Weekly Class Schedule

MBA Class of 2016, Semester IIIA

FOR THE WEEK OF AUGUST 31 TO SEPTEMBER 03, 2015
31-Aug
Mon

1-Sep
Tue

2-Sep
Wed

3-Sep
Thu

0830-1000

*
NS
1

CBMR
1

CG
2

CBMR
2

Class 2

1030-1200

*
NS
2

OS
1

*
Session with
MPO

OS
2

Class 3

1230-1400

MFI
1

OPP
1

MFI
2

OPP
2

Class 4

1500-1630

SCRM
1

INV
1

SCRM
2

INV
2

Class 5

1715-1905

SFM
1

CG
1

SFM
2

Class 6

1900-1830

Auditorium A-203

Class 1

4-Sep
Fri

5-Sep
Sat

1. The soft copy of the weekly schedule is available on the main page of the LUMS website
www.lums.edu.pk - Information For: Students\Schedules\MBA Schedule
2. For course titles and instructors, please turn overleaf.
*

Follow the timings given on the inner pages for NS 1 & NS 2 and Session with MPO.

MBA CLASS OF 2016

SEMESTER IIIA (S IIIA)
LIST OF COURSES BEING OFFERED
Code

Units

Course Title

CBMR

CG

0.5

Corporate Governance

INV

0.5

Investments

MFI

NS

0.5

Negotiation Skills

OS

0.5

Operations Strategy

OPP

0.5

Organisational Power and Politics

SFM

0.5

Sales Force Management

SCRM

Supply Chain and Retail Management (Semester IIIA & IIIB)

MBA

MBA Project

Consumer Behavior and Market Research (Semester IIIA & IIIB)

Management of Financial Institutions (Semester IIIA & IIIB)

Instructor
Farrah Arif
Khalid Mirza
Fazal Jawad Seyyed
Samir Ahmed
Ghufran Ahmad
Hassan Rauf
Mohsin Bashir
M Luqman Awan
M Naiman Jalil
Hassan Rauf

SULEMAN DAWOOD SCHOOL OF BUSINESS

MBA PROGRAMME
CLASS OF 2016
AUDITORIUM A-203
SEMESTER III 2015-16 (SIIIA)
Assignments for the week of August 31 to September 03, 2015
***************************************************************************
MONDAY, AUGUST 31
0830 - 1130
(Double Session)

NEGOTIATION SKILLS
GHUFRAN AHMAD

Topic: Competitive Negotiation

Learning Objectives:
1.
2.
3.
4.

How to negotiate in competitive bargaining situations

Understand and apply essential negotiation concepts and tools such
as BATNA, reservation price, ZOPA, sources of power
Understand personal negotiation style and its strengths and
weaknesses
Understand and anticipate the behaviour and tactics of negotiation
counterparts

Read: Distributive Negotiation: Slicing the Pie (Pgs. 31)

Assignment:

1130 - 1230

1.

What is effective negotiation criteria?

2.

What factors determine the use of different strategies for

negotiation?

3.

What are the benefits of advance preparation?

4.

How one should get information?

5.

How one should make an offer? How one should respond to

aggressive offers and to generous offers, and make concessions?

6.

When one should not negotiate?

Break
1

1230 - 1400

MANAGEMENT OF FINANCIAL INSTITUTIONS

SAMIR AHMED

Topic: Functions and Goals of Financial Institutions

Learning Objective: To gain an appreciation of the dynamic nature of the
Financial System and the Role of various Financial Institutions
Case: Weekend That Changed Wall Street (Pgs. 13)
Assignment:
1.

Why did Lehman Bros fail? What are the consequences of the
failure for the investment banking sector and the markets in a
broader context?

2.

What is the importance of the commercial paper market? Why did

Lehman Bros failure have an impact on it?

3.

What is a CDS? Why do funds invest in them? How do they create

value?

4.

What is counterparty risk? How might investment in CDS lead to

systemic risk?

Read: An Overview of the Financial System (Pgs. 21)

1400 - 1500

Lunch break

1500 - 1630

SUPPLY CHAIN AND RETAIL MANAGEMENT

M NAIMAN JALIL

Topic: Introduction
Learning Objectives:
1.
2.
3.
4.

Supply Chain Overview - Production, Inventory and Logistics

Developing Partnerships. Role of Information and People
Postponement
Procurement Objectives, Organising Procurement Function,
Procurement Process
Vendor Development and Management

Case: Exel plc Supply Chain Management at Haus Mart (Pgs. 21)
1630 - 1715

Break

1715 - 1845

SALES FORCE MANAGEMENT

M LUQMAN AWAN

Topic: Selling and Sales Force Management Fundamentals

Learning Objectives:
1.
2.

Characteristics of Good Salesman

Key Skills Require to be an Effective Sales Manager

Case: James R. Steiner (Pgs. 13)

Assignment:
1.

Why is James s Good salesman?

2.

Should he be promoted to district sales manager?

3.

What does it take to be a good manager in this company?

Read:
1.
2.

