27-Apr 28-Apr 29-Apr 30-Apr 1-May 2-MayMon Tue Wed Thu Fri Sat

DG 0830-0900OM MACS OM BII

Class 1 0905-1035 22 22 23 10

DG 1105-1135 *ME FMG ME FMG

Class 2 1140-1310 23 23 24 25

DG 1435-1505 *IE FMG IE MACS

Class 3 1510-1640 9 24 10 23

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.

4. BII WAC is due on Sunday, May 03.

* Follow the timings given on the inner pages for FMG 23 & 24.

FOR THE WEEK OF APRIL 27 TO MAY 01, 2015

Semester II

MBA PROGRAMMECLASS OF 2016, SECTION B

Auditorium 104

Weekly Class Schedule

LABOUR

DAY

HOLIDAY

Code Units Course Title Instructor

BII 0.5 Business Integration and Innovation Jamshed H KhanFMG 1 Financial Management Syed Mubashir Ali

IE 0.5 Islamic Ethics Kamran RashidMACS 1 Managerial Accounting and Control Systems Ayesha Bhatti / M Junaid Ashraf

ME 1 Managerial Economics Tanveer ShehzadOM 1 Operations Management Hassan Rauf / Syed Zahoor Hassan

MBA CLASS OF 2016SEMESTER II (S II)

LIST OF COURSES BEING OFFERED

1

SULEMAN DAWOOD SCHOOL OF BUSINESS MBA PROGRAMME

CLASS OF 2016, SECTION B

AUDITORIUM A-104 SEMESTER II 2014-2015 (SII)

Assignments for the week of April 27 to May 01, 2015 *************************************************************************** MONDAY, APRIL 27 0830 - 0900 Discussion Group: Operations Management 0905 - 1035 OPERATIONS MANAGEMENT SYED ZAHOOR HASSAN Case: Operations Strategy at Galanz 1035 - 1105 Tea break 1105 - 1135 Discussion Group: Managerial Economics 1140 - 1310 MANAGERIAL ECONOMICS TANVEER SHEHZAD

Topic: Cartels Learning Objective: Pricing and profit maximisation under Monopolistic Competition and Oligopoly Case: Forever: De Beers and U.S. Antitrust Law

Assignment:

1. Who writes the rules of international diamond market?

 

2. How has DeBeers structured its relationship with US diamond dealers and US Govt? What should US government do about the flow of diamonds from Angola and other countries?

Note: Please read the case.

1310 - 1435 Lunch break

2

1435 - 1505 Discussion Group: Islamic Ethics 1510 - 1640 ISLAMIC ETHICS KAMRAN RASHID

Topic: Islamising ‘Islamic Responses’

Read: Islamic Ways of Islamisation (Dr. Iftikhar Zaman) TUESDAY, APRIL 28 0830 - 0900 Discussion Group: Managerial Accounting and Control Systems 0905 - 1035 MANAGERIAL ACCOUNTING AND CONTROL SYSTEMS M JUNAID ASHRAF

Topic: Management Control Systems

Case: Codman and Shurtleff, Inc. Planning and Control System

Assignment:

1. Complete the Codman and Shurtleff flow chart for all annual planning and control processes described in the case.

 

2. Evaluate the planning and control system in use at Johnson & Johnson. What are its strengths and weaknesses?

Read: Management Control Process 1035 - 1400 Break 1400 - 1430 Discussion Group: Financial Management 1435 - 1805 FINANCIAL MANAGEMENT (Double Session) SYED MUBASHIR ALI

Topic: Long-Term Financial Planning

Learning Objective: The purpose of this case is to have students examine dividend policy--both cash dividends and stock dividends--from the viewpoint of its effect on corporate share prices

Case: Northern Paper Company

Assignment: Answer the questions in the case.

3

Read: B&E, Chapter 18 WEDNESDAY, APRIL 29 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:

1. Toyota Production system – elimination of waste and respect for

people 2. Lean system requirements

Case: Toyota Motor Manufacturing

Read: Chapter 14: Lean Supply Chains

1035 - 1105 Tea break 1105 - 1135 Discussion Group: Managerial Economics 1140 - 1310 MANAGERIAL ECONOMICS TANVEER SHEHZAD

Topic: Game Theory Learning Objective: Basic concepts of game theory with applications of static games

Read: To be provided later

Assignment:

1. What is meant by Nash Equilibrium?

 

2. What is meant by dominant strategy?

3. What are cooperative and non-cooperative game? 1310 - 1435 Lunch break

4

1435 - 1505 Discussion Group: Islamic Ethics 1510 - 1640 ISLAMIC ETHICS KAMRAN RASHID

Topic: Towards Islamic Economy and Islamic Economics Read: Islamic Economics: Survey & Literature Review (Dr. Asad

Zaman) THURSDAY, APRIL 30 0830 - 0900 Discussion Group: Business Integration and Innovation 0905 - 1035 BUSINESS INTEGRATION AND INNOVATION JAMSHED H KHAN Topic: Strategic Failure and Recovery Case: Matching Dell Assignment:

1. How and why did the personal computer industry come to have such low average profitability?

2. Why has Dell been so successful despite the low average

profitability in the PC industry?

3. Prior to the recent efforts by competitors to match Dell (1997-1998), how big was Dell’s competitive advantage? Specifically, calculate Dell’s advantage over the team of Compaq and a reseller in serving a corporate customer.

To size up Dell’s competitive advantage, you must compare (a) the wedge that Dell drives between the willingness of customers to pay for its products and the costs that it incurs to provide those products to (b) the wedge generated by a Compaq / reseller team. To the extent that Dell’s wedge is larger, it has a competitive advantage. The case allows you to analyse relative costs in quantitative detail. The case allows you to compare willingness to pay across companies only qualitatively.

5

To examine relative costs, consider a typical PC equipped for the business market. From Exhibit10b, you can calculate the price that Dell charged for such a machine in 1996. Next, you can use Exhibit 6 to calculate Dell’s COGS for such a machine. Using information in the case, identify the major categories of cost differences between Dell and the Compaq / reseller team; as they provide a typical corporate PC, how do the costs they incur differ? Finally, try to quantify the savings or extra costs associated with each difference.

4. How effective have competitors been in responding to the

challenge posed by Dell’s advantage? How big is Dell’s remaining advantage?

5. What should each of Dell’s major rivals (IBM, Compaq, HP, and

Gateway) do now?

6. Turn in Answers to Question # 3 before the start of the class for grading.

Read:

1. Why Good Companies Go Bad? 2. Matching Dell (B): 1998-2003 (To be distributed in class)

Note: The data/exhibits of this case has been placed in the excel file in

the sub- directory called J:\indus\common\Jamshed\BII” You are required to bring the printouts of the assignments to the class for grading.

1035 - 1105 Tea break 1105 - 1135 Discussion Group: Financial Management 1140 - 1310 FINANCIAL MANAGEMENT SYED MUBASHIR ALI

Topic: Long-Term Financial Planning

Learning Objective: This case is typical of the kind of thinking that lies behind the stock versus bond financing decision. It gives the student an opportunity to discover the kinds if factors that affect the decision, and it provides a useful vehicle for summarising considerations in long-term financing decisions

Case: Environgard Corporation

6

Assignment: Answer the questions in the case.

Read: B&E, Chapters 19 & 21 1310 - 1435 Lunch break 1435 - 1505 Discussion Group: Managerial Accounting and Control Systems 1510 - 1640 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 MBA’s 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 start-up 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.

FRIDAY, MAY 01 Labour Day Holiday