Graduate(Masters) & Post Graduate(Doctorial) Courses Details

Emgt 6204 - Managing Organizational Change in Technical Organizations Credit Hours 3 Semester Credit hours Course Status Elective Course Outline In today's complex business environment, organizations face constant changes in their external and internal environment. To compete, they need to change constantly and as is so often said, “All management amounts to the management of change”. Successfully moving from the known and familiar to the uncertainty of new ways and methods requires that employees be given the awareness and tools to deal with disruptions in routine.In this rapidly changing environment implementing change has become one of the key tasks of managers.However, as anyone who has already tried to introduce change in an organization knows, managing this process is often difficult. Managers can expect resistance from: those who think they might lose power, influence or opportunities /li> those who do not understand the implications of the proposed changes those who lack trust in the "change agents" many other sources of passive or active internal resistance Broad Course Contents What is Change Management? The organized and systematic application of the knowledge, tools, and resources of change that helps organizations achieve their business strategy is referred to as Change Management. The face of organizations is rapidly evolving and one of the major, ongoing exercises is to envision, implement and manage changes that will enhance the level of performance. Change can refer to any of the following: external changes in the market/industry, technology, customers, competitors, social, political and natural environment, shifts within the organization, top-down programs such as BPR, restructuring, business transformation programs. Themes to be Covered in this Course Managing Organizational Change (An Overview) Strategies and Methodologies of Change Management 8-Stage Model by Kotter Resistance and Barriers to Change How to Become an Effective Change Leader Understanding the Human Change Process Motivating and Enabling Change Reengineering / Culture Change The Strategic Role of Change Conflict Management Interventions Contents/Topics Change Management Workshop Approaches to Change Management – Part One Approaches to Change Management – Part Two Approaches to Change Management – Part Three Organizational Change Management Resistance to Change CASE STUDY Change Communication Mid-Term Examination Change Interventions – Part One Change Interventions – Part Two Cultural Change and Leading Change CASE STUDY· Project Presentations Project Presentations Prerequisites None Suggested Text Strategic Organizational Change – Michael A. Beitler Managing the Change Process – David K. Carr Making Sense of Change Management – Esther Cameron and Mike Green

EMgt 71515 - Telecom Law and Regulations Credit Hours 3 semester credit hours Course Status Telecom Business Management Course Outline Telecom, being a highly capital and technology intensive industry, has for long been considered a natural monopoly. The industry plays a dual role: an industry by itself and at the same time acts as an enabler for development and management of all other economic activity. In the context of Pakistan, the telecom industry or the sector, as a whole, stands deregulated or open to competition since 1st Jan 2003, ending monopoly of PTCL, the state-run telecom giant. 1.2 The telecom sector in Pakistan today witnesses multi-operator environment wherein a number of local and foreign telecos / service providers have been issued licenses to operate in Pakistan in the light of telecom deregulation policies (Fixed-line and Mobile communication and Broadband) issued by the government of Pakistan. This obligates Pakistan Telecommunication Authority (PTA), the telecom regulator, to ensure level playing field, non-discriminatory policies, sound regulatory and legal framework to boost investors’ confidence. 1.3 Not only this, it also obligates the government for segregation of several functions performed by the government as a monopoly operator (player like PTCL), policy maker (rule maker i.e PTA) and arbiter (referee), e.g. policy, licensing, spectrum management, provision of network infrastructure, provisions of telecommunication services, quality of service standards, tariffs, universal access, disputes resolution, introduction of new services, etc. Broad Course Contents Introduction to the Telecom Industry of Pakistan – Past, Present & Future WTO Regulation Reference Paper Global Trends in Market Reform Over view of Telecom Regulation Licensing Telecom Services Telecom De-Regulation & Competition in Pakistan - Historical Perspective Telecom Regulatory Framework in Pakistan Interconnection Universal Service Pakistan Telecom (Re-Organization) Act – 1996 & Amendment 2006 Telecom Rules 2000 Telecom De-Regulation Policies (Fixed Line, Mobile & Broadband) Key Regulatory Issues in Telecom Prerequisites None Suggested Text Telecom Reforms, Principles, Policies and Regulatory Practices. By W.H. Melody, Technical University of Denmark 1997 www.lirne.net/library/TelecomRegorm/pdf Telecommunications Law Handbook by John Angel & Ian Walden Published by Blackstone Press Ltd, 9-15 Aldine Street, London

EMgt 71601 Research Methodology for Engineering Managers Credit Hours 3 Semester Credit hours Course Status Manufacturing Management Course Outline The purpose of this course is: To introduce students to the process of undertaking research from finding a researchable question, positioning it within the requisite literature by doing a relevant literature review, to choosing the appropriate research design for investigating their research question(s) or issue(s), satisfy ethical concerns related to their research, identify and gather data, analyze the data and drawing conclusions from it. To enable students to gain the ability to do research by practically doing a research project. To illustrate the research process with selected examples from the business; technological and social environments. The contents of the course are: Introduction to Business Research, Design and data sources, Data collection procedures, Data processing and analysis, bivariate data analysis and research project proposal. Broad Course Contents The Scientific method, Science as a Tranformative Process. Classifications of research The Steps of the Research Process Managing the Research Process Defining your Research topic, From Interesting Topics to Researchable Questions. Importance of Developing your Research Question Theory and Research. Dealing with Conceptual Issues The Different Research Methodologies· Working with Existing Literature: Literature Search and Literature Review The Research Design Qualitative and Quantitative Measures Sampling Survey Research and Data collection procedures Issues of Ethics and Power Data Analysis and Issues to do with Quantitative Data Writing the Research Report: Problem Statement Literature Review Research Design Results Prerequisites Basic Statistics Suggested Text Bouma, Gary D. “The Research Process”. Fourth Edition. Oxford University Press. 2000 Collis, Jill and Hussey, Roger. “Business Research. Second Edition. Palgrave, Macmillan, 2003 O’leary, Zina. “The Essential Guide to Doing Research”, Pak Book Corporation. 2004 Neumann, W. Lawrence, Social Research Methods: Qualitative and Quantitative Approaches

Emgt 71213 - Software Risk and Configuration Management Credit Hours 3 Semester Credit hours Course Status Software Project Management Course Outline The course is designed to teach the discipline of software configuration and risk management. The course is suitable for software developers, team leaders, project managers, and senior managers involved with software projects. It is designed to provide them the concepts, strategies, and tools that can make their next software development project more predictable rather than a guesstimate. The course delivery includes theoretical concepts and information hand-on experience in the field. Broad Course Contents INTRODUCTION / OVERVIEW Corporate Laws IMPORTANCE OF RISK & CONFIGURATION MANAGEMENT, SCM PHASES, CONFIGURATION IDENTIFICATION & CONTROL, SCM ACCOUNTING & AUDITING, SCM PLANS, DOCUMENTATION MANAGEMENT, SCM TOOLS, IMPLEMENTATION, OPERATIONS, ORGANIZATION, ELEMENTS OF SOFTWARE RISK MANAGEMENT, RISK FACTORS, RISK METRICS, RISK PLANNING, JIT METHOD, COURSE REVIEW, GROUP PRESENTATIONS. Prerequisites None Suggested Text Software Configuration Management Handbook (2nd Edition) by Alexis Leon Software Engineering Risk Management (IEEE) by Dale Walter Karolak Lecture notes of all related material will be provided as and when needed. Slides will be uploaded at the internet group

EMgt 6611 - Transfer of Technology Credit Hours 3 Semester Credit hours Course Status Management of Technology Broad Course Contents Role of Transfer of Technology (TOT) in economic development of a country. Historical background of TOT to developing countries. Why Technology Transfer? Technology transfer The receiver’s point of view. The supplier’s point of view. Other parties concerned. Factors favoring technology transfer agreements. Flow of technology to developing countries. Process of technology transfer. Evaluating a technology: value and price Evaluating a technology: stating a price. Finding sources of technology: six strategies. The role of government A national plan for technology and industry The technology plan: setting priorities. The technology plan: establishing control Understanding contracts –an introduction to international contract practices. The model technology acquisition contract. Prerequisites None Suggested Text Management of Technology by Mr. Tarek Khalil Technology Transfer by Cohen Joel

Emgt – 8801 Manufacturing Engineering and Management. Credit Hours 3 Semester Credit hours Course Status Manufacturing Management Course Outline The practice of Engineering is concerned not only with technology, but also with people, money, and organizations. Projects must be planned, coasted and managed and the products must be designed, manufactured and marketed in the real world. Most professional engineers will find themselves in a position of responsibility not only for a project but also for the project team. Thus the capabilities of the modern engineer must not only involve engineering, they are also required to cover personal and leadership skills such as how to motivate others to work as part of a team. This requires familiarity with the techniques of management decision-making, and with finance and accounting that often determine the scale and character of the engineered product in whatever form. Course is address these issues. Broad Course Contents Product life cycles, Corporate / Marketing / Manufacturing Strategies, Control of Manufacturing Systems, Benchmarking, People, Management and Leadership, Organizations, Project Management, Total Quality Management, Advanced Manufacturing Control Systems, Modern Manufacturing Systems, Concurrent Engineering, Integrated Systems, Modeling and Simulating Manufacturing Systems, Cell Design and Control, Integration and computer integrated Manufacturing (CIM), Plant management, Course work assignments, Conduct of the course, Responsibilities, Homework assignments, Academic Integrated policy. Prerequisites None Suggested Text Manufacturing Systems, Engineering: A unified approach to Manufacturing technology, production Management and Industrial economics by Katsundo Hitomi. Manufacturing Management- Principles and systems by Richard Burman. Manufacturing Management-Learning through case studies by David G. Coward.

