MBA (Fall 2015) / (Spring 2016)/ (Fall 2016)/ (Spring 2017) / (Fall 2017)

MBA Program

The Master of Business Administration (MBA) program of the university is a full-fledged and full time program of 60 + 6 credit hours spread over two years. However, depending upon the credit transfers, course waiver and exemption of internships attachment, the duration may be less than two years. A student may also enroll as a part time student in which case the duration will be longer than two years. The program is also offered in the evening so that the in-service people, entrepreneurs and self-employed can also join for development of their career/business prospects. The purposes of MBA program are to achieve technical and managerial competence necessary for successful performance in business, industry, government and education.


The specific objectives of the curriculum are to help the students:

  1. Acquire a better understanding of the roles and responsibilities of the professional managers in organizations and the society;
  2. Develop the decision making skill;
  3. Acquire the ability to speak and write effectively and professionally;
  4. Develop skill in interpersonal relations;
  5. Achieve an increased awareness and understanding of the business world; and
  6. Attain the capability of acquiring further education and training.


Applicant Eligibility

The minimum requirement for eligibility to seek admission into the MBA program is a Bachelor Degree or its equivalent in any field including business, engineering,  agriculture or medicine with 5 (five) points (with no more than one 3rd division in any public examination,) calculated as the follows.

Certificate/Degree Division/Class
GPA ≥ 4.0,  1st Divn. 3.0 ≤ GPA<

4.0, 2nd Divn.

2.0 ≤ GPA<

3.0, 3rd Divn.

SSC or equivalent 3 2 1
HSC or equivalent 3 2 1
Bachelor Degree (Pass) 4 3 2
Bachelors Degree (Hons.) and Bachelor of Engineering, Medicine and Agriculture 5 4 2
Masters Degree 1 1 1

Applicants who have passed at least 5 papers in G.C. E. ‘O’ Level and 2 papers in ‘A’ level with a bachelor degree may also apply. For such candidates to be eligible to apply, the minimum qualifying Grade Point Average (GPA) in ‘O’ and ‘A’ levels are 2.5 and 2.00 respectively. GPAs for ‘O’ level and ‘A’ level are calculated on a 4 point scale (A=4, B=3, C=2, D=1, E=0). The detailed breakdown is provided in the following table.

O Level * (GPA) A Level * (GPA) Qualifying Points
3.0 and above 2.5 and above 3
2.0 to <3.0 1.5 to < 2.5 2
1.0 to <2.0 1.0 to < 1.5 1

For certificates from foreign universities, the Sylhet International University will determine equivalence.

Foreign Applicant

International Students may apply for admission provided the individual fulfils the admission requirements as laid down for the local students. However, the requirement of written test and personal interview may be waived and in that case evaluation of students will be done on the basis of written records, academic reference and writing assignment.

Prescribed tuition fee for a foreign student is US $ 1000 per semester. But students of SAARC Countries (India, Pakistan, Nepal, Bhutan, Maldives, Sri Lanka and Afghanistan) will be charged US $ 500 or equivalent Bangladeshi taka per semester.

Degree Requirements

The MBA degree requirements are:

  1. Completion of 20 courses (60 Credit hours).
  2. Passing the comprehensive viva voce (3 credits) with a minimum of C.
  • Passing of all courses individually and maintaining a minimum Cumulative Grade Point Average (CGPA) of 2.50.
  1. Completion of the Internship program (3 credits), submission of report to the board of evaluation and getting a minimum grade of C.

Grading System

Letter grade are used to evaluate the course performance and other works of a student in a course. A+, A, A-, B+, B, B-,C+, C, and D are considered passing grades while (F) is the failing grade .The numerical equivalence of the grades as used in calculating CGPA are as follows:

Letter Grades Grade Point
A+ 4.00
A 3.75
A- 3.50
B+ 3.25
B 3.00
B- 2.75
C+ 2.50
C 2.25
D 2.00
F 0.00

Comprehensive Viva Voce

The comprehensive viva voce evaluates the academic competence of the student in the chosen area of concentration. A student must obtain at least a passing grade (C) in this examination to become eligible for the MBA degree.

The comprehensive viva voce is usually taken within two weeks after the end of the final semester in which the student is to complete the twentieth course. Failure in the comprehensive examination calls for a retake, which is allowed only once, unless otherwise decided by the Academic Committee. Such retake will be held in the semester following the graduation of the batch to which the student belongs.

Internship Program

The internship is part of the MBA degree requirement. A student must complete all other degree requirements before taking up the internship program. The internship constitutes a practical training for a student and is a preparatory step towards business career. The primary goal of internship is to provide an on-the-job exposure to the student and an opportunity for translation of theoretical concepts to real life situations. Internships are normally held in public /private sectors, research institutions and development organizations. The program covers a semester equivalent to 16 weeks with 12 weeks of organizational attachment and 4 weeks of report finalization. If any organization do not allow internship for more than 8 weeks, then the student would be permitted to conduct with  08 weeks of organizational attachment and 08 weeks of report finalization.  The internship program is usually organized to match the area of concentration of a student and is supervised by a faculty.

In all cases, a student is required to prepare an internship report within the time prescribed. The internship report of a student will be graded as per normal grading system of SIU. The passing grade in the internship is C. Failure to obtain a passing grade will require redoing the internship program and is allowed only once.

Students who are doing job in any private /public company can do his or her internship in that company under prevailing rules and regulation.

Waivers for BBA Graduates of SIU

A BBA graduate of SIU may be given waivers for a maximum of 10 core courses (equivalent to 30 credit hours) of the MBA Program, provided he/she has obtained at least ‘B’ grade (s) in similar course (s). All applications for course waiver will be considered by SIU on a case by-case -basis.

Waivers for Executive MBA Students

An Executive MBA student (who has minimum 2 years of job experience in a business organization after graduation) may be given waivers for 5 core courses (equivalent to 15 credit hours) on the basis of his/her experience and previous academic background.

General Transfer of Credit Hour and Exemption

A BBA graduate who completed 40 courses equivalent to 120 credit hours over four years at under graduate level from a recognized institution having curriculum and grading system equivalent to that of SIU may qualify for waiver of a maximum of 10 core MBA courses provided he/she has obtained at least B grade (s) in similar course(s). Such transfer of credits will be decided on individual basis by an Equivalence Committee constituted by the SIU Academic Council. A student who has been granted transfer of credits, will be required to complete the remaining credit hours and meet other requirements of the MBA Program for graduation. The credits transferred will not be a part of the CGPA of the student.

A maximum of 9 credits may be transferred for an MBA student from other institutions if the Equivalence Committee approves. A student can be exempted from a course, which the Equivalence Committee considers equivalent, and in such a case the student will be allowed to take an alterative course of the same level or higher as prescribed by the Committee.


The MBA curriculum of Sylhet International University is a unique blend of academic and practical know-how of management discipline and business environment, and is designed to develop the knowledge, skills and attitude required of a 21st century manager / entrepreneur.

Course Structure

Keeping in view the objectives of the program the curriculum is divided into the following areas of learning

  1. Analysis: Quantitative, Behavioral, Accounting, Computing, Economic
  2. Function Operations, Finance, Marketing, Human Resources
  3. Support Communication, Legal Environment, Socio-economic study
  4. Synthesis Management, Strategic Management

The curriculum consists of 16 core courses, which are compulsory, a required number of elective courses and an internship and dissertation. Each course carries three credit hours. To obtain MBA degree, a student must complete 16 compulsory courses, at least 4 concentration courses, internship and comprehensive viva voce.

The compulsory courses of MBA Program of SIU
ENG 501 Managerial Communication
ACN 501 Financial Accounting
FRL 502 Banking and Insurance
MSC 501 Quantitative analysis for Business Decisions
MGT 501 Organization and Management
HRM 502 Advanced Human Resource Management
MSC 502 Business Research method
FIN 501 Managerial Finance
MKT 501 Marketing Management
MIS 501 Management Information System
ECN 501 Managerial Economics
ACN 502 Advance Management Accounting
FRL 501 Legal Environment of Business
MIS 502 Management Science
MKT 502 Strategic Marketing Management
MGT 601  Strategic Management and Cases studies


Core Courses Pre-requisites

The following core courses, before being taken, will require completion of one or more pre-requisite courses. It is the responsibility of students to ensure that these sequential requirements are met in their selection every semester.

Code Course Title Pre-requisite Course Codes
ACN 502 Management Accounting ACN 501
FIN 501 Managerial Finance ACN 501, MSC 501, MGT 501
ECN 501 Managerial Economics MSC 501
HRM 502 Strategic Human Resource Management MGT 501
MIS 502 Management Science MSC 501, MSC 502, MGT 501, MIS 501
MGT 601 Strategic Management All core Courses

Areas of Concentration (Majors)

Students may concentrate in one of the following areas.

  • Marketing
  • General Management
  • Accounting
  • Finance
  • Human Resources Management
  • Management Information System
  • International Business

Concentration Courses

A student will be required to choose four concentration courses to concentrate in a specific area. A concentration course is offered, subject to the availability of faculty, if a minimum of six students sign up for a course. However, the Academic Committee on the basis of faculty availability and number of applicants decides the offering of a concentration course in a semester.

The list of concentration courses under each area:
MKT                 Marketing

602                    Consumer Behavior and Marketing Strategy

603                    Marketing Research for Managers

604                    Advertising and Promotion Management/ Integrated Advertising, Promotion and Marketing Communication

605                    International Marketing Strategy

607                   Services Marketing/ Integrated Service Marketing

608                    Physical Distribution Management

609                    Product and Brand Management

610                    Marketing Communication

611                    Marketing of Social Products

613                    Logistics and Supply Chain Management

615                    Customer Relationship Management

ACN                  Accounting

601                    Accounting Ethics and Professionalism

602                    Corporate Financial Reporting

603                    Cost Accounting for Managerial Decision

605                    Accounting for Managerial Control


608                    CORPORATE TAX PLANNING

609                    CORPORATE FINANCIAL REPORTING AND Standard


611                    ADVANCED AUDITING

613                    Advanced Accounting Theory

FIN                    Finance

601                    Corporate Finance

602                    Advanced Financial Management

603                    Portfolio Management

604                    International Financial Management

605                    Capital Budgeting and Investment Analysis

606                    Management of Banks and Financial Institutions

607                    Management of Insurance Business

609                    Corporate Governance

611                    Public Finance Management

613                    International Banking

615                    Advanced  Derivative Management

617                    Risk Management of Financial Institutions

619                    Electronic Banking

MGT                 General Management

601                    Theories of Organization

602                    Organizational Decision Making

603                    Business Strategy and Policy

604                    Values and Ethics in Management

605                    Project Appraisal and Management

606                    Environmental Management

607                    NGO Operations and Management

608                    International Management

609                    Comparative Management Systems

610                    Organizational Development and Change

611                    Management of Service Organizations

612                    Systems Management

613                    PUBLIC SERVICES MANAGEMENT

614                    Logistics and Supply Chain Management

615                    Technology Strategy for Managers and Entrepreneurs

616                    Innovation Management

617                    Quality Management

618                    E-Business and E-Commerce Management

HRM                Human Resource Management

601                 Strategic Human resource Management

602                    Performance Management

603                    Career Planning and Development

604                    Leadership, Power and Influence

605                    Managerial Negotiation

606                    Human Resource Planning

607                    Industrial Relations in a Global Economy

608                    Organizational Conflict Management

609                    Compensative Management

610                 Human Resource Development


MIS        Management Information System

601         Advanced Management Information System

603         System Analysis and Design

607      Database Management Systems

605      Data Structure and Algorithm

609      E-commerce and Web page design

611      Computer Networking and data communication

613      Data Mining

615         Enterprise Resource Planning

617         Decision Support and Expert System

619         Application Development using oracle

620         e-CRM

621         Internet Marketing

623         Supply Chain Management

625         Management of Technology

MBA Program
Suggested Sequence of Courses

As many courses have pre-requisites, the students are advised to select courses carefully in order to avoid disappointment in later semesters of not being able to take a desired course. The following is a suggested course sequence that the students will find helpful.

First Year First Semester

Course Code Course Title Credit Hours
FIN 501 Managerial Finance 3.0
MKT 501 Marketing Management 3.0
ACN 501 Financial Accounting 3.0
MSC 501 Quantitative analysis for Business Decisions 3.0
MGT 501 Organization and Management 3.0

First Year Second Semester

Course Code Course Title Credit Hours
ENG 501 Managerial Communication 3.0
HRM 502 Strategic Human Resource Management 3.0
FRL 501 Legal Environment of Business 3.0
MIS 501 Management Information System 3.0
FIN 502 Banking and Insurance 3.0

Second Year First Semester

Course Code Course Title Credit Hours
ECN 501 Managerial Economics 3.0
ACN 502 Advanced Management Accounting 3.0
MSC 502 Business Research method 3.0
MIS 501 Management Science 3.0
MGT 503 Global Business Management 3.0

First Year First Semester ( for BBA Students)

Course Code Course Title Credit Hours
ECN 503 Econometrics 3.0
ACN 505 Management Accounting for Decision Making 3.0
MSC 502 Advanced Research Methodology 3.0
MGT 507 Corporate Governance and Reporting 3.0
MGT 505 E-Business 3.0

Second Year Second Semester

Course Code Course Title Credit Hours
MGT 601  Strategic Management and Case Analyses 3.0
    4 Concentration Courses 12.0

Comprehensive Examination and Internship

Course Code Course Title Credit Hours
MBA 600 Comprehensive Viva Voce 3.0
MBA 602 Internship /Project  (12 Weeks + 4 Weeks) 3.0

Total Credit Requirement for MBA Degree

Course Description:

FIN 501:        Managerial Finance                                                                                                                                                    3 Credits

Course objective

Introduction to financial management, Objectives of financial management, financial assets and financial markets, Analysis of financial statements, Time value of money, financial forecasting and financial planning, Present value and discounting, Discounted cash flow analysis, annuities and perpetuities. Capital budgeting and capital budgeting techniques, Net present value and internal rate of return, Bonds and classification of bonds, Bonds valuation, Bond valuation and yield on bonds, Introduction to stocks and stock valuation, Common stock pricing and dividend growth model, Common stock – rate of return and EPS pricing model, Cost of capital WACC (Weighted Average Cost of Capital),Business risk faced by firm, operating Leverage (OL), break-even point and ROE, Operating leverage and financial leverage , ROE, breakeven point and business risk, Financial leverage and capital structure, Modifications in Millar Modigliani capital structure theory, Management of capital structure, Dividend payout.


  1. Gitman L. G., Principles of Managerial Finance, 10th edition, Pearson Education Asia.
  2. Brigham Eugene F, Ehrhardt Michael C, Financial Management: Theory and Practice, 11th Edition, South-Western.
  3. Arthur J. Keown, John D. Martin, J. William Petty and David F. Scott, Jr. Financial Management: Principles and Applications, Tenth Edition, Pearson Education Asia. Prentice Hall.

