marketing context
o Concept of Marketing
Communication
o Marketing Communication
Objectives
o Process of Communication in
Marketing
o Golden Rules of Marketing
Communications
o Components of Integrated
Marketing Communication
4 ● Segmentation, Targeting and Lecture Quiz/Midterm/Final CLO2, CLO3
Positioning (STP)
o Framework for STP

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 o Approaches for managing
customer heterogeneity
o Process for managing customer
heterogeneity
5 ● Communication Planning Lecture Quiz/Midterm/Final CLO3, CLO4
o Importance of planning
o Situational or Contextual Analysis
o Budgeting
o Communication Mix Strategy
o Evaluating the Programmed
6 ● Advertising Strategy Lecture Quiz/Midterm/Final CLO2, CLO3,
o Understand the use-case of CLO4
various advertising strategies
7 ● Review

● Mid-term

8 ● Advertising and marketing Lecture Quiz/Final CLO2, CLO3,

experiments CLO4
o Define advertising and marketing
experiments
o Importance of advertising and
experiments strategies
o Factors to establish causality
o Various concepts and testing
strategies related to advertising
and experiments
9 ● Measuring communication Lecture Quiz/Final CLO3, CLO4
o Internal and external marketing
communication
o Importance of measuring
communication
o Measuring associate
understanding and attitudes
o Understanding behavioral
change in communication
10 ● Use of Media Lecture Quiz/Final CLO3, CLO4
o Use of various media in recent
marketing strategies
o Optimizing broadcast
o Optimizing media print
o Optimizing support media
o Optimizing digital media

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 11 ● Marketing Public Relations and Lecture Quiz/Final CLO2, CLO3,
Sponsorship CLO4
o Define marketing public relations
(MPR)
o Importance of public relations
and sponsorships
o Proactive and reactive marketing
public relations
o Event sponsorships and cause
related marketing
12 ● Viral marketing and seeding in Lecture Quiz/Final CLO2, CLO3,
networks CLO4
o Social network analysis
o Concept and basic characteristics
of viral marketing
o Concept of Centrality
o Determinants of a Successful
Viral Campaign
13 ● Crafting Strategic Communication Lecture Quiz/Final CLO3, CLO4,
Plan CLO5
o Steps in crafting strategic
communication plan
o Developing metrics to measure
and monitor the effectiveness of
the communication plan.
14 ● Review and Group Presentation Lecture Quiz/Final

MKT658 Marketing Analytics

A. Course General Information:

Course Code: MKT658

Course Title: Marketing Analytics

Credit Hours: 3

Contact Hours/Week: 3

Category: Elective in the MBA program

Type: Elective for Major in Marketing

Prerequisites: MKT620 Strategic Marketing

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 Co-requisites: None

B. Course Catalog Description:

The Marketing Analytics course is designed to meet the increasing demand of firms for data analysts
who can take data-driven decisions to address the issues related to marketing. Today’s organizations
are exposed to a vast amount of data about customer choices. However, the availability of information
is not sufficient to enable better decision making. Interpretation of data is a challenge, and analytics
can help marketers to analyze the data scientifically to improve and justify business decisions. This
course will introduce the concepts and methods of marketing analytics showing its applications with
examples in lab classes. Students will use relevant software to build models and work with data.

C. Rationale of the Course:

The goal of this course is to give students the expertise to initiate, participate in, manage, and evaluate
marketing analytics efforts with substantial business impact. This requires knowledge of fundamental
ideas at the intersection of statistics, machine learning, and human behavior, but also benefits from
knowing specific techniques. Impactful analytics can require a challenging balance of rigor, speed,
repeatability, and interpretability.

D. Course Objectives (COs):

The major objectives of this course are to:

1. Recognize the importance of marketing analytics for forward looking and systematic allocation of
marketing resources
2. Analyze data and develop insights from it to address strategic marketing challenges
3. Apply marketing analytics tools to solve real business problems
4. Develop predictive marketing dashboard.
5. Visualize marketing data for decision marketing.

E. Course Learning Outcomes (CLOs):

On successful completion of the course, learners should be able to:

SL. CLO Description

CLO1 Gain an overview of the recent landscape of marketing analytics.

CLO2 Recognize various scenarios where analytics can assist and improve marketing
decisions

CLO3 Apply analytical tools to analyze a variety of data collected by marketers.

CLO4 Develop managerial insights from analytical study

CLO5 Competently and confidently communicate (oral and written) research findings.

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F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PL09

CLO1 ✔

CLO2 ✔

CLO3 ✔ ✔

CLO4 ✔ ✔

CLO5 ✔

G. Course Plan specifying CLOs, co-curricular activities (if any), Teaching-Learning and Assessment
Strategies mapped with the CLOs:

Week Topic Teaching- Assessment Corresponding

Learning Strategy CLOs
Strategy

1 ● Introduction, basic marketing Lecture Quiz/Midterm CLO1, CLO2

models, Analytical framework for
marketing models
o Evolution of marketing analytical
framework
o Approaches and philosophy of
market analytics.

2 ● Marketing Metrics Lecture Quiz/Midterm CLO1, CLO2

o Importance using metrics in
marketing
o Creating value in metrics
o Understanding Customer Lifetime
Value
o Understanding marketing ROI

3 ● Managing Customer Heterogeneity Lecture/ Assignment / CLO2, CLO3,

o Approaches for managing Midterm CLO4
customer heterogeneity Lab
Segmenting, Targeting, and
Positioning (STP) approach
o Framework and tools for
managing customer heterogeneity

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4 ● Building analytics products and the Lecture/ Assignment / CLO2, CLO3,
digital marketing ecosystem Midterm CLO4
o What is the digital marketing Lab
ecosystem?
o The elements of digital marketing
ecosystem

5 ● Managing Customer Dynamics Lecture/ Assignment / CLO2, CLO3,

o Importance of managing Midterm CLO4
customer dynamics Lab
o Factors of customer dynamics at
the individual, market and
environmental level.
o Frameworks and approaches for
managing customer dynamics

6 ● Advertising Analytics Lecture Quiz/Midterm CLO3, CLO4

o What are advertising Analytics?
o Attribution
o Optimization
o Allocation
o Benefits of advertising analytics
o Tools for advertising analytics

7 ● Review
● Midterm

8 ● Product experimentation Lecture Quiz/Final CLO3, CLO4

o What is product experimentation
and why does it matter?
o A/B testing and Multivariate
testing
o Funnel testing
o Split testing

9 ● Predictive modelling with marketing Lecture/ Assignment / CLO4

data Final
o Why are predictive analytics for Lab
marketing important?
o Predictive analytics measurement
model
o Use cases for predictive analytics
o How can marketers use predictive
analytics in their marketing
strategy?

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 o Using penalized regression

10 ● Analytics in B2B marketing and Lecture/ Assignment / CLO3, CLO4

startups Final
o Why is B2B marketing analytics Lab
important?
o Identifying what B2B data
o What types of B2B data are
available

11 ● Recommendation and Lecture/Lab Assignment / CLO2, CLO3,

personalization Final CLO4
o What is personalized product
recommendation?
o Marketing application of
Recommendations Engines
o How do product recommendation
engines work?
o Types of product
recommendations filtering

12 ● Viral marketing and seeding in Lecture/ Assignment / CLO4, CLO5

networks Final
o Social network analysis Lab
o Concept and basic characteristics
of viral marketing
o Concept of Centrality
o Determinants of a Successful Viral
Campaign

13 ● Dashboarding Lecture Quiz/Final CLO4, CLO5

o Importance of Dashboarding
o Tools of data visualization
o Developing dashboard with novel
third-party data sources

14 ● Review and Group Presentation

MKT666 Contemporary Issues in Marketing

Course Code and Title: MKT666 Contemporary Issues in Marketing

The course examines special issues and/or contemporary events in the area of Marketing at an advanced
level. Selection of topics depends on the relevance and importance to the field, interest and preference

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of learners and instructors. Topic specific Course Description, Course Objectives (COs), Course Learning
Outcomes (CLOs) and the Mapping of Course Learning Outcomes (CLOs) with the Program Learning
Outcomes (PLOs) will be outlined Subject to the special issue.