MMgt – 5005 Introduction to Financial Management Credit Hours 3 Semester Credit hours Course Status M.M. Core Course Course Outline Features and functions of financial markets Corporate Laws Financial institutions The Stock Market and Index construction Corporate Financing An Overview of Financial Management The Balance Sheet The Income Statement & Cash Flow Statement Analysis of Financial Statements Time Value of Money Project Analysis Risk and Return The Basics Of Capital Budgeting Cost of Capital Short Term and Long Term Financing Prerequisites None Suggested Text Fundamentals of Financial Management, Concise 4e,Brigham & Houston Corporate Finance, Brealey & Myers

EMgt 6215 - Problem Solving and Decision Making in Engineering Environment Credit Hours 3 Semester Credit hours Course Status Core Course Broad Course Contents 1. Introduction-Decision Making- A Quantitative Approach. Decision Making and how Quantitative Tools helps in it? Character tics of Quantitative Methods Type of Models and Modeling in Quantitative Approach 2. Linear Programming- An Introduction Linear equation Basic Requirements of LP Transform the business thinking to LP models Graphical Solution of LP problems 3. Linear Programming-Simplex Method Setting up the Solution framework Simplex Algorithm for Maximization Simplex Algorithm for Minimization 4. Transportation Model-An Introduction Setting up the transportation Tableau Testing the solution for improvement Optimal solution of Transportation Models Problem Maximization and Minimization 5. Assignment Model-An Introduction The Hungarian Method Traveling Saleman Problems Maximization and Minimization cases 6. Inventory Models-An Introduction Costs associated with Inventory EOQ Model Break Even analysis BE with cost, price and quantity 7. Net Work Analysis- An Introduction Characteristics and Techniques Critical Path Method Programme Evaluation and Review Technique 8. Decision Theory-An Introduction Steps in Decision Making Decision Making Environment 9. Queuing Theory- An Introduction Queuing and cost behavior Definitions of Queuing Behavior Single Channel Queuing Model Economic aspects of Queuing Model Models in Decision Making Prerequisites None Suggested Text Gupta M.P& Khanna R.B, Quantitative Techniques for Decision Making,Prentice-Hall of India. Handout from Any latest book on Quantitative Methods/Management Science/Decision Science/Operations Research/Operational Research Anderson, Sweeney and Williams,Quantitative Methods for Business,South-Western College Publishing Company Taha, Hamdy A., Operations Research – An Introduction, Macmillan Publishing Company Inc. New York,7th Edition

EMgt 81202– Software Quality Management Credit Hours 3 Semester Credit hours Course Status Software project Management Broad Course Contents Introduction to SQM Total Quality Management (An Introduction) Software quality lessons learned from quality experts {Cost of software quality} Configuration Management under CMMI Requirement Management under CMMI PPQA under CMMI Project Planning (An Intro) under CMMI Project Monitoring & Control under CMMI Supplier Agreement Management under CMMI Software metrics Measurements CMMI & Measurements Personal & corporate requirements to make software quality assurance work Process Standardization & Software Quality Testing Using Statistical Quality Control (Six Sigma & Control Charts), Statistical method applied to software engineering {Introduction to clean room software engineering, extreme programming & agile modeling etc} Standardization of the software quality assurance, software quality program organization {ISO approach to SQM, developing SQM plan, ASQ software quality engineer certification program} CMMI Slack Prerequisites None Suggested Text Management Of Technology; The Key To Competitiveness And. Wealth Creation by Tarek M Khalil, Strategic Technology Management by Fredrick Betz. International Business; The Challenge of Global Competition by Donald A Ball.

EMgt 6110 – Essentials of Economics for Engineers Credit Hours 3 Semester Credit hours Course Status Elective Broad Course Contents The Economizing Problem. Individual Markets: Demand & Supply. Elasticity of Demand & Supply. Costs of Production. The Money Market; Globalisation of Financial Markets. Technology; Technological Change; Technology, R&D, & Efficiency; Information Technology. Capital Market (Stock Market). The Role of Security Exchange Commission of Pakistan. Measuring Domestic Output & National Income. Introduction to Economic Growth & Instability. Basic Macroeconomic Relationships. Fiscal Policy. International Trade & International Finance. International Economy & Globalization. Exchange Rate, Balance of Payment, & Trade Deficits: Basic Concepts. Prerequisites None Suggested Text Economics (2005) by C. R. McConnell & S. L. Brue, 16th edition. Economics (2006) 6th edition by Case & Fair: Relevant Chapters. Contemporary Engineering Economics (2002) by Chan S. Park, 3rd edition. Intermediate Microeconomics: (2003), by Hal R. Varian. Economics (2002), 3rd edition, by Joseph E. Stiglitz. International Economics (2004) 9th edition, by Robert J. Carbaugh.

EMgt 6205 – Human Resource Management in Technological Concerns Credit Hours 3 Semester Credit hours Course Status Elective Course outline HRM Foundation Employee Resourcing Employee Performance Employee Development Employee Relations Employee Compensation International & MNC HRM HR Metrics and Measures Project & Research Paper Instruction Groups/Individuals will be required to carry out a comprehensive project on approved subject organizations. The participants will be required to submit a project report after completion of every module of study. Details and guidelines of the project will be provided to the students after the commencement of classes. Broad Course Contents Human Resource Management (HRM) involves all management decisions and actions that affect the nature of the relationship between the organization and its employees. With effective HRM the organization acquires a competent and committed workforce, able to support the corporate strategy. Therefore, organizations can create a competitive advantage through their people. The HRM course prepares students to learn the art of managing human resource. This course places emphasis on the management of people in the work environment by developing extensive understanding of the concepts and methods used to attract, develop, and efficiently utilize the firm’s human resource. It has become crucial for everyone in modern organizations, irrespective of field of specialization, to have substantial knowledge of human resource management. Managing technical organizations without significant knowledge of HRM is an awkward scenario. Human resource is fast becoming critical resource of present day organization that defines the success in the competitive environment. Prerequisites None Suggested Text Human Resource ManagementRobert L. Mathis, John H. JacksonHandbook of Human Resource Management PracticeBy Michael Armstrong.

EMgt 71568 – Fundamentals of Telecom Networks Credit Hours 3 Semester Credit hours Course Status Telecom Business Management Broad Course Contents This course has been designed to provide an in-sight to the existing and emerging telecommunication networks technologies. Starting from the very basic concepts of multiplexing and modulation, the course covers advance topics such as Stored Program Control (SPC) digital switches, ITU-T’s Common Channel Signaling System No. 7 (SS7), Traffic Theory, GSM system architecture, procedures, protocols, Voice-over-IP networks, and Next Generation Networks (NGN). Upon completion of the course, the participants will develop a comprehensive understanding of various components and protocols used in Public Switched Telephone Networks (PSTNs) and Public Land Mobile Networks (PLMNs). A quick glance at basics of telecommunications, Stored Program Control Digital Switches, Traffic Theory, Signaling Systems, Global System for Mobile Communication (GSM), Advanced Topics ( WLL / LDI-Technologies and Architectures, Next Generation Networks- The Soft Switch concept, Voice over IP Networks- Challenges and Solutions). Prerequisites None Suggested Text 1. Telecommunication Switching, Traffic and Networks, J.E. Flood. 2. Telecommunications-Abeginner’s Guide, Hills Associates Inc.(Thiagarajan Vishwanathan 3. Digital Switching Systems-System Reliability and Analysis, Syed R. Ali.

EMgt 6702 – Quality Improvement in Technical Concerns Credit Hours 3 Semester Credit hours Course Status Core Course Course Outline This unique and innovative three credit hour course is beneficial for those organisations, which after implementing ISO 9000 want to further excel. In pursuit to quality journey, this TQM course will provide the participants with basic but comprehensive solutions and step-by-step approach to transform their organisations into quality driven and future oriented organisations. The program will adopt a practical, problem solving approach and students will actually experience the effective implementation of change through TQM. The students will be able to address issues of quality and work through the process of order fulfillment and quality control. Data collection and analysis using quality improvements tools such as Pareto charts, Histograms and Cause and Effect diagrams will also be discussed. In progressing rounds, students will learn how to implement the changes for improvement of business process and the financial outcome of the operations. The challenges to management in the developing economies faced by increasing globalization, threat of WTO, revised technical trade barriers, enhanced competition and greater sophistication of the customers will also be extensively discussed. Broad Course Contents Basic Quality Management Principles and their Applications. Journey of Quality. Empowerment. Quality Assurance and Control. Quality and Productivity & Deming’s 14 Points. TQM and Leadership. Cost of Quality. Statistical Process Control. Customer Satisfaction and Quality Theories. Quality Function Deployment. & Benchmarking Quality Planning and Organizing. Cultural Transformation for TQM. Quality in Services. Quality in Public Sector. TQM Implementation. TQM in Pakistan. International Quality. Standards and Awards. Quality function. Deployment. Future Strategic Directions in TQM. Prerequisites None Suggested Text TQM: A Cross Functional Perspective by Rao, and Schlesinger. "Integrating Productivity & Quality Management" By J. A. Edosmwan. Total Quality Management by Dr B Narayan. Management: Total Quality in A Global Environment. Principle of Total Quality by Vincent K Omachonu. TQM 2nd Edition by Dale H. Besterfield.