ACN 501:      Financial Accounting                                                                                                                                                 3 Credits

Course objective

Introduction to Financial Statements-Financial Statements-The Accounting Information System-Accrual Accounting Concepts-Merchandising Operations and the Multiple-Step Income Statement-Reporting and Analyzing Inventory

Internal Control and Cash Reporting and Analyzing Receivables-Reporting and Analyzing Long-Lived Assets-Reporting and Analyzing Liabilities-Reporting and Analyzing Stockholder’s Equity-Statement of Cash Flows-Performance Measurement-Specimen Financial Statements: Tootsie Roll Industries, Inc-Specimen Financial-Statements: Hershey Foods Corporation-Time Value of Money Reporting and Analyzing Investments


  1. KIESO, Donald E., WEYGANDT, Jerry J., WARFIELD, Terry D., Intermediate Accounting, IFRS Edition (2011), John Wiley  and Sons,
  2. Smith and Skousen, Intermediate Accounting, Thomson South-Western;

MKT 501:            Marketing Management                                                                                                                       3 Credits

Defining Marketing for the 21st Century: The Importance of Marketing- The Scope of Marketing- Company Orientations Toward the Market place- Fundamental Marketing Concepts, Trends, and Tasks.

Developing Marketing Strategies and Plans: Marketing and Customer Value- Corporate and Division Strategic Planning – Business Unit Strategic Planning – Product Planning: The Nature and Contents of a Marketing.

Creating Customer Value, Satisfaction, and Loyalty: Maximizing Customer Lifetime Value- Cultivating Customer Relationships- Customer Databases and Database Marketing.

Identifying Markets Segments and Target: Level of Markets Segmentation- Segmenting Consumer Markets- Bases for Segmenting Business Markets- Market Targeting.

Crafting the Brand Positioning: Developing and Communicating a Positioning Strategy-Differentiation Strategies- Product Life-cycle Marketing Strategies- Market Evolution.

Dealing with Competition: Competitive Forces-Analyzing Competitors-Commutative Strategies for Market Leaders-Other Competitive Strategies- Balancing Customer and Competitor Orientations.

Designing and Marketing Service: Nature of Services,  Marketing Strategies for Service Firms, Marketing Service Quality, Managing Service Brands, and Managing Product Support Services.

Setting Product Strategy: Product Characteristics and Classifications- Differentiation- Product and Brand Relationships- Packaging, Labeling, Warranties, and Guarantees.

Designing and Managing Value Networks and Channels: Marketing Channels and Value Networks- The Role of Marketing Channels- Channels-Design Decisions- Channel- Management Decisions- Channel Integration and Systems-Conflict, Cooperation and Competition-E-Commerce Marketing Practices.

Designing and Managing Integrated Marketing Communication: The Role of Marketing Communications-Developing Effective Communications- Deciding on the Marketing Communications Mix – Managing the Integrated Marketing Communications.

References :

  1. Philip Kotler, Marketing Management, Prentice-Hall Inc.

2.V.S. Ramaswamy and S. Namakumari, Marketing Management, Mcmillan India Pvt. Ltd.

MSC 501:      Quantitative Methods for Business                                                                                                                         3 Credits

Equations, identities, inequalities – degree of an equation and solution- system of equation, their graphs- graphs of inequalities and system of in equalities, concept of set and operations.

Determinants and Matrix – elementary algebra of matrix- solution of systems of linear equations, Crammers rule, inverse matrix.

Functions – polynomial functions, constant functions, linear functions quadratic function, cubic function, rational function, periodic function, exponential functions, log function- their graphs.

Differentiation – derivative and slope of a curve, simple power rule of differentiation function, Implicit differentiation – finding maxima minima and inflection point – function of two of more variables,  maxima minima of  multivariable function – constrained maxima, minima Basic concepts of definite and indefinite integrals.

Construction of frequency distributions, relative frequency distribution, Distribution curve- concepts of central tendency, dispersion, skewness and kurtosis, concepts of probability, discrete and continuous probability distributions – theoretical probability distributions.

Population, sample, sampling distribution for mean and other sample statistics- the central limit theorem – concept of interval estimation and point estimation – confidence interval estimates of the population mean, when standard deviation is known and when unknown.

Statistical hypothesis- null and alterative hypothesis – test of hypothesis Concepts of regression and correlation – estimation of regression coefficient.


1.Anton, kolman, Averbach, Mathematics with application to the management, life and social science, Harcourt Brace Jovanovich,

2.Gordon D. Prichett and John C. Saber, Mathematics with Application in Management and Economics,  Irwin, USA

Sanchetti, D. C. and V. K. Kapoor: Business Mathematics. Published by S. Chand and company Ltd.

  1. Levin, Rubin, Statistics for management, PHI

MGT 501:            Organization and Management                                                                                                                                    3 Credits

The objective of this course is to provide the students with basic understanding of the principles and concepts of organization and management as well as their applicability and relevance in real-world situation. The course incorporates the following topics:

Introduction to Management and Organizations, Constraints on Managers , Foundations of Planning, Planning Tools and Techniques: Organizational Structure and Design , Human Resource Management ,  Leadership, Motivating Employees, Foundations of Control.

Managing in a Global Environment, Social Responsibility and Managerial Ethics,  Decision Making , Strategic Management, Communication and Information Technology , Understanding Groups and Teams, Managing Change and Innovation.


1. R. W. Griffin, Management Principles and Practices, South-Western.

  1. Robbins and Culter: Management, Pearson Education Asia

ENG 501:      Managerial Communication                                                                                    3 Credits

The objective of this course is to provide the students with basic understanding of the principles and concepts of managerial communication as well as their applicability and relevance in real-world situation. The course incorporates the following topics:

Communicating in Today’s Workplace-Career Success Begins With Communication Skills

The Writing Process-Planning Business Messages, Composing Business Messages, Revising Business Messages

Communicating at Work-Electronic Messages and Memorandums, Positive Messages, Negative Message, Persuasive Messages

Reporting Workplace Data- Informal Reports, Proposals and Formal Reports

Professionalism, Teamwork, Meetings, and Speaking Skills-Professionalism at Work: Business Etiquette, Ethics, Teamwork, and Meetings, Business Presentations

Communication Employment, The Job Search, Résumés, and Cover Letters, Interviewing and Following Up


  1. Bovee, C. L., Thill, J. V., and Chatterjee, A. (2011). Business Communication Today (10th ed.). New Delhi: Pearson Education Asia. Education, Inc.
  2. Rajendra Pal and J. S. Korlahalli, Essentials of Business Communication, 14th edition, Sultan Chand and Sons.
  3. Shirley Taylor, Communication for Business, 5th edition, Pearson Education Asia. education Ltd.

FRL 501:       Legal Environment of Business                                                                                                               3 Credits

The objective of this course is to provide the students with basic understanding of the principles and concepts of legal environment of business as well as their applicability and relevance in real-world situation. The course incorporates the following topics:

Legal environment in Bangladesh including both commercial and industrial law; Law of contract; Sale of goods Act. Law of agencies; Bailment and pledge; Law of carriage of goods; Negotiable instruments Act. Law of insurance; Company law; Labor law.


  1. Fisher, Jennings, law for Business, McGraw Hill
  2. Company Act 1994

HRM 501:    Strategic  Human Resources Management                                                                                            3 credits

The objective of this course is to provide the students with basic understanding of the principles and concepts of strategic human resource management as well as their applicability and relevance in real-world situation. The course incorporates the following topics:

Fundamentals of Human Resource Management-Human Resource Management: a contemporary perspective. The development of HRM-The new HRM?-The changing context of work-Strategy and HRM-Performance and HRM-The changing role of HRM-Human Resource Management and Organizational Performance: in search of the HR advantage- Strategy and HRM- HR and organizational performance: our approach and some background-Human resource advantage- Human capital advantage-Organizational process advantage

Recruitment –Selection-Training and Development-Reward Management-Performance Appraisal-Industrial Relations-Line Managers-Organization and Corporate Culture

Contemporary Themes and Issues-International HRM-Comparative Human Resource Management-Understanding and Managing Careers in Changing Contexts-Managing Diversity-Downsizing-Employee Participation-Knowledge Management and Human Resource Management-Employment Ethics-Emotion at Work-Flexibility-Workplace bullying.


  1. Redman: Contemporary Human Resource Management: Text and Cases, 3 /E, Pearson Education Asia.
  2. Dessler G., Human Resource Management, Latest Ed. Prentice Hall of India Pvt. Ltd. New Delhi, India.
  3. David A. DeCenzo and Stephen P. Robbins, Personnel Human Resource Management, Prentice Hall, Inc. Englewood cliffs.
MIS 501:       Management Information System       3 Credits

Assessing the role of information systems from a CIO perspective

Strategic use of information resources

Electronic commerce

Information systems and internationalism

Ethical implications of information technology

Systems theory and its effect on managing information systems

Managing IS projects

Computers and IT as problem solving tools

Managing database systems

Functional and integrative information systems

Current topics

Case study approaches, in depth firm profiles, and in depth IS topic


  1. Laudon, K.C and Laudon, J.P., Management Information Systems. NY: Prentice – Hall
  2. Post, G.V. and Anderson, D.L., Management Information Systems. Boston: McGraw-Hill.
  3. O’Brien, J, Management Information Systems. Boston: Irwin/McGraw-Hill.

FIN 503: Banking and Insurance                                    3 Credits

Introduction: Definition and Meaning of Bank and Banking, Scope, Role and Function of banking in the development economy, Banking System in Bangladesh

Theory of Commercial Banking: Function of Commercial Bank, Type of Banking system, Techniques of credit creation

The Theory of Central Banking: Nature and Function of Central Bank, Methods of credit control, Bank rate policy, Open market operation, Cash reserve ratio, Selective credit control

Consumer Banking: Definition, General relation between Banker and Customer, Obligation of bankers, Garnishee orders. etc

Deposit Mobilization by Bank: Type of deposit account, Closing of bank account, Insurance of bank deposit, etc

Crossing and Payment of Cheques: General and Special Crossing, Precautions to be taken by the banker, Refuse payment of Cheques, etc

Bill of Exchange and Promissory Notes: Definition, Kinds of bill of exchange, Presentation of negotiable instruments and acceptance, Dishonor of negotiable instruments

Loans and Advances: Principles of sound lending, Style of credit, Classification of loans and Advances, etc

Concept of Islamic Banking: Concept, Basic features, Objectives, Function

Concept of risk and insurance, risk analysis, treatment of risk control and financing, analysis of risk contracts in the areas of life, health, property and liability insurance. Overview of structure and operations of major insurance companies in Bangladesh-SBC, JBC, etc.


  1. Syed Ashraf Ali and R A Hawlader, Banking Law and Practices, Mowla Brothers
  2. Dr. R A Debnath, Business of Banking, Lotus Publishers
  3. R. S. Sayers, Modern Banking, Oxford University Press..
  4. Alan S. Blinder, Central Banking in Theory and Practice, The MIT Press
  5. A. R. Khan, Bank Management, BP

ECN 501:      Managerial Economics                                                                                              3 credits

Definition of managerial economics, its scope- Profit motive and alternative motives of a business firm, optimization techniques.

Consumer behavior analysis, cardinal and ordinal utility approaches- Derivation of individual demand curve and market demand curve – elasticity of demand – techniques of demand forecasting.

Production function – Laws of production-Cost concepts- Cost output relation – break –even analysis

Market structure and pricing decisions, pricing strategies, capital budgeting, investment decision under certainty and uncertainty

Concepts of national income and measurement – Keynesian theory of income determination – business cycles- stabilization polices – fiscal, monetary policy, economic growth – growth rate – determinants of economic growth.  Absolute and comparative advantage theories of international trade – free trade vs protection – rate of foreign exchange, its determination – concept of balance of payments.

Concepts of capitalist, socialist and mixed economy – merits and demerits of a free market economy.


  1. Salvator, Mangerial Economics, Oxford University Press.
  2. Froeb, McCann, Ward, Shor, Managerial Economics, South-Western

ACN 503: Advanced Management Accounting                                                                           3 Credits

Management accounting and business environment

Cost concepts, classification and statement of cost of good manufactured, Cost of goods sold and income statement.

Accounting for Material

Accounting for Labor

Accounting for Manufacturing overhead

Methods of Costing : Job order and Process costing.

Cost behavior: analysis and use

Cost-volume-profit relationships

Variable costing

Profit planning.


  1. C. T. Horngren, G. L. Sundem, W. O. Stratton, J. Schatzberg, and D. Burgstahler. Introduction to Management Accounting,  Upper Saddle River, New Jersey: Prentice Hall.
  2. Ray H. Garrison, Eric W. Noreen, and Peter C. Brewer. Managerial Accounting, Boston: McGraw-Hill and Irwin.
  3. Charles T. Horngren, Srikant M. Datar, Madhav V. Rajan. Cost Accounting: A Managerial Emphasis, Upper Saddle River, New Jersey: Prentice Hall.


Fundamental of Research

Basic Concepts and Issues in Research

Research process

Designing a Study

Sampling and Sample Design

Data Collection : Tools and Techniques

Statistical Tools in Research

Reliability and Validity in Managements


Developing Proposal and writing Report

Data Analysis

Monitoring and Evaluation


  1. Willim G. Zikmund, Barry J. Babin, Jon C Carr and Mitch Griffin, Business Research Methods,  South Western Publisher
  2. Donald R. Cooper and Pamela S. Schindler, Business Research Methods, Irwin
  3. Islam, N.M , Introduction to Research Methods, Mullick and Brother

MSC 502:      Management Science

The objective of this course is to provide the students with basic understanding of the principles and concepts of management science as well as their applicability and relevance in real-world situation. The course incorporates the following topics:

Management Science: Characteristics and Process

Decision theory: Decision Tables and Decision Trees

Game Theory

Linear programming: Theory and Application

Mathematical Programming

Dynamic programming


Network Models

Queuing Theories

Markov Analysis

Simulation Technique


  1. Turban and Meredith, Fundamentals of Management Science. Boston: McGraw-Hill.

MGT 503: Global Business Management

Global Business Orientation: Understanding Globalization and Business Mgt, Factors that push for/against globalization. Arguments in favor/against of globalization. Expansion of globalization and its effects on developing countries like Bangladesh.

Designing a Global Strategy: Understanding strategy with SONY, Framework for global strategy global ambition , global positioning, global business system, global organization

Designing a Global Organization: Global functional organizational design (GFOD), Characteristics of the GFOD. Design and features of GROD. The single matrix organizational design.

Global Strategic Alliances: Understanding SA with its types, Global versus local alliances. Main strategic objectives. Elements of partner analysis. Criteria for successful alliances.

Global Mergers and Acquisitions: Rationale for Mergers and Acquisitions. Value creation in Mergers and Acquisitions. Sources for failure in integration process. Guiding principles/Best practices in MandAs.

Assessing Countries’ Attractiveness: General investment framework. Assessing market opportunities. Assessing industry opportunities. Country risk analysis.

Entry Strategies: Entry strategy Objectives. Advantages and disadvantages of being a first mover. Entry modes: wholly-owned subsidiaries; acquisitions; joint ventures; licensing-franchising-agents-distributors, Comparing entry modes.