OPN620 Logistics and Supply Chain Management

A. Course General Information:

Course Code: OPN620

Course Title: Logistics and Supply Chain Management

Credit Hours: 3

Contact Hours/Week: 3

Category: Advanced Core Course for MBA program

Type: Mandatory in the MBA Program

Prerequisites: BUS524 Quantitative Techniques in Business Operations

Co-requisites: None

B. Course Catalogue Description:

This course integrates related contents to cover two important functional areas of contemporary
business firms; operations and supply chain management. The course is outlined to cover high-level
operations and supply chain strategy and concepts, including a solid understanding on how to solve
logistics and supply chain problems. The following topics will be covered in this course: Concepts of
operations and supply chain management, Forecasting; Plant location and factory layout design;
Process design; Materials management; Inventory control and Maintenance management; Strategic
role of supply chain, Key drivers of supply chain decision, Trade-off between efficiency and
responsiveness, Network design in the supply chain, green and sustainable supply chain management.

C. Rationale of the Course:

Logistics and supply chain play a dominant role in the success of contemporary business firms.
Students who want to be a successful business administrator must gain expertise on logistics and
supply chain management. Logistics deals with forward and reverse flow of goods, services essential
elements while supply chain management covers the broader spectrum- all activities required to fulfil
customer demand. This course will help the student to discover what a supply chain is and how it
works, and to utilize the tools and techniques to boost an organization’s efficiency and responsiveness
to align its supply chain with its dynamic market environment.

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D. Course Objectives (COs):

The major objectives of this course are to:

1. State the basic concepts of logistics and supply chain management

2. Discuss the strategic decision-making process for supply chain
3. Illustrates the process of supply chain network design
4. Demonstrate the evaluation process of identifying and choosing appropriate location of facilities
5. Illustrate the application of forecasting method and implications for the supply chain
management
6. Discuss the sustainable supply chain management concept

E. Course Learning Outcomes (CLOs):

On successful completion of the course, learners should be able to:

SL. CLO Description

CLO1 Explain basic concept of logistics and supply chain management (SCM) including strategic
aspects of SCM

CLO2 Describe the drivers essential for supply chain decisions

CLO3 Use forecasting methods for effectively managing the supply chain

CLO4 Evaluate alternative locations and identify the appropriate location for facilities.

CLO5 Evaluate and design sustainable supply chain network

F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9

CLO1 ✔ ✔

CLO2 ✔ ✔ ✔

CLO3 ✔ ✔

CLO4 ✔ ✔

CLO5 ✔ ✔

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G. Course Plan specifying CLOs, co-curricular activities (if any), Teaching-Learning and Assessment
Strategies mapped with the CLOs:

Week Topic Teaching- Assessment Corresponding

Learning Strategy CLOs
Strategy

1 ● Introduction Lecture, Notes, Midterm CLO1

o Logistics basics Discussions Exam, Final
o Business logistics Exam
o Concept of supply chain
Assignment#1
o Logistics and supply chain
management- a comparative
discussion

2 ● Understanding the Supply Chain Lecture, Notes, Homework, CLO1

o Discuss the goal of a supply chain Discussions Quiz, Midterm
and explain the impact of supply Exam, Final
chain decisions on the success of a Exam
firm
Quiz # 1
o Identify the three key supply chain
decision phases and explain the
significance of each one.
o Describe the cycle and push/pull
views of a supply chain.

3 ● Supply Chain Performance: Lecture, Notes, Homework, CLO1, CLO2

Achieving Strategic Fit and Scope Discussions, Quiz, Midterm
o Explain why achieving strategic fit Exam, Final
Article Review
is critical to a company’s overall Exam, Group
success. Project
o Describe how a company achieves
strategic fit between its supply
chain strategy and its competitive
strategy.
o Describe the major challenges that
must be overcome to manage a
supply chain successfully

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4 ● Supply Chain Drivers and Metrics Lecture, Notes, Homework, CLO1, CLO2
o Identify the major drivers of Discussions In- Midterm
supply chain performance. class Problem Exam, Final
o Discuss the role of each driver in Solving Exam, Group
creating strategic fit between the Exercises Project,
supply chain strategy and the Assignment#2
competitive strategy.
o Define the key metrics that track
the performance of the supply
chain in terms of each driver.

5 ● Designing Distribution Networks and Lecture, Notes, Homework, CLO4, CLO5

Applications to Online Sales Discussions Midterm
o Identify the key factors to be Exam, Final
considered when designing a Exam
distribution network.
o Discuss the strengths and
weaknesses of various distribution
options.
o Evaluate and identify suitable
distribution network
6 ● Designing Distribution Networks and Lecture, Notes, Homework, CLO4, CLO5
Applications to Online Discussions Midterm
Sales(continued) Exam, Final
o Introduction of online sales Exam

o Omni channel Quiz#2

o Understand how online sales have

affected the design of distribution
networks in different industries.

o Selecting suitable omni channel

7 ● Network Design in the Supply Chain Lecture, Notes, Homework, CLO4, CLO5
o Understand the role of network Discussions Midterm
design in a supply chain. Exam, Final
o Identify factors influencing supply Exam, Group
chain network design decisions. Project
o Develop a framework for making
Assignment#3
network design decisions.
o Use optimization for facility
location and capacity allocation
decisions.

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 8 ● Demand forecasting in a supply Lecture, Notes, Midterm CLO4, CLO5
chain Discussions, Exam, Final
o Understand the role of forecasting Article Review Exam
for both an enterprise and a supply
chain.
o Identify the components of a
demand forecast.
9 ● Forecast demand in a supply chain Lecture, Notes, Midterm CLO4, CLO5
given historical demand data using Discussions, Exam, Final
time-series methodologies. Article Review Exam
● Analyze demand forecasts to estimate
forecast error.
10 ● Transportation in a Supply Chain Lecture, Notes, Homework, CLO4, CLO5
o 1. Understand the role of Discussions, In- Final Exam,
transportation in a supply chain. class Problem Group Project
o 2. Evaluate the strengths and Solving
weaknesses of different modes of Exercises
transportation.
o 3. Identify the relative strengths
and weaknesses of various
transportation network design
options.
o 4. Identify trade-offs that shippers
need to consider when designing a
transportation network.

11-12 ● Sourcing Lecture, Notes, Homework, CLO4, CLO5

o Concepts of global sourcing Discussions Quiz, Final
strategy Exam, Group
o elucidate supplier evaluation and Project
selection
o Sourcing risks

13 ● Sustainable supply chain Lecture, Notes, Final Exam, CLO4, CLO5

management Discussions Group Project
o Understand green and sustainable
supply chain management
o Evaluate the drivers and barriers
of green supply chain
management
o Understand the implications of
sustainable supply chain
management in the context of
Bangladesh

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 14 • Group Presentation Session
• Review Session

OPN622 Analytical Decision Making

A. Course General Information:

Course Code: OPN622

Course Title: Analytical Decision Making

Credit Hours: 3

Contact Hours/Week: 3

Category: Elective course for MBA program

Type: Elective for the students of MBA Program with a major in

operations and supply chain management

Prerequisites: OPN620 Logistics and Supply Chain Management

Co-requisites: None

B. Course Catalog Description (Content):

The course deals with the fundamental concept of Analytical Decision Making. This course will enable
you to gain knowledge and develop skills in business data analytics. It focuses on the uses of data
analytics techniques within business and management contexts, using contextually relevant software,
tools, and techniques to make smart and data-driven decisions. The course will emphasize how the
appropriate use of analytics can create a competitive advantage for the organization.

C. Rationale of the Course:

Organizations competitiveness depend on the ability to make good and appropriate decision
considering business environment and demand of the customer. This course is to develop the
knowledge and skill set required to generate and interpret the output associated with a broad range
of analytical techniques. For each technique considered, students will recognize the types of
problems for which the method is appropriate, identify the information required in order to
implement the method, make organizationally-relevant decisions based on the associated output, and
recommend additional data collection or analyze that will aid in decision-making.

D. Course Objective:

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 1. To improve the quality of the choices you make in managerial and personal decisions involving
major uncertainties
2. To provide practical techniques to help structure decision problems
3. To help analyze decision problems quantitatively
4. To think clearly about objectives, alternatives, consequences, and uncertainties
5. To enable the students to integrate judgments with other types of information in a logical and
defensible manner.