EMgt 9317 – Cost Benefit Analysis Credit Hours 3 Semester Credit hours Course Status Engineering Project Management Course Outline Cost benefit Analysis (hereafter CBA) is a multidisciplinary course. But its thrust is driven by basics principles of economics. It is the application of economic theory, financial analysis, political science and public finance, all in qualitative and quantitative terms, to analyze and choose among the alternative options in any decision problem. This analysis and choice is typically based on the comparison of benefits and cost across the various options available. Thus in any CBA the main ingredients are identification and quantification (when possible) of all the costs and benefits, estimation, sensitivity, inter-temporal and intra-temporal aggregation, formation of decision rule, decision making and revisiting/ reevaluating. The decision problem may pertain to private agents or society. CBA is specifically concerned with such options that have society-wide impact. Even if the CBA is conducted for a specific client, the social impacts, positive or negative on rest of the society are not ignored. This aspect makes CBA a much more challenging, and hence interesting, task than a typical financial analysis or even economic analysis from private agents’ perspective. A project may be rejected because of its negative spillovers, even if it is highly profitable for private agents. Since CBA involves all the social benefits and costs, it is often subject to controversy regarding what benefits and what costs are to be included and how can these be measured in practice. Tools of economic theory and political economy provide some clues but a lot still depends on value judgments of the analyst. For value-free positive analysis a typical researcher would tend to minimize personal judgment and lay out a set of scenarios that can potentially arise and provide this set to the decision maker to choose. Since the course is heavily tilted towards economics, students are advised to revise their basic concepts in economics, especially supply-demand analysis and the related concepts that lie in the background of supply-demand analysis. Broad Course Contents Introduction to CBA. Theory of CBA. CBA in Free Markets Economy. Market Failure and CBA. Issues in Aggregation Across Agents (Intra-Temporal Aggregation) and Social Welfare. Issues in Inter-temporal aggregation and Social Discounting. Public Goods, Externalities and Congestion. Analysis with Risk and Uncertainly. Prerequisites None Suggested Text Broadman, A. E., D. H. Greenberg, A. R. Vining and D. L. Weimer (1996) Cost-Benefit Analysis: Concepts and Practice, Prentice-Hall Inc. London. Tang, S.L. (1991) Economic Feasibility of Projects : Managerial and Engineering Practice, McGraw-Hill, Singapore. Peter, G. S. and W. A. Schaffer (1978) Cost Benefit Analysis: A Handbook, Academic Press, New York.

EMgt 6326 – Finance for Technical Managers Credit Hours 3 Semester Credit hours Course Status Core Course Broad Course Contents Features and functions of financial markets. Corporate Laws. Financial institutions. The Stock Market and Index construction. Corporate Financing. An Overview of Financial Management The Balance Sheet. The Income Statement & Cash Flow Statement. Analysis of Financial Statements. Time Value of Money. Project Analysis. Risk and Return. The Basics Of Capital Budgeting. Cost of Capital. Short Term and Long Term Financing. Prerequisites None Suggested Text Fundamentals of Financial Management, Concise 4e,Brigham & Houston. Corporate Finance, Brealey & Myers.

EMgt 6233 – Engineering Contract Management Credit Hours 3 Semester Credit hours Course Status Elective Course Outline This course gives an exposure to the legal and contractual segment of engineering management. During the course participants will get familiarize with the international tendering procedures and contract terms and detailed exposition of the popular FIDIC conditions of contract concerning Engineering construction. Local Laws related to Engineering transactions, arbitration, sale v purchase, carriage of goods and instruments of money transfer. This course is designed to familiarize the participant with different types of partnerships in law and to touch upon the procedures of making and registering partnerships, joint ventures and consortia etc. Broad Course Contents Engineering Contracts & Their Management Local Law of contract V Contract Act 1872. Sale / Supply contracts, Carriage contracts and Instruments of Payment. Partnership, Joint venture and Consortium contracts. Standard Forms of International Engineering construction contracts FIDIC 4 V Conditions of Civil construction works contract. FIDIC V Conditions of Electrical & Mechanical works contract. Management of FIDIC based construction contracts V Notices. Management of FIDIC based construction contracts V Time & cost claims. Management of FIDIC based construction contracts V other actions. Contract for Dredging & Reclamation works. EPC Turnkey contracts; Design-Build contracts. Contract for Employer Designed Projects. Claim making based upon construction contracts. Engineering Design and Construction supervision contracts. Engineering Production & Supply contracts. Contractual Dispute Resolution The Arbitration and Conciliation Law of Pakistan V Arbitration Act, 1940 Popular Arbitration procedure. International Arbitral Tribunals for commercial, construction Industry and Investment disputes arbitrationAmicable Dispute Resolution Rules & ForumsUNCITRAL Rules of Arbitration. Rules of Arbitration of the International Chamber of Commerce (ICC). ICSID Rules & Procedures. Model Arbitration clauses in contracts Civil Courts Actions upon Contracts The relevant part of civil procedure code (Code of Civil Procedure, 1908) including civil actions arising from arbitration on contractual disputes. The relevant part of law of Limitation (Limitation Act, 1908). Prerequisites None Suggested Text Hudson’s Building & Engineering Contracts by I N Duncan Wallace. Law of Contract by Cheshire, Fifoot and Furmstone. Contract Law by Sajid Ali Qureshi. Arbitration Act, 1940. Business Laws by Sajid Ali Qureshi. The FIDIC Form of contract by Nael G Bunni. FIDIC 4th A Practical Legal Guide by EC Corbett. Contractual Scheme of FIDIC by Sajid A Qureshi.

EMgt 8804 – Seminar in Competitiveness and Technology Credit Hours 3 Semester Credit hours Course Status Manufacturing management Course Outline The seminar in competitiveness and technology course is a core Ph d course designed to equip the prospective researchers and students with basic knowledge of competitiveness. This term is gaining a vital importance in the highly dynamic business environment around the world. The smaller companies are merging to form bigger companies for sharing the benefits of lesser competition and more resources. The economic giants are getting liquidated due to inability to have efficient control over the resources and due to their diversified investments. The idea of competitiveness of products and services in such a competitive environment has become the root cause for survival of smaller companies and staying in business for the multinationals. It has moved from a product to firm and nations and even the economies defining global regions of competition. The latest parameter added to the competitiveness of the products and services if the fast development in technology over the past few decades. This course would make the students aware of the salient features of competitiveness and also would assist them to define strategies for their organizations and countries for their future economic development. They would be able to create wealth for themselves as well as their organizations. The principle of education for a purpose would be applied throughout the course and researchers would learn how to proceed to any area of research of their interest. Broad Course Contents Introduction and Review of its influence on society. Role of Technology in Creation of Wealth. Critical Factors in Management of Technology. Technology Life Cycle. Processes of Technological Innovation. Managing Innovation within Product Development cycle. Global Competitiveness and Technology. Emergence and Fall of Tigers. Problems in Competitiveness. Business strategy and Technology Strategy. Corporate Core Competencies. Technologies and Core Competence Integration. Forecasting Market Conditions (Competitive Conditions in Mature phase of Industrial life cycle). Research management, strategy and planning. Industrial Competitiveness; The Challenge for Pakistan. Prerequisites None Suggested Text Managing Concurrent Engineering: Buying Time to Market, a Definitive Guide to Improved Competitiveness in Electronics Design and Manufacturing (Hardcover) The Technology War: A Case for Competitiveness by David H. Brandin and Michael A. Harrison (Hardcover - 4 Nov 1987) Technology and Economic Development: The Dynamics of Local, Regional and National Competitiveness (Paperback) Japan's Computer and Communications Industry: The Evolution of Industrial Giants and Global Competitiveness (Japan Business & Economics) by Martin Fransman (Hardcover - 26 Oct 1995 Quality Assurance: The Route to Efficiency and Competitiveness (Series: Ellis Horwood Series Applied Science & Industrial Technology Series Editor: D.H. Sharp) by Lionel Stebbing (Hardcover - 19 Feb 1986) Operations Management: Focusing on Quality and Competitiveness by Roberta S. Russell and Bernard W. Taylor (Hardcover - 15 Jul 1997) Competitiveness through technology : what business needs from government

EMgt 71208 – Quantitative & Qualitative Methods Credit Hours 3 Semester Credit hours Course Status Elective Broad Course Contents Introduction to Statistics. Summarizing, Describing and Presenting. Numerical Data in Tables and Charts. Basic Probability and Discrete Probability Distributions. The Normal Distribution. Sampling Distributions. Estimation and Hypothesis Testing. Finish Estimation and Hypothesis Testing. Types of Linear Regression models and derivation of the simplelinear equation; preliminary curve fitting etc. Measures of variation and simple ANOVA, confidence intervals for point estimates, and their covariance. BEST properties of OLS estimates. Multiple Regression: basic results, residual analysis,homoskedasticity and F tests. Multiple Regression: confidence intervals, modeling issues. Multicollinearity. Tests for aptness of model (Chi-square etc), ANOVA or Non-parametric testing for categorical variables. Time Series: Classical model and trends. Time Series: Forecasting and calculation of indexes. Autocorrelation. Exponential Smoothing and Regression methods. Prerequisites None Suggested Text Berenson, Mark L and Levine M, David (B & L). “Business Statistics: A First Course”. Prentice-Hall International, Inc, 1998. Neter, J, Wesserman, Willian and Whitmore, G.A (Neter et al). Allyn and Bacon Inc 1988 Koutsoyiannis, A. “Theory of Econometrics”. Palgrave.