Managing Globally: Global marketing: customer needs: segmentation; branding; pricing; sales and distribution; positioning. Global operations; major decision dimensions; criteria for facilities location; global sourcing; phases in international infrastructure projects.

Cross-cultural Management: Understanding culture with its layers. Trompenaars’ six value orientations. Impact of culture on global management, Business practice differences among nations.

Global HRM and CSR, success and failure of expatriation. Recruitment, retention, and career management. Skill development: roles; individual skills; skills through job rotation and Training. Global companies and their CSR activities environmental protection; labor practices; human rights; question of ethical standard.


  1. Warren J. Keegan, Global Marketing Management, Latest edition, Prentice Hall, India,
  2. Douglas Lamont, Global Marketing Strategy, Tata McGraw Hill, Latest edition.

ECN 503: Econometrics                                                                                                                                                                    3 Credits

nature and Scope: Meaning of econometrics, economic and econometric modeling, aims and methodology of econometric analysis. Simple Linear Regression Model: Nature of regressing analysis, interpretation of regression model, significance of stochastic disturbance term, the method of Ordinary Least Squares (OLS), derivation of OLS estimators, normality assumption for ui and its significance, properties of OLS estimators under normality assumption, co-efficient of determination: a measure of goodness of fit 3. Inference and Predication: Point estimation vs. interval estimation, confidence intervals, hypothesis testing; the confidence interval approach, test of significances approach, the problem of prediction- mean predication, individual predictions. 4.multiple Linear Regression Model: Derivation of OLS estimators and their variences, R2, and adjustment R2, hypothesis testing- F test, t-test, analysis of variance (ANOVA) 5. Multicollinearity: The nature of multicollinearity, estimation in the presence of multicollinearity, detection of multicollinearity and its remedial measure. 6. Heteroscedasticity: Nature of Heteroscedasticity, detection and testing for Heteroscedasticity: Goldfeld-Quandt test, Breusch-pagan-Godfrey (BPG) test, White’s general test, estimation with Heteroscedasticity disturbances, solution to Heteroscedasticity. 7. Autocorrelation: Sources and consequences of autocorrelation, tests for autocorrelated disturbances’: Durbin-Wstson d test, Breusch-Godfrey (BG) test, solution of autocorrelation 8. model Selection and Specification: meaning, type and consequences of model specification errors, test of specification ettor-Remsey’s RESET test, Durbin-Watson d test , model selection criteria- AIC, SIC


  1. Greene W H, Econometric, fifth edition, prentice Hall Englewood Cliffs, New Jersy, USA
  2. Hamilton J D,  Time Series Analysis, princetion University Press, Princetion, New Jersy, USA
  3.  Hayashi Fumio, Econometric, princetion University Press, Princetion, New Jersy, USA
  4.  Johnston J and John DiNardo, Econometric Methods, McGraw Hill, New York, USA fourth edition
  5.   Maddala, GS and kim In- Moo, Unit Roots, Cointegration and Structural Change, Cambridge University press, USA
  6.  Pindyck R S and D L Ruinfeld, Econometric Models and Forecasts, McGraw Hill, New York, USA, Fourth edition.

MGT 505: Corporate Governance and Reporting                                                        3 Credits

1.Corporate Governance: Definition, Free Enterprise and the corporation, The Legal Obligation of directors, Board selection, The Mystique of board Meetings, CEO Succession Planning, Selection and performance Appraisal, CEO Compensation, The Board-Management Relationship, Corporate and Capital Structures, Dealing with External pressures, How Directors Get into Trouble, Not-for-profit Organizations: The Differences, Final Thoughts. 2. Introductory Aspects of \corporate Report: Meaning of corporate and corporate report, Scope and contents of corporate report, objectives and characteristics of corporate report, Types of corporate report, factors to be considered in corporate reporting, Statutory and non statutory report, Qualitative and quantitative  report, Modes of reporting, user of corporate financial reports, 3. Important Contents of Corporate Report: Company’s vision, mission, objectives, Chairman’s message, Director’s message, Corporate information, Management executives, Value added statement, Income statement, Balance sheet, Cash flow statement, Auditor’s report statement in changes in equity and others reports and statement in Corporate Financial Reporting. 4. Disclosure in Corporate Financial Reporting: Meaning of disclosure, fair disclosure, adequate disclosure, full disclosure, factors of disclosure, need for disclosure, advantages and disadvantages of disclosure, notes to the accounts in financial reporting 5. International Accounting Standard for Financial Reporting: Development of standard hierarchy of standard, Usages of standard, FASB, IASC, ICAMB, ICAB 6. Revenue Recognition: Concepts of revenue, measurement of revenue, revenue recognition, curtail revenue, recognition, from the sale of goods, revenue recognition from rendering of services, revenue recognition from interest, realities, and dividends and disclosure of services. 7. Importance Accounts in Financial Statement: Inventory, Property plant and equipment intangible Assets and contingent liabilities, Concepts, valuation techniques and methods of these and reporting methods of them in financial statements 8. Recent trends in financial reporting in Bangladesh, problem and prospect.


  1. Kendall, N and Kendall,     A Real-world Corporate Governance, Pitman Publishing , 1998.

MSC 505               Advanced Research Methodology                                                                                                                  3 Credits

Research Orientation: Meaning, Objectives, Types, Significance of research, Research process, Criteria of good research. Type of research Approach of research  Defining Research Problem: Necessity of defining the problem, Techniques involved in defining a problem. Research Design: Need for research design, Features of a good design, Basic principles of experimental designs. Sampling Design: Census and sample survey, Steps in sampling design, Different types of sample designs. Measurement and Scaling Techniques: Measurement scales, Sources of error in Measurement, Techniques of developing measurement tools, Importance of scaling techniques, Scale construction techniques. Data Collection and Process: Primary and Secondary data, Sources, Methods of Data Collection for qualitative and quantitative approaches Detailed study of FGD, PRA, CASE, STUDY, KEY informant interview RRA, Steps of data processing Analysis of data: Descriptive statistics, Testing of hypotheses, Z-test, T-test, f-test, Chi-square test, Analysis of variance. Test for proportion, means, variance, correlation, Co-efficient, regression, and conelation , etc. Application of these tests. Multivariate analysis techniques. Report Writing: Techniques of interpretation, Significance of report writing,  Layout of a research report, Use of computer in modern research work.


  1. C.R. Kotary, Research Methodology: Methods and Techniques, New Age International Pvt Ltd Publishers
  2. Clover, Vernon T. and Balsley Howard L, Business Research Methods, John Wiley & Sons Inc;


Introduction: Definition-Importance-E-commerce and small business-Root of electronic commerce.

Internet infrastructure: World Wide Web-Internet works- Global impact of the Internet service provider- Internet payment mechanism.

E-Business: Business-to-Consumer (B2C)-Business-to-Business (B2B) commerce-Virtual organization.

E-commerce: Introduction to e-Business and E-Commerce; E-commerce Fundamentals; E-Business Infrastructure; E-Business Strategy; E-Marketing; Issue of risk and security in E-Commerce, E-Commerce and Internet.

E-Purchasing: Four approaches to e-purchasing-Green purchasing-Supplier relation-Electronic commerce marketing.

E-Banking: Overview of electronic Banking Arena. Electronic Money, Electronic cash. Electronic payment system. Business models in the banking and finance industry. Online banking-E-bank, E-branches and virtual banks. Banking organization for electronic delivery business process reengineering. Automated teller Machine. Telephony banking. CRM electronic delivery channels and product. Internet banking. Mobile phone banking. SWIFT (Society for world wide inter-bank financial telecommunication.) Software and hardware requirements in electronic banking. Critical success factors for electronic commerce, Applicability of electronic commerce-The business sectors in Bangladesh.


  1. David Chaffey, E-Business and E-Commerce Management, Prentice Hall
  2. Southward. Peter B. and Keng Siau, E-banking, Prentice Hall

MGT 601:     Strategic Management and Case Analyses                                                                                                           3 credits

Strategic management: concepts, definition, benefits and limitation of strategic management. Guidelines for strategic management.

Key Terms in strategic management: strategy, competitive management, vision and mission statement, SWOT, objectives – long term and short term, policies.

Strategic management process/model: detailed explanation of vision and mission statement, importance of mission statement, components of mission statement.

The External environment: Remote environment, industry environment, how competitive forces shape strategy, operating environment.

Internal analysis: How well is the company’s present strategy working – approaching used to determine the strengths and weakness of the company – SWOT analysis – functional analysis – value chain analysis.

Formulating Strategy: long term objectives – types of strategies – means for achieving strategies – first mover advantage – outsourcing.

Choice of strategy: SWOT Matrix – Boston Consulting group Matrix – Industry attractiveness – business strength matrix – grand strategy selection matrix.

Implementing strategy: short term objectives – action plan – functional tactics that implement business strategies – role of policies in strategy implementation.

Strategy Evaluation: meaning, nature and characteristics – components of an effective evaluation systems – strategy evaluation frame work.

Strategic Management Case Analysis –- What is a strategic management case – preparing a case for class discussion – preparing a written case analysis – steps in preparing a comprehensive written analysis – making an oral presentation.


  1. David, F. 2006. Strategic Management: Concepts and cases. 11th Edition. New York, NY: prentice-Hall.
  2. Pearce, J. A. and R. B. Robinson. 2002. Strategic Management: Formulation, Implementation, and control. Mcgraw-Hill College. and Robinson
  3. Thompson, A. A. 2009 Crafting and Executing Strategy: The Quest for Competitive Advantage: Concepts and Cases. 17th Edition. Irwin/McGraw-Hill.
  4. Business Horizon
  5. Academy of Strategic Management Journal
  6. Business week

Elective Courses

MKT 602:     Consumer Behavior and Marketing Strategy:

A Perspective on Consumer Behavior  Introduction to Consumer Behavior and Marketing Strategy  A Framework for Consumer Analysis

Affect and Cognition and Marketing Strategy – Introduction to Affect and Cognition -Consumers’ Product Knowledge and Involvement – Attention and Comprehension – Attitudes and Intentions  Consumer Decision Making

Behavior and Marketing Strategy -Introduction to Behavior -Conditioning and Learning Processes Influencing Consumer Behaviors

The Environment and Marketing Strategy -Introduction to the Environment -Cultural and Cross-Cultural Influence-Subculture and Social Class -Reference Groups and Family

Consumer Analysis and Marketing Strategy- Market Segmentation and Product Positioning  Consumer Behavior and Product Strategy – Consumer Behavior and Promotion Strategy -Consumer Behavior and Pricing Strategy – Consumer Behavior, Electronic Commerce, and Channel Strategy


  1. J. Paul Peter, Jerry C. Olson- Consumer Behavior and Marketing Strategy, 9 /E, Pearson Education Asia.

MKT 603.  Marketing Research for Managers

The Role Of Marketing Research -The role and limitations of marketing research-A definition of marketing research-The purpose of the research-Clear, concise, attainable, measurable and quantifiable objectives-The need to set a time horizon for marketing research-A reporting period-The research proposal

Secondary Sources Of Information -The nature of secondary sources of information-The problems of secondary sources-Sources of information-Internal sources of secondary information-External sources of secondary information-The information super-highway

Levels Of Measurement And Scaling -Levels of measurement-Nominal scales-Measurement scales-Comparative scales-Non comparative scales

Questionnaire Design -The qualities of a good questionnaire-Preliminary decisions in questionnaire design-Choose the method(s) of reaching target respondents-Decide on question content-Develop the question wording-Disadvantages are also present when using such questions-Closing questions-Physical appearance of the questionnaire-Piloting the questionnaires

Personal Interviews -Types of personal interview-Conducting the interviews-Respondent induced bias-Focus group interviews-Problems with group interviews-Role of the researcher/moderator in discussion group-Constructing the interview schedule

Experimentation -A definition of experiments-Basic concepts in experimentation-Inferring causal relationships-Impediments to valid results from experiments-Internal validity-External validity-Experimental designs-The “After-only with control group” experimental design-Ex post facto design

Sampling In Marketing Research -Random sampling-Systematic sampling-Stratified samples-Sample sizes within strata-Quota sampling-Cluster and multistage sampling-Area sampling-Sampling and statistical testing-The null hypothesis-Type I errors and type II errors-Example calculations of sample size

Marketing Information Systems -The Functions of Management-Managerial Roles-Decision Making-Components of a marketing information system

Writing The Research Report -General guidelines-Data presentation


  1. I.M. Crawford-Marketing Research and Information Systems, Food & Agriculture Org

MKT 604: Integrated Advertising, Promotion and Marketing Communication

The objective of this course is to provide the students with basic understanding of the principles and concepts of Integrated Advertising, Promotion and Marketing Communication as well as their applicability and relevance in real-world situation. The course incorporates the following topics:

Integrated Marketing Communications; Corporate Image and Brand Management; Buyer Behaviors; Promotions Opportunity Analysis; Advertising Management; Advertising Design: Theoretical Frameworks and Types of Appeals; Advertising Design: Message Strategies and Executional; Advertising Media Selection; E-active Marketing; Alternative Marketing; Database and Direct Response Marketing; Sales Promotions; Public Relations and Sponsorship Programs; Regulations and Ethical Concerns; Evaluating an Integrated Marketing Program


  1. Clow, Baack: Integrated Advertising, Promotion, and Marketing Communications, Prentice Hall

MKT 605: International Marketing Strategy

International marketing strategy scope and framework- scope of international marketing strategy-analytical framework for international marketing

Environment of international marketing-company resources and capabilities-analysis of international competitors-culture in international marketing-creating competitive advantage-coping with political risk and uncertainty-profiling international product markets- vision and strategy for international markets

International marketing strategy-the consumer products firm-the industrial products firm-the services firm

International market entry strategies-generic international market entry strategies- exporting-strategic alliances-foreign direct investment

Strategic alignment and performance in international marketing-channels of international distribution-pricing in international markets-international marketing negotiations-assessing international marketing performance


  1. Frank Bradley:  International Marketing Strategy, 5 /E, Pearson Education Asia.

MKT 607: Integrated Service Marketing

Services and the management process -the nature of services and its implications for the services management process-the characteristics of services -service classifications -towards an integrative view

The central role of the service concept -the strategic nature of the service concept – implementing the service concept-the service triangle as an integrative model – (focused factory idea)

Customer logic -building customer relationships: why and how -promotion -pricing – -quality-the customer side

The human factor in service organizations-the crucial role of human resource practices in service organizations -competencies and learning -the role of empowerment- handling role stress among front-line employees-quality : the employee side

Operations management in service Organizations-service operations management -managing capacity -managing facilities. -technologies for service operations -quality

An integrated approach -keeping track of the service concept. -the crucial role of service guarantees and service level agreements- managing innovation in a service environment. -fitting it all together

Services in a world economy.


