Department: Commerce Semester: BS.8 th COM COURSE OUTLINE CORPORATE GOVERNANCE SECTION – I Introduction, Meaning / Understanding, Role / Functions of Corporate Governance Practices / Culture, The corporate Governance Problem, The conflict between managers and shareholders, Agency Theory: The implications of the conflict, The Principal – Principal Conflict, Transparency and conflicts of interest, Legal approach to corporate governance SECTION - II The Impact of Ownership Structure; Ownership and agency theory; Institutional ownership; Inside Ownership; Family Ownership; Pyramidal Ownership and Business Groups; Enlarging the Stakeholder Perspective; Scope of Corporate Governance Key Issues of CG including Financial Reporting, Directors Remuneration, Company-Stakeholders Relations, Risk Management and Communication Approaches to CG including Shareholders Approach, Enlightened Shareholders Approach, Integrated/Pluralist Approach and Any other SECTION - III Different Board Types: The Good, Bad, and Ugly Responsibilities of the Board including The Oversight Function, The Directional Functions, The Advisory Function and Any other 112 Classification of Directors: Executive and Non-executive / Independent Director; Responsibilities of CEO & Senior Management; Resolving the Agency Problem; Board of directors; and Executive Compensation. Course CORPORATE GOVERNANCE Credit Hours Pre-Requisite NONE Semester ( BS- 8 TH ) Objectives 1. Apply theory to application, demonstrating an understanding of the theoretical knowledge base of organizational behavior 2. Analyze how individual and group behaviors act as building blocks to organizational behavior 3. Research and analyze aspects of organizational behavior 4. Analyze team behavior and its effect on productivity 5. Communicate and interact with team members
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Department: Commerce
Semester: BS.8th
COM
COURSE OUTLINE
CORPORATE GOVERNANCE
SECTION – I
Introduction, Meaning / Understanding, Role / Functions of Corporate Governance Practices /
Culture, The corporate Governance Problem, The conflict between managers and shareholders,
Agency Theory: The implications of the conflict, The Principal – Principal Conflict, Transparency
and conflicts of interest, Legal approach to corporate governance
SECTION - II
The Impact of Ownership Structure; Ownership and agency theory; Institutional ownership; Inside
Ownership; Family Ownership; Pyramidal Ownership and Business Groups; Enlarging the
Stakeholder Perspective; Scope of Corporate Governance Key Issues of CG including Financial
Reporting, Directors Remuneration, Company-Stakeholders Relations, Risk Management and
Communication Approaches to CG including Shareholders Approach, Enlightened Shareholders
Approach, Integrated/Pluralist Approach and Any other
SECTION - III
Different Board Types: The Good, Bad, and Ugly Responsibilities of the Board including The
Oversight Function, The Directional Functions, The Advisory Function and Any other 112
Classification of Directors: Executive and Non-executive / Independent Director; Responsibilities of
CEO & Senior Management; Resolving the Agency Problem; Board of directors; and Executive
1. Apply theory to application, demonstrating an understanding of the theoretical
knowledge base of organizational behavior 2. Analyze how individual and group
behaviors act as building blocks to organizational behavior 3. Research and
analyze aspects of organizational behavior 4. Analyze team behavior and its
effect on productivity 5. Communicate and interact with team members
SECTION - IV
Corporate Governance – Broader Issues Additional Influences on Corporate Governance
Convergence & divergence – Issues in Corporate Governance Convergence across corporate
governance systems: an interest group theory of financial development Moral Hazard and
performance incentives Any other Issue / Topic / Case / Dimension
SECTION - V
Ethics and the Role of CG Officer Reputation and Reputational Risk; Ethics and Code of Ethics;
Corporate Social Responsibility; CSR and Reputation Risk; Shades of CSR Formulating CSR Policy
a) CSR Policy b) Bench Marking in CSR c) Sustainability Report Whistleblowers d) WB – Best
Practice e) Disclosure f) Recommended Guide on WB g) CG Officer
SECTION - VI
Real World Corporate Governance Cases – Domestic and International
Recommended Text Books:
1. Companies Ordinance 1984 issued by SECP
2. Code of Corporate Governance, 2013 or Latest, issued by SECP
3. Corporate Governance, Latest Edition, Christine A. Mallin, Oxford University Press
4. Corporate Governance and Chairmanship a personal view by Adrian Cadbury by Oxford University Press
COURSE OUTLINE
INTRODUCTION TO BUSINESS
WEEK 1
BUSINESS, Scope, Importance and Functions, Entrepreneurial Qualities of a Businessman
Business Environment and Social Responsibility
Role of business in Economic Progress of the country
Problems of a Business and Business Environment
WEEK 2
FORMS OF BUSINESS ORGANIZATION
Sole-proprietorship Nature, Scope, Advantages and Disadvantages
Partnership - Classification of Partnership, Advantages and Disadvantages, Rights, Duties and Liabilities of
Partners, Kinds of partners, and Dissolution of Partnership and Firm
WEEK 3
Joint Stock Company –Types / Classification, Formation,
Memorandum of Association, Articles of Association, Prospectus,
Capital Management, Meetings and Winding up Features,
Merits and Demerits, Management of the Companies.