EMgt 61313 - Technology and Entrepreneurship Credit Hours 3 Semester Credit hours Course Status Elective Course Outline Courses called Entrepreneurship are taught in various universities with emphasis on useful knowledge areas for a business leader. To be a business leader one has to have an aptitude for it before one succeeds. Success is still not guaranteed till one has a vision to assess the future challenges and poise to transform to be in a winning position. This vision encompasses more than just the knowledge of business, it requires a complete mindset to be in the leading position. This course has been designed to train a mind to think BIG, for a leader to look BIG, and an Entrepreneur to act BIG. Entrepreneurship is the practice of starting new businesses and particularly new organizations, generally in response to known opportunities. Entrepreneurship is generally a difficult undertaking, since many new businesses often fail. Entrepreneurial activities differ from each other based on the type of business being pursued. Entrepreneurship ranges in scale from single projects to major undertakings creating several job opportunities. An entrepreneur is a person who is willing and able to convert a new idea or invention into a successful innovation. Entrepreneurship forces "creative destruction" across markets and industries, simultaneously creating new products and business models. In this way, creative destruction is largely responsible for the dynamism of industries and long-run economic growth The understanding of entrepreneurship owes a lot to the work of economist Joseph Schumpeter and the Austrian School of economics. Entrepreneurship is about taking risk. The behavior of the entrepreneur reflects a kind of person willing to put his or her career and financial security on the line and take risks in the name of an idea, spending much time as well as capital on an uncertain venture. Still another view of entrepreneurship is that it is the process of discovering, evaluating, and exploiting opportunities, which go on to apply themselves in the form of new business ventures. In this model an entrepreneur could be defined as "someone who acts with ambition beyond that supportable by the resources currently under his control, in relentless pursuit of opportunity" (a definition common to entrepreneurship professors Howard Stevenson and Jeffry Timmons). Pinchot (1985) coined the term Intrapreneurship to describe entrepreneurial-like activities inside organizations and government. The concept is commonly referred to as Corporate Entrepreneurship. Entrepreneurship is widely regarded as an integral player in the business culture of social life, and particularly as an engine for job creation and economic growth. This course will particularly be of a great value to you once you will be the middle and senior level managers, project conceivers, team leaders, coordinators and volunteers and will be directly or indirectly involved with the projects, organizations, or if you are expected to be engaged in such activities in future. The course will be useful for you if you join industry, social sector development organizations, engineering, academia, politics and journalism or chose to be freelance thinkers. Broad Course Contents Introduction to entrepreneurship The Evolution of Entrepreneurship Who Are Entrepreneurs? The Entrepreneurial Personality The Entrepreneurial Mind-Set The Macro View The Micro View Developing the Vision Encouraging Innovation Sources of Innovative Ideas Human resources and the entrepreneurial organization: the organizational perspective Entrepreneurship in other contexts: non-profit and government organizations Developing an entrepreneurial culture Corporate strategy and entrepreneurship Leading the entrepreneurial organization Assessing entrepreneurial performance Management Versus Entrepreneurship Concept of Balance: Simultaneous Looseness and Tightness Avoiding Folklore: The Myths of Entrepreneurship The Entrepreneur’s Confrontation with Risk Stress and the Entrepreneur What Is Entrepreneurial Stress? Sources of Stress Dealing with Stress The Entrepreneurial Ego Overbearing Need for Control Unrealistic Optimism Entrepreneurial Motivation Overriding Desire for Success The Entrepreneurial Mind-Set in Organizations-Corporate Entrepreneurship Reengineering Organizational Thinking Developing Individual Managers for Corporate Entrepreneurship Developing Teams The Ethical Side of Entrepreneurship Opportunity Identification: The Search for New Ideas Ignorance of Legal Issues Understanding the Key Financial Statements Strategic Planning The International Environment: Global Opportunities Venture Development Stages New-Venture Development

EMgt 71548 – Program Management in Telecom Organizations Credit Hours 3 Semester Credit hours Course Status Area of Specialization Broad Course Contents Introduction to Program Management What is Program Management? Program Management and Project Management Managing programs in telecomm organizations A comprehensive review of Project Management concepts The Total Organizational Framework Description of the framework for achieving world-class performance Mapping the framework onto Program Management Leadership, commitment and culture; Strategic planning Quality and processes Process analysis; Process documentation and systems Self-assessment – Gap analysis; Benchmarking Defining improvement opportunities and prioritizing People development, communication, and training. Re-visioning and business process re-design; Continuous improvement; Performance measurement and feedback. Prerequisites None

EMgt 61001 – Engineering Project Managent Credit Hours 3 Semester Credit hours Course Status Core Course Course Outline Key Aspects of Project Management Strategy, Portfolio and Program Management Technology Management Project Control Competence Development Broad Course Contents Key Aspects of Project Management Introduction to Project Management and Project Control Qualitative and Quantitative Risk Management Project Management Structures Strategy, Portfolio and Program Management Management of a Project Oriented Company Moving from Cooperate Strategy to Project Strategy Technology Management Requirement Management in a Project Management Context Process and Product Modeling Managing Data and Configurations for effective project management Managing Technology: Innovation, Learning and Maturity Project Control Time, Cost and Critical Chain Management Project Performance Measurement & Value Management Improving quality in project and program Competence Development Leadership of Project Team / Managing Human Resources Developing Project Management Capability / Lesson Learned: Project Evaluation Other Tentative Topics: Budgeting and Cost Estimation Scheduling and Networking Monitoring and Information System Project Control MS Project 2003 Prerequisites No Prerequisite for this course Suggested Text Project Management, By Maylor, 2nd Edition The Wiley Guide to Managing Projects, By Peter W. G.Morris & Jeffrey K.Pinto Practical Project Management Ghattas R.G, Mckee,F.L, Pearson Education Asia A Guide to the Project Management Body Knowledge (PMBOK Guide), 2000 Edition,Project Management Institute, Newton Square, Pennsylvania, USA

EMgt 6211 - Management of Technical Organizations & Practices Credit Hours 3 Semester Credit hours Course Status Core Course Course Outline This course is designed to cover essential concepts in modern management, with special emphasis on how to manage technical organizations. The purpose of the course is to prepare students to be effective managers both in the domestic and global environment. Broad Course Contents The challenge of Management Pioneering ideas in Management Understanding internal and external environments Social responsibility and ethics in management Managerial decision making Establishing organizational goals and plans Strategic Management Fostering an innovative organization Basic elements of organization structure Strategic organization design Human Resource Management Motivation Leadership Managerial Communication Managing groups Controlling the Organization Managing organizations through change and conflict World Trade Organization Globalization & its Discontents Managing Change in a Globalizing World Prerequisites None Suggested Text Management (A Pacific Rim Focus), 2003 by Kathryn Bartol & others. Enhanced Edition Fundamentals of Management: Essential Concepts and Applications (2005), Fifth Edition by Stephen P. Robbins & David A. DeCenzo Additional articles / readings will be assigned from other books & magazines including the following Harvard Business Review Fortune The Economist New York Times The Dawn

EMgt 6409 - Supply Chain Management Credit Hours 3 Semester Credit hours Course Status Elective Course Outline This course seeks to synchronize organization’s processes and those of its suppliers to match the flow of materials, services and information with customer demand. It also involves the coordination of the key processes in the organization such as order placement, order fulfillment, and purchasing which are supported by marketing, finance, engineering, information systems, operations and logistics. Successful supply chain management requires a high degree of functional integration, which means doing away with departmental silos and evolving a seamless organization geared to meeting customer’s requirement Broad Course Contents Supply chain management – an overview Introduction to supply chain management and fundamental concepts. Concept of integrated supply chain management Supply chain management in order to achieve value and competitive advantage Supply chain management – an overview Major common pitfalls Opportunities Supply Chain Management Generic types/ definitions/ Major drivers Supply Chain Management as Profession. Strategic Decisions in Supply Chain Management Business Strategy/ Core Competencies Strategic Supply Chain Decisions Customer/Suppliers Relations strategy. Designing the Supply Chain Network Distribution network in Supply Chain Models for Facility locations & Capacity allocation Evaluating network design Decisions Planning Demand and Supply in a supply chain Demand forecasting in a supply chain Aggregate Planning in a supply chain Managing Predictable variability Planning and Managing Inventories in a supply chain: Inventory Classification/ Inventory ordering systems/ inventory Costs Managing uncertainty in the supply chain & Safety Stocks Product Availability: Importance of the level of product availability Factors affecting product availability Supply chain contracts and impact on profitability Customer Returns processes (Reverse Supply chain) Supply chain Integration Performance measures: Supply chain metrics, Performance metrics, Productivity metrics across the chain Prerequisites None Suggested Text Supply Chain Management (Theories & Practices) by R.P.Mohanty & S.G.DeshMukhg Supply Chain Management (Strategy, Planning & Operations by Sunil Chopra & Peter Meindl

MMgt 5002 – Business Communication Credit Hours 3 Semester Credit hours Course Status MM Core Course Course Outline Effective Business Communication plays a vital role in every Business operation. However the management often overlooks its importance. The manner, by which an enterprise communicates, creates an impression of its standard and the image it wishes to convey. Therefore, the need to continuously enhance the communication skills should be realized by the technical managers and employees for better understanding within the organizations and effective relations with the customers.This course is designed to enable the students to understand the principles of effective business communication. It would help in applying the critical and creative thinking abilities that are necessary for effectively communicating in today’s hi-tech business world. By the end of this course students would be able to demonstrate clarity, precision, conciseness and coherence in their use of communication tools. Broad Course Contents Communication as the most important management tool Use of words and sentences in verbal communication The power of non-verbal communication Gestures Clusters The importance of listening Basic skill-sets of a manager Presentation skills Written Communication Communication in Multicultural World Keeping pace with a changing world the PR way Prerequisites None

