MBA PROGRAMME

CLASS OF 2016, SECTION A

Semester II
Weekly Class Schedule
FOR THE WEEK OF MAY 04 TO MAY 09, 2015
Auditorium 103
DG

5-May
Tue

6-May
Wed

7-May
Thu

8-May
Fri

OM
24

MACS
23

BII
11

OM
25

OM
26

ME
26

FMG
27

*
MACS
24

IE
12

*
ME Review
Session

BII
12

9-May
Sat

0830-0900

Class 1

0905-1035

DG

1105-1135

Class 2

1140-1310

DG

1435-1505

Class 3

4-May
Mon

1510-1640

ME
25

FMG
26

*
IE-11
(Joint)

MACS
25

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 IE 11, Thursday, May 07 and Friday, May 08.

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 May 04 to May 09, 2015
***************************************************************************
MONDAY, MAY 04
0830 - 0900

Discussion Group: Operations Management

0905 - 1035

OPERATIONS MANAGEMENT
SYED ZAHOOR HASSAN

Topic: Supply Chain Design and Related Operations System Design

Challenges
Learning Objective: Understanding the philosophy, tools, techniques and
requirements for using employing TPS
Case: Johnson Controls, Automotive Systems Group: The Georgetown,
Kentucky Plant
Assignment:
1.

What are the core elements of TPS? Its philosophy, principles and
tools? What is required for TPS to be effective?

2.

How would you evaluate Georgetowns performance at the end of

1992?

3.

What process should Beckwith consider adding to existing

operations? Assuming that metal operations remain in the current
Georgetown facility, what should be recommended as the layout
for the new factory space?

4.

How should materials flow be arranged for the expanded

Georgetown plant i.e., for the current facility and the new one?

5.

What can make the TPS unravel? How can one manage the related
risks?

Read: Decoding the DNA of Toyota Production Systems

1035 - 1105

Tea break
1

1105 - 1135

Discussion Group: Managerial Economics

1140 - 1310

MANAGERIAL ECONOMICS
TANVEER SHEHZAD

Topic: Economics and Strategy

Learning Objective: Basic concepts of Judo Economics and Judo Pricing
Case: Judo Strategy
Assignment:
1.

Who has a competitive advantage? Entrant or Challenger?

2.

In Softsoap and the red Bull cases, what kept the incumbents from
fighting back aggressively?

3.

How can optimal price be determined where pricing wars are

eliminated?

Note: Please read the case.

1310 - 1435

Lunch break

1435 - 1505

Discussion Group: Islamic Ethics

1510 - 1640
(Joint)

ISLAMIC ETHICS

Venue: Auditorium A-103

KAMRAN RASHID

Topic: Islamic Finance I

Riba (Interest)
Read: The Text of the Historic Judgement on Riba (Interest)
by Supreme Court of Pakistan
TUESDAY, MAY 05
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: The case describes management control challenges

being faced by a new firm set up by two young MBAs and how did they
deal with these challenges. The case provides students with an opportunity
to understand the dynamics of management controls in a small sized startup firm
Case: Assuming Control at Altex Aviation
Assignment:
1.

Did Altex need a new Control System at the time of take over?

2.

Evaluate the control system implemented by the two partners.

1035 - 1105

Tea break

1105 - 1135

Discussion Group: Financial Management

1140 - 1310

FINANCIAL MANAGEMENT
SYED MUBASHIR ALI

Topic: Long-Term Financial Planning

Learning Objective: Although this is a relatively simple case, it is used to
introduce the subject of leasing to the students. The session is used to
discuss various aspects and concepts in leasing including both the lessor
and lessee's perspectives
Case: Eastwest Communications, Inc.
Read: B&E, Chapter 20
WEDNESDAY, MAY 06
0830 - 0900

Discussion Group: Business Integration and Innovation

0905 - 1035

BUSINESS INTEGRATION AND INNOVATION

JAMSHED H KHAN

Topic: Strategic Failure and Recovery

Case: Delta Airlines (A) The Low-Cost Carrier Threat

Assignment:
1.

During the 1990s, none of the five largest air carriers in the United
States earned its cost of capital. Why do such low rates of return
on investment persist in the airline industry?

2.

Despite the challenging industry environment, airlines like

Southwest Airlines and JetBlue earn enviable returns. How?

3.

Why have all of the low-cost subsidiaries of legacy airlines,

including Delta Express, failed?

4.

What will happen to Delta Air Lines if it continues to respond to

low-cost airlines in the way it has in the past? Can you size up,
roughly, the financial consequences of continuing with the status
quo?

5.

What are the strategic options available to the cross-functional

team that Mark Balloun co-leads? What steps should the team take
to choose among the options and make a recommendation to
Deltas board?

6.

Based on the information available to you, what course of action

would you recommend to Deltas board?

Read:
1.
2.
3.