E. Course Outcomes (COs):

Upon successful completion of this course, students will be able to

SL. CLO Description

CLO1 Interpret data to inform real world decisions

Describe the assumptions, strengths and limitations of different types of data for informing
CLO2
decision making

Explain robust analytical questions and identify the most effective analytical techniques to
CLO3
answer these questions

CLO4 Communicate, interpret, and process complex data to a non-specialist audience

CLO5 Assess the robustness of data for decision making.

F. Mapping of Course Outcomes (COs) with Program Outcomes (POs):

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9

CLO1 ✔
CLO2 ✔ ✔
CLO3 ✔ ✔
CLO4 ✔ ✔ ✔
CLO5 ✔ ✔

G. Course plan specifying content, COs, co-curricular activities (if any), teaching learning and
assessment strategy mapped with COs:

Class Topic Teaching-Learning Assessment Corresponding

Week Strategy Strategy COs

Page 352 of 388

1 Introduction Lecture, Materials, Mid Exam, Final CO1
Discussion Exam
o Course Introduction
o Decision-Making
Processes
2 Decision on Product Mix and Lecture, Materials, Mid Exam, Final CO1, CO2
Optimization Problem Exam
Formulating, Excel
o Linear Programming
Solver
o Formulation
3 Decision on Product Mix and Lecture, Materials, Assignment, CO2, CO3, CO4
Optimization Presentation, Quiz, Mid Exam,
solving problem Final Exam
o Solution
Discussion, Excel
o Sensitivity Analysis
Solver

4 Review of Statistics Lecture, Materials, Mid Exam, Final CO1, CO2, CO4
Presentation, Exam
o Probability and
Solving Problems,
Uncertainty
Discussion
o Confidence Intervals
o Hypothesis Testing
5 Decision-Making Fundamentals Lecture, Materials, Case Study, Mid CO3, CO4
Presentation, Exam, Final Exam
o Decision Making
Solving Problems,
Concepts
Discussion, Excel
o Decision making under
probabilistic situation
o Decision making under
uncertain situation
6 Decision-Making Fundamentals Lecture, Materials, Mid Exam, Final CO2, CO4
Presentation, Exam
o Decision Tree
Solving Problems,
Discussion

7 Analytical hierarchy process Lecture, Materials, Assignment, CO3, CO5

Presentation, Final Exam
o Process to Take
Solving Problems,
Decision considering
Discussion
o Different objectives
8 Decision Analysis and Games Lecture, Assignment, CO2, CO4, CO5
Presentation, Excel Final Exam
o Decision Theory and
Risk
o Decision-Making Under
Certainty

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 o Decision-Making Under
Risk
9 Decision Analysis and Games Lecture, Materials, Quiz, Final Exam CO3, CO4
Presentation,
o Decision-Making Under
Solving Problems,
Uncertainty
Discussion
o Game Theory
10 Simulation and Optimization Lecture, Case Study, Final CO2, CO3, CO4
Presentation, Excel Exam
o Different Types of
Simulations
o Monte Carlo Simulation
11 Simulation and Optimization Lecture, Materials, Final Exam CO2, CO3, CO4
Presentation,
o Different Types of
Discussion
Optimization Model
12 Queuing System Lecture, Materials, Final CO2, CO3, CO4
Presentation,
o Waiting Line and
Discussion, Excel
Services
o Different Types of
Waiting Line Simulation
13 Overview and Project Presentation CO1, CO4, CO5
Presentation

14 Project Presentation Presentation CO1, CO4, CO5

OPN623 Project Management

A. Course General Information:

Course Code: OPN623

Course Title: Project Management

Credit Hours: 3

Contact Hours/Week: 3

Category Elective Course in the MBA Program

Type Elective for the students of MBA Program with a major in

operations and supply chain management

Prerequisites: OPN620 Logistics and Supply Chain Management

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 Co-requisites: None

B. Course Catalog Description:

The course deals with the fundamental concept of project management. It introduces to students
how to practice initiating, planning, executing, controlling, and closing a project to achieve specific
goals by meeting specific success criteria at a specified time. It teaches prioritizing project activities,
and how to complete a project within minimum time by using both the Probabilistic (PERT,
Program/Project Evaluation and Review Technique) and the deterministic techniques (CPM, Critical
Path Method). The method of crashing a project to a certain extent with minimum cost, the process
of leveling resources, and controlling projects are also taught. It also deals with scheduling, budgeting,
controlling, and managing project risks.

C. Rationale of the Course:

The future of many organizations depends on their ability to manage projects, programs, and portfolio
of projects. Skills in these areas continue to be in high demand to help develop effective project teams
and project, program, and portfolio managers. Therefore, this professional level course is required for
the master degree learners with major in operations and supply chain management. Project
Management course is designed helping learners to have skills, abilities, knowledge to plan, build
team, control, and achieve project goal by make him/her competent in the area of project
management.

D. Course Objective:

1. Discuss the project management principals and tools for planning, executing, team building,
controlling project or program
2. Explain concepts addressing specific management needs at the individual, team, division, and/or
organizational level
3. Demonstrate project plan, manage both stakeholders and relationships, organize their team,
develop a project charter, and build a business case for a project
4. Discuss the perspective of leadership effectiveness in managing organizational projects
5. Illustrate the team-building skills required to support successful project performance and to
manage creative teams and project processes effectively and efficiently

E. Course Outcomes (CLOs):

Page 355 of 388

 Upon successful completion of this course, students will be able to

SL. CLO Description

CLO1 Describe the concept of project management and its importance to professional life.

CLO2 Explain project assessment using information from previous projects and lessons learned.

Identify project life cycle. Plan and make schedule of a project using CPM, Gantt chart, and
CLO3
PERT

Allocate resources to different activities while planning a project. Reschedule a project by

CLO4
crashing and by levelling resources. Structure project organogram.

CLO5 Evaluate project performance by EVA, Critical Chain. Understand project auditing

F. Mapping of Course Outcomes (CLOs) with Program Outcomes (PLOs):

CLOs PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9
CLO1 ✔
CLO2 ✔ ✔
CLO3 ✔
CLO4 ✔ ✔
CLO5 ✔ ✔

G. Course plan specifying content, COs, co-curricular activities (if any), teaching learning and
assessment strategy mapped with COs:

Week Topic Teaching-Learning Assessment Corresponding

Strategy Strategy COs

1 Introduction Lecture, Materials, Mid Exam, Final CO1

Presentation, Exam
o Defining A Project
Discussion
o Need for Project Management
o Project Constraints
o Goals and Objectives
o Project Life Cycle
2 Project Organizations and Lecture, Materials, Mid Exam, Final CO1, CO2
Manager Presentation, Exam
Discussion
o Different Project Organizations

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 o Integration of Project with
Strategic Plans
o Identifying Reasons for Project
Failure
o Effective Leadership
o Team Selection and Building
Teamwork
3 Defining the Project Lecture, Materials, Assignment, Mid CO2, CO3, CO5
Presentation, Exam, Final Exam
o Key Components of Project
Discussion
Definition
o SMART Objectives
o Life Cycle
o Identifying Stakeholders
o Risk Management
o Develop Project Charter
4 Planning the Project (Part-1) Lecture, Materials, Quiz, Mid Exam, CO2, CO4, CO5
Presentation, Final Exam
o Establishing Project Priorities
Solving Problems,
o Creating the Work Breakdown
Discussion
Structures
o Determining the
Interdependencies Between
The WBS
o Duration Estimating
Techniques
5 Planning the Project (Part-2) Lecture, Materials, Case Study, Mid CO3, CO4
Presentation, Exam, Final Exam
o Developing A Network
Solving Problems,
Plan
Discussion
o Forward Pass and
Backward Pass
o The Critical Path
6 Planning the Project (Part-2) Lecture, Materials, Mid Exam, Final CO3, CO4, CO6
Presentation, Exam
o CPM vs PERT
Solving Problems,
o GANTT Charts
Discussion, MSP Lab
o Scheduling with MS
Projects
7 Planning the Project (Part-3) Lecture, Materials, Assignment, CO4, CO5
Presentation, Final Exam
o Resource Allocation
Solving Problems,
o Crashing the Project
Discussion