EMgt 6708 – Strategic Decision & Risk Management Credit Hours 3 Semester Credit hours Course Status Elective Course Outline This course is about learning from the experiences of these worldwide Giants. It is meant to provide vision, knowledge and approach to the Junior, Middle and Senior level Managers who may aspire to become Corporate level executives. Corporate level Executives are expected to learn a number of gaps that may exist in their current practices. It will also act as a means to enhance their ability for pushing their organizations to the levels of News Corp, General Dynamics, Lock Heed Martin and many others in various sectors of industry. Broad Course Contents Fundamentals of Strategic Management Corporate Level Strategy and Governance Decisions and management Contents and Context of Management Decisions The Characteristics of Decision Makers Decisions in Groups Decisions Within the organization and decision Practice Decision Modeling Modeling Uncertainty and Preference Risk management fundamentals Essentials of Risk Insurance concepts and practices Creativity in Decision making Information for Decision support A checklist for Strategic Decision Makers Prerequisites None Suggested Text Strategic Management ……………by Peter Fitzroy Making Management decisions……by Steve Cooke Introduction to Risk Management by Mark S Dorfman Derivatives and Risk Management …….by Don M Chance

EMgt 6203 – Organizational Development Credit Hours 3 Semester Credit hours Course Status Elective Course Outline Organization Development is a process of bringing to the surface those implicit behavioral patterns that are helping or hindering development. OD practitioners are concerned with change that integrates individual needs with organizational goals more fully. OD is a planned process of change in an organization's culture through the utilization of behavioral science technologies, research, and theory. The objective of OD is to create effective organization. Knowledge and practice of OD is essential for technical managers for shifting their primary focus away from technical aspects of the organization. Every organization has a technology and is also composed of people who interact to accomplish tasks. The realization that organization is a sociotechnical system is crucial. The human dimension constitutes the social subsystem. OD targets the social subsystem of organization. Topics included in this course would cover: changing the corporate culture, the diagnostic process, team development, OD productivity interventions; approaches to organization design and work design, conflict management and resolution, and strategic change management. Broad Course Contents Introduction to Organization Development The Nature of Planned Change Entering and Contracting Diagnosing Organizations Diagnosing Groups and Jobs Collecting and Analyzing Diagnostic Information Feeding Back Diagnostic Information Designing Interventions Leading and Managing Change Evaluating and Institutionalizing OD Interventions Interpersonal and Group Process Approaches Organization Process Approaches Restructuring Organizations Employee Involvement Work Design Performance Management Developing and Assisting Members Organization and Environment Relationships Organization Transformation Prerequisites None

EMgt 6816 – Inventory Management Credit Hours 3 Semester Credit hours Course Status Elective Course Outline Stocks play a very important role in helping the organizations improve their productivity and processes by creating a buffer between consecutive operations along with maintaining a reasonable customer service level. The other side of the coin is that a lot of capital is tied up in stocks which has a huge cost and can impact the bottom line of the income statement adversely. Inventory management deals with the tools used to effectively manage and optimize the overall cost of the stocks while maintaining the desired customer service level. This course has been specifically designed for professional who are involved with procurement, storing and handling, consuming or utilizing stocks in any way. This means that the course will prove to be equally beneficial for engineers, logistic mangers and other professionals involve in different businesses. The course has been designed in logical sequence to help young as well as seasoned professionals benefit equally. Broad Course Contents Introduction to Inventory Management Stocks in supply chain Strategic role of stocks and different inventory costs Independent and dependent Demand items and Basic EOQ model Uncertainty in demand and costs Models for known demand Models for uncertain demand Uncertain Lead time and demand Information for Inventory Management Forecasting Demand Planning and Stocks Aggregate planning and master schedules Material Requirement Planning Just in Time (JIT) and Vendor Managed Inventory (VMI) Prerequisites None

EMgt 6804 –Total Productivity Management Credit Hours 3 Semester Credit hours Course Status Elective Course Outline TPM is not about Maintenance, it is about Optimization Total physical Assets of a company. it deals with IDENTIFYING , ANALYZING ,and QUANTIFYING , all major losses on a shop floor. Weather it is an issue of Quality, Performance or Plant availability --- all are covered by TPM. For the first time TPM enables management to identify areas which need improvements.TPM ia an exciting new Management tool which compliments TQM.taught extensively in US and EU universities under the title of “ASSET OPERATION OPTIMIZATION” it is being widely practiced world wide including very enthusiastic efforts in India, Pakistan is now gradually realizing its significance. TPM also brings forth in a quantified manner the Financial effects of low equipment reliability. A company with the best product may not stay in business if its expense for getting the product to the customer is excessive areas to be covered include: Broad Course Contents Focused Improvements Autonomous Maintenance Planned Maintenance Quality Maintenance Early Management Education and Training Safety and Environmental Management Administrative Departments activities

EMgt 71634 –Seminar in Good Governance Credit Hours 3 Semester Credit hours Course Status Elective Broad Course Contents Governance Indicators (14) Defining governance Governance Monitoring Public Finance Management Administrative Reforms Checks and Balances Institutions Reform indicators Service Provision and Investment climate Corporate Governance Recent Reforms in Pakistan

EMgt 81003 – Enterprise Resource Planning Credit Hours 3 Semester Credit hours Course Status Engineering Project Management Course Outline Key Aspects of Project Management Strategy, Portfolio and Program Management Technology Management Project Control Competence Development Broad Course Contents Key Aspects of Project Management Introduction to Project Management and Project Control Qualitative and Quantitative Risk Management Project Management Structures Strategy, Portfolio and Program Management Management of a Project Oriented Company Moving from Cooperate Strategy to Project Strategy Technology Management Requirement Management in a Project Management Context Process and Product Modeling Managing Data and Configurations for effective project management Managing Technology: Innovation, Learning and Maturity Project Control Time, Cost and Critical Chain Management Project Performance Measurement & Value Management Improving quality in project and program Competence Development Leadership of Project Team / Managing Human Resources Developing Project Management Capability / Lesson Learned: Project Evaluation Other Tentative Topics: Budgeting and Cost Estimation Scheduling and Networking Monitoring and Information System Project Control MS Project 2003 Prerequisites None Suggested Text Project Management, By Maylor, 2nd Edition The Wiley Guide to Managing Projects, By Peter W. G.Morris & Jeffrey K.Pinto Practical Project Management Ghattas R.G, Mckee,F.L, Pearson Education Asia A Guide to the Project Management Body Knowledge (PMBOK Guide), 2000 Edition, Project Management Institute, NewtonSquare, Pennsylvania, USA

EMgt 91510 – Emerging Technologies in Telecom Sector Credit Hours 3 Semester Credit hours Course Status Telecom Business Management Course Outline This course is designed to introduce the emerging technologies in telecommunications giving you the necessary perspective on how old, legacy technologies work and how new technologies will come to the market. It will focus not only on the technical aspect of the technology but will also educate you on how the technology is being used around the world and how it affects the consumer and provider market both in the world and here in Pakistan. The course will comprise of a comprehensive project requiring a detailed design of planning transitioning from 2.5G to 3G. Broad Course Contents Mobile Number Portability (MNP) Voice over IP (VoIP) IP Multimedia Subsystem (IMS) Next Generation Networks (NGN) Universal Mobile Telecommunication Systems (UMTS) WLL/ WiMax 3G/ 4G Fibre to the House (FTTH) GSM (Global System for Mobile Communication) GPRS (General Packet Radio Service ) 2.5G Prerequisites None

EMgt 6705– Productivity Engineering and Management Credit Hours 3 Semester Credit hours Course Status Elective Broad Course Contents Trends in International Trade & Manufacturing. Globalization Competitiveness Growth Competitive Index Productivity Role of productivity in competitiveness Productivity Situation in Pakistan Productivity Management: Partial Productivity. Total Factor Productivity. Total Productivity Comprehensive Total Productivity (Including the intangible outputs) Introduction to different models used for productivity measurements Monitoring productivity trends though indices Productivity measurement at micro & macro levels. Productivity and Individual Enterprises, Concept of Work Study, Management Techniques to Reduce Work Contents The Productivity Management Cycle: Evaluation Measurement Planning Improvement Labour Productivity Improvement Techniques. Skills & knowledge Attitude Technology Based Productivity Improvement Techniques Energy Productivity Improvement Techniques Energy conservation campaigns Planning for energy efficient Equipment Capital Productivity Improvement Techniques Fixed Assets Working Capital Material Productivity Improvement Techniques Carrying and Ordering Costs EOQ Concepts of MRP Waste reduction New Technology Induction Skill Gap Bridging Planning & Execution of Separation Scheme Evaluation the related socio-economic problems and help in planning for the future of those departing. Productivity’s gain sharing with the remaining employees. Production Planning. Overview of Manufacturing Resource Planning (Strategic planning process, People Team Process, Total Quality & Continuous Improvement Processes, New Product Development Processes, Planning & Control Processes.) Role of production scheduling in productivity Improvements. Reducing the number of changeovers. Reducing the time required for changeover (overview of single Minute Exchange of Die “SMED”) Maintenance Process Improvements. Enhancing Mean Time Between Failures (MTBF) Reducing Mean Time To Repair (MTTR) Overview of Sumanth’s Total Productivity Management (TPmgt.TM) Prerequisites None Suggested Text Productivity Management” by Joseph Peprokopenko, ILO Productivity Engineering & Management” by David J. Samantha Productivity Measurement & Improvement” by Christopher & Thor Integrating Productivity & Quality Management” by J.A Edosman Productivity Management” A System Approach” by Prem Vrat, G.D Sardana & B.S Sahay. Introduction to Work Study” Third Edition, ILO