All Previous Readings

Delta Airlines (B): The Launch of Song (To be distributed in class)
Why Do Strategies Fail? (To be distributed in class)

1035 - 1105

Tea break

1105 - 1135

Discussion Group: Managerial Economics

1140 - 1310

MANAGERIAL ECONOMICS
TANVEER SHEHZAD

Topic: Pakistan Economic Data

Learning Objective: The history of fiscal imprudence in Pakistan.
Case: Pakistan: Is Foreign Aid Helping or Hindering Development?
Assignment:
1.

We want Trade and not Aid: Are we really serious?

4

2.

What went wrong with the budgetary borrowings of Pakistan?

3.

Taking the perspective of fortune teller, what do you see as the

future of Pakistans fiscal management?

Note: Please read the case.

1310 - 1435

Lunch break

1435 - 1505

Discussion Group: Islamic Ethics

1510 - 1640

ISLAMIC ETHICS
KAMRAN RASHID

Topic: Islamic Finance II

Islamic Banking / Finance Alternatives
Read: The Text of the Historic Judgement on Riba (Interest) by Supreme
Court of Pakistan
THURSDAY, MAY 07
0830 - 0900

Discussion Group: Operations Management

0905 - 1035

OPERATIONS MANAGEMENT
SYED ZAHOOR HASSAN

Topic: Supply Chain Design and Related Operations System Design

Challenges
Learning Objective: Applying TPS philosophy and tools to improve
service operations system
Case: Deaconess-Glover Hospital (A)
Assignment:
1.

What has Carter been doing and why at Deaconess-Glover

Hospital?

2.

What problems has he discovered?

3.

What solutions do you think he will propose to John Dalton,

President of the hospital, and to Julie Benenfant, the hospitals
Vice President?

4.

How do you predict Dalton and Bonenfant will react to those

recommendations? Why?

Read: Review Readings on TPS

1035 - 1105

Tea break

1105 - 1135

Discussion Group: Financial Management

1140 - 1310

FINANCIAL MANAGEMENT
SYED MUBASHIR ALI

Topic: Long-Term Financial Planning

Learning Objective: The purpose of this case is to illustrate the type of
thinking that goes into the workout strategy for a company in financial
distress
Case: Massey Ferguson
Assignment:
1.

Characterise Masseys business strategy, before the onset of

financial distress.

2.

Characterise Masseys financial structure, before the onset of

distress.

3.

What risk factor was Massey facing pre-distress?

4.

What went wrong for Massey?

5.

Contrast Massey and Deere. How did their financial strategies

affect business strategies?

Read: Revise B&E, Chapters 24 and 25

1310 - 1430

Lunch break

1430 - 1600
(Joint)

MANAGERIAL ECONOMICS REVIEW

TANVEER SHEHZAD

Review Session
Venue: Auditorium A-103

FRIDAY, MAY 08
0830 - 0900

Discussion Group: Operations Management

0905 - 1035

OPERATIONS MANAGEMENT
SYED ZAHOOR HASSAN

Case: Zappos.com: Developing a Supply Chain to Deliver WOW

Assignment:
1.

What are Zappos core competencies and sources of competitive

advantage? How sustainable are they? What role does corporate
culture play?

2.

How important is next-day air shipment to the customer

experience? It is worth the cost? How might you change it in the
cost-conscious environment facing the company in late 2008?

3.

How would you expand the business? Would you add more
products, more geographies, or by selling private labels? As you
expand the business, how can the company become more
profitable, particularly in light of the costs associated with the
focus on service?

4.

How would you expect the environment of a more cost-conscious

consumer to affect Zappos business? What can Zappos do in such
an environment to main sales growth? What is now expected from
the supply chain at Zappos?

1035 - 1055

Tea break

1055 - 1125

Discussion Group: Managerial Accounting and Control Systems

1130 - 1300

MANAGERIAL ACCOUNTING AND CONTROL SYSTEMS

M JUNAID ASHRAF

Topic: Management Control Systems

Case: Punjab Department of Forest
Read: Note on Organisational Fraud
1300 - 1435

Lunch break

1435 - 1505

Discussion Group: Business Integration and Innovation

1510 - 1640

BUSINESS INTEGRATION AND INNOVATION

JAMSHED H KHAN

Topic: Strategic Failure and Recovery

Case: Delta Airlines (B)
Assignment:
1.

What is the logic of Deltas Song initiative?

2.

What is your assessment of Song? Will it succeed?

3.

What must John Selvaggio, the President of Song, do in order to

make Song as successful as possible?

Read: All Previous Readings

SATURDAY, MAY 09
1105 - 1135

Discussion Group: Managerial Accounting and Control Systems

1140 - 1310

MANAGERIAL ACCOUNTING AND CONTROL SYSTEMS

M JUNAID ASHRAF

Topic: Management Control Systems

Case: Tightening the Iron Cage: Concertive Control in Self Managing
Teams
Read: ASQ 1993 Article by James Barker