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8 Planning the Project (Part-3) Lecture, Assignment, CO4, CO5, CO6
Presentation, MSP Final Exam
o Introduction to MS Project
Lab
Software
o Resource Allocation with
MS Project
9 Progress and Performance Lecture, Materials, Quiz, Final Exam CO5
Measurement and Evaluation Presentation,
Solving Problems,
o Project Control
Discussion
o Purpose of Project Control
o Performance Reporting
Analysis: EVA, CC
10 Progress and Performance Lecture, Case Study, Final CO1, CO2, CO6
Measurement and Evaluation Presentation, MSP Exam
Lab
o Communication
o Managing Stakeholders
o Tracking with MS Project
11 Project Audit and Closure Lecture, Materials, Final Exam CO5
Presentation,
o The Project Audit Process
Discussion
o Project Closure
o Importance of Project
Evaluation
o Final Project Report
12 Group Project Presentations Lecture, Report, CO1, CO2
Presentation, Q/A Presentation
o Each Group Will Make
PowerPoint Slides
o Slides Will Be Based on
Group Projects
o Final Review
13 Group Project Presentations Lecture, Report, CO1, CO2
Presentation, Q/A Presentation
o Each Group Will Make
PowerPoint Slides
o Slides Will Be Based on
Group Projects
o
14 o Final Review Class
o Final Exam

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OPN625 Total Quality Management

A. Course General Information:

Course Code: OPN625

Course Title: Total Quality Management

Credit Hours: 3

Contact Hours/Week: 3

Category: Elective course for MBA program

Type: Elective for the students of MBA Program with a major in operations
and supply chain management

Prerequisites: OPN620 Logistics and Supply Chain Management

Co-requisites: None

B. Course Catalog Description:

This course is designed to deliver the multi-dimensional aspects of the concept of quality basics and
total quality management (TQM). Besides that, it focuses on the principles, tools, and techniques of
TQM and its practices in organizations. How one can solve and cope up with the business situation by
maintaining the quality of output are of principal interests of this course. Topics covered include
contributions of quality gurus like Deming, Juran, Ishikawa, and others. Award of TQM, Techniques of
quality measurement, like process quality control, Pareto chart, histogram, fishbone, JIT, Six Sigma,
teamwork, house of quality configuration, etc. will be discussed in-depth to enhance the skill of the
students. Students will learn how to implement total quality management in either manufacturing or
service firms.

C. Rationale of the Course:

In today’s competitive business environment quality has become a crucial element of

competitiveness. Managers working in the operations and supply chain area must focus on this issue
critically. This course is being offered as an elective course in the operations and supply chain
management discipline. This course integrates contents that are essential for being and experts in
understanding the broader concept of TQM. Besides that, this course delivers useful methods, tools
and techniques with hands on experiences. It is expected that students can apply expertise learned
from this course to have a positive impact in their organizations.

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D. Course Objectives (COs):

The major objectives of this course are to:

1. State the basic concepts of quality and its multi-dimensional aspects.

2. Discuss the philosophies of TQM and quality management systems
3. Illustrate the principles, practices, tools, and techniques for TQM
4. Demonstrate the applications of suitable quality tools and techniques required for establishing
TQM

E. Course Learning Outcomes (CLOs):

On successful completion of the course, learners should be able to:

SL. CLO Description

CLO1 Describe the multi-dimensional aspects of quality concept

CLO2 Explain the philosophies of total quality management (TQM) approach in managing a
manufacturing or service organization.

CLO3 Describe quality management systems

CLO4 Use the tools, and techniques of TQM

CLO5 Identify and choose appropriate quality tools and techniques for establishing TQM in both
manufacturing and service firms.

F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9

CLO1 ✔ ✔

CLO2 ✔ ✔

CLO3 ✔ ✔

CLO4 ✔ ✔

CLO5 ✔ ✔

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G. Course Plan specifying CLOs, co-curricular activities (if any), Teaching-Learning and Assessment
Strategies mapped with the CLOs:

Teaching- Assessment Corresponding

Week Learning Strategy CLOs
Topic
Strategy

1 ● Introduction to TQM Lecture, Notes, Midterm CLO1

o The fundamental concept of quality Discussions Exam, Final
o quality gurus and their contribution Exam
o TQM philosophies; customer
satisfaction, employment
engagement, continuous
improvement

2 ● Leadership for TQM Lecture, Notes, Homework, CLO1, CLO2

o Leadership basics Discussions Quiz,
o Role of leadership in TQM Midterm
o Essential traits of leaders for TQM Exam, Final
implementation Exam
o Importance of ethical leadership

3 ● Customer satisfaction (CS) Lecture, Notes, Homework, CLO1, CLO2

o Identify your customers Discussions, Quiz,
o Factors affecting CS Midterm
Article Review
o Measurement of CS Exam, Final
o CS and TQM Exam,
Group
Project

4 ● Employee engagement Lecture, Notes, Homework, CLO1, CLO2

o Basic concepts of employee Discussions In- Midterm
engagement (EE) class Problem Exam, Final
o Importance of motivation of EE Solving Exercises Exam,
o Employees survey Group
o Employees empowerment Project, In-
o Teams and their types class
o EE for TQM Exercises

5 ● Continuous improvement (CI) Lecture, Notes, Homework, CLO1, CLO2

o Concepts of CI Discussions Midterm
o Common steps for CI Exam, Final
o Understanding the business process Exam,
o Several approaches for CI Group
Project

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6 ● Quality management system: Lecture, Notes, Homework, CLO3
o Management and quality Discussions Midterm
management systems Exam, Final
o importance of QMS Exam,
o ISO series certification Group
Project

7 • Review Session
• Midterm exam
8 ● Quality measurements tools in Lecture, Notes, Midterm CLO4, CLO5
manufacturing and service industries: Discussions, Exam, Final
o Basics of quality measuring tools Article Review Exam
and techniques
o Balanced Scorecard
o benchmarking

9 ● Quality measurements tools in Lecture, Notes, Homework, CLO4, CLO5

manufacturing and service industries: Discussions, In- Final Exam,
o Brainstorming class Problem Group
o Brainwriting Solving Exercises Project

10 ● Quality measurements tools in Lecture, Notes, Homework, CLO4, CLO5

manufacturing and service industries: Discussions Quiz, Final
o Cause-and-Effect Matrix(fishbone) Exam,
o Importance–Performance Analysis Group
o Is–Is Not Matrix Project

11 ● Quality measurements tools in Lecture, Notes, Final Exam, CLO4, CLO5

manufacturing and service industries: Discussions, In- Group
o Paired Comparison class Problem Project
o Pareto Chart Solving Exercises

12 ● Quality measurements tools in Lecture, Notes, Final Exam, CLO4, CLO5

manufacturing and service industries: Discussions Group
o six sigma process and quality Project
management
13 ● Quality measurements tools in Lecture, Notes, In-class CLO4, CLO5
manufacturing and service industries: Discussions Exercises,
o Statistical process of quality control Final Exam

14 ● Taguchi’s Quality Engineering Lecture, Notes, In-class CLO4, CLO5

o The Taguchi method of quality Discussions Exercises,
control. Final Exam

o Review Session

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OPN626 Production and Inventory Management

A. Course General Information:

Course Code: OPN626

Course Title: Production and Inventory Management
Credit Hours: 3
Contact Hours/Week: 3
Category: Elective course for MBA program
Type: Mandatory Elective course for the students of MBA Program with a
major in operations and supply chain management
Prerequisites: OPN620 Logistics and Supply Chain Management
Co-requisites: None

B. Course Catalog Description:

This course introduces necessary tools and techniques of production and inventory management. It
discusses how a business organization remains competitive in business by adopting appropriate
strategies for increased productivity. It also explains the necessity of building required capacity for a
selected process to be carried out in processing a product by taking into consideration the concerned
facility planning. Qualitative and quantitative techniques of management and controlling quality of a
product are illustrated with numerical business example problems. Necessity and importance of
inventory management are introduced. Various modeling techniques of inventory management-like
Economic Order Quantity (EOQ), Economic Production Quantity (EPQ), quantity discount and planned
shortages models along with business problems illustration are presented.

C. Rationale of the Course:

This high-level concentration/specialization course is required for learners with a major/minor -

mandatory in Operations and Supply Chain Management major. All MBA/EMBA learners with this
major are expected to gain advanced knowledge in Production and Inventory Management.
Production of quality products and delivering them to customers with minimum reasonable prices
makes a business organization more competitive. Optimal decision making in production planning,
facilities location, quality control and inventory management helps to achieve this goal. This course is
designed to help learners develop these competencies: knowledge, skills and abilities.