Personal Selling and Sales Management (Pgs. 11)

What Makes a Good Salesman (Pgs. 9)

TUESDAY, SEPTEMBER 01
0830 - 1000

CONSUMER BEHAVIOR AND MARKET RESEARCH

FARRAH ARIF

Topic: Segmentation and Positioning I

Learning Objectives:
1.
2.
3.

Appraise underlying decisions about market research

Understand the link between data driven decision making and
marketing research
Understand the Process of how consumer research data (Secondary
research; Survey Study, U&A Study, Cluster Analysis) can be used
to develop segmentation and positioning

Case: Easypaisa Mobile Accounts The Way Forward (A) (Pgs. 25)
Assignment:
1.

Why is Easypaisa Mobile Accounts (MA) not as successful as

Easypaisa OTC?
3

2.

Why is Easypaisa team impatient with the penetration of MAs?

3.

Should we consider OTC and MA as two channels or products?

4.

How would you interpret the consumer survey insights if you were
Omar Moeen Malik?

5.

If you were Malik, what would you recommend for increasing the
number of active Mobile Accounts?

Read: Marketing Research (Pgs. 17)

1000 - 1030

Tea break

1030 - 1200

OPERATIONS STRATEGY
HASSAN RAUF

Topic: Framework of Operations Strategy Linking Business Strategy with

Functional Strategies
Learning Objective: We will explore the questions of the role of
technology and how one manages technology across multiple plants
Case: ITT Automotive: Global Manufacturing Strategy (Pgs. 23)
Assignment:
1.

What are the implications for both cost and flexibility of

automation? Do you agree with the assertion made by one of the
managers in the case: "If you automate, you stagnate?"

2.

What are your recommendations regarding the issue of

standardising process technology across all plants? Are there
motives behind this proposal, other than those stated in the case?

3.

As Juergen Geissinger, how would you go about implementing

your recommendation? How would you overcome resistance from
the plants? As Steve Dickerson, the plant manager at Asheville,
North Carolina, what line of reasoning would you use to convince
senior management that full automation is the less desirable
alternative?

4.

As Klaus Lederer, what option would you like to see pursued?

How do various options fit into the broader corporate strategy of
ITT Automotive?

5.

When can the concept of "copy exactly" be applied to a network of

plants?

Read: Process Technology, Chapter 3 (Pgs. 52)

1200 - 1230

Break

1230 - 1400

ORGANISATIONAL POWER AND POLITICS

MOHSIN BASHIR

Topic: Introduction to the Role of Politics in Organisations

Learning Objective: To help the students identify the placement of
organisational power in contemporary management and to understand
some of the traditional theories of power
Case: Online Article: How to Use Anger to your Advantage
http://bigthink.com/big-think-tv/how-to-use-anger-to-your-advantage
1400 - 1500

Lunch break

1500 - 1630

INVESTMENTS
FAZAL JAWAD SEYYED

Topic: Investment Setting and Portfolio Management

Learning Objective: Demonstrate knowledge of investment environment
and risk-return relationship
Case: Thomson Asset Management (Pgs. 12)
Assignment:
1.

What are the return and risk characteristics of the Pro Index fund,
calculate the statistics as outlined in case Exhibit 4?

2.

What are the return and risk characteristics of the Pro Value fund?

3.

What statistics and portfolio characteristics should TAM present,

assuming different levels of investment in the Pro Value fund ($5
million, $10 million, and $15 million)?

Read: RB Chapters 1 and 3

1630 - 1715

Break

1715 - 1845

CORPORATE GOVERNANCE
KHALID MIRZA

Topic: Code of Corporate Governance

Learning Objective: Have grasped the essential provisions of Pakistans
CCG and its significance as a factor contributing toward corporate
efficacy/integrity and the attracting of investment
Read:
1.
2.
3.

The Code of Corporate Governance (Pgs. 50)

The Code of Corporate Governance, 2002 (Pgs. 19)
Harmonising Code of Governance with other Laws/Regulations in
Pakistan (Pgs. 128)

WEDNESDAY, SEPTEMBER 02
0830 - 1000

CORPORATE GOVERNANCE
KHALID MIRZA

Topic: The US Sarbanes Oxley Act, 2002 (SOX)

Learning Objective: Have understood the essential features of SOX
(which constitutes a major shift in global) CG parameters, its substantive
positive aspects, its significant limitations, and the major world-wide
impact it has had on the global CG paradigm
Read:
1.
2.
3.
4.
1000 - 1030
1030 - 1115

The Sarbanes Oxley Act: Details and Evaluation (Pgs. 15)

Understanding the SarbanesOxley Act and its Impact (Pgs. 18)
The PCAOB (A) (Pgs. 16)
How to Keep Audit Committees in the Know (Pgs. 2)

Tea break
SESSION WITH MBA PLACEMENT OFFICE
SARAH KARIM

Venue: Auditorium A-203

Internship feedback session with students
1115 - 1230

Break

1230 - 1400

MANAGEMENT OF FINANCIAL INSTITUTIONS

SAMIR AHMED

Topic: Financial System and Economic Development

Learning Objective: To gain an appreciation of the key role the financial
sector can play in economic development
Case: The Japanese Financial System: From Post-war to the New
Millennium (Pgs. 31)
Assignment:
1.