EMgt 61314 – Managing Technological Innovation Credit Hours 3 Semester Credit hours Course Status Technology Management Course Outline The Process of technological innovation Factors contributing to successful technological innovation Factors impeding technological innovation The structure of Japanese Innovation system Basis of competitiveness Paths of technological innovation Customer response to technological innovation The four fundamental theories of innovation Elements of innovation R & D as an integral part of business process Core Competencies Fast cycle capability Prerequisites None

EMgt 71624 - Industrial Psychology and Sociological Aspects in Technical Organizations Credit Hours 3 Semester Credit hours Course Status Elective Course Outline Industrial/Organizational (I/O) psychology is both the study of behavior in organizational and work settings and the application of the methods, and principles of psychology to individuals and groups in organizational and work settings. The principles of individual, group, and organizational behavior will be explored through behavioral measurement, communication, motivation, social interaction, and leadership. Problems and activities will be oriented around scientific solutions to human problems at work with a focus on international applications. By learning what industrial and organizational (I/O) psychologists do, studying what leading consulting organizations offer and reviewing current research in I/O, students will become aware of the techniques today’s effective leaders and managers employ to select, motivate, train, assess, and develop their workforce. The student will evaluate their own strengths and weaknesses as leaders and managers. They will demonstrate skill in accessing and utilizing important Internet websites dealing with I/O issues. Broad Course Contents Chapter 1:Introduction Chapter 2:Research Methods in I/O Psychology Chapter 3:Job Analysis Chapter 4:Performance Appraisal Chapter 5:Assessment Methods for Selection and Placement Chapter 6: Selecting Employees Chapter 7:Training Chapter 8:Theories of Employee Motivation Chapter 9:Feelings About Work Chapter 10:Productive and Counter- productive Employee Behavior Chapter 11:Occupational Health Psychology Chapter 12:Work Groups and Work-Teams Chapter 13:Leadership and Power in Organizations Chapter 14: Organizational Development and Theory Final project presentations Prerequisites None Suggested Text Spector, P. E. (2006). Industrial and organizational psychology: Research and practice. (4th ed.) Hoboken, NJ: Wiley ISBN = 0-471-69099-6

EMgt 6822– Contemporary Issues and Problems in Industry Credit Hours 3 Semester Credit hours Course Status Elective Course Outline This is a project-based course designed to develop skills in scooping and undertaking a technical project which ads value for an industry based client. The students will further develop skills in: Working with a client to identify an important issue or opportunity Scooping and undertaking the technical project Managing the project work, and the client for whom the work is undertaken. Delivering a sound and relevant technical outcome, which can be used to add real value for the client. The aim of this course is to develop expertise in the traditional graduate Technical areas — management, finance, accounting, information technology, economics, and operations — along with pacesetting, innovative courses in information engineering, global perspectives, and entrepreneurship. This well-rounded approach prepares individuals for success in the new world of techno-business and its challenges and opportunities. Prerequisites None

EMGT 6211 - Management of Technical Orgnizations and Practices Credit Hours 3 semester credit hours Area of Specialization Foundation / Core Course Course Outline Today’s Engineering and Management students are tomorrow’s leaders and managers. Just as the workplace in this new century will be vastly different from today’s so too must our teaching and learning environment be different from days gone by. Even while continuing to emphasize cultural diversity, information technology, ethics and social responsibility, the global management educators must confidently move students forward on paths toward an uncertain future. New values and management approaches are appearing; the nature of work and organizations is changing: the age of information is transforming our lives. The major goal for this course is to make students aware of these environmental changes and to show them how effective technical management could be for adaptation in this emerging new environment. The term “dynamic engagement” is used among peoples around the world to highlight these changes. Dynamic engagement as a theme is developed in course. There has never been a more rewarding or challenging time to be a manager. The reward comes from knowing that effective, efficient managers can make and are making a real difference in our world. Managers make a difference by influencing the development of new products and services. They make a difference by supporting the personal development of the people who work for them, increasingly each day, managers make a difference by reconciling organizational activities with ecological, social, and political concerns across the globe. The challenge comes from globalization of the economy, which presents a constantly shifting kaleidoscope of competitive pressures and opportunities. To incorporate new trends in the quality management and to address the most strategic issues likely to be encountered in the 21st century by the quality control managers and top corporate management. To provide the participants with the knowledge, tools, skills and exposure of the Total Quality Management, control concepts and applications required for building their organizations’ future strategic directions. To satisfy emerging demand by various market-driven organizations that want to challenge the status quo and to build competitive edge in the market by adopting the latest quality control systems and techniques. To familiarize latest trends in the Total Quality Management to the managers of Pakistani corporate & public sector environment. To address the most strategic issues likely to be encountered in the 21st century by the quality conscious managers and corporate management. To provide the students with the knowledge, tools, skills and exposure of the quality and Industrial competitiveness concepts and applications required for building their organizations’ future strategic directions. To satisfy dynamic, and market-driven organizations that want to challenge the status quo and to build competitive edge in the market by adopting the latest quality enhancement systems and techniques. In progressing rounds, students will learn how to implement the changes for improvement of business process and the financial outcome of the operations. The challenges to management in the developing economies faced by increasing globalization, threat of WTO, revised technical trade barriers; enhanced competition and greater sophistication of the customers will also be extensively discussed. Broad Course Contents Technical Managers – Yesterday, Today & Tomorrow Evolution of Management Thought & Industrial Organization Structure Competitiveness, Engineering & Technology Management Environmental, Social, Societal & Ethical Concerns in Engineering Environment Challenges of Globalization & Threats of WTO Strategic Planning & MBO in contemporary Technical Organization Making Effectiveness Decision Management Organization Challenges in 21st Century Strategic Technological Management Business and Technology Strategy for Technical Organization Managing Human Resources in Engineering Environment Managing Change, Innovation & Organizational Development Communication for Results Synergy Through Motivation Leadership Prerequisites - Suggested Text Management by Kathryn M. Bartol & David C. Martin 3rd Edition

EMgt 61502 - Telecom Bussiness Management Credit Hours 3 semester credit hours Area of Specialization Elective Course Outline To provide in-depth understanding of the telecommunication sector management issues and policies with a business focus. To understand Telecommunication as an industry itself and as a vehicle for development of economy in general has become pivotal for managers today. As the world economy become more reliant of modes of wire and wire-less communication telecommunication provides core of every business strategy. The emerging convergence of technologies, negotiations on services under WTO, information society initiatives of EU, the dilemma between content and connection regulation, achieving export-oriented economic growth — are all issues that affect the state and structure of telecommunication market in every country. This course will attempt to inculcate and discuss the strategic issues of telecommunication market reform, introduction to competition, role of regulation, trade-aspects of telecom, market structures, incumbent operators, emergence of global telecom providers, new technologies, and need for policy liberalization. Broad Course Contents History of Telecommunication History of Telecommunication in Pakistan International Framework for Telecom Policy Telecom Regulation & related issues New technologies, Networks, and Telecom Markets Managing Public Resources Quality of Service Competition Studies in Telecom Issues related to Developing countries Convergence & Economics of IP Networks Trade in Telecom Services & WTO E-Commerce & E-Government Prerequisites - Suggested Text Telecom Reform: Principles, Policies, and Regulatory Practices Edited by William H. Melody Global Telecommunication Revolution: The Business Perspective By Thomas J. Housel & Eric Wm. Skopec McGraw-Hill Irwin ed. 2001 Ministry of IT & Telecom Pakistan Regulatory Authority (PTA) Documents WTO – GATS ITU World Bank Telecom Regulation Toolkit World Bank Privatization Toolkit

EMgt 8701 - Bussiness Process Re-Engineering Credit Hours 3 semester credit hours Area of Specialization Elective Course Outline This course aims to impart training in following major areas of BPR: The implementation of BPR as a direction to cost reduction, simplified and flexible business processes, improved control, and competitive advantage The concept behind Business Process Reengineering (BPR) The major components of BPR The relationship of BPR and strategic business planning Goals and objectives of Reengineering What, when and How to reengineer Steps involved in BPR for any type of organization BPR and change management A practical approach towards definition, application, and analysis of the BPR program BPR approaches and tools Upon successful completion of this course, the student will be able to: Understand the implications of effective business processes on the overall effectiveness of any organization Perform basic process analysis to include process reengineering and redesign Apply problem-solving skills related to process enhancement in the right direction Have practical knowledge of the BPR and issues involved while reengineering Have better understanding of the strategic realignment while running a BPR program. Broad Course Contents Introduction to BPR The alignment of organizational goals and objectives with globalization, competitiveness, cost reduction, productivity, and Information technology The strategy framework & business processes-aligned Reengineering-today’s need Broad objectives of reengineering Business process & reengineering Understanding business processes Business processes-defined Classification of business processes The needs of reengineering Identify core processes Rationale for core processes Key analysis points Documentation Purpose of process documentation Objectives and needs identification Documentation techniques Documentation tools Business process analysis Recap of reengineering needs/objectives Business process analysis guideline Business process analysis tools and techniques Reengineering Improvements-the core objective Recap of process redesign Reengineering approaches Reengineering models Reengineering tools and techniques Implementation Implementation guide Issues Role of line and support functions Change management Prerequisites - Suggested Text Process Improvement A handbook for managers, by Sarah Cook Process Redesign The implementation Guide for managers, by Arthur R. Tenner, Irving J. Detoro