D. Course Objectives (COs):

The major objectives of this course are to:

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 1. Familiarize learners with the term production and inventory management and the relevant factors
of business competition, and enable them why strategy and productivity are important for
competitiveness.
2. Explain to learners the importance of capacity planning and the approaches that are useful for
evaluating capacity alternatives.
3. Explain to learners the basic processing and layout types, and show solutions to line balancing
problems.
4. Acquaint learners with tools and techniques of quality management and control.
5. Train learners with various optimal decision-making techniques of inventory management.

E. Course Learning Outcomes (CLOs):

On successful completion of the course, learners should be able to:

SL. CLO Description

CLO1 Recognize and explain factors of adopting appropriate strategy for increased productivity
in competitive business.
CLO2 Understand and utilize the capacity planning approaches that are useful for evaluating
capacity alternatives.
CLO3 Understand and analyze the basic processing and layout types, and solve line balancing
problems.
CLO4 Apply the quality management and controlling tools and techniques in delivering quality
products to customers.
CLO5 Practice and apply various optimal decision-making techniques of inventory management
to provide products with minimum reasonable prices.

F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9

CLO1 ✔ ✔
CLO2 ✔ ✔
CLO3 ✔ ✔
CLO4 ✔ ✔
CLO5 ✔ ✔

G. Mapping the Teaching-Learning and Assessment Strategies with the Course Learning Outcomes
(CLOs):

Week Topic Teaching-Learning Assessment Corresponding

Strategy Strategy CLOs
1 • Introduction to production and To develop Assignment, CLO1
operations management fundamental Quiz,
o Basic components of production knowledge on the Midterm
and operation management subject.
Exam, Final
Exam

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 o Productivity - performances and To identify factors
operations management. of competitiveness.
o Operations management in To compare
manufacturing industries. organizational
strategy and
operations
strategy.
2 • Capacity planning To introduce the Assignment, CLO1, CLO2,
o Different capacity planning models simple methods of Quiz,
o Applications of capacity planning in maximum Midterm
manufacturing industries utilization of Exam, Final
o Impact of efficient capacity planning
capacities of Exam
on productivity and performances.
o Cost-volume and break-even point various resources
analysis. used in production
and operations
management.

3 • Plant Management To give brief Assignment, CLO3

o Identification of product processing demonstration on Quiz,
(value chain) techniques the activities Midterm
o Plant layout design relating to Exam, Final
o Production planning and work
manufacturing Exam
scheduling.
plant
4 • Process Selection and Layout Lecture, Assignment, CLO3
o Process Selection Discussions, Quiz,
o Strategic importance of process Problem solving Midterm
layout, basic processing and layout Exam, Final
types
Exam
o Advantages and disadvantages of
basic types processing and layout
o Simple line balancing in product
layout.

5 • Quality Management Lecture, Assignment, CLO4

o Definition and principles of quality Discussions, Quiz,
management Problem solving Midterm
o Consequences of poor quality
Exam, Final
o Determinants of quality, TQM
Exam
o Lean productions, basic quality
improvement tools, Six Sigma.

6 • Quality Control Lecture, Assignment, CLO4

o Development and use of basic Discussions, Quiz,
control charts Midterm

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 o Tests for randomness, process Problem solving, Exam, Final
capability Group work Exam
o Elements of quality control,
Statistical process control.
7 • Midterm Examination Midterm CLO1, CLO2,
o Introduction to production and Examination CLO3, CLO4
operations management
o Capacity planning
o Plant Management
o Process Selection and Layout
o Quality Management and control
8 • Introduction to Inventory Lecture, Assignment, CLO5
management Discussions, Quiz, Final
o Objectives of inventory Problem solving Exam
management
o Nature and importance of
inventory
o Basic terms in inventory
Management
o Periodic and perpetual review
systems
o ABC approach
9 • Economic Order Quantity (EOQ) Lecture, Assignment, CLO5
modelling technique Discussions, Quiz, Final
o Assumptions in developing EOQ Problem solving Exam
model
o Development of the EOQ model and
its importance
o Limitations of EOQ model
o Illustration of the EOQ solution
technique with business example
problems

10 • Economic Order Quantity (EPQ) Lecture, Assignment, CLO5

modelling technique Discussions, Quiz, Final
o Assumptions in developing EPQ Problem solving Exam
model
o Development of the EPQ model and
its importance
o Limitations of EPQ model
o Illustration of the EPQ solution
technique with business example
problems
11 • Quantity Discount Modeling Lecture, Assignment, CLO5
Technique Discussions, Quiz, Final
o Background of quantity discount Problem solving Exam
model

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 o Development of the quantity
discount model
o Illustration of this modeling
technique with business example
problems

12 • Lead time and reorder point Lecture, Assignment CLO5

management Discussions, Quiz, Final
o Lead time management and its Problem solving Exam
importance
o Reorder point and its relation
with lead time
o Lead time management
techniques
o Illustration of lead time
management with business
example problems
13 • Planned shortages model Lecture and Assignment CLO5
o Basic assumptions in developing the Discussions Quiz, Final
planned shortages model Exam
o Development of the planned
shortages model
14 • Planned shortages model Lecture, Assignment CLO5
o Illustration of the planned shortages Discussions, Quiz, Final
model with realistic business Problem solving, Exam
example problems
Group work

OPN628 Management Science

A. Course General Information:

Course Code: OPN628

Course Title: Management Science
Credit Hours: 3
Contact Hours/Week: 3
Category: Elective course for MBA program
Type: Elective for the students of MBA with a major in operations and supply
chain management
Prerequisites: OPN620 Logistics and Supply Chain Management
Co-requisites: None

B. Course Catalog Description:

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 This course introduces various quantitative techniques of optimization of cost, time of producing
products/services and delivering them to customers. It includes both the linear and the non-linear
programming modeling techniques of business problems and optimal solution procedures to them.
Transportation and assignment problems as parts of linear programming problem are also discussed.
Network modeling techniques of optimization are introduced along with business example problems.
Basic game theoretic solution to business problems is discussed. Both the simulation and the Markov
decision process-based solution to business problems are explained. Importance of waiting line
management in business is highlighted with the solution of business problems by queuing modeling
technique.

C. Rationale of the Course:

This high-level concentration/specialization course is required for learners with a major/minor -

mandatory in Operations and Supply Chain Management major. All MBA/EMBA learners with this
major are expected to gain advanced knowledge in quantitative optimal decision making. Production
of quality products and delivering them to customers with minimum reasonable prices at
competitively minimum times makes a business organization more competitive. Optimal decision
making in resources allocation, cost and time minimization of producing products and delivering them
to customers helps to achieve this goal. This course is designed to help learners develop these
competencies: knowledge, skills and abilities.

D. Course Objectives (COs):

The major objectives of this course are to solve various business and management problems by:

1. Familiarizing learners to the optimal solution techniques of linear programming problems by

graphical and simplex methods.
2. Enabling students to the optimal solution of non-linear programming problems by Lagrangian
Multiplier method.
3. Training learners with network and basic game theoretic optimization techniques.
4. Explaining the basic steps of simulation and Markov decision process of making optimal decisions.
5. Acquainting learners with optimal solutions to problems by queuing modelling techniques.

E. Course Learning Outcomes (CLOs):

On successful completion of the course, learners should be able to solve business and management
problems by:

SL. CLO Description

CLO1 examining the graphical and Simplex method optimal solution techniques to linear
programming problems.
CLO2 applying the Lagrangian Multiplier method optimal solution technique to non-linear
programming problems.
CLO3 following network and basic game theoretic optimization techniques.
CLO4 applying the basic steps of simulation and Markov decision process of making optimal
decisions.

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 CLO5 employing queuing modelling techniques of optimal solutions to waiting line problems.

F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9

CLO1 ✔ ✔
CLO2 ✔ ✔
CLO3 ✔ ✔
CLO4 ✔ ✔
CLO5 ✔ ✔

G. Mapping the Teaching-Learning and Assessment Strategies with the Course Learning Outcomes
(CLOs):

Week Topic Teaching-Learning Assessment Corresponding

Strategy Strategy CLOs
1 • Introduction to Management Science Lecture, Assignment, CLO1, CLO3,
o Introduction Discussions, Quiz, Midterm CLO3, CLO4,
o The quantitative analysis approach Exam, Final CLO5
• Linear Programming Exam
o Introduction to Linear Programming
Problem (LPP)
o Formulation of various types of LPPs
o
2 • Linear Programming Lecture, Assignment, CLO1
o Graphical solution technique Discussions, Quiz, Midterm
o Sensitivity analysis by graphical solution Problem solving, Exam, Final
method Group work Exam

3 • Linear Programming Lecture, Assignment, CLO1

o Different forms of LPP modelling Discussions, Quiz, Midterm
o Standard or canonical form Problem solving Exam, Final
o Non-degenerate and degenerate LPP Exam
o Feasible solution, basic solution, basic
feasible solution, feasible region
o Optimal feasible solutions.