  1. Bart Van Looy, Roland Van Dierdonck, Paul Gemmel: Services Management: An Integrated Approach, 2 /E, Pearson Education Asia.
  2. Lovelock, Christopher and Jochen, Wirtz., Service Marketing: People, Technology, Strategy, Pearson International Edition
  3. Bitner, Zeithamal, Service Marketing: Integrating Customer Focus Across the Firm, Tata McGraw Hill Edition

MKT 608: Physical Distribution Management                                                                                                                              3 credits

The course deals with certain aspects of traffic management and physical distribution management involved in getting goods and services from production to user including packaging, materials handling, inventory control and fixed facility location, traffic organization, carrier selection, determination of rates, classification and control.

MKT 609: Product and Brand Management                                3 credits

Brands and Brand Management- Identifying and Establishing Brand Positioning and Values

Customer-Based Brand Equity

Brand Positioning -Planning and Implementing Brand Marketing Programs

Choosing Brand Elements to Build Brand Equity

Designing Marketing Programs to Build Brand Equity

Integrating Marketing Communications to Build Brand Equity

Leveraging Secondary Brand Associations to Build Brand Equity-Measuring and Interpreting Brand Performance.

Developing a Brand Equity Measurement and Management System

Measuring Sources of Brand Equity: Capturing Customer Mindset

Measuring Outcomes of Brand Equity: Capturing Market Performance-Growing and Sustaining Brand Equity.

Designing and Implementing Branding Strategies

Introducing and Naming New Products and Brand Extensions

Managing Brands over Time

Managing Brands over Geographic Boundaries and Market Segments


  1. Kevin Keller: Strategic Brand Management: International Edition, 3 /E, Pearson Education Asia.

MKT 610: Marketing Communication                      3 credits

Introduction to integrated marketing communications (The IMC Framework Model) -marketing communications-integrated marketing communications.

The integrated marketing communications process (the imc process model) – creating shared meaning in marketing communications- the communications loop from sender to receiver – marketing communications psychology-media-e-media-the changing marketing communications environment-the international context of marketing communications-regulation and legal controls- marketing communications ethics-image and brand management- customer/audience relationship management

Managing integrated marketing communications planning (the imc rabostic planning model) -marketing communications planing and plans-organizational implications of integrated marketing communications-agency operations-research and analysis for integrated marketing communications decision-making-identifying target audiences and profiling target markets-setting budgets and allocating resources-setting objectives, determining strategy and tactics-creative implementation -media implementation- production implementation-control and evaluation of integrated marketing communications

The integrated marketing communications mix (the imc mix model)- public relations-sponsorship- advertising-direct marketing communication-sale promotions, merchandising and point of sale-packaging- exhibitions and trade shows-personal selling and sales management


. Pickton, Broderick: Integrated Marketing Communications  2 /E, Pearson Education Asia.

MKT 611: Marketing of Social Products                                                                                                                                        3 credits

Developing a Customer Orientation-The Growth and Development of Nonprofit Marketing – Strategic Planning and Organization-Developing a Customer-Centered Mindset

Strategic Planning and Organization- Strategic Marketing Planning-Understanding Consumer Behavior-Acquiring and Using Marketing Information- Segmentation, Positioning, and Branding-Branding

Designing the Marketing Mix- Managing the Organization’s Offerings- Developing and Launching New Offerings-Managing Perceived Costs-Facilitating Marketing Behaviors-Formulating Communications Strategies- Managing Communications: Advertising and Personal Persuasion-Managing Public Media and Public Advocacy

Developing and Organizing Resources- Generating Funds- Attracting Human Resources: Staff, Volunteers, and Boards-Working with the Private Sector-Organizing and Controlling Marketing Strategies- Organizing for Implementation- Marketing Evaluation, Monitoring, and Control


  1. Andreasen, Kotler: Strategic Marketing for Non-Profit Organizations: International Edition, 7 /E, Pearson Education Asia.

MKT 613: Logistics and Supply Chain Management                                                                 3 credits

Logistics, the Supply Chain and Competitive Strategy- Logistics and Customer Value-Measuring Logistics Costs and Performance-Creating the Responsive Supply Chain-Strategic Lead-Time Management-The Synchronous Supply Chain-Managing the Global Pipeline-Managing Risk in the Supply Chain -Overcoming the Barriers to Supply Chain Integration- Entering the Era of Network Competition


  1. Martin Christopher: Logistics and Supply Chain Management

MKT 615: Customer Relationship Management                                                                                                                  3 Credit

A Strategic Framework-Role-Needs-Types-Size and nature of CRM Markets-Five key cross-Functional process.

Strategy development-Business strategy-Customer strategy-Market segmentation-Segment granularity-Aligning business strategy and customer strategy-Strategy matrix-Product based selling-Managed service and support-Customer based marketing-Individualized CRM-Migration paths.

Value creation-Customer receives-Proposition assessment-Organization receives-Customer acquisition and retention-Customer segment lifetime.

Multi-channel integration-Participants and options-Industry channel structures-Options and categories-Integration and categories-strategies-Customer experience-Building and planning strategy.

Information management-Role-Process-Technical barriers-Data repository-Analytical tools-Task specific analysis tools-IT systems-Front office and back office applications-Emerging technology.

Performance assessment-Need-Key drivers of Shareholder-Appropriate standards matrices and Key performance indicators-Monitoring system-Evaluating and communicating return on investment.

Organizing for implementation-Readiness assessment-Barriers-Change and project management-Employee engagement.


  1. Manfred Bruhn, Relationship Marketing of Customer Relationship, Financial Time Mangement
  2. Anderson, Kristin and Kerr, Carol, Customer relationship Management, McGraw Hill Education

ACN 601  Accounting Ethics and Professionalism       3 Credit

Basic Ethics : What is ethics, Moral reasoning, Moral principles, Why morality matters, responsibility.

Business Ethics : Introduction, The moral purposes and limits of business activity, Key moral rationships in business, Ethics in the public sector, conflicts of interest.

Professional Ethics : Professional moral responsibility, Duties to clients, The professional as employee, obligation to third party, Obligations to the Profession and colleagues, Code of Professional Ethics.


ACN 603:              COST AND MANAGERIAL ACCOUNTING                                                Credits 3

Introduction to Cost Accounting–Costing Methods–Techniques–Cost Accounting Cycle–Cost sheet–Cost Accounting Systems–Journal Voucher Control System– Cost Accounting–systems of Various industrial enterprises in Bangladesh–Cost Concepts– Impact of Automation on Cost Accounting. Historical Development of Cost Accounting.

Cost Estimation and Regression Analysis: Cost Estimation approaches – Engineering Studies – Account Classification – Regression Analysis for Cost Estimation – Regression Equation – Multiple Regression – Planning for Regression Analysis of Business Data.

Cost Allocation: The terminology for Cost Allocation – Purposes of Cost Allocation – Criteria to guide Cost Allocation Decisions – Allocation costs from one department to another department – Allocating costs of service department and common costs. Cost pool-Single pool vs. Dual Pool-Choosing Cost application bases – Contribution approach to Cost Allocation –

Cost justification and reimbursement.

Direct and Absorption Costing: Variable costing and Absorption costing – Impact of changes in Manufacturing Environment – Comparison of Variable and Absorption Costing – Advantage of Variable Costing – Dangers of Variable costing – Variable costing for External Reporting – Role of various denominator levels in Absorption costing – Characteristics of

Capacity – Measurement of Capacity – Inventory and Income effects – Adjusting inventories for External reporting.

Job Costing for Services and Process Costing: Activity Based Costing: Job costing for Planning and Control of services – Introduction to Process costing – Mass production and Broad averages – 5 step method of process costing – Demands for activity based costing – Major differences between typical system and Activity based Accounting System.

Process Costing System: Control between Job Order, Process and Operation Costing: Impact of Flexible manufacturing on costing method – Equivalent units – Accounting for total costs – Cost of Production Report – Journal Entries using Process Costing – Weighted Average and FIFO. Additional of Material and lost units: Increase in units – Loss of units – Normal vs.

Abnormal loss – Normal Tolerance limits – Quality Control concepts and Zero defect programs – Spoilage accounting: Process Costing and Spoilage – Job costing and Spoilage – Rework units. Accounting for Scrap – Comparison of accounting for spoilage rework and scrap – Allocation of Normal Loss. (Allen and Horngren).

Joint Products and By Products: Joint Products and by Products – Comparison with Scrap – Common Costs and Joint costs – Why to allocate Joint Costs? – Split-off point and Separable costs – Irrelevance of Joint Costs for Decision making – Assignment of Costs to Joint products – Accounting for By Products –Assigning Inventory value to By Products Produced – Income from By products sold – Journal entries for By products.

Operation Costing and Back flush Costing: Overviews of Operation Costing – Journal entries for an Operation Costing System – Operation Costing and Activity based costing – Definition of Backflush Costing – Different versions of Backflush costing – Journal entries for Backflush Costing.

Adapting Cost Accounting to a Cost Management Approach: Traditional Cost Accounting Systems: Designed to monitor Direct Labor costs – Inventory Profits are not Real profits – Economics of Scale – Holding inventory is expensive – Cost Management Concepts: Developing a Cost Management System – Benefits of Cost Management – Benefits of Cost Management – Zero defect program.

Inventory Management Systems: Economic Order Quantity – Material Requirements Planning (MRP) – Just- in-time (JIT) – Automated Environment – Impact of Not Automating – Gains from improved manufacturing performance. Cost Accounting for Tomorrow’s Factory: Optimizing Productions technology (OPT) – Flexible Manufacturing Systems – Pull/Push

System – Change in Performance Evaluation – Changing Methods of Reporting Cost Information.

Quality Costing: Measurement and control: Measuring the Cost of Quality – Reporting Cost of Quality – Using Quality Cost Information – Controlling Quality Costs.

Operations Management and The Cost Accountant: Linear Programming Model – LP requirements – Lack of Constraints – Effects of Constraints – Substitution of Scarce resources – Solution Methods – Implications of LP for Managers and Accountants.


  1. Horngren, C. T., G. Foster and S. M. Datar., Cost Accounting: A Managerial Emphasis. Prentice-Hall India Ltd.
  2. Kaplan, R. S. A. A. Atkunson. Advanced Management Accounting. Prentice-Hall.

ACN 605: ACCOUNTING FOR MANAGERIAL CONTROL                                    3 Credits

Management Control Systems: Management Control Defined; Objectives of Management Control; Boundaries of Management Control; Design of Management Control Systems: Informal Systems and Formal Systems; Strategy; Corporate Level Strategy and Business Unit Strategy; Goal Congruence Informal factors Influencing Goal Congruence; Types of Organizations.

Accounting Control System: Organizations and Accounting; Open and Closed Systems; Feedback and Feed-forward Control; Organizational theory and Structure; Organizational Goals; Behavioral Consideration and Motivation; Agency Theory; Organizational Culture.

Strategic and Budgetary Planning: Strategic Planning; Budgetary Planning; Participation and Negotiation in Budget Preparation; Planning and Control Budgets, Constraints on Resources; Modem Budgeting Approaches.

Budget Preparation: The Budget Preparation Process; The Master Budget; Flexible Budgets; Performance Budget and Performance Report; Ethical, Behavioral and Implementation Issues in Budgeting.

Standard Costing: Development of a Standard Cost System; Considerations in Establishing Standards; Variance Computation for Material, Labour and Manufacturing Overhead; Disposition of Variances; Investigation of Variances; Responsibility For Variances; Standard Cost in the New Manufacturing Environment.

Profitability Analysis: Analysis of Profit-Related Variances; Contribution Margin Variance, Market Share and Size Variances; Profitability of Segments: Profit by Product Line, Divisional Profit, Customer Profitability, Overall Profit; Short-term Profitability and Long-term Profitability; The Impact of Profit on Behavior.

Responsibility Accounting and Transfer Pricing in Decentralized Organization: Decentralization; Types of Responsibility Centers; Traditional vs. Contemporary Responsibility Accounting; Transfer Pricing in Manufacturing Setting; Transfer Pricing For Services; Multinational Transfer Pricing; Behavioral Implications of Transfer Pricing.

Measuring Organizational Performance: Traditional Financial Performance Measure: Divisional Profit, Cash Flow, Return on Investment, Residual Income; Limitations of Traditional Measures; Non-financial Performance Measures, Benchmarking; Performance Evaluation in Multinational Setting.

Budgeting and Performance Measurement in Public Sector Organization: Introduction; Budgeting in Public Sector Organizations; Performance Measurement in the Public Sector.

Behavioral aspects of accounting: Foundations of Behavioral Accounting Behavioral of Management Accounting -Behavioral Aspect of Financial Accounting and Reporting – Understanding the effects of Accounting – Using Accounting Effectively – Behavioral Science and Accounting Research.


  1. Emmannel, C., D. Otley, and K. Merchant. Accounting for Management Control. 2nd Edition. London.
  2. Chapman and Hall.and Ed,. Reading s in Accounting for Management Control. Chapman and Hall.


Development of Accounting Standards: The Statement of Accounting Standards – Effects of Accounting Standards.

Presentation of Financial Statements.

Corporate Expansion and Accounting for Business Combinations: Statutory and Accounting Standards requirements relating to preparation of Consolidated Financial Statements – Accounting and Reporting Alternatives: Purchase Accounting – Pooling of Interest Accounting– Methods of Reporting Investments: The Cost Method – The Equity Method – Theories of

Consolidation : Proprietary Theory – Parent Company Theory – Entity Theory – Current Practice.

Preparation of Consolidated Statements and Elimination of Investments in Subsidiaries: Revaluation of Assets and liabilities – Goodwill Arising on Acquisition – Inter- Corporate Transactions and Transfer – Calculation of Minority Interest.

Consolidation as on date of Acquisition and Consolidation Following Acquisition.

Advanced Topics: Change in Degree of Ownership: Increase in degree of ownership-

Reduction in degree of ownership – Issue of Bonus Shares: out of Capital Reserves and Reacquisition- Profit-out of Post acquisition profit – Complicated Group Structures: Grandfather- Father-Son Structure – Grandfather-Father-Son-Indirect outside Interest Structure – Cross Holdings. (IAS 22, 25, and 27)

Accounting For Investment in Associates: Types of Holding: Majority- Significant – Small – Methods of Accounting : The Equity Method and The Cost Method. Treatment of Issues related to Distributable Profits – Inter-Company Transactions – Revaluation – Reciprocal Holdings. Financial Reporting of Interest in Joint Ventures. (IAS 22, 25, 27, 28 and 31 ).

Reconstruction and Mergers: Objectives – Statutory regulations. Special emphasis: on determination of Purchase Consideration in case of External Reconstruction taking into consideration the Valuation of good will – Preparation of Reconstruction Schemes in case of Internal Reconstruction.

Multinational Accounting: Foreign Currency Translation: Accounting For Foreign Currency Transactions – Translation of Foreign Currency Financial Statements: The Closing Rate Method – The Temporal Rate Method – The Current and Non-current Method – The Monetary and Nonmonetary method –Hedging Foreign Currency Transactions. (IAS-21)

Segment and Interim Reporting: Reporting for Segments: Segment reporting Accounting Issues – Information about Operations of different Segments – Information about Major Customers. (IAS – 14 revised in 1997). Interim Reporting: The Format for Interim Reporting – Accounting Issues – Reporting Standards for Intercom Income Statement – Accounting Changes in Interim Period.

