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MBA PROGRAMME

CLASS OF 2016, SECTION A


Semester II
Weekly Class Schedule
FOR THE WEEK OF APRIL 06 TO April 10, 2015
Auditorium 103
DG

0830-0900

Class 1

0905-1035

DG

1105-1135

Class 2

1140-1310

DG

1435-1505

Class 3

1510-1640

6-Apr
Mon

7-Apr
Tue

8-Apr
Wed

9-Apr
Thu

10-Apr
Fri

OM
18

MACS
17

BII
3

MACS
18

BII
4

ME
17

FMG
18

ME
18

OM
19

*
FMG
19

IE
3

11-Apr
Sat

IE
4

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. Class timings may sometimes differ from the usual timetable. Please follow the timings given on the inner pages
3.

For course titles and instructors, please turn overleaf.

Follow the timings given on the inner pages for Friday, April 10.

MBA CLASS OF 2016


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

Units

BII
FMG
IE
MACS
ME
OM

0.5
1
0.5
1
1
1

Course Title

Business Integration and Innovation


Financial Management
Islamic Ethics
Managerial Accounting and Control Systems
Managerial Economics
Operations Management

Instructor

Jamshed H Khan
Syed Mubashir Ali
Kamran Rashid
Ayesha Bhatti / M Junaid Ashraf
Tanveer Shehzad
Hassan Rauf / Syed Zahoor Hassan

SULEMAN DAWOOD SCHOOL OF BUSINESS


MBA PROGRAMME
CLASS OF 2016, SECTION A
AUDITORIUM A-103 SEMESTER II 2014-2015 (SII)
Assignments for the week of April 06 to April 10, 2015
***************************************************************************
MONDAY, APRIL 06
0830 - 0900

Discussion Group: Operations Management

0905 - 1035

OPERATIONS MANAGEMENT
HASSAN RAUF

Topic: Process Re-Design and Organisational Knowledge Management


Learning Objective: Understanding how process improvement can lead
to significant capacity enhancement and related financial implications
Case: Process Re-engineering at Mehmood Textiles
Assignment:
1.

What made the transition from Master to IE lead system possible at


Mehmood Textiles?

2.

Should the next order be accepted?

Read: Chapter 9: Operations Consulting and Reengineering


1035 - 1105

Tea break

1105 - 1135

Discussion Group: Managerial Economics

1140 - 1310

MANAGERIAL ECONOMICS
TANVEER SHEHZAD

Topic: Costs and Production


Learning Objectives: The concepts of average, marginal and total fixed
and variables costs and economies of scale and scope
Case: Maple Tree Accessory Shop

Assignment:
1.

Please analyse the cost structure of maple.

2.

What is the breakeven point of maple?

3.

When should maple close their business in the short run?

4.

When should maple close their business permanently?

Note: Please read the case.


1310 - 1435

Lunch break

1435 - 1505

Discussion Group: Islamic Ethics

1510 - 1640

ISLAMIC ETHICS
KAMRAN RASHID

Topic: Understanding Gods Will (Ijitihad) Part II


Read: Probabilism and the Limits of Certainty (Bernard G. Weiss)
TUESDAY, APRIL 07
0830 - 0900

Discussion Group: Managerial Accounting and Control Systems

0905 - 1035

MANAGERIAL ACCOUNTING AND CONTROL SYSTEMS


M JUNAID ASHRAF

Topic: Management Control Systems


Learning Objective: A small automobile dealer has three departments
namely new car sale, old car sale and repair department. The case involves
a disagreement that arose between three departments on transfer pricing.
The case is used to introduce to the students the concept of transfer pricing
and the importance of its synchronization with the business strategy of the
organization
Case: Shuman Automobiles, Inc.
Assignment: Questions in the case.
Read: Chapter 19 Transfer Pricing
1035 - 1105

Tea break
2

1105 - 1135

Discussion Group: Financial Management

1140 - 1310

FINANCIAL MANAGEMENT
SYED MUBASHIR ALI

Topic: Capital Structure Theory


Learning Objective: Various theories regarding the optimal amount of
debt a firm should carry are discussed in this session
Case: An Introduction to Debt Policy and Value
Read: B&E, Chapters 16 & 17
WEDNESDAY, APRIL 08
0830 - 0900

Discussion Group: Business Integration and Innovation

0905 - 1035

BUSINESS INTEGRATION AND INNOVATION


JAMSHED H KHAN

Topic: Analysing the Parts of a Strategy


Case: Arborite
Assignment:
1.