4 • Linear Programming Lecture, Assignment, CLO1

o General solutions to non-degenerate Discussions, Quiz, Midterm
LPP by Simplex method.

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 Exam, Final
Exam
5 • Linear Programming Lecture, Assignment, CLO1
o Solutions to non-degenerate LPP by Discussions, Quiz, Midterm
Simplex method (Big M-method and Problem solving, Exam, Final
two-phase method) Group work Exam
6 • Transportation and Assignment Lecture, Assignment, CLO1
Problems Discussions, Quiz, Midterm
o Least cost solutions by the Stepping- Problem solving, Exam, Final
Stone method Group work Exam
o Maximization assignment problems

7 • Midterm Examination Midterm CLO1, CLO2,

o Linear Programing Examination CLO3, CLO4,
o Transportation problem CLO5
o Assignment problem

8 • Non-linear programming Lecture, Assignment, CLO2

o Unconstrained optimization Discussions, Quiz, Final
o Solution to business example Problem solving Exam
problems

9 • Non-linear programming Lecture, Assignment, CLO2

o Optimization with equality Discussions, Quiz, Final
constraints by Lagrangian multiplier Problem solving Exam
method
o Solution to business example
problems

10 • Network Models Lecture, Assignment, CLO3

• Introduction to network models Discussions, Quiz, Final
• Minimum spanning tree technique Problem solving Exam
• Maximum-Flow technique
• Shortest-Route technique

11 • Introduction to game theory Lecture, Assignment, CLO3

o Pure and mixed strategy games Discussions, Quiz, Final
o Minimax criterion Problem solving Exam
12 • Simulation Lecture, Assignment, CLO4
o Introduction Discussions, Quiz, Final
o Monte Carlo simulation Problem solving Exam
o Simulation of an inventory problem
o Simulation of queuing problem
o

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 13 • Markov decision process Lecture, Assignment, CLO4
o Introduction Discussions, Quiz, Final
o State and state probabilities Problem solving, Exam
o Matrix of transition probabilities Group work
o Equilibrium conditions
o Solution to a business example
problem

14 • Waiting line management Lecture, Assignment, CLO5

o Formation of waiting lines Discussions, Quiz, Final
o Characteristics of waiting lines Problem solving, Exam
o Goals of waiting line management Group work
o Simple waiting line models
o Solution to waiting line business
problems

OPN630 Technology Management and Innovation

A. Course General Information:

Course Code: OPN630

Course Title: Technology Management and Innovation

Credit Hours: 3

Contact Hours/Week: 3

Category: Elective course for MBA program

Type: Elective course for the students of MBA Program with a major in
operations and supply chain management

Prerequisites: OPN620 Logistics and Supply Chain Management

Co-requisites: None

B. Course Catalogue Description:

This course is designed to focus on the key concepts, models, and methods that enable manager to
effectively manage the development and utilization of technologies. It will focus on how industries
and firms are transformed by new technologies, and what factors affect the innovation performance.
The concept of technology is broad and it refers to the process by which an organization transforms
their inputs into output (product/services). Both technology and innovation play a significant role in
the development of business processes.

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C. Rationale of the Course:

Contemporary business firms are operating under a dynamic environment where changes in
technological environment significantly affect the competitiveness of the firms. It is essential for firms
to constantly study the existing technologies and be prepare for adapting new technologies. This
course will help students understand the concept of technologies and the methods to evaluate the
feasibility of new technologies. It is expected that students can apply this expertise in the
organizations and create a positive impact in the industries.

D. Course Objectives (COs):

The major objectives of this course are to:

1. State the concepts of technology and innovation

2. Discuss strategic aspects of technology adaptation
3. Discuss the innovations and its association with technology management
4. Illustrate the process in developing, implementing, and managing technology from a strategic
perspective
5. Discuss the concepts of knowledge management systems and its relationship with technology
management

E. Course Learning Outcomes (CLOs):

On successful completion of the course, learners should be able to:

SL. CLO Description

CLO1 Describe technology management basics.

CLO2 Explain the comprehensive and concise definitions/descriptions of specific terminologies,

models and theories related to the subject.

CLO3 Demonstrate reading and report writing skills and be able to present it

CLO4 Gain advanced concepts of the discipline that constitutes technology management.

CLO5 Evaluate existing technologies and apply the principles and practices of technology
management to a real-world environment/enterprise

F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9

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 CLO1 ✔

CLO2 ✔

CLO3 ✔ ✔

CLO4 ✔ ✔

CLO5 ✔ ✔

G. Course Plan specifying CLOs, co-curricular activities (if any), Teaching-Learning and Assessment
Strategies mapped with the CLOs:

Week Topic Teaching- Assessment Corresponding

Learning Strategy CLOs
Strategy

1 ● Management of Technology and Lecture, Notes, Midterm CLO1

Innovation: An Overview Discussions Exam, Final
o importance of Technology and Exam
Innovation to Business and
society
o The Study of Technology,
Innovation, and Its Management
o Key Definitions of Technology
o The Importance of Managing
Technology
2 ● Management of Technology and Lecture, Notes, Midterm CLO1
Innovation: An Overview(continued) Discussions Exam, Final
o Key Definitions of Innovation Exam
o The Process of Managing
Innovation
o Structuring the Examination of
managing technology and
innovations (MTI)

3 ● Strategy Process and the Lecture, Notes, Homework, CLO1

Management of Technology and Discussions Quiz,
Innovation Midterm
o Strategy and MTI in strategic Exam, Final
management Exam
o The Strategic Process in MTI
o Integrating MTI and Strategy

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4 ● Innovation: Planning Lecture, Notes, Homework, CLO1, CLO2
o Planning: A Complex Process Discussions, Quiz,
o Factors affecting innovations Midterm
Article Review
o Types of Innovation Exam, Final
o Innovation Planning Process Exam,
o Technology Stages and Planning Group
Project

5 ● Internal Innovation: Lecture, Notes, Homework, CLO3, CLO4

Implementation Discussions In- Midterm
o Key Initial Questions for class Problem Exam, Final
Implementation Solving Exercises Exam,
o Key Implementation Issues Group
o Crafting Portfolios of Innovation Project, In-
class
Exercises

6 ● Innovation: Evaluation and Control Lecture, Notes, Homework, CLO3, CLO4

o Evaluation and Control Processes Discussions Midterm
o Control of innovation Exam, Final
o Implementing Evaluation and Exam,
Control Group
Project

7 ● Obtaining Technology: Planning Lecture, Notes, Homework, CLO3, CLO4

o Alliances for MTI Discussions Midterm
o Mergers and Acquisitions Exam, Final
o Planning the Acquisition of Exam,
Technology Group
Project

8 Mid-term exam CLO1, CLO2,

CLO3, CLO4

9 ● Obtaining Technology: Lecture, Notes, Midterm CLO1, CLO5

Implementation Discussions, Exam, Final
o Initial Questions -What Should Article Review Exam
We Be Doing Now? What Are the
Requirements for Key Activities?
What and to Whom to Delegate?