EMgt 61002 - Computer Applications in Project Management Credit Hours 3 semester credit hours Area of Specialization Engineering Project Management Course Outline This course is especially designed for technical managers of all levels involved in Project Management dealing in today’s engineering and construction market which is highly competitive, driving profit margins down as risks increase. It only takes one failed project to wipe out an entire year’s profit. As a project-based organization that depends upon the accuracy of decisions made everyday, one needs best-in-class project management solutions that build a competitive advantage for the field and office. Primavera offers the most-specified project management solutions in the industry to help you profitably manage the business of engineering and construction. The course will provide the fundamental training on Primavera and MS Project software to handle different complex project management activities. Broad Course Contents Introduction to CPM and Pert Introduction to Microsoft Project Management Package Scheduling with the MSPM Networking with MSPM Reports and Returns with MSPM Planning & Controlling Projects Using Primavera P3® Course Outline Fundamentals of Project Management What is a Project Managing Projects Elements of Project Management Managerial Cycle Parties of a Project Project Management Cycle PM Process and Phases Planning and Control Interrelation of Time, Resource and Cost Bar Charts vs. Network Logic Diagrams Types of relationships CPM Scheduling Workshop 1: Calculating a schedule manually Resource Histograms S-Curves Earned Value Project Management Project Planning in P3 Planning Phase Project setup considerations Project groups and members Introduction to a project Structure of the Project Developing coding structures Building Activity Codes Dictionary Using Activity codes Assigning codes values Activity ID codes Workshop 2: Adding projects and activity codes dictionary Breaking up Activities Activity components Adding and deleting activities Activity types Workshop 3: Adding and organizing activities by codes Defining Calendars Types of calendars Work time & Non-work time Creating and assigning calendars Workshop 4: Defining and reassigning calendars Defining relationships Lags Creating relationships in Bar view and PERT Editing and deleting relationships Workshop 5: Establishing the Network Logic Driving and Non-driving Relationships Loops Open-ends Imposed finish dates and Constraints Keeping logs Workshop 6: Assigning constraints Customizing Layouts and Editing data Copying projects Adding and Formatting Columns Editing activity data in columns Formatting Bar Charts Text Placement on Bar Charts Using Layouts and Filters Filter levels Level 1 filters Level 2 filters Applying filters Using Global Change Workshop 7: Editing data and customizing layouts Resource and Cost Management Defining a resource Elements of PM in P3 Resource Dictionary Resource limits and price Cost account structure Cost account dictionary Open-ends Workshop 8: Establishing Resource and Cost account dictionaries Assigning resource Calculating resource usage Assigning cost Types of costs Calculating Unit-Price Expense and Lump Sum Costs Budget Summaries Workshop 9: Assign Resource and Costs Displaying Histograms and S-Curves Project Control in P3 Control Phase Creating Target Plan Target Analysis layouts Target Bars Backing-up and Restoring a Project Workshop 10: Assigning target plan and creating layout for analysis Data Date concept for tracking progress Updating and tracking process Activity and resource variables Data date for statusing Update progress using Spotlight Updating activities individually Updating completed activities Updating in progress activities Updating resources Rescheduling on a specified Data Date Workshop 11: Updating progress and statusing activities Producing reports and output Effective layouts Formatting bars, columns Focusing on a group of activities Summarizing activities Look ahead layouts Printing layouts Print Preview Print and setup options Headers and Footers Workshop 12: Printing layouts Prerequisites None Suggested Text Project Management, By Maylor, 2nd Edition Pearson Education Asia Practical Project Management Ghattas R.G, Mckee,F.L, Pearson Education Asia A Guide to the Project Management Body of Knowledge (PMBOK Guide), 2000 Edition, Project Management Institute, Newton Square, Pennsylvania, USA

EMgt 6949 - Wind Energy Project Development Credit Hours 3 semester credit hours Area of Specialization Elective Course Outline To introduce the growing knowledge economy based knowledged workforce of Pakistan to this new and emerging technology that is expected to be one of the most used Alternate Energy source in future. To satisfy the growing market demand of wind energy professionals both in technical and managerial fields. To enable Pakistan’s industry to embrace the emerging technologies in alternate energies. To create a base of qualified professionals in the field of Wind Energy. Broad Course Contents Introduction Wind Energy Technology Wind Power and Society Wind Power Project Developments Prerequisites - Suggested Text Developing Wind Power Projects: Theory and Practice by Tore Wizelius

EMgt 61305 - Technology, International Trade and Economic Development Credit Hours 3 semester credit hours Area of Specialization Elective Course Outline This Course has been developed to integrate the three vital ingredients of the development process. These ingredients are: Technology, International Trade, & Economic Development. Each of these acts and reacts on one another in the different stages of economic development and growth. In this Course, students will learn about the changing features of a globalizing world and about the process of economic growth and development. The objective of the Course is to motivate the students to learn to analyze the impact of forces driving economic exchanges among nations of the world. These forces are reflected in technological changes (in production, communication & information, transport) and liberalization of trade by removing tariff & non-tariff barriers. Countries that can develop and adapt new technologies more quickly than others are likely to grow rapidly. Broad Course Contents Always Greener Tracking your every move. Drop the computer Technology as freedom International Trade Theory Public Sector Technology-based organizations & Eco. Development Measuring Development Evolution of Measures of Development Classic Theories of Development Pakistan & New dynamics of world Market. Trade & Development Trade Policy Reform Trade Policy Debate Prerequisites - Suggested Text Micklethwait, John & Adrian Wooldridge (2000) A Future Perfect: The Challenge and Hidden Promise of Globalization. London: Random House Business Books. The Economist (2006) December 2nd-8th. Technology Quarterly (30 pages) Economist (2007) January 13-19th. (Pages 57-58), Drop the Computer. Harrison, Norma and Danny Samson, (2002). Technology Management Text and International Cases. New York, The McGraw-Hill Companies Betz, Frederick (1993) Strategic Technology Management Khalil, Tarek M. (2000) Management of Technology Available at CASE Library. (Singapore: McGraw-Hill Companies) Krugman, Paul R. & Obstfeld, Maurice. (2004) International Economics: Theory and Policy, 6th edition. [Singapore: Addison-Wesley] Berg, Hendrick Van den. (2004) International Economics, 1st edition [Singapore: John Wiley & Sons] Stiglitz, Joseph e. (2003) Globalisation and its Discontents (New Delhi: Penguin Books) 1st edition [Chapters 1 & 9]. Available at CASE Library Todaro, Michael P. & Smith, Stephen C. (2004) Economic Development, 8th edition. Pearson Education, Inc. Thirlwall, A. P. (2003) Growth and Development: With special Reference to Developing Economies, 7th edition Meier, Gerald M. & Rauch, James E. (2000/2004) Leading Issues in Economic Development, 7th edition. Oxford University Press. Perkins, Radelet, Snodgrass, Gillis, Roemer (2001) Economics of Development, 5th edition (New York: W.W Norton & Company).

EMgt 6817 - Product Design and Development Credit Hours 3 semester credit hours Area of Specialization Core Course Course Outline RationaleStrategies for responding to a market, product idea, existing products, customer needs,product specifications, functional requirements of the product(s), technical solutions for meeting the functional requirements, decomposition of products into modules forvarious product-life-cycle reasons, documentation and so on are the importantElements of product development. How to consider these elements in a systematicManner, while developing a product, is the focus of this course. Broad Course Contents Development Processes and Organizations Product planning Identifying customer needs Product Specifications Concept generation Concept selection Concept testing Product architecture Industrial design Product Development economics Prerequisites - Suggested Text K.T. Ulrich, and S.D. Eppinger, Product Design and Development, 3rd Edition McGraw-Hill, 2003 H. W. Stoll, Product Design Methods and Practices, Marcel Dekker, 1999 M. L. Shillito, Advanced QFD Linking Technology to Market and CompanyNeeds, John Wiley&Sons, 1995

EMgt 8802– Manufacturing Technologies Credit Hours 3 semester credit hours Area of Specialization Manufacturing Management Broad Course Contents Introduction What is Manufacturing Manufacturing Processes Engineering Materials Metals Ceramics Polymers Composite Materials Metal Casting Processes Sand Casting Permanent Mould Casting Processes Casting Quality Product Design Consideration Shaping Processes Extrusion Production of Sheet and Film Fiber and Filament Production Coating Processes Injection Molding Polymer Foam Processing and Forming Product Design Consideration Shaping Processes for Polymer Matrix Composites Starting Materials Open Mould Processes Closed Mould Processes Filament Winding Pultrusion Processes Powder Metallurgy Characterization of Engineering Powders Production of Metallic Powders Pressing and Sintering Design Consideration in P/M Bulk Deformation Processes in Metal Working Rolling Forging Extrusion Wire and Bar Drawing Sheet Metal Working Cutting Operations Bending Operations Drawing Coating and Deposition Processes Plating Conversion Coatings Physical Vapor Deposition Chemical Vapor Deposition Thermal and Mechanical Coating Processes Rapid Prototyping Fundamentals Rapid Prototyping Technologies Application Issues Processing of Integrated Circuits IC Processing Silicon Processing Lithography Integrating the Fabrication Steps IC Packaging Micro-fabrication Technologies Micro-system Products Micro-fabrication Processes Nanotechnology Prerequisites - Suggested Text Fundamentals of Modern Manufacturing, Mikell P. Groover, John Willey