WEEK 4
COOPERATIVE OWNERSHIP AND BUSINESS COMBINATIONS
Meanings, Types of Cooperatives, Advantages and Disadvantages.
Business Combination: Meaning, Types and Forms, Causes and Purposes, Advantages and Disadvantages.
WEEK 5
ENTREPRENEURSHIP
Meanings/Definition, Nature, Features, Scope, Pros and Cons
Differences and Similarities between a Businessman and an Entrepreneur,
Competitive Advantage of organizations having Entrepreneurial Edge
Real World Examples, Prospects for Entrepreneurs in Pakistan, Need for Entrepreneurial Education and Activities
WEEK 6
INTERMEDIATION / MIDDLEMANSHIP
Meanings/Definition, Nature, Rationale/Theme, Features, Scope, Pros and Cons
Differences and Similarities between a Businessman and a Middleman
Real World Examples, Prospects for Intermediation in Pakistan, Need for Intermediation Education and Activities
WEEK 7
FINANCE
Definition, Components, Importance, Kinds and Sources
Long Term and Short Term Financing.
WEEK 8
Some Important Financial Institutions and Regulatory Bodies.
Stock Exchange and Commodity Exchange: Nature, Role and Significance.
Risk and Risk Management:
Insurance, Protection against Risks,
Importance and Types of Insurance, Types of Risks.
WEEK 9
MARKETING, Process of Marketing, Definition, Functions and Scope, Approaches to the Study of Marketing.
Marketing Mix for Physical Goods and Service Products, and Importance.
Channels of Distribution for Consumer Good and Organizational Goods.
Marketing Communication and Promotion,
Advertising, Personal Selling, Sales Promotion, Public Relation, Packaging.
WEEK 10
TRADE, Wholesale and Retail, Meaning, Importance,
Functions, Advantages and Disadvantages.
Foreign Trade, Imports and Exports, Role in Economic Development of the Country.
WEEK 11/12
PRESENTATIONS
WEEK 13
PHYSICAL FACTORS,
Selecting Business Location, Factors Influencing Locations, Small Business, VS Large Business
Purchasing and Inventory Control Coordination of Purchasing with Sales,
Organization of Purchasing Department, Centralize vs. Decentralize Purchasing, Purchasing Policies and Procedure
Inventory Control.
WEEK 14
BUSINESS CYCLE, AND INFORMATION TECHNOLOGY
Definition/Meaning, and the Existence in the real world.
Wage Iterative Stages/Segments of Business Cycle.
WEEK 15
Definition/Meaning, Scope & Role of IT in Business
E-Business, and E-Commerce, and their respective Scope & Role
Business IT Domains/Orientations including: B2C, C2C, C2B etc.
WEEK 16
FINALS
Reference Books:
1. Muhammad Irshad, Introduction to Business, Naveed Publication Lahore.
2. Business Organizations by ‘Nisar-ud-din’.
3. Introduction to Business by ‘M. Saeed Nasir’.
Department: Commerce Subject:
Strategic management BS.COM
8th semester
COURSE OUTLINE
STRATEGIC MANAGEMENT
COURSE DESCRIPTION
The course is meticulously designed to enable students to make structural and performance analysis of
competitive forces and to position a firm to gain strategic advantages in various business and organizational
context.