10 ● Obtaining Technology: Evaluation Lecture, Notes, Homework, CLO3, CLO5

and Control Discussions, In- Final Exam,
o Where Evaluation and Control class Problem Group
Occur Solving Exercises Project
o Alliance/Acquisition: Capabilities,
Due Diligence, Negotiation of the

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 Deal, Integration, Ongoing
Evaluation and Control,
11 ● Obtaining Technology: Evaluation Lecture, Notes, Homework, CLO3, CLO5
and Control (Continued) Discussions, In- Final Exam,
o Metrics: Gap Analysis, Financial class Problem Group
Fitness, Strategic Fitness, Solving Exercises Project
Operational Fitness, Relationship
Fitness

12 ● Building Capabilities for MTI Lecture, Notes, Homework, CLO4, CLO5

Success: Discussions Quiz, Final
o Competitive Advantage Exam,
o Sustainable Advantage Group
o Strategic Decisions and Project
Competitive Advantage
o Building Capabilities from the
Start
o Establishment of Industry
Standards
o Venture Capital

13 ● Organizational Learning and Lecture, Notes, Final Exam, CLO1, CLO4,

Knowledge Management: Discussions, In- Group CLO5
o Organizational Learning class Problem Project
o Gathering Information Solving Exercises
o Transferring and Sharing
Processes
o Enabling Learning
o Types of Learning
o Structuring for Organizational
Learning
o Keys to Successful Organizational
Learning
o Knowledge-Management
Definitions
o Dimensions of Knowledge
Creation
o Making Knowledge Management
a Successful Capability

14 • Group Presentation CLO1, CLO4,

• Review Session CLO5

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OPN632 Forecasting and Data Analysis

A. Course General Information:

Course Code: OPN632

Course Title: Forecasting and Data Analysis

Credit Hours: 3

Contact Hours/Week: 3

Category Elective course for MBA program

Type Elective course for the students of MBA Program with a major in
operations and supply chain management

Prerequisites: OPN620 Logistics and Supply Chain Management

Co-requisites: None

B. Course Catalog Description (Content):

This course presents basic statistical techniques that are useful for preparing individual business
forecasts. Accurate forecasting of future events and their outcomes is a crucial input into a successful
business or economic planning process. This course introduces the application of various forecasting
techniques. The methods include simple trend plus seasonal plus cycle models, exponential
smoothing, autoregressive and moving average models, regression modeling, and leading indicators.
The course also looks at techniques for the evaluation of the performance of forecasting methods and
examines the role of forecasts in the decision-making process. Students will learn how to use these
techniques in real-world forecasting applications.

C. Rationale of the Course:

A significant part of today’s business processes, business decisions, and planning are driven by data
and data analysis. Besides the obvious need for high quality data that can be crunched and yield
analytics and insights that can be trusted for use in decision making, forecasting, planning those
dealing with data will also need the skills to source, wrangle, process, manage and communicate data
analytics. A major part of data analysis is forecasting. In virtually every decision made in the
organization, executives will today consider some kind of forecast. Sound predictions of demands and
trends are no longer luxury items, but a necessity. Executives at all levels have to deal with issues like
coping with seasonality, sudden changes in demand levels, price-cutting maneuvers of the
competition, strikes, and large swings of the economy, and many more. This course deals with all the
relevant issues.

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D. Course Objective:

1. Discuss ideas about fundamental concepts of capturing and processing data and use of
information and data in forecasting and find problems associated with these.
2. Present procedure for forecasting that remains essentially constant over time or changes with
time and environment.
3. Demonstrate the methods of forecasting have long-term patterns of growth or decline.
4. Illustrate students capable of designing problems solving models and tools.
5. Demonstrate procedures for forecasting and identifying forecasting error whose average levels
are affected by climate and other influences arising at regular intervals during the calendar year.

E. Course Outcomes (CLOs):

Upon successful completion of this course, students will be able to

SL. CLO Description

Describe the fundamental advantages and necessity of forecasting and data analysis for
CLO1
information in various situations.

State the know how to assess business environment and choose an appropriate forecasting
CLO2
method in that particular environment.

Explain the know how to apply various forecasting methods, which includes obtaining the
CLO3 relevant data and carrying out the necessary computation (running suitable statistical
software, if necessary).

Evaluate methods for better forecast with better statistical models based on statistical
CLO4
analysis

CLO5 Use software to make forecasted and analyzed data understandable to relevant audience.

F. Mapping of Course Outcomes (CLOs) with Program Outcomes (PLOs):

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9

CLO1 ✔ ✔
CLO2 ✔ ✔
CLO3 ✔ ✔
CLO4 ✔ ✔

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 CLO5 ✔ ✔

G. Course plan specifying content, COs, co-curricular activities (if any), teaching learning and
assessment strategy mapped with COs:

Class Topic Teaching-Learning Assessment Corresponding

Week Strategy Strategy CLOs

1 Introduction Lecture, Materials, Mid Exam, Final CLO1

Presentation, Exam
o Data and information
o Decision outcome
o Forecasting in The Areas of
Business, Manufacturing
and Service Industries
2 Data Collection and Tabulation Lecture, Materials, Mid Exam, Final CLO1, CLO2,
Presentation, In- Exam CLO4
o Fundamentals of data
class work with
collection techniques
excel
o Data arrangement for
presentation and analysis
3 Data Analysis Lecture, Materials, Assignment, Mid CLO2, CLO4
Presentation, Exam, Final Exam
o Data and different types of
Discussion, problem
analysis
solving, excel

4 Forecasting Techniques Lecture, Materials, Quiz, Mid Exam, CLO2, CLO4,

Presentation, Final Exam CLO5
o Fundamentals of
Solving Problems,
Forecasting Techniques
Discussion
o Application of Forecasting
in Business

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5 Forecasting Techniques Lecture, Materials, Case Study, Mid CLO3, CLO4
Presentation, Exam, Final Exam
o Application of Forecasting
Solving Problems,
in Business
Discussion
o Forecasting Models
o Selection of models
6 Selecting of Forecasting Lecture, Materials, Mid Exam, Final CLO3, CLO4,
Techniques Presentation, Exam CLO6
Solving Problems,
o Selecting the Appropriate
Discussion, MSP Lab
Technique of Forecasting
7 Selecting of Forecasting Lecture, Materials, Assignment, CLO4, CLO5
Techniques Presentation, Final Exam
Solving Problems,
o Environment analysis
Discussion
Appropriate Techniques
Forecasting
8 Details of- Linear Trend Lecture, Assignment, CLO2, CLO3,
Equation, Moving Average, Presentation, excel, Final Exam CLO4
Exponential Smoothing solving problem

o Application of Different
Types of Forecasting
9 Details of- Linear Trend Lecture, Materials, Quiz, Final Exam CLO4, CLO5
Equation, Moving Average, Presentation,
Exponential Smoothing Solving Problems,
Discussion
o Application of Different
Types of Forecasting
10 Techniques for Seasonality Lecture, Case Study, Final CLO4, CLO5
Presentation, Excel Exam
o Considering Seasonality in
Forecasting
11 Accuracy of Forecasts Lecture, Materials, Final Exam CLO4, CLO5
Presentation,
o Error in forecasting, MAD,
Discussion, excel
MSE, MAPA
o Find the Accuracy of
Forecasts Value
12 Controlling the Forecast Lecture, Materials, Final Exam CLO3, CLO5
Presentation,
o Monitoring Forecasting Error
Discussion, excel

13 Review Lecture, CLO1, CLO5

Presentation, Q/A
o Review Through Cases
14 Group Term Paper
Presentation

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 Review Session

OPN634 Business process analysis, design and implementation

A. Course General Information:

Course Code: OPN634

Course Title: Business process analysis, design and implementation

Credit Hours: 3

Contact Hours/Week: 3

Category: Elective Course in the MBA Program

Type: Elective course for the students of MBA Program with a major in
operations and supply chain management

Prerequisites: OPN620 Logistics and Supply Chain Management

Co-requisites: None

B. Course Catalog Description:

Business Process Analysis, Design and Implementation course will be equipped with the knowledge
and skill sets to excel you as a Business Process Analyst. Business process analysts supposed to have
the essential skills to develop a system. The analyst plays a major role in the development of the new
information system or redesigning the existing system. This course delivers the necessary contents
to prepares students to become a professional business process analyst.

C. Rationale of the Course:

Global Business is increasingly confronted with the need to participate and manage in real-time
environment. This business process improvement course gives the chance to acquire the information
and skills necessary to use the most successful and current business analysis approaches when
modelling your firm, completely assessing the present state, and then developing the future state.
The implementation of these methodologies will be discussed within the context of an overarching
framework, identifying key deliverables and main phases from modelling and analysis of the current
state and future state design.

D. Course Objectives (COs):

The major objectives of this course are to:

1. State the business operating processes.

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 2. Illustrate the feasibility analysis of system alternatives.
3. Demonstrate a formal development plan.
4. Discuss the vulnerability to accounting risk, security risk, and system control development.
5. Discuss the quality assurance and testing systems.