SEC Reporting: Securities and Exchange Commission Integrated Disclosure Systems – Issuing Securities: Registration Process – Periodic Reporting Requirements – The SEC Policy Setting Responsibilities – Major Disclosure Requirements – Additional Considerations.

Accounting for Taxes on Income (Deferred Taxation): Tax Payable Method – Tax Effect Accounting Methods: Deferral Method – Liability Method.

Company Accounting in the International Context.

Current and Future Developments in Company Accounting.


  1. Richard, E.B., C. L. Valdean and E. K. Thomas. _______. Advanced Financial Accounting. McGraw-Hill Inc.

ACN 608:  CORPORATE TAX PLANNING                                                                                                                  Credits 3

Introduction: Corporate Tax Planning – An Introduction: Corporate Entities and Corporate Income Tax Rates – Why Tax Planning Arises? – Tax evasion, Tax avoidance, Tax planning, and Tax Management – Traditional vs. Effective Tax Planning – Tax Research – Types of tax planning, Restriction on taxpayer behaviors, Legislative process and sources of tax information.

Inter-temporal Tax Planning: Inter-temporal Tax Planning using alternative Savings Vehicles – Constant Tax Rates – Changes in Tax Rates – Implications for Bangladesh.

Inter-entity tax planning: Inter-entity tax planning – Organizational Forms for Producing Goods and Services – Non-Tax Advantages of Operating in Corporate Form – Changing Preferences for Organizational Forms Induced by Tax-Rule Changes.

Corporate Tax Consequences: Corporate Formation – Taxation of Corporate Operations – Possible Tax Benefits of Leverage in Firm’s Capital Structures – Debt-Equity Hybrids – Taxation of Distributions and Share Repurchases – Tax Planning Using the Tax Rules for Distributions and Share Repurchases – Taxation of Liquidations.

Implicit Taxes, Clienteles and Tax Arbitrage: Tax-Favored Status and Implicit Taxes – Implicit, Explicit and Total Taxes and Tax Rates – Importance of Adjusting for Risk Differences – Clienteles – Implicit Taxes and Corporate Tax Burdens – Tax Arbitrage: Organizational-Form Arbitrage and Clientele -Based Arbitrage.

Nontax Costs of Tax Planning: Symmetric Uncertainty, Progressive Tax Rates, and Risk Taking – Tax Planning in the Presence of Risk-Sharing and Hidden-Action Considerations – Tax Planning in the Presence of Hidden-Information Considerations – Tax Planning and Organizational Design – Conflicts between Financial Reporting and Tax Planning.

Importance of Marginal Tax Rates and Dynamic Tax Planning Considerations: Marginal Tax Rate: Definitional Issues – Tax Planning for Low Marginal Tax Rate Firms – Adaptability of Tax Plans – Reversibility of Tax Plans – Ability to Insure Against Adverse Changes in Tax Status – Tax Planning When a Taxpayer’s Marginal Tax Rate is Strategy-Dependent.

Corporate Compensation Planning: Components of Compensation and Tax Consequences – Tax Planning regarding Salary versus Deferred Compensation – Tax Planning regarding Salary versus Fringe Benefits – Tax Planning regarding other benefits provided to employees.

Multinational Tax Planning: Overview of Multinational Taxation – How Taxes Affect the Location and Structure of Investments – Decision to Repatriate or Reinvest – Shifting Income Across Jurisdictions.

Corporate Tax Planning for Incomes, Deductions and Losses: Corporate Tax Planning for Incomes – Tax Planning for Deductions – Tax Planning for Losses.

Corporate Tax Planning and IFRS: Corporate Compliance with IFRS/IAS regarding Income Tax –Tax Planning Opportunities under IFRS/IAS.


  1. Karayan, John E., Charles W. Swenson, Joseph W. Neff .  Strategic Corporate Tax Planning., John Wiley and Sons, Inc.
  2. Lakhotia, R. N., and S. Lakhotia. Corporate Tax Planning, Vision Books.



Financial Reporting Fundamentals: Brief Resume of Basic Accounting Concepts – Business Entity – Going Concern – Money Measurement – Accounting Period – Consistency – Historical Cost – Realization – Matching Cost and Revenue – Dual Aspect – Matching of Cost and Revenues – Conservatism – Materiality – Realization. Application and limitations of the Basic Concepts.

Users and Uses of Financial Reports: Principal categories of users of Financial Statements- External Users: Shareholders, Prospective Shareholders, Investors, Prospective Investors- Bond/Debenture holders-Creditors of Different Types-Financiers of Different Types-Securities and Exchange Commission-National Board of Revenue-Government/Public Agencies-Outside

Agencies and Institutions – A host of other Interest Groups outside of the Organization-and Anybody in the World at large, Internal Users: Different Tier of Management.

Financial Reporting and Disclosure: The Nature of Disclosure-Disclosure of Quantities Data-Disclosure of No quantitative Information-Disclosure of Post-Statement Events-Disclosure of Segment Information –Accounting Difficulties-Methods of Disclosure- Form and Arrangement of Formal Statements- Terminology and Detailed Presentations-Parenthetical

Information-Supplementary Statements and Schedules Footnotes- The Auditor’s Certificate- The Chairperson’s Letter.

Fragments of Corporate Reporting: Income Measurement and reporting-Revenue Recognition. Reporting Extraordinary and Unusual Items. Reporting Assets-Long-lived Fixed Assets-Intangible Assets-Inventories etc..Reporting Long-term Financial Commitments-Leases- Retirement Benefits. Reporting Share holders’ Equity, Reporting Interim Period results and


Special Reporting: Preparation and Reporting of Consolidated Statements-Consolidation Policy-Control-Similarity of Activities-Why to Consolidate? Preparation of Consolidated accounts of subsidiaries and associated companies-Minority interest-Classification-Adjustment of Minority Interest- Treatment of intercompany transactions-Transfer Pricing Problems of

Transfer Pricing. Foreign Activities-Exchange Rates-Foreign Currency Transaction and problems relating thereto.

Reporting the Effect of Price Change: The Nature of Price Changes: General Price-Level Changes-Specific Price Changes-Relative Price Changes-The Monetary and Non-monetary Classifications-Gains and Losses on Monetary Items. Price-level Restatement Approaches.

International Financial Reporting Standards: IFRS#1: First-time adoption of IFRS; IFRS#2: Share-based payment; IFRS#3: Business combinations; IFRS#4: Insurance contracts, IFRS#5: Non-current assets held for sale and discontinued operations, IFRS#6: Explanation for and Evaluation of Mineral Resources and IFRS#7: Financial Investments: Disclosure.


A Preview of company fundamentals: Qualitative Information and their Interpretation – Supply of Accounting Statement Information – Regulatory bodies and their role – Mandatory and Volumetric Disclosures – Market Demands and supply of Information.

Basic Financial Statement Analysis Techniques: Broad Guidelines for Financial Statement Analysis – Techniques of Financial Statement Analysis – Absolute Studies: Comparative Statements – Time Series Techniques – Trend Statements – Supplementary Statements. Relative Studies: Ratio Analysis – Profitability Liquidity – Solvency – Growth and over all Ratios – Market Test, Significance and Limitations for Ratio Analysis – Standards of comparison; internal and external standards.

Decision Making and Control Consolidated Financial Statement Analysis and Non-Financial Statement Information – Product Market Information – Capital Market Information and Information emanating from World Business Report.


  1. Bernstein, L. A. and J. J. Wild. Financial Statement Analysis. McGraw Hill- Irwin.
  2. Hawking, D. F. Corporate Financial Reporting and Analysis (Text and Cases).. Irwin / McGraw-Hill.


Accounting System Concepts: The Changing Role of the Accountant – Accounting Information Systems – AIS and MIS – Accounting as a System – Users of Accounting Information System – Management Structure – Models of Decision Making – Human Aspect of the AIS – Transaction processing – Computer Hardware and Software in AIS – Computerized Accounting Systems – Tools to implement Accounting System.

AIS in Operation Controls: Operation and Control of Purchases – Operation and Control of Sales – Operation and Control of Cash Transactions – Payroll Accounting – Inventory Control – Budgeting and Budgetary Control – Computer Assisted Operating Control Systems.

AIS in Management Control: AIS Characteristics and Criteria for Management Control – AIS Data Support for Management Control – AIS-MIS use Mix in Management Control – Accountants and Management Control Interface – Management Control Decision using AIS. Strategic Decisions: DSS, AIS and AI /E, AIS in Corporate Planning – Decision Support System (DSS) – Artificial Intelligence (AI) and Export Systems Operation and Evaluation.


  1. Marshall B. Romney and Paul j.Stainbart , Accounting Information Systems ,  Prentice Hall.
  2. Cerullo and Raval,Wong on Wing, Accounting Information Systems Wilkinson  ,John Wiley and sons
  3. Rahman, M .and Halladay, Accounting Information Systems: Principles , Applications And future Directions, Prantice Hall –  Inc

ACN 611: ADVANCED AUDITING                                                                               Credits 3

Introduction to Auditing philosophy: Auditing philosophy – Methodology of auditing – Postulates of auditing.

Concepts in Auditing Theory: Development of auditing concepts – Evidence – Due audit care – Fair Presentation – Independence – Ethical conduct – Audit Risk – Materiality: Materiality and Economic Environment – Unknown Materiality concept – Consistency – Fairness.

Economic and Social Role of the Auditor and Auditing : Product attributes of the audit – The Stewardship Hypothesis – The Information Hypothesis – The Insurance Hypothesis – Power and Societal Role of auditing – A Political view of Corporate Auditing

The Audit Process: Planning the audit and the Audit Programme – Understanding the clients’ system and its evaluation – The Audit Chronology – The Audit Report.

Professional Ethics and The Auditing Environment: The Code of professional conduct – IFAC and Professional Ethics – Regulation of Accounting Profession – Self regulation – Public control of Accounting profession – Role of Financial Reporting Council – Quality Control within audit firms – Contemporary standards and Guidelines.

Auditing with the computer: The auditor and EDP – Import of Electronic Data Processing on Auditing – Auditing through the computer – Control framework for Electronic system.

Statistical Auditing: Sampling in auditing – Statistical sampling for auditors – Test of transactions – Computer and the audit test – Discovery sampling in auditing – Sampling in compliance tests of internal Accounting control – Sampling in substantive tests of details – Probability – Proportional – to – size sampling.

The Auditor and the Liability under Law: Accountants’ legal liability – Criminal liability – Civil liability – Case Laws.

State Audit and Public Accountability: Bureaucracy and State Audit – Audit of Economy, Efficiency – Effectiveness – Reforms in state audit – The Audit Expectation Gap – Corporate Governance – The causes, Developments and suggestions.

Current Issues in Auditing : Auditing in the Financial Service Sector – Small Company audit – Modern internal audit – Empirical research in Auditing – Direction of future research.


  1. N. Tandon, Auditing, S. Chand & Co
  2. Aren and Lobbeche: Auditing – an – integrated approach, Prentice Hall
  3. Whittington: Principles of auditing and other assurance services, McGraw Hill
  4. Emile Woolf, Auditing Today (Latest Edition) Prentice Hall Inc.

ACN 613               Accounting Theory                                             3 Credits

Development of Accounting Theory: Historical Development.

Conceptual framework of Accounting and Reporting

Agency Theory and need for Accounting.

Signaling Theory and Accounting Information, Contingency Theory, Institutional Theory, Asymmetry of Information Theory, Bounded Rationality Theory and the Theory of Knowledge.

Income concepts: Accounting and Economic Income, Hick’s Theory of Income, Capital Maintenance, Hayek’s Capital Maintenance.

Hidden cost of control

Earnings Management: Earnings Forecast Model, Smoothing and Big Bath.

Incentive Scheme: Profit Sharing, Share ownership, Share options, Accounting for share options (IFRS2).

Contingencies and Disclosure, IAS 37

Fair Value Measurement, IFRS 13.

Accounting covenants and Loan Agreement

Capital Structure: Debt-equity, Free cash flow, Optimum Capital Structure, Nature of Assets and Capital Structure.

Test of uses of Accounting Information: Market efficiency, CAPM.

Intangibles: Goodwill, Copyright, Patents, Brands, Trademarks, RandD, IAS 38.

Valuation: Cost, Replacement, Appraised Value, Market Value, Present Value, Arbitrary Valuation, Tobins’ Q.

Regulation: IFRS, Standard setting process, GAAP, Differences in GAAP.

References :

1.Richard G. Schroeder, Myrtle W. Clark, Accounting Theory : Text and Readings, John Wiley and Sons., Inc.: NY

2.Dhiman Chowdhury, Incentives, Control, and Development: Governance in the Private and Public Sector with Special Reference to Bangladesh, Dhaka University, 2nd edition

3.Scott: Financial Accounting Theory, Pearson Education Asia

4.Craig Deegan and Unerman: Financial Accounting Theory, McGraw Hill

5.Porwel: Accounting Theory –an Introduction, Tata McGraw Hill

MGT 601: Theories of Organization and organizational Change                                                             Credits 3

Introduction to organization theory – an overview-the evolution of organization theory- organizational effectiveness

Comparing organizations-dimensions of organization structure

Contingencies- strategy-organization size – technology – environment – power-control

Organizations in action-the challenge of finding an appropriate structure-managing the environment- managing organizational change- managing organizational culture-managing organization growth and decline-innovation, knowledge management and organizational learning -gender and organizations


  1. Robbins :Organization Theory: Concepts and cases, 5 /E, Pearson Education Asia.

MGT 602: Management Decision Making                                                                                                    Credits 3

Dealing with uncertainty: risk and rationality-conflict/intrapersonal dynamics-chaos.

Research- research methods- diagnosis and systems thinking-model building.

Choice- money management-resource allocation- time management,

Implementation: interpersonal dynamics- power and politics- the cultural context.-ethics in decision-making.

Integrated case study


  1. Teale, Dispenza, Flynn, Currie:  Management Decision Making: Towards an Integrative Approach

MGT 603: Business Strategy and Policy                                                                                                        Credit #3

Strategic thinking and strategic planning; Analyzing an industry; Developing strategic business

plan; Assessment of organizational strength and weaknesses; Analysis of opportunities and

threats; Scanning internal and external environment; Formulating functional, corporate and

international level strategies; Evaluation of alternatives; Strategic decision making; Managing

strategic changes and Strategic control.


  1. Barney, Hesterly:  Strategic Management and Competitive Advantage: Concepts: International Version, 4 /E, Pearson Education Asia.

MGT 604: Value and Ethics in Management                                                                                                                3 Credits

Business ethics matters: what is it and why does it matter? – perspectives on business ethics and values-ethical issues in business-ethical theories and how to use them

Individuals’ responses to ethical issues-personal values in the workplace-values and heuristics-individual responses to ethical situation-whistleblower or witness?