Through assignment of a wide variety of business-cases-study, the course attempts to develop knowledge-
integrated analytical understanding of practical issues associated with the formulation, selection and
implementation of business strategy choices.
The course also helps the students to understand the relevance of Western strategic management
theories and practices to the local settings. In addition, the course discusses the Islamic perspective of
formulating, implementing, and managing organizational strategies.
LEARNING OUTCOMES
By the end of this course it is expected that the student should be able to
1. Develop a framework of analysis to enable them to identify central issues and
problem in complex, comprehensive case; to suggest alternative course of
action; and present well supported recommendations for future action 2. Develop conceptual skills so that students are able to integrate
previously learned aspects of corporations.
3. Understand the relevance of the strategic management theories and practices,
underscored by Western academicians and practitioners, in local settings.
4. Understand the Islamic perspective of formulating, implementing, and
managing strategic decisions.
5. Develop skills to analyze and evaluate, both qualitatively and quantitatively, the performance of people responsible for strategic decisions and strategies in action.
6. Bridge the gap between theory and practice and developing an understanding of
when and how to apply the concepts mission and vision of the companies. 7. Develop a better understanding of the Mission statement components. 8. Develop analytical and decision making skills for dealing with complex.
COURSE CONTENT (SEMESTER 8)
Week 01, 02
AN OVERVIEW
● Strategic management: Definition and process
● Key terms in Strategic Management
● The nature of strategic decisions.
● The strategy managers: the role and tasks.
● Strategic planning and its benefits and pitfalls
Week 03, 04
STRATEGY FORMULATION: Vision and Mission
● The business vision & mission
● Importance of vision and mission
● Components of mission statement
● Writing and evaluating mission statement.
Week 05
STRATEGY FORMULATION: EXTERNAL & INTERNAL
ASSESSMENT
● Operating environment scanning
● Structural analysis of competitive forces
▪ The structure and performance of the industry as a whole.
▪ The structure and performance of individual competitors.
● Company situation analysis.
▪ Financial diagnosis
▪ Other functional areas diagnosis
▪ Existing strategies audit
● SWOT analysis
Week 01,
02
AN OVERVIEW
● Strategic management: Definition and process
● Key terms in Strategic Management
● The nature of strategic decisions.
Week 02 ● The strategy managers: the role and tasks.
● Strategic planning and its benefits and pitfalls
Week 03 Ethics and social responsibility
● Good in business good Ethics and social responsibility
● Whistle blowing, bribery,
● workplace romance
week 04
Types of STRATEGY FORMULATION
● Integration strategies
● Intensive strategies
● Means for achieving strategies
Week 05
STRATEGIES IN ACTION
Continuous of process types
● Operating environment scanning
● Structural analysis of competitive forces
● Strategies in Action and applications
Week 06
VISSION AND MISSION STATEMENTS
● BENEFITS OF HAVING A CLEAR
MISSION AND VISION
Process of developing vision and mission
● A CUSTOMER ORIENTATION
Week 07
● Importance of Vision and
Mission Statements
● Characteristics of a Mission Statement
● A good mission statement reflects the anticipations of customers.