EMgt 61201 – Software Project Management Credit Hours 3 semester credit hours Area of Specialization Software Project Management Course Outline This course is a blend of academic knowledge with practical experience. The detailed concepts of software project management are presented, but the true value of the course comes from the identification, solutions and tips about how to deal with the unique challenges faced specifically by the software project managers. The course will provide in-depth coverage to various conceptual frameworks for management of software projects. The key tools and processes involved in ensuring a successful software project will be covered. This course outlines few of the most important issues as per the IEEE, ACM and CMMI standards. Students will be encouraged to bring specific situations to be discussed. Participation in class discussions is essential. We will learn from each other's experience and perspective. Independent and out of the box thinking will be encouraged. Broad Course Contents Introduction to SPM Why SPM? Software Project Management: Classical Mistakes Essentials of software project management Introduction to software project management processes Software project management process and other software engineering process Software project life cycles Scope and requirements management for software projects Software project stakeholders Introduction to software project contract management Planning, estimating (software estimation), scheduling, costing (software costing) for software projects including decomposition techniques, empirical estimation models and make buy decision structures Quality planning for software projects Software project time and resource management Monitoring, measuring, controlling and evaluating software projects Software project based metrics Managing outsourcing Risk management for software projects Integrated project management for software projects Case Study 1 Midterm solution review Software project communication and human resource management Software project team structures Motivating software project teams {Negotiation and conflict management for software projects} Case study and project allocation Software project management and human / soft factors Organizational support for effective software project management Project management tools for management of software projects {Software Reusability} {Software project feasibility preparation} {Financial analysis for software projects} Software maintenance Software project closure and termination Project Management Barriers in IT Industry of Pakistan {Case Study 2} Case Study Presentations By Students Project Presentations By Students Prerequisites - Suggested Text Software Engineering (Roger S Pressman), Edition 4 or above. CMMI Handbook PMBOK Handbook Information Technology, Project Management, Schwalbe, Kathy, 2ond Ed. The Mythical Man-Month Brooks, Fredrick P Peopleware, Demarco, Tom Software Survival guide, Mc Connell, Steve Software Engineering Project Management Edited, Richard H Tayer Foreword by Edward Yourdon Project management A Managerial Approach (3rd Edition), Jack R Meredith, Samuel J. Mantel, JR. Software Project Management Readings And Cases, Kemmer Introduction To Software Management & Quality Assurance, Darrel Ince, Helen Sharp and Mark Woodman A Guide To Project Management Body Of Knowledge (2000 Edition), Project Management Institute Newtown Square, Pennsylvania USA Software Engineering, Edited By Merlin Dorfman and Richard H Thayer Foreword By Barry W Boehm

MMgt 5006 – Organizational Excellence Through Quality Management Credit Hours 3 semester credit hours Area of Specialization MM Core Course Course Outline Jobs can get sick, just like people. Like a Doctor, you need a picture of how the job is performing. Like a Doctor, you need a whole series of Tools to know what makes your job sick and what action you need to take to make it well again. Quality tools being currently taught lead to a “Well Informed Manager”. We now want to go a step further and convert this well-informed manager to a well-practiced manager, to be able to lead organizations in Quality Improvement Initiatives. The aim of this course is to impart a level of knowledge and practice so that students can use these tools to enhance Quality, Productivity and Delivery Schedule of their Organizations. The focus of the course would be on use of quality tools in real situations whether in Production or Service Industry. Tools to be Covered Tools to visualize your Processes Flow Charts Cause and Effect Diagrams Tools to visualize your Data Histograms Stem and Leaf Plots Pareto Charts Box Plots Tools to visualizing Process Behavior Control Charts including Moving Range Charts Scattered Diagrams Check Sheets Prerequisites - Suggested Text -

MMgt 5004 - Dynamics of Professional Management Credit Hours 3 semester credit hours Course Status MM Core Course Course Outline This course is designed to cover essential concepts in modern management, with special emphasis on how to manage technical organizations. The purpose of the course is to prepare students to be effective managers both in the domestic and global environment. Broad Course Contents The challenge of Management Pioneering ideas in Management Understanding internal and external environments Social responsibility and ethics in management Managerial decision making Establishing organizational goals and plans Strategic Management Fostering an innovative organization Basic elements of organization structure Strategic organization design Human Resource Management Motivation Leadership Managerial Communication Managing groups Controlling the Organization Managing organizations through change and conflict World Trade Organization Globalization & its Discontents Managing Change in a Globalizing World Prerequisites None Suggested Text Management (A Pacific Rim Focus), 2003 by Kathryn Bartol & others. Enhanced Edition Fundamentals of Management: Essential Concepts and Applications (2005), Fifth Edition by Stephen P. Robbins & David A. DeCenzo Additional articles / readings will be assigned from other books & magazines including the following Harvard Business Review Fortune The Economist New York Times The Dawn

EMgt 6252 – Business Communication for Technical Managers Credit Hours 3 semester credit hours Course Status Elective/PhD Core Course Course Outline Effective Business Communication plays a vital role in every Business operation. However the management often overlooks its importance. The manner, by which an enterprise communicates, creates an impression of its standard and the image it wishes to convey. Therefore, the need to continuously enhance the communication skills should be realized by the technical managers and employees for better understanding within the organizations and effective relations with the customers. This course is designed to enable the working graduate engineers and technical managers to understand the principles of effective business communication. It would help in applying the critical and creative thinking abilities that are necessary for effectively communicating in today’s hi-tech business world. By the end of this course students would be able to demonstrate clarity, precision, conciseness and coherence in their use of communication tools. Broad Course Contents Introduction of the Course, Expectations, Introduction of Participants, Introduction to Communication Skills, Interpersonal Communication, Non Verbal in Our Daily Lives, Business Vocabulary (1). Short Presentations, Importance of Listening, Reflective Listening, Beginning to Write. Writing Business Letters, Kinds of Letters, Memos, Exercises, Business Vocabulary (2). Introduction to Academic Skills – Fast Reading, Sub Skills of Reading Techniques and Strategies, Exercises, Ethics in Communication. Report Writing Skills Seven Cs of Effective Communication for Report Writing, Kinds of Reports, Business Vocabulary (4). Ethical and Global Context of Report Writing, Quoting, Citations, Bibliography, Plagiarism. (Topics for Final Presentations: Pair Work. Prerequisites None Suggested Text Technically Write – Communicating in a Technological Era (Third Edition) by Ron S. Blicq. Business Communication Today (Sixth Edition) by Coutland L. Boveee & John V. Thill. Excellence in Business Communication (Fourth Edition) by Coutland L. Boveee & John V. Thill. Keys to Workplace Skills by Gary Izumo/Joyce

EMgt 71602 – Research Proposal Development Techniques Credit Hours 3 semester credit hours Course Status Elective/PhD Core Course Course Outline The overall goal of this course is to make you more familiar with what research is, and how to conduct it in a scientifically rigorous manner at the PH.D level. In order to accomplish these objectives, you will have to specifically: Gain an understanding of the underlying philosophy of research Build upon previous knowledge of the research process, to enable you to gain a deeper understanding of the principles under girding research methodology. Develop a research proposal for the PH.D dissertation. The specific 5 outputs of the course fulfill each one of the above objectives. Ultimately the course is designed to apply insights gained from the first two objectives in the development of a Ph.D. dissertation proposal. However, you will also write two short papers. One paper will be on your own philosophy of research, as well as a critical analysis of one of the key readings of your research proposal. If some of you are interested in another research product, such as a grant proposal or research output for publication in a research journal, please see me so that we can make the necessary arrangements. Broad Course Contents The Entry Process. Understanding Research. a) Introduction. b) Definition c) Purpose d) Qualities of a Researcher e) Types of Research. f) The research process. g) Characteristics of a good research project. Readings for Lecture 1: 1. Collis, Jill and Hussey, Roger. “Business Research. Second Edition. Palgrave, Macmillan, 2. Ethridge, Chapter 1, “Introduction” Readings for Lectures 2 onwards will be given next week. II - The Initial Process of Discovery: How to Select a Research Topic, preliminaries involved. III - The Underlying Philosophies of Research and Personal Discovery of Your Own Philosophy. IV Role of Methodology in the Research Process. V Problem Definition and Literature Review. VI Theoretical Models, Hypotheses and their Operationalization. VII Experimental Design and review of Research Design (if required) VIII Visual and Written Preparation of Outputs, Results etc Prerequisites None Suggested Text 1. Collis, Jill and Hussey, Roger. “Business Research. Second Edition. Palgrave, Macmillan, 2003. 2. Neumann, W Lawrence. “Social Research Methods”. Fourth Edition. 3. Ethridge, Don. Research Methodology in Applied Economics : Organizing, Planning, and Conducting Economic Research. 4. Malhotra, Naresh. “Marketing Research. An Applied Orientation. Third Edition. Pearson Education, 2003.

MMgt 5001 Marketing of Products and Services Credit Hours 3 semester credit hours Course Status MM Core course Course Outline Understanding Marketing and Marketing Process Customer Relationship Management Marketing in Historical Perspective and Evolution of Marketing· Marketing Challenges in the 21st Century Strategic Planning and Marketing Process Portfolio Analysis· Marketing Process Marketing Environment Marketing Macro Environment Analyzing Marketing Opportunities and Developing Strategies The Marketing Research Process Consumer Buying Behavior Business Markets and Buying Behavior Market Segmentation Marketing Mix Product New Product Development Process Product Life- Cycle Stages and Strategies Brand Management General Pricing Approaches Price-Adjustment Strategies Price Changes Supply Chain Management (SCM) Logistic Management Retailing and Wholesaling Advertising Sales Promotion Public Relations Creating Competitive Advantage Consumer Behavior SWOT Analysis Global Marketing E-Marketing Marketing and Society Prerequisites None Suggested Text Marketing Management by Philip Kotler, 11th edition, Prentice Hall. Lecture notes