Organizational responses to ethical issues-corporate responsibility, corporate governance and corporate citizenship-sustainability and the responsible corporation- ethical conformance: codes, standards, culture, leadership and citizen power

The international context-global and local values  – and international business-globalization and international business-moral agency at work and a modest proposal for affecting ethics in business-concluding integrative case studies


  1. Fisher, Lovell: Business Ethics and Values: Individual, Corporate and International Perspectives, 3 /E, Pearson Education Asia.

MGT 605                              Project Management                          3 Credits

Nature of project management – Definition – Features and types of project – Project life cycle – Elements and functions of project management – Project organization – Traditional management and project management – Qualities, functions and responsibilities of a project manager.

Project formulation and appraisal – Meaning of project formulation and appraisal – Steps in project formulation – Economic, social, financial, technical and managerial appraisal of project – Cost benefit analysis (SCBA – OECD) approach – UNIDO approach – Capital budgeting.

Market and Demand Analysis: Concept of forecast – Elements of a good forecast – Determinants of Demand – Demand forecasting Steps in market and demand analysis.

Project Risk Analysis: Definition of risk – Types of project risk –  Techniques of measuring risk –  Risk management process.

Planning and scheduling of projects: Steps in project planning and scheduling – Gantt chart – PERT – CPM time – Cost trade off – Planning at the national level.

Resource mobilization: Procedures for release of funds – Financing projects under ADP.

Project implementation: Steps in project implementation – Impediments of project implementation –  Guidelines to effective implementation.

Monitoring valuation and termination of projects: Techniques of monitoring – Precondition of effective monitoring – Methods of evaluation – Deferent status of project termination.

Project management in Bangladesh: Procedures of preparation and approval of development projects in Bangladesh – Organization and functions of planning commissions – ECNEC and IMED – Problems of project implementation in Bangladesh – An evaluation of JK project – JMP, and Modhopara Hard Rock Project.


  1. B.B. Goel, Project Management, Deep and Deep Publication
  2. Jack R. Meredith; J. Mantel Jr. and Samuel, Project Management, John Willey & Sons
  3.  Sky lark Chandha, Managing Project in Bangladesh, UPL.

MGT 606: Environmental Management                                                                                                        3 Credits

The International Business Environment -The Competitive Environment-The International Economic Environment -The Technological Environment -The International Cultural, Demographic and Social Environment-The Ecological Environment -The International Political Environment -The legal Environment -Globalization, challenges and changes


  1. Brooks, Weatherston, Wilkinson The International Business Environment: Challenges and Changes, 2 /E, Pearson Education Asia.

MGT 607         NGO Operations and Management                                                                                      3 Credits

Environment, philosophy, objectives, strategies, factions, structure and management of NGOs. Planning, implementation and control of NGO activities in field and office, budgeting and financing NGOs operations and capital expenditures, personnel

management etc. are covered.

MGT 608: International Management                                                           3 Credits

The global manager’s environment-assessing the environment—political, economic, legal, technological-managing interdependence: social responsibility and ethics.

The cultural context of global management- understanding the role of culture-communicating across cultures-cross-cultural negotiation and decision making.

Formulating and implementing strategy for international and global operations-formulating strategy-global alliances and strategy implementation-organizing structure, control systems, and labor relations.

Global human resource management-developing a global management cadre- motivating and leading

References: 1. Deresky:  global management: strategic and interpersonal

MGT 610. Organizational Change and Development                                                                                                 3 Credits

Organizational change and development: practice in context: introduction.-review of synthesis of context and practice-managers, trainers and developers as change agents-the pathology of organizational change: a study of uk manager’ experiences.

Practitioner perspectives on organizational change and development-the change practitioner: perspective on role, effectiveness, dilemmas and challenges-the complexity – clarity paradox.

Learning about change agency from the “reflections on practice” of other practitioners-transformational and cultural change- quality initiatives-organizational development processes and interventions-training and development initiatives.

Reflections on practitioner perspectives and reflections on practice-towards research-based organizational change and development-change agency practice – the future


  1. Bob Hamlin, Jane Keep, Ken Ash: Organizational Change and Development, Pearson Education Asia.
  2. Wendell L. French and Cecil H. Bell, Organization Development. NJ: Prentice – Hall.
  3. Robert D. Smither, John M. Houston and Sandra A. McIntire, Organization Development: Strategies for Changing Environment. New Delhi: Pearson Education Asia.

MGT 611: Management of Service Organizations                                                                       3 Credits

The objective of this course is to provide the students with basic understanding of the principles and concepts of management of service organizations as well as their applicability and relevance in real-world situation. The course incorporates the following topics:

Services and the management process – the nature of services and its implications for the services management process -the characteristics of services -service classifications -towards an integrative view

The central role of the service concept -the strategic nature of the service concept – implementing the service concept -the service triangle as an integrative model – (focused factory idea)

Customer logic- building customer relationships: why and how – promotion -pricing – quality: the customer side

The human factor in service organizations-the crucial role of human resource practices in service organizations -competencies and learning -the role of empowerment – handling role stress among front-line employees- quality : the employee side

Operations management in service organizations- service operations management -managing capacity -managing facilities. -technologies for service operations -quality

An integrated approach – keeping track of the service concept. -the crucial role of service guarantees and service level agreements- managing innovation in a service environment. -fitting it all together


  1. Bart van looy -services management: an integrated approach, 2 /E, Pearson Education Asia.

MGT 613: PUBLIC SERVICES MANAGEMENT                                                                                       Credits 3

The objective of this course is to provide the students with basic understanding of the principles and concepts of public service management as well as their applicability and relevance in real-world situation. The course incorporates the following topics:

Context of public services management: political context of public services management- social and economic context-new technologies and public management: issues for the information age-distinctiveness of public management- accountabilities-markets and bureaucracy

The manager’s task: strategic management- managing human resources-financial management-marketing for the public services-managing networks-managing performance-managing change

The public services assessed: public service culture-ethics and management-responsive public services-comparative public services management


Rose, Lawton: Public Services Management

MGT 614: Logistics and Supply Chain Management                                 3 credits

The objective of this course is to provide the students with basic understanding of the principles and concepts of Logistics and Supply Chain Management as well as their applicability and relevance in real-world situation. The course incorporates the following topics:

Logistics, the Supply Chain and Competitive Strategy- Logistics and Customer Value-Measuring Logistics Costs and Performance-Creating the Responsive Supply Chain-Strategic Lead-Time Management-The Synchronous Supply Chain-Managing the Global Pipeline-Managing Risk in the Supply Chain -Overcoming the Barriers to Supply Chain Integration- Entering the Era of Network Competition

References: 1. Martin Christopher: Logistics and Supply Chain Management

MGT 615:   Technology Strategy for Managers and Entrepreneurs                                                                   3 Credits

The objective of this course is to provide the students with basic understanding of the principles and concepts of Technology Strategy for Managers and Entrepreneurs as well as their applicability and relevance in real-world situation. The course incorporates the following topics:

Understanding Technological Change-Technology Evolution-Technology Adoption and Diffusion    Sources of Innovation

Coming up with Innovations -Selecting Innovation Projects-Customer Need-New Product Development Benefiting from Innovation-Patents-Trade Secrets, Trademarks, and Copyrights -Capturing Value from Innovation-Competitive Advantage in High Tech Industries-Technical Standards-Strategy in Networked Industries

Formulating Technology Strategy-Collaboration Strategies-Strategic Human Resource Management of Technical Professionals-Organization Structure for Technology Strategy


  1. Shane, Technology Strategy for Managers and Entrepreneurs

MGT 616: Innovation Management                              Credits #3

The objective of this course is to provide the students with basic understanding of the principles and concepts of innovation management as well as their applicability and relevance in real-world situation. The course incorporates the following topics:

Understanding Innovation and Creativity-Innovation in    context-Creativity and innovation

Strategic Focus – Setting a Direction-Strategy and  innovation-Technology strategy

Structure for New Product Development – Frameworks-Innovation process management-Optimizing innovation  decision-making and portfolio management-Innovation performance measurement

Aligning People – Culture and Structure-People, leadership and structure for innovation-Culture and climate for innovation-Innovation in a global world

Execution Within a Structured Development Process-Market learning-Design and manufacture for innovation-Supply chain management and innovation-Knowledge management and learning for innovation


  1. Pervaiz, Shepherd: Innovation Management: Context, strategies, systems and processes

MGT 617: Quality Management                                     Credit 3

The objective of this course is to provide the students with basic understanding of the principles and concepts of quality management as well as their applicability and relevance in real-world situation. The course incorporates the following topics:

Understanding quality concepts-differing perspectives on quality-quality theory -global supply chain quality and international quality standards

Designing and assuring quality-strategic quality planning -the voice of the customer -the voice of the market -quality and innovation in product and process design -designing quality services – managing supplier quality in the supply chain

Implementing quality-the tools of quality -statistically based quality improvement for variables-statistically based quality improvement for attributes -six-sigma management and lean tools

Forever improving the quality system-managing quality improvement teams and projects-implementing and validating the quality system


  1. Foster: Managing Quality: International Version, 4 /E, Pearson Education Asia.

MGT 618: E-Business and E-Commerce Management                                                                                              Credits 3

Introduction-introduction to e-business and e-commerce-e-commerce fundamentals-e-business infrastructure-e-environment

Strategy and applications- e-business strategy-supply chain management- e-procurement-e-marketing-customer relationship management

Implementation-change management-analysis and design-implementation and maintenance


  1. Chaffey, E-Business and E-Commerce Management: Strategy, Implementation and Practice, 5 /E, Pearson Education Asia.

FIN 601: CORPORATE FINANCE                                                                                                                 3 Credits

The objective of this course is to provide the students with basic understanding of the principles and concepts of corporate finance as well as their applicability and relevance in real-world situation. The course incorporates the following topics:

Corporate finance: theory and evidence- empirical perspectives on the financial characteristics of publicly traded u.s. Nonfinancial firms.-valuation and financing decisions in an ideal capital market.- separation of ownership and control, principal-agent conflicts, and financial policies.-information asymmetry and the markets for corporate securities.-the roles of government, securities markets, financial institutions, ownership structure, board oversight, and contract devices.-the leverage decision.

Analyses of the firm and the valuation of equity and debt.-industry analysis and financial policies and strategies.-the firm’s environment, governance, strategy, operations, and financial structure.- market efficiency, event studies, cost of equity capital, and equity valuation.-corporate bonds: terms, issuance, and valuation.

Managing equity and debt.-private equity and venture capital.- initial public offerings of stock.- managing internal equity and seasoned equity offerings.-dividend policy and stock repurchases.- corporate liabilities: strategic selections of lenders and contract terms.

The markets for corporate control.-mergers, acquisitions, takeovers, and buyouts.-financial distress and restructuring.-debt restructuring, being acquired, bankruptcy, reorganization, and liquidation.

Organizational architecture, risk management, and security design. Organizational architecture, risk management, and security design


  1. Ogden, C. Jen O’Connor Advanced Corporate Finance
  2. Copeland, Weston, Financial Theory and Corporate Policy.
  1. Ross, Westerfield, Jordan, Fundamentals of Corporate Finance

FIN 602: Advanced Financial Management                                                                                                  Credits 3

The objective of this course is to provide the students with basic understanding of the principles and concepts of Advanced Financial Management as well as their applicability and relevance in real-world situation. The course incorporates the following topics:

Introduction: Finance: An independent academic discipline- Goals of business and financial management –Agency problems- Future of financial management, Financial Markets.

Time Value of Money: Discounting – Compounding – Risk and Return – Portfolio Theory- CAPM- Valuation Concepts- Valuation Models.

Sources of Funds: Short Term – Intermediate Term – Long Term- Cost of Capital: Weighted Average Cost of Capital.

Capital Budgeting: Capital Budgeting under certainty – Methods of project appraisal.

Capital Structure: Capital Structure vs. Financial structure, Theories of Capital Structure: Net Operating Income (NOI) Approach, Net-Income (NI) Approach, Traditional Approach,

Factors Influencing the Capital Structure in Practice.

Dividend Policy: Factors influencing Dividend Policy, Dividend Stability, Rationale for low and High pay out Ratio, Dividend vs. Capital Gains; What do investors prefer? Residual Theory of Dividends and Dividend Irrelevance.

Lease Financing: Types of Lease; Factor Affecting the Leasing Decision, Evaluation by the Lessee, Evaluation by the Lessor, Lease vs. Purchase, Lease vs. Hire Purchase, Arguments for and against Leasing.

Options, Warrants, Convertibles, Forwards and Financial Futures: Options – Put and Call Option, Implications of Option Pricing for Corporate Financial Policy, Warrent vs. Convertibles, Financial Futures.

Mergers: Rationale for Mergers, Types of Mergers, Basic Guidelines for Mergers, Methods of Payment for Mergers, Financial Evaluation of the Methods of Payments, Demergers, Reasons for Demergers.

Risk and Risk Management: Types of risk handled by Risk Managers, Risk Recognition, Risk Management Techniques, Risk Control Tools, Funding of Risk.

Financing Small Firms: Problems and Sources of financing small firms and industries, Role of BSCIC and other similar Institutions in Bangladesh.

Working Capital Management: Concept of Working Capital – Factors determining working capital – Test of working capital policies – Alternative strategies for financial working capital.

Financial Analysis: Techniques of analysis of Financial Statements – Distress Analysis – Statement of Changes of financial position.

Security Analysis: Efficient Capital Market – Valuation of Securities – Fundamental Theory – Technical Theory – Random Walk Theory – Bond Valuation – Pref. Share Valuation – Ordinary Share Valuation.


  1. Brigham, E. F. and M. C. Ehrhardt.  Financial Management: Theory and Practice,  South-Western.
  2. Van Horne, J. C. Financial Management and Policy. Prentice- Hall of India Private Limited.

FIN 603:        Portfolio Management                                                                                                                               Credits: 3

The objective of this course is to provide the students with basic understanding of the principles and concepts of portfolio Management as well as their applicability and relevance in real-world situation. The course incorporates the following topics:

Background-Introduction to Modern Investment Theory.-Securities and Markets.-Some Statistical Concepts-Combining Individual Securities into Portfolios.

Portfolio Management-Finding the Efficient Set.-Factor Models-Asset Allocation.

Asset Pricing Theories and Performance Management-The Capital Asset Pricing Model-Empirical Tests of the Asset Pricing Model-The Arbitrage Pricing Theory-Measuring Portfolio Performance with Asset Pricing Models-Measuring Performance without Asset Pricing Models.

Interest rate and Bond Management-The Level of Interest Rates-The Term Structure of Interest Rates-Bond Portfolio Management-Interest Immunization.

Derivative Securities-European Option Pricing-American Option Pricing-Additional Issues in Option Pricing-Financial Forward and Futures Contracts.

Taxes, Stock Valuation and Market Securities-The Effect of Taxes on Investment Strategy and Securities Prices- Stock Valuation-Issues in Estimating Future Earnings and Dividends- Market Efficiency: The Concept-Market Efficiency: The Evidence.