● The operating philosophy of organizations should be to identify
customers’ needs and then provide a product or service to fulfill those
needs
● Mission statement components
Week 08
STRATEGY ANALYSIS AND CHOICE
A comprehensive strategy formulation framework The input
stage
The matching stage
SWOT Matrix
Space Matrix
BCG Matrix IE
Matrix
The Grand Strategy Matrix The
decision
QSPM Matrix
Strategy choice
criteria
Consistency
tests
Clarity of goals
Appropriate timing
Flexibility
Management commitment
The politics of strategy choice
Week 09
STRATEGY IMPLEMENTATION
● Analyzing strategy-change
● Analyzing organizational structure
● Analyzing organizing culture
● Developing an effective reward structure
● Exerting strategic leadership
● Selecting an implementation approach
● Implementing strategy and evaluating the results
● Annual objectives and policies
● Resource allocation
● Managing conflicts
Week 10
STRATEGIES EVALUATION
● Evaluation Framework
● Characteristics of an effective evaluation system
● Contingency planning
● Auditing
● 21st century challenges in Strategic Management
Week 11
STRATEGIC CONTROL
● The strategic control process
● The management information system (MIS) and strategic control
● Top management & strategic control
Week 12
A CASE ANALYSIS FRAMEWORK
● Diagnosis and record of the current situation
● Identification and record of the strategic issues and key problems
● Formulation and evaluation of alternative course of actions
● Selection of an action plan and set of recommendation
● How to avoid pitfalls in case analysis
● Communication of case analysis
▪ The written report
▪ The oral presentation and discussion
Week 13, 14
A CASE STUDY ASSIGNMENT
▪ The students are required to study 10 cases during the course work. A case-study is assigned to a group of 2 to 3 students. Aside from the submission of the written analysis, the students have to make the oral presentation in the class.
Week 15 Presentations
Week 16 Course Wrap Up and Recap
COURSE OUTLINE
INTERNATIONAL BANKING
Department: Commerce
Semester: BS.8th COM
Credit: Hours 3
COURSE CONTENTS
INTRODUCTION OF BANKING & INTERNATIONAL BANKING
THE GLOBALIZATION OF BANKING AND FINANCIAL SECTORS
PRODUCTS OF BANKING
MONEY MARKET AND CENTRAL BANKING
INTEREST RATES AND PRICES OF FINANCIAL ASSETS
FINANCIAL INSTITUTIONS,ORGANZTAION,ACTIVITIES AND REGULATIONS
GOVERNMENTS AND BUSINESSES IN THE FINANCIAL MARKETS
CONSUMER IN THE FINANCIAL MARKETS
THE INTERNATIONAL FINANCIAL SYSTEM AND ITS REVOLVING STRUCTURE
STABILITY IN FINANCIAL MARKETS
SUSTAINING MONETARY ANFD FINANCILAL STABILITY IN NEXT ERA
KINDS OF BANKING
THE GLOBAL VCAPITAL MARKETS AND FINANIAL MARKET INDICATORS
INTERNATIONAL FINANCING INSTITUTIONS AND FINANCING CENTERS
BANKING STRUCTURES AND FUNCTIONS
GLOBAL BANKING CRISES
ROLE OF CENTAL BANKS
CAPITAL MANAGEMENT AND COUNTRY RISK IN INTERNATIONAL BANKING
CREDIT RISK MANAGEMENT AND REGULATIONS AND RISK IN BANKING
BANKING AND THE ECONOMY AND INTERNATIONAL BANKING DEVELOPMENT
COURSE OUTLINE
Financial Appraisal
Course Description
The use of financial evaluation techniques to determine which of a range of possible alternatives is
preferred. Financial appraisal usually refers to the use of discounted cash flow techniques but it may
also be applied to any other approaches used to assess a business problem in financial terms, such
as ratio analysis, profitability index, or risk analysis. Compare economic appraisal.
Nearly every business decision calls for a clear understanding of the underlying numbers. A
manager needs this information to understand how well a business unit is performing, whether
a new venture can achieve a reasonable profit, how much debt to take on, and so forth.
Financial Appraisal can assist with these decisions by focusing on the key indicators in a
business that will drive its future performance. It does so by describing how to extract
meaningful information from financial statements. It also delves into a number of analyses
that are linked to specific business decisions, such as price optimization, constraint
management, and credit granting. Another area addressed is financing, where the course
covers financial leverage, capital structure, and foreign exchange risk. Other topics include
financial forecasting, discounted cash flow analysis, and the valuation of acquisitions.
1. Learning objectives
• Specify the situations in which different types of financial Appraisal could be used.
• Specify the issues to consider when making recommendations as the result of financial
Appraisal.
• Identify the financial statements, their contents, and how they are formatted.
• Cite the key accounting concepts that can alter the information presented in the financial