E. Course Learning Outcomes (CLOs):

SL. CLO Description

CLO1 Analyze the efficacy of existing business and operational procedures.

CLO2 Describe the role and responsibilities of a business analyst.

CLO3 Explain the Business Analysis best practices using project management life cycles

CLO4 Recognize and integrate the Business Analysis Core Concept Model (BACCM) framework
into the business operations of your firm.

CLO5 Assess and select business process performance controls, metrics and targets.

F. Mapping of Course Learning Outcomes (CLOs) with Program Learning Outcomes (PLOs):

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6 PLO7 PLO8 PLO9

CLO1 ✔ ✔

CLO2 ✔ ✔

CLO3 ✔ ✔

CLO4 ✔ ✔

CLO5 ✔ ✔

G. Course Plan specifying CLOs, co-curricular activities (if any), Teaching-Learning, and Assessment
Strategies mapped with the CLOs:

Week Topic Teaching- Assessment Corresponding

Learning Strategy CLOs
Strategy

● Introduction and Overview of Quiz, Midterm,

Business Analysis Lecture Presentation,
1 CLO1, CLO2
Discussion Case Studies,
Assignments

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 o What are “Business
Processes?” and “What is a
“Business Process Analysis?”

o What are the roles and

responsibilities of a “Business
Process Analyst”?

o What are some of the

“business processes” in our
organization?

o What current business

processes in our organization
need improvement to achieve
better outcomes (e.g., ROI)
for our organization?

● Business Analysis Planning and

Monitoring [Initiate Phase]

o Assess the effectiveness of

current business processes Quiz, Midterm,
and operational processes to Lecture Presentation,
2 CLO1, CLO2
determine “gaps,” “out of Discussion Case Studies,
control, etc. Assignments

o Evaluate and prioritize

potential incremental
improvements

● Business Analysis Planning and

Monitoring [continued)

o Apply the relevant

information (e.g., metrics-
driven) elicited in the fact
gathering process to create Quiz, Midterm,
and analyze process models Lecture Presentation,
3 (Voice of the Business) CLO1, CLO2
Discussion Case Studies,
o Initiate a business process Assignments
analysis effort with clear
objectives and agreed-upon
goals

o Complete estimates for costs

and deliver a realistic budget

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 o Process improvement scope
and deliver a scope model
of realistic requirements

● Elicitation and Collaboration

[Scope and Design Phase]

o Develop a Stakeholder
Requirements Matrix based
upon the deliberate steps of
stakeholder identification,
analysis, and buy-in
commitment

o Build a strategy for active

involvement/participation of
stakeholders in assessing,
improving, and sustaining
business processes Quiz, Midterm,
improvement Lecture Presentation,
4 CLO1, CLO2
Discussion Case Studies,
o Using elicitation techniques,
Assignments
acquire business process
improvement requirements
from stakeholders (Voice of
the Customer) through:

Group-based collaboration:
Brainstorming, Focus Groups,
Requirements Workshops,
collaborative games.

o Individual elicitation:
Interviews, Observation,
Survey/Questionnaire

● Elicitation and Collaboration

(Continued)

o Research: Document Analysis, Quiz, Midterm,

Lecture Presentation,
5 Interface Analysis, CLO1, CLO2, CLO3
Benchmarking, Prototyping, Discussion Case Studies,
and Market Analysis Assignments

o Identify and document

business process(es) scope

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 while alleviating scope creep

o Discover how to clarify and

validate the current state
(i.e., status quo) of the
business process before
jumping to possible, future
state solutions

● Life Cycle Management

o Verify, validate, and monitor

document business rules
analysis for different types of
projects or process
improvement initiatives

o Initiate a process analysis

effort with a scope
statement, vision statement,
mission statement, and
strategic objectives for the
business process Quiz, Midterm,
improvement initiatives or Lecture Presentation,
6 CLO1, CLO2, CLO3
project(s) Discussion Case Studies,
Assignments
o Identify opportunities to
improve business processes
by following a systematic

10-step business
improvement process

o Efficiently and effectively

manage and streamline
backlogs and item tracking

o Document, disseminate,
review, and archive lessons
learned

● Review Session
7
● Midterm Examination

● Strategy Analysis [Improve and Lecture

8 Quiz, Midterm, CLO1, CLO2, CLO3
Control Phase]
Discussion Presentation,

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 o Identify your organization’s Case Studies,
Key Performance Indicators Assignments
(KPIs), Dashboard, Balance
Scorecard, Strengths,
Weaknesses, Opportunities,
and Threats (SWOT) and
other pertinent metrics for
analyzing the current state
(status quo)

o Conduct a business capability

analysis, decision analysis, a
financial analysis, and a risk
analysis

o Identify realistic triggers for

initiating business process
analysis

o Systematically implement the

selected improved processes
for real time
execution/implementation in
the organization

o Create an effective business

process analysis plan and
business model canvas

● Requirements Analysis and

Design Definition

o Apply process modelling

techniques and decision
modelling techniques

o Complete thorough sequence Quiz, Midterm,

diagrams Lecture Presentation,
9 CLO1, CLO2, CLO3
Discussion Case Studies,
o Conduct business rules
Assignments
analysis

o Compile user stories, use

case, roles and permissions

o Analyze and compile data

dictionary, data modelling,
data flow diagrams, and data

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 mining

o Conduct cost-benefit and

other metrics to identify and
estimate the potential value
that could be realized for
each planned process
improvement

● Process Performance
Measurement and Assessment

○ Assess and select business

process performance
controls, metrics and targets:
Learn how to use/apply a Quiz, Midterm,
Lecture Presentation,
10 robust tool kit of quality CLO1, CLO2, CLO3
assessment and control tools, Discussion Case Studies,
such as: Cause and Effect Assignments
Diagrams; Control Charts;
Flow-Charting; Histogram;
Pareto Chart and Pareto
Analysis; Run Charts; Scatter
Diagrams;

● Process Performance
Measurement and
Assessment(continued)

○ Create a Suppliers, Inputs,

Process, Outputs, Customers
(SIPOC) model and SIPOC Quiz, Midterm,
process diagram/map for Lecture Presentation,
11 CLO1, CLO2, CLO3
organization Discussion Case Studies,
Assignments
○ Identify and define complex
business process steps using
various modeling techniques
such as: Business Process
Diagrams, Value Stream
Maps, Swim Lane, etc.

● Process Performance
Quiz, Midterm,
Measurement and Lecture Presentation,
12 Assessment(continued) CLO1, CLO2, CLO3
Discussion Case Studies,
○ Gain the required level of Assignments
competencies to follow the

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 basic steps in improving
business process
performance.

○ Apply the knowledge and

skills to estimate process
time and cycle time.

● Solution Evaluation and Process

Transformation

o Effectively apply best-

practice business process
modelling and improvement
techniques for targeted
(problematic) business
processes (i.e., out-of- Quiz, Midterm,
control) Lecture Presentation,
13 CLO1, CLO3
o For process gaps or Discussion Case Studies,
deficiencies, conduct a Assignments
thorough Root-Cause
Analysis

o For solution evaluation,

determine acceptance and
evaluation criteria along with
pertinent metrics and Key
Performance Indicators (KPI)

● Solution Evaluation and Process

Transformation(continued)

o Identify agreed-upon and

required business process
changes, detail the impacts
of each business process
Quiz, Midterm,
change initiative, and Lecture Presentation,
14 develop a transition plan and CLO2, CLO3
Discussion Case Studies,
backlog of less prioritized
Assignments
business process changes.

o Submit for approval a very

detailed business process
plan for the implementation
of the business process
solution initiative or project.

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 o Evaluate solution
effectiveness of planned
business process
improvements

o Determine Return on
Investment (ROI), cost-
benefit analysis, internal rate
of return, and other metrics
to document process
improvements

OPN666 Contemporary Issues in Operations and Supply Chain Management

Course Code and Title: OPN666 Contemporary Issues in Operations and Supply Chain Management

The course examines special issues and/or contemporary events in the area of Operations and Supply
Chain Management at an advanced level. Selection of topics depends on the relevance and importance
to the field, interest and preference of learners and instructors. Topic specific Course Description, Course
Objectives (COs), Course Learning Outcomes (CLOs) and the Mapping of Course Learning Outcomes (CLOs)
with the Program Learning Outcomes (PLOs) will be outlined Subject to the special issue.

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