  1. Haugen -Modern Investment Theory, 5 /E, Pearson Education Asia.

FIN 604            International Financial Management                                                                                   Credits: 3

The objective of this course is to provide the students with basic understanding of the principles and concepts of International Financial Management as well as their applicability and relevance in real-world situation. The course incorporates the following topics:

Introduction to Foreign Exchange Markets and Risks-Globalization and the Multinational Corporation-The Foreign Exchange Market -Forward Markets and Transaction Exchange Risk -The Balance of Payments-Exchange Rate Systems

International Parity Conditions and Exchange Rate Determination-Interest Rate Parity-Speculation and Risk in the Foreign Exchange Market-Purchasing Power Parity and Real Exchange Rates-Measuring and Managing Real Exchange Risk -Exchange Rate Determination and Forecasting

International Capital Markets-International Debt Financing-International Equity Financing- International Capital Market Equilibrium- Political and Country Risk

International Corporate Finance- International Capital Budgeting -Additional Topics in International Capital Budgeting- Risk Management and the Foreign Currency Hedging Decision

Managing Ongoing Operations – Financing International Trade- Management a Multinational’s Net Working Capital

Foreign Currency Derivatives-Foreign Currency Futures and Options-Interest Rate and Foreign Currency Swaps


  1. Bekaert, Hodrick:  International Financial Management: International Edition

FIN 605: Capital Budgeting and Investment Analysis-                                                                                                       3 Credits

The objective of this course is to provide the students with basic understanding of the principles and concepts of Capital Budgeting and Investment Analysis as well as their applicability and relevance in real-world situation. The course incorporates the following topics:

Introduction to Capital Budgeting- Capital-Budgeting Principles and Techniques-Estimating Project Cash Flows-Real Options and Project Analysis- Risk in Capital Budgeting-Estimating the Project Cost of Capital-Corporate Strategy and the Capital Budgeting Decision.


  1. Alan C. Shapiro -Capital Budgeting and Investment Analysis

FIN 606: Management of Banks and Development of Financial Institutions                                                         3 Credits

The objective of this course is to provide the students with basic understanding of the principles and concepts of Management

of Banks and Development of Financial Institutions as well as their applicability and relevance in real-world situation. The

course incorporates the following topics:

The principles of banking and banking systems, The sources and uses of funds, Financial Statement of Bank, Performance Evaluation of Bank, Liability management and Asset management

Finacial Statement of Insurance Companies, Advanced topics on the nature of risks faced by individuals, groups, organizations, and society as a whole and the availability and selection of insurance coverage.. Overview of premium Calculation, Reinsurance, Repayment .

dilemma of liquidity vs. profitability; estimating liquidity requirement; theories of banks’ liquidity; Risk management using Asset backed Securities, Futures, Options, Swap and Other hedging Tools, Investment function of bank,: Liquidity and Reserve Management, Managing and pricing Deposit Services, Managing Non deposit Liabilities and Other Sources of Borrowed Funds, Different Sources of Fee Income,  management of capital funds; Loans to Business and Consumers, managing Acquisition and Merger in Banking.


  1. Peter S. Rose. Sylvic Hudgin: Bank Management and Financial Services
  2. A.A. Khan: Bank Fund Management
  3. R.L. Robinson, The Management of Bank Fund

FIN 607: Management of Insurance Business              Credits: 3

Introduction- Banks- Insurance – Mutual Funds and Hedge Funds-Financial Instruments- How Traders Manage Their Exposures-Interest Rate Risk-Value at Risk-Volatility- Correlation and Copulas-Regulation, Basel II, and Solvency II-Market Risk VaR: Historical Simulation Approach-Market Risk VaR: Model-Building Approach- Credit Risk: Estimating Default Probabilities-Credit Risk Losses and Credit VaR ABSs, CDOs, and the Credit Crunch of 2007-Scenario Analysis and Stress Testing- Operational Risk-Liquidity Risk- Model Risk-Economic Capital and RAROC- Risk Management Mistakes to avoid


  1. Hull; Risk Management and Financial Institutions: International Edition, 2 /E, Pearson Education Asia.

FIN 609: Corporate Governance                                                                                                                                     Credits: 3

Corporations and Corporate Governance-Executive Incentives-Accountants and Auditors-The Board of Directors-Investment Banks and Securities Analysts-Creditors and Credit Rating Agencies-Shareholders and Shareholder Activism-Corporate Takeovers: A Governance Mechanism? -The Securities and Exchange Commission and the Sarbanes-Oxley Act-Moral Hazard, Systemic Risk and Bailouts-Corporate Citizenship


  1. Kim, Nofsinger, Mohr: Corporate Governance: International Edition, 3 /E, Pearson Education Asia.

FIN 611: Public Finance Management                                                                                                                           Credit: 3

The objective of this course is to provide the students with basic understanding of the principles and concepts of Public Finance

Management as well as their applicability and relevance in real-world situation. The course incorporates the following


The organization and development of public services-public services and the public sector-Public sector and public services: provisioning and financing – Configuration of the public sector and public services-The importance of financial management in public service organizations-Financing public services-Patterns of public  expenditure-Sources of public services finance –Taxation-User charge- Government borrowings-Other source- Framework of public expenditure-Planning and financing of public services-Allocating resources to public services-Public service trends and the impacts on financial management practices-Financial Management of Public Services- Managing strategic change in public services-Financial modeling-Capital investment appraisal techniques-Budgeting Systems and budget management in public service organization- Pricing public services- Improving performance in public services-The nature and role of financial information systems in public service organizations- Financial control and governance in public service organizations-The organization and staffing of the modern public service finance function-Future trends in public services


  1. Malcolm Prowle: Managing and Reforming Modern Public Services: The Financial Management Dimension, Pearson

FIN 613: International Banking                                                                                                                                       Credits: 3

Structures and Functions -Introduction-A Brief History of International Banking-Banking Systems Around the World-International Commercial Banking-International Investment Banking-International Retail and Private Banking- Offshore Financial Centers-Banking on the Foreign Exchange Market.

Risk Management – Bank Failures-Supervision and Regulation- Risk Management- Money Laundering- Derivatives-Country Risk and Global Debt Crises-Emerging Trends in Global Banking


  1. Hughes- International Banking: Text and Cases, Prentice Hall

FIN 615: Options, Futures and Other Derivatives                                                                                                         Credits: 3

The objective of this course is to provide the students with basic understanding of the principles and concepts of Options,

Futures and Other Derivatives as well as their applicability and relevance in real-world situation. The course incorporates the

following topics:

Introduction- Mechanics of Futures Markets- Hedging Strategies Using Futures-Interest Rates- Determination of Forward and Futures Prices- Interest Rate Futures- Swaps-Securitization and the Credit Crisis of 2007- Mechanics of Options Markets-Properties of Stock Options- Trading Strategies Involving Options- Binomial Trees-Wiener Processes and Ito’s Lemma-The Black-Scholes-Merton Model-Employee Stock Options- Options on Stock Indices and Currencies-Options on Futures- Greek Letters-Volatility Smiles- Basic Numerical Procedures- Value at Risk- Estimating Volatilities and Correlations-Credit Risk- Credit Derivatives-Exotic Options- More on Models and Numerical Procedures-Martingales and Measures-Interest Rate Derivatives: The Standard Market Models- Convexity, Timing, and Quanto Adjustments- Interest Rate Derivatives: Models of the Short Rate- Interest Rate Derivatives: HJM and LMM- Swaps Revisited-Energy and Commodity Derivatives- Real Options- Derivatives Mishaps and What We Can Learn from Them-Derivatives markets in developing countries


  1. Hull: Options, Futures and Other Derivatives: Global Edition, 8 /E, Pearson Education Asia.

FIN 617: Risk Management and Financial Institutions                                                                                                    Credits: 3

The objective of this course is to provide the students with basic understanding of the principles and concepts of Risk

Management and Financial Institutions as well as their applicability and relevance in real-world situation. The course

incorporates the following topics:

Introduction- Banks- Insurance – Mutual Funds and Hedge Funds-Financial Instruments- How Traders Manage Their Exposures-Interest Rate Risk-Value at Risk-Volatility- Correlation and Copulas-Regulation, Basel II, and Solvency II-Market Risk VaR: Historical Simulation Approach-Market Risk VaR: Model-Building Approach- Credit Risk: Estimating Default Probabilities-Credit Risk Losses and Credit VaR ABSs, CDOs, and the Credit Crunch of 2007-Scenario Analysis and Stress Testing- Operational Risk-Liquidity Risk- Model Risk-Economic Capital and RAROC- Risk Management Mistakes to avoid


  1. Hull:  Risk Management and Financial Institutions: International Edition, 2 /E, Pearson Education Asia.

FIN 619: Electronic Banking                                                                                                                                                             3 credits

Overview of E-commerce and banking. Issue of risk and security; EDI, E-commerce and Internet; Risk in Insecure System; Risk Management; E-Banking and E-Payment Systems:

Checks, Collections, debit and Credit Cards, Lock Box, Clearing House; Transaction Processing,

Cryptography and Authentication; Future of E-Banking


  1. Shah Mahmood, E-Banking Management: Issues, Solution and Strategies, IIBM

HRM 601: Strategic Human resource Management                                                                                                  Credits: 3

Managing shr in a complex and uncertain Organizational, social and economic context-organizations, strategies and human resourcing-managing uncertainty or managing uncertainly?-employment law and human resourcing strategies-ethics and strategic human resourcing

Human resourcing policies in practice-equal opportunities and diversity management-assessment, selection and evaluation- performance management and performing management-reward strategies and paying for contribution-managing employee exits- human resourcing in international organizations

Managing individual and Organizational changes and transitions-knowledge, organizations, strategies and human resourcing-managing processes of human resource development-developing managers and managerial capacities

Managing employments and other Human resourcing relationships-Strategic choice in patterns of employment relationships-Employee participation, involvement and communications-Managing consulting and consultancy relationships.


  1. Leopold: The Strategic Managing of Human Resources, 2 /E, Pearson Education Asia.

HRM 602: Performance Management                                                                                                                           Credits#3

Performance Management and Reward Systems in Context- Performance Management Process-Performance Management and Strategic Planning-  Defining Performance and Choosing a Measurement Approach-Measuring Results and Behaviors-Gathering Performance Information-Implementing a Performance Management System-Performance Management and Employee Development-Performance Management Skills-Reward Systems and Legal Issues- Managing Team Performance


  1. Aguinis: Performance Management: International Edition, 2 /E, Pearson Education Asia.

HRM 603: Career Planning and development                                                                                                                              Credit# 3

Career perspectives-Individual careers: career choice and career stages- Individual careers and career models-Organizational career systems-The dynamic nature of career management -Career management practices-Global career management-Managing career diversities- the future of career management


  1. Baruch, Managing Careers: Theory and Practice, Prentice Hall

HRM 604:  Leadership, Power and Influence                                                                                                                               3 credits

Theory, principles and practices of leadership- basic human behavior pattern, leadership theories and styles, types of leadership, team building and team management.


  1. Yukl, Leadership in Organizations: Global Edition, 7 /E, Pearson Education Asia.

HRM 605: Managerial Negotiation                                                                                                                                                                 Credits:  3

Defining Negotiation and Its Components-Personality-Conflict-Negotiation Style-Key Negotiating Temperaments-Communicating in Negotiation-  A Note on Cultural and Gender Differences-Interests and Goals in Negotiation-Understanding the Importance of Perception in Negotiation-Effects of Power in Negotiation-Asserting Yourself-Principles of Persuasion-Rules of Negotiation and Common Mistakes-The Negotiation Process and Preparation-Alternative Styles, Strategies, and Techniques of Negotiation- Team Negotiation-Negotiation in Leadership and Public Relations-Third-Party Intervention-Using Your Personal Negotiating Power-Post-Negotiation Evaluation


  1. Budjac Corvette :Conflict Management, Prentice Hall
  2. Barbara A., Ph.D. Conflict management, A Practical Guide to Developing Negotiation Strategies, Prentice Hall
  3. Roy J. Larchi, David M. Sauders, Managerial Negotiation, McGraw Hill

HRM 606:  Human Resources Planning and Development                                                        3 credits

Understanding of the role of the manpower planning and its personnel policy in modern organizations. techniques of developing and implementing personnel policy, environmental trend analysis, manpower planning models, manpower needs and personal information system to forecast manpower needs and consideration of some indicators of manpower effectiveness, Historical, economic, cultural, legal, political, and other factors for formulating policy decision, management of labor policy and policy to reduce the differences between management and their workforces.


  1. Walker, Human Resource Planning , Pearson Education Asia

HRM 607: Industrial Relations in a Global Economy                                                                                                                 3 credits

Interactions between and among workers, management, and the state shape and define the structure and experience of work, IR Theory; employment relations– the economic paradigm; IR dynamics; theory of unionism; non-union

worker voice and IR theory; alternate paradigms of industrial relations; comparative IR theory; public policy and IR theory; integration and synthesis.


  1. Carrell, Heavrin  Labor Relations and Collective Bargaining: Global Edition, 9 /E, Pearson Education Asia.

HRM 608: Organization and Conflict Management                                                                                                                   3 credits

Strategies essential to successful negotiations and mediation, nature of negotiation, distributive and integrative bargaining, ethical issues, planning and preparation, intercultural differences, bargaining style and personality, the role of power, strategy and tactics – coalition behavior, communication, persuasion, conflict resolution and multi-party negotiation. Case studies.


  1. Coltri Alternative Dispute Resolution: A Conflict Diagnosis Approach, 2 /E, Pearson Education Asia.

HRM 609: Compensation Management                                                                                                                                       3 credits

Managing employee-compensation , the current state of compensation decision-making and evaluation of  recent studies contribution to the improvement of such decisions. The strategic use of compensation systems for attracting, motivating, and retaining employees is particularly stressed, job evaluation, salary surveys; pay-for-performance programs; legal issues; the design and evaluation of employee benefits packages.


  1. Joe Martocchio: Strategic Compensation: A Human Resource Management Approach: International Edition, 6 /E, Pearson Education Asia.

HRM 610: Human Resource Development                                                                                                                                  Credits #3

The Emerging Concept of HRD-The Relationship Between HRD and HRM-The Contribution of HRD to Strategic Management- Strategic HRD-Operating in a Global Environment-HRD Roles and Relationships-Managing Change from an HRD Perspective-The Impact of New Organizational Forms on HRD – The Virtual Organization-HRD and TQM-The Learning Organization-HRD for SME-Outsourcing – What Should Go Out and What Should Stay In-Marketing HRD Functions and Activities- How HRD can Contribute to Achieving Synergy Amongst Business Sub

Units-The Role of HRD in Management Development-The Strategic Role of Managing Learning Processes-The Role of Managers in HRD-The Role of Staff in HRD-Benchmarking and HRD-The Corporate University-Non Employee Development-Career Development in Downsized Organizations – The Contribution of HRD to Business Ethics, Managing Diversity and



  1. Walton: Strategic Human Resource Development, Financial Times Management
  2. Warner, Human Resource Development, McGraw Hill

MIS 601 Advanced Management Information Systems                                                                                                            Credit #3

This is an advanced course designed to provide a managerial understanding and approach to the technical subject of Information Technology Management. The course will illustrate the important role that information systems play in an organization; and provide the student with a background to understand the subject and a foundation upon which to build his or her management decisions. Topics include Managing Information Assets, IT Technology and Strategy and IT Technology and Organization. This course is the capstone course for your degree. It focuses on issues faced by the CIO in modern organizations.