How do HPL manufacturers create value for buyers?

2.

What are Formica's and Wilson Art's strategies? Does Arborite


compete as a low cost provider or as a differentiator? What is its
sustainable competitive advantage?

3.

What can Nutter do to increase Arborite's ROA?

Read: Review:
1.
2.

Creating Competitive Advantage


An Options-led Approach to Making Strategic Choice

1035 - 1105

Tea break

1105 - 1135

Discussion Group: Managerial Economics

1140 - 1310

MANAGERIAL ECONOMICS
TANVEER SHEHZAD

Topic: Price Discrimination


3

Learning Objectives: The concepts of pricing schedules, price


discrimination and revenue and profit maximization
Case: Avari Ramada Hotel: Pricing Hotel Rooms
Assignment:
1.

What is the Price discrimination?

2.

What are the benefits of creating different pricing classes?

3.

Is this a suitable strategy for Avari?

Note: Please read the case.


1310 - 1435

Lunch break

1435 - 1505

Discussion Group: Islamic Ethics

1510 - 1640

ISLAMIC ETHICS
KAMRAN RASHID

Topic: Role of Expert Knowledge in Islamic Framework of Ethics


Read:
1.
2.

On Understanding the Four Madhabs (T.J Winters)


Knowledge and Ijtihad (N.H. Keller)

THURSDAY, APRIL 09
0830 - 0900

Discussion Group: Managerial Accounting and Control Systems

0905 - 1035

MANAGERIAL ACCOUNTING AND CONTROL SYSTEMS


M JUNAID ASHRAF

Topic: Management Control Systems


Learning Objective: Involves transfer pricing among three divisions of a
company. The case gives students the opportunity to understand the
complexities that can arise within the organization due to a faulty transfer
pricing system
Case: Birch Paper Company
Assignment: Questions in the case.
4

Read: Chapter 19 (Review)


1035 - 1105

Tea break

1105 - 1135

Discussion Group: Operations Management

1140 - 1310

OPERATIONS MANAGEMENT
HASSAN RAUF

Topic: Supply Chain Design and Related Operations System Design


Challenges
Learning Objective: Role of Forecasting in a supply chain design
Understanding the concepts of critical fractile inventory planning with
uncertain demand and perishable items
Case: L.L.Bean, Inc.: Item Forecasting and Inventory Management
Assignment:
1.

How does L.L.Bean use past demand data and specific item
forecast to decide how many units of that item to stock?

2.

What item costs and revenues are relevant to the decision of how
many units of that item to stock?

3.

What information should Scott Sklar have available to help him


arrive at a demand forecast for a particular style of mens shirt that
is a new catalogue item?

4.

How would you address Mark Fasolds concern that the number of
items purchased usually exceed the number forecast?

5.

What should L.L.Bean do to improve its forecasting process?

Read: Critical Fractile Method for Inventory Planning


FRIDAY, APRIL 10
0830 - 0900

Discussion Group: Business Integration and Innovation

0905 - 1035

BUSINESS INTEGRATION AND INNOVATION


JAMSHED H KHAN

Topic: Analysing the Parts of a Strategy


Case: Saturn: A Different Kind of Car Company
5

Assignment:
1.

What are the most important factors influencing consumers


choices in the purchase of small cars?

2.

What is Saturns strategy for delivering value to consumers and to


dealers? Has Saturns strategy been successful?

3.

In 1994, Saturn has a competitive advantage in the sense that it has


higher operating profitability than its rivals. What is Saturns
strategy for creating and capturing value?

4.

What are the greatest threats to Saturn? What kinds of investments


are necessary to assure that Saturn achieves acceptable
profitability?

Read: Review:
1.
2.

Creating Competitive Advantage


An Options-led Approach to Making Strategic Choice

Note: How Can a Strategist Analyse the Parts of a Firms Strategy? (To
be distributed in Class)
1035 - 1055

Break

1055 - 1125

Discussion Group: Financial Management

1130 - 1300

FINANCIAL MANAGEMENT
SYED MUBASHIR ALI

Topic: Strategic Financing Decisions and Dividend Policy


Learning Objective: The purpose of this case is to illustrate how
operating and financial leverage interact to affect a firm's market value.
The major emphasis is on financial leverage. The analysis goes through
the traditional and MM models, plus Miller's personal tax model
Case: AirTech Corporation
Assignment: Answer the questions in the case.
Read: Revise B&E, Chapters 16 &17