Outline the basic features of Japans financial system in the 1950s

and 1960s. What role did the system play in Japans high rate of
economic growth?

2.

What went wrong in the process of deregulation in the 1970s and

1980s? What has led to the declining performance of Japanese
firms and banks, and indeed the Japanese economy?

3.

How will the commercial banking sector in Japan evolve over the
next decade?

4.

What, if anything, must change to allow the non-financial sector of

Japanese business to re-emerge as a vibrant global force?

1400 - 1500

Lunch break

1500 - 1630

SUPPLY CHAIN AND RETAIL MANAGEMENT

M NAIMAN JALIL

Topic: Introduction
Case: Benetton (A) (Pgs. 23)
1630 - 1715

Break

1715 - 1845

SALES FORCE MANAGEMENT

M LUQMAN AWAN

Topic: Selling and Sales Force Management Fundamentals

Learning Objectives:
1.
2.

Sales Strategy
Factors Affecting Sales Management in Different Context
7

Case: Worldwide Equipment (China) Ltd: A Sales Performance

Dilemma (Pgs. 19)
Assignment:
1.

What are the immediate and long term issues for Frank Wang?

2.

What are the core competencies that a sales force must develop in
order to win in the textile industry?

3.

Is the sales management system at Worldwide Equipment

effective? Is Wang a good sales manager? If you were Wang, what
would you do?

Read:
1.
2.

Aspects of Sales Management an Introduction (Pgs. 16)

How Strategic is Your Sales Strategy (Pgs. 4)

THURSDAY, SEPTEMBER 03
0830 - 1000

CONSUMER BEHAVIOR AND MARKET RESEARCH

FARRAH ARIF

Topic: Segmentation and Positioning with Cluster Analysis

Quiz1: based on the reading
Learning Objective: Apply cross tabulation and cluster analysis for
marketing decision-making process e.g. how to establish segments which
share similar characteristics
Case: Easypaisa Mobile Accounts The Way Forward (B) (Will be given
on the first session)
Assignment: To be announced later.
Read:
1.
2.
3.
1000 - 1030

Note on Cross Tabulation (Will be given on the first session)

Cluster Analysis for Segmentation (Pgs. 8)
Note on Cluster Analysis (Will be given on the first session)

Tea break

1030 - 1200

OPERATIONS STRATEGY
HASSAN RAUF

Topic: Developing an Operations Strategy; Application of Decision

Category Approach and the Capabilities Approaches
Learning Objective: We will explore the success of a growing company
and how it is contemplating an acquisition in a new area. Both the
concepts of capabilities and positioning can be applied to the case
Case: BYD Company, Ltd. (Pgs. 24)
Assignment:
1.

How would you characterise BYD's strategy? How is it different

from its competitors? How could it justify entering this industry
with such a strong set of competitors from Japan?

2.

How consistent are its decisions among the various decision

categories?

3.

What are the advantages and disadvantages of its manual

processes? How might process design be different in a manual
system?

4.

The production process for BYD's Japanese competitors relied on

several robotic arms per line, with each arm costing RMB 800,000
(approximately US $100,000). How many workers would a robotic
arm need to replace for BYD to justify its purchase?

5.

Should BYD buy Qinchuan? Can the company's capabilities be

applied to automobiles? To other areas?

Read: Operations-Based Strategy (Skim) (Pgs. 19)

1200 - 1230

Break

1230 - 1400

ORGANISATIONAL POWER AND POLITICS

MOHSIN BASHIR

Topic: Applying Basic Concepts of Organisational Power

Learning Objective: To help the students identify the placement of
organisational power in contemporary management and to understand
some of the traditional theories of power
Case: Zia Yusuf at SAP (Pgs. 16)
9

Assignment:
1.

2.

3.

How did Zia Yusuf become so influential in a company dominated

first by technology and then by marketing, without working in
either one of these units?
Do you think Zia would have been as successful in another
organisation? Are his abilities relevant to SAP environment and
culture only?
What lessons are there for you, as you choose where to start your
own career, from the case of Zia Yusuf?

1400 - 1500

Lunch break

1500 - 1630

INVESTMENTS
FAZAL JAWAD SEYYED

Topic: Asset Allocation Decision and Functioning of Securities Markets

Learning Objectives:
1.
2.

Understand trading practices in the stock exchanges and

mechanism of buying on margin and short selling
Appraise the asset allocation decision in the portfolio management
process

Case: Jane Smiths Investment Decision (A) (Pgs. 4)

Assignment:
1.

Calculate the projected total return for portfolio A in both

nominal and real terms.

2.

Critique the appropriateness for Smiths portfolio of the asset mix

in A.

3.

Consider portfolio B through E. Which portfolio(s) meet

Smiths return and risk objectives.

4.

Which portfolio mix (B through E) would you recommend?

Read: RB Chapters 2 and 4

10