1.       McLeod and Schell: Management Information System, Prentice Hall

MIS 603: SYSTEM ANALYSIS AND DESIGN                                                                                                            Credit 3

Overview of Systems Analysis and Design; Software application today – the changing scenarios –Introduction to different methodologies and structured System Analysis – Problem identification – requirement analysis: tools and techniques feasibility analysis – Operational, Technical and Economical Feasibility – details of SDLC approach. Business Systems Concept; Systems Development Life cycle; Project Selection; Feasibility Study. Tools for Analysis and Design of Business Systems; Methodologies Available; Need for structured Techniques; Structured Techniques Available. System Requirement Specifications and analysis; Data Flow Diagrams; Data Dictionaries; Process Organization and Intersections; Decision Analysis; Decision Trees and Tables; Expansion, Explosion and Normalization. Detailed Design; Modulation; Module specification File Design; Data Base Design. System Control and Quality Assurance; Documentation Tools; Testing Technology Available; System Control and Audit Trails; System Administration and Training; Conversion and Operations Plan. Hardware and Software Selection; Hardware Acquisition; Benchmarking, Vendor Selection, Operating System Selection, Language Processors, Performance and Acceptance Testing Criteria.  Managing Data Processing in an Organization; Data Processing Setup; Project Management Techniques for Managing Software Projects.

References :

  1. Awad. Elias M. Systems Analysis and Design. Prentice Hall of India
  2. Coad, Peter and Edward, Yourdon. Object-Oriented Analysis. Yourdon Press
  3. Hawryszkiewyez, IT. Introduction to System Analysis and Design. Prentice Hall of India.
  4. Macro, T.D. Structured Analysis and System Specification. Yourdon Press
  5. Rajaram, V. Analysis and Design of Information Systems. Prentice Hall of India
  6. Van Over, David, Foundations of Business Systems. Dryden Press
  7. Shitten, J L. etc System Analysis and Design Methods. Galgotia

MIS 607: DATABASE MANAGEMENT SYSTEMS                                                                                   Credit #3

Data Processing Concepts; Data Structures; File Processing and Access Methods; Taxonomy of Data Management Systems; Various Data Base Management Models. Evaluation of Commercially Available Software  Systems with Managerial Emphasis on Tradeoffs Among Cost, Capacity, and Responsiveness; Functions of Transaction Processes and their Communications Interface with Database Management Systems; Distributed Data Structures; Normalizations and Logical Design; Query Languages for Relational Database Management Systems, Study of a Relational Database Management System for Successful Implementation of Distributed System; Structured Query Language. Distributed Data Base Systems; On-line Data Bases; Object Oriented Data Bases. Managerial Issues Related to Data Base Management;  Evaluation Criteria; Performance Analysis; Recovery Issues; Re-Organization Problems; Implementation  and Maintenance Issues; Database Administration


  1. Coad, Peter and Edward, Youdon. Object-Oriented Analysis. Yourdon Press.
  2. Kroeke David M. Database Processing: Fundamentals, Design, Implementation,
  3. McFadden, Fred R and Hoffer, Jeffrey, A. Database Management. Cummings.


MIS 605: Data Structure and Algorithm                                                                                                                        Credit #3

Java Programming Basics, Object-Oriented Design, Arrays, Linked Lists, and Recursion, Analysis Tools, Stacks and Queues, Lists and Iterators, Trees, Priority Queues, Maps and Dictionaries, Search Trees, Sorting, Sets, and Selection, Text Processing, Graphs, Memo


Michel J Goodrich and Roberto Tamassia, Data Structure and Algorithm in Java, John Wiley

MIS 609: E-COMMERCE and Web Page Design                                                                                                        Credit #3

Introduction to E-commerce; Definition- Forces Fueling E-commerce – Industry framework – types -.Internet Services Providers – Internet access providers – Internet Vs. Online Services; WWW: Concepts – Technology – Applications – Electronic Payment Systems: Electronic Payment Technology – Digital Cash – electronic check­ On-line Credit Card; Electronic Commerce and Banking: Changing dynamics in the Banking Industry – Home banking Implementation approaches – Open V s Closed models – Management issues in online Banking – Electronic Commerce and Retailing – changing retail Industry Dynamics – Online retailing – Management challenges – Electronic Commerce and online publishing: Online publishing Strategies – Approaches ­Advertising and online publishing – Digital copyrights and Electronic publishing; Intranets and Supply Chain Management – Managing retail supply chains – Supply chain application software – Intranets and customer asset Management Customer asset management basics -: online sales force – online customer service and support -.Technology and Marketing strategy; Intranets and Manufacturing: Integrated logistics,  Agile Manufacturing “‘ Emerging Business requirements ‘- Manufacturing Information Systems – Intranet based manufacturing logistics Management; Intranets a Corporate Finance: Financial Systems – Financial Intranets-Software modules in Financial Information System-Transaction Accounting – Inventory Accounting Payment Management – Treasury and Cash Management- Human Resource Management Systems -size-structure of Financial Software Markets – The Corporate Digital Library – Intelligent Agents.


  1. Cady, G:H: and part McGreger, The Internet. BPB Pub
  2. Mann, Catherine. L. Global Electronic Commerce. Institute for International Economics

MIS 613: Data Mining                                                                                                                                                       Credit #3

Introduction :What Motivated Data Mining? Why Is It Important?  So, What Is Data Mining?  Data Mining—On What Kind of Data? Data Mining Functionalities—What Kinds of Patterns Can Be Mined? Are All of the Patterns Interesting?  Classification of Data Mining Systems Data Mining Task Primitives, Integration of a Data Mining System with

a Database or Data Warehouse System, Major Issues in Data Mining 36

Data Preprocessing: Why Preprocess the Data?  Descriptive Data Summarization -Data Cleaning: Data Integration and Transformation ,Data Reduction- Data Discretization and Concept Hierarchy Generation

Data Warehouse and OLAP Technology: An Overview,  What Is a Data Warehouse? A Multidimensional Data Model, Data Warehouse Architecture,  Data Warehouse Implementation -From Data Warehousing to Data Mining

Data Cube Computation and Data Generalization: Efficient Methods for Data Cube Computation -Further Development of Data Cube and OLAP-Technology, Attribute-Oriented Induction—An Alternative

Method for Data Generalization and Concept Description

Mining Frequent Patterns, Associations, and Correlations :Basic Concepts and a Road Map  Efficient and Scalable Frequent Item set Mining Methods,  Mining Various Kinds of Association Rules, From Association Mining to Correlation Analysis ,Constraint-Based Association Mining

Classification and Prediction: What Is Classification? What Is Prediction? Issues Regarding Classification and Prediction, Classification by Decision Tree Induction, Bayesian Classification  Rule-Based Classification, Classification by Back propagation, Support Vector Machines  Associative Classification: Classification by Association, Rule Analysis, Lazy Learners (or Learning from Your Neighbors), Other Classification Methods,  Prediction  Accuracy and Error Measures, Evaluating the Accuracy of a Classifier or Predictor  Ensemble Methods—Increasing the Accuracy,  Model Selection

Cluster Analysis: What Is Cluster Analysis? Types of Data in Cluster Analysis, A Categorization of Major Clustering Methods, Partitioning Methods, Hierarchical Methods, Density-Based Methods Grid-Based Methods, Model-Based Clustering Methods, Clustering High-Dimensional Data  Constraint-Based Cluster Analysis, Outlier Analysis

Mining Stream, Time-Series, and Sequence Data :Mining Data Streams ,Mining Time-Series Data, Mining Sequence Patterns in Transactional Databases Mining Sequence Patterns in Biological Data

Graph Mining, Social Network Analysis, and Multi relational Data Mining ,Graph Mining Social Network Analysis,  Multi relational Data Mining

  1. Mining Object, Spatial, Multimedia, Text, and Web Data: Multidimensional Analysis and Descriptive Mining of Complex, Data Objects ,Spatial Data Mining, Multimedia Data Mining,

Text Mining,  Mining the World Wide Web 628

  1. Applications and Trends in Data Mining: Data Mining Applications ,Data Mining System Products and Research Prototypes, Additional Themes on Data Mining, Social Impacts of Data Mining. Trends in Data Mining


  1. Jiawei Han and Micheline Kamber, Data Mining:Concepts and Techniques, Morgan Kaufmann

MIS 611: Computer Networking and data communication                                                                                       3 Credits


  1. Behrouz A forouzan, Data communication and Networking, McGraw Hill Education

MIS 615: Enterprise Resource Planning

Enterprise Resources Planning: Evolution of ERP-MRP and MRP-II problems of system islands-need for system integration and interface-early ERP Packages-ERP products and Markets-opportunities and problems in ERP selection and implementation; ERP implementation: Identifying ERP benefits team formation-Consultant intervention-Selection ERP-Process implementation-Integrating with other system; Post ERP; Modules in ERP: Business Modules of ERP Package; Reengineering Concepts: The emergence of reengineering concept – of business process-rethinking of process – Identification of re-engineering need-preparing for re-engineering-implementing change – change management – BRP and ERP; Supply Chain Management: The Concept of value chain differentiation between ERP and SCM-SCM for customer focus-need and specificity of SCM-SCM scenario in India-products and markets of SEHL issues in selection and implementation of SCM solutions – CRM solutions; E-Business: Introduction to 1-Net technologies – Evolution of E-commerce, EDI and E-Business: business opportunities – basic and advanced business models on internet – internet banking and related technologies – security and privacy issues – technologies for E-Business. Future and Growth of E-Business.


  1. Mary Sumner, Enterprise Resource Planning, Prentice Hall

MIS 617: Decision Support and Expert System

Overview of decision support systems and their types, normative, behavioral theories and cognitive biases in decision making, DSS Architecture, Introduction to DSS development tools, Modeling and decision analysis (preferably by using Excel), Programming concepts (Linear Programming), Review of Database Concept (with Oracle), Overview of OLAP and data mining, Introduction to data warehousing, Group Support System, Artificially Intelligent Decision Support System: tools and applications, discussion of design appropriateness, risk assessment and implementation issues of DSS. The course will provide the students with the opportunity to design a simple decision support system and to evaluate and justify the design, expert systems, artificial intelligence, executive information systems, neural networks and others.


  1. Frada Burstein, C. W. Holsapple,  Handbook on Decision Support Systems, Springer

MIS 619: Application Development using oracle


Refresher to Oracle RDBMS: Defining a data base. Defining columns and keys, normalising the design, minimising redundancy, Organization of data in Oracle, Oracle tools; SQL and PL/SQL/PL SQL command summary – data types, operators DML, DDL, PL/SQL control structures – Error handling; ORACLE FORMS Module: Application development using FORMS 5, organization of FORMS, painting canvas, default from Forms process, trigger commands syntax, execution of forms: Report  Module: Types of reports, formalising the report, calculated fields, group settings, modifying, Text settings, previewing a report, running a report; Oracle Utilities: Exporting and importing data base information, loading data from foreign files, Backup and recover; Graphics Module: Designing graphics – Integrating graphics with forms and reports. Building Application: Business analysis, entity relationship model, normalisation data integrity, data base, updation, transactions, planning and designing the forms for updation and enquiry managerial report generation (Individual groups to identify projects and build their own application)


  1. Bayross, Ivan, Commercial Application Development Using Oracle Developer  2000, BPB Pub.
  2. Mullar, Robert J. Oracle Developer 2000, Hand Books, Oracle Press.

MIS 620:e-CRM

Introduction: Knowledge Management, e-Business, and CRM. The New Economy’s New Face, How we Got Here. The Long-Winded Road. The New-New imperatives. Understanding E-Business: CRM and KM, The New Digital Landscape, Getting Down to e-Business, Customer Relationship Management.

A Roadmap for Success: The Knowledge-Enabled Customer Relationship Management Development and Development Phase III: Leadership, Change Management, Measurement and Refinement.

Aligning Strategy and Technology Choices: Getting Past the Innovator’s Dilemma. The KCRM Strategic Framework. Analyzing the Business Environment. Understanding the context Strategic Technology.

Audit and Analysis: Why Audit Customer Knowledge? Initiating the Audit. Reference Measures and Methodological Choices. The Audit Method. Documenting Customer Knowledge Assets Using the Audit Results to Drive KCRM.

Building an Implementation Team: Task and Expertise, Team Composition. Leadership, Risk Assessment Common Pitfalls.

Blueprinting the Technology Infrastructure: Design Challenges. The Customer Lifecycle. Customer Knowledge Management: Technology Framework. The KCRM Architecture Integration. Long-Term Considerations.

Result-Driven Development and Deployment: Hidden Costs and other Surprises. An overview of Big-Bang, Systems Development Methods. Looking  Beyond the waterfall. Result Driven Incremental.


  1. Alex Berson, Stephen Smith, Kurt Threarling; Building Data Mining Applications for CRM, Tata McGraw Hill
  2. Sichael J.A. Berry and Gordon Linof; Mastering Data Mining : The Art and Science of Customer Relationship Management, John Wiley

MIS 621: Internet Marketing                                                                                                            Credit#3

Introduction to Internet Marketing

Internet Microenvironment – Situation Analysis

Internet Macroenvironment – Situation Analysis

Internet Marketing Strategy

Internet Marketing Mix

Customer Relationship Management

Service Quality (web design)

Interactive Marketing Communications

Maintenance and Monitoring

Business-to-consumer Internet Marketing (no links)

Business-to-business Internet Marketing (no links)


  1. Chaffy: Internet Marketing , Pearson Education Asia

MIS 623: Supply Chain Management

Logistics, the Supply Chain and Competitive Strategy- Logistics and Customer Value-Measuring Logistics Costs and Performance-Creating the Responsive Supply Chain-Strategic Lead-Time Management-The Synchronous Supply Chain-Managing the Global Pipeline-Managing Risk in the Supply Chain -Overcoming the Barriers to Supply Chain Integration- Entering the Era of Network Competition


  1. Martin Christopher, Logistics and Supply Chain Management, FT Press

MIS 625: Management of Technology                                                                                                                          3 Credits

Understanding Technological Change-Technology Evolution-Technology Adoption and Diffusion    Sources of Innovation

Coming up with Innovations –Selecting Innovation Projects-Customer Need-New Product Development Benefiting from Innovation-Patents-Trade Secrets, Trademarks, and Copyrights –Capturing Value from Innovation-Competitive Advantage in High Tech Industries-Technical Standards-Strategy in Networked Industries

Formulating Technology Strategy-Collaboration Strategies-Strategic Human Resource Management of Technical Professionals-Organization Structure for Technology Strategy


  1. Shane, Technology Strategy for Managers and Entrepreneurs, Prentice Hall