MBA Online

Faculty of Business and Accountancy University of Malaya

Faculty : Business and Accountancy
Department : Management Accounting and Taxation
Programme of Study : Bachelor of Accounting
Course Code : CTEA33437
Course Title : Advanced Management Accounting
Credit Hours : 3
Course Pre-requisite(s) /
Minimum Requirement(s) : CTEA3227 Management Accounting III
Learning Outcomes : At the end of this course, students should be able to:
1. Explain the changing role of management accounting in the current
business environment.
2. Apply advanced concepts, principles and theories of cost and
management accounting in case analysis.
3. Form solutions to complex managerial problems using case studies.
4. Express opinions of the efficacy of contemporary management
accounting theory and practice.
5. Analyse recent issues and debates in cost and management accounting
through critical analysis of theories, empirical research and techniques
in management accounting.
Synopsis of Course Contents : This course covers advanced topics and emphasises the latest issues in
management accounting in current and changing business environment.
Topics covered include theoretical aspects and the latest developments
in management accounting related to cost allocation, activity-based
costing, activity-based management, responsibility accounting, and
performance measurement. Comprehensive case studies and journal
articles are used extensively in this course.
Assessment : Continuous Assessment : 40%
Final Examination : 60%

College of Graduate Study in Management at Khon Kaen University

900 751 Health Policy and Management
Concept of public policy, process of public policy formulation, health care policy, health care needs, health insurance system, laws and regulations relate to health care that influxes on health care management and case studies.

College of Graduate Study in Management at Khon Kaen University

900 744 Brand Building and Market Development for New Venture
Concepts and significance of brand; brand building to marketing management; brand building strategies; competitiveness creation; building uniqueness for product; case study in brand building both national and international experiences.

Curriculum

The MBA curriculum in general managements requires 39 credits. The program is divided into 2 plans; Plan A and Plan B. Plan A differs from Plan B on the numbers of credits for elective courses, independent case study and thesis.
Plan A
(credits) Plan B
(credits)
Supplementary Foundation Course (Non Credit) 9 9
Core Courses 27 27
Elective Courses - 6
Free Elective - 3
Independent Study - 3
Thesis 12 -
Total 39 39

Critical Thinking

This course is designed for students who want to learn basic frameworks and methods for logical thinking and communication, which are indispensable in business. Students will learn how to structure their arguments in a logical way and how to break down problems and consider cause and effect, etc. Students use their skills to understand and analyze complicated events in business through the use of a case study.

ICS , Graduate School of International Corporate Strategy, Course ,MBA , Hitotsubashi University,

[Term 3] Execution Management　(H. Kanno) (2009/Term 3&4 (Spring&Summer))

To deliver results, senior management needs to accomplish two things: (1) develop an effective strategy, and (2) execute the strategy effectively. The instructor, who worked as a management consultant for 17 years, has observed “execution failures” many times in a wide range of companies and industries —however right the strategy is, sometimes you fail to deliver the expected result because you fail to execute the strategy. Or, if the strategy is such that you cannot execute it effectively, is the strategy “right” at all? This elective course addresses these “execution challenges” and explores “how to make it happen.”
Course Structure

You will learn “how to make it happen” by walking through the following three modules:

Module 1 helps you understand why execution matters —why companies perform very differently even with more or less similar strategies.
Module 2 explains why senior management needs to intentionally and explicitly design and implement an “execution system.” In other words, you will learn why excellent execution does not take place naturally. Excellent execution has to be intentionally designed, ignited, and its momentum has to be intentionally maintained.
Module 3 explains the “how” in “how to make it happen.” The instructor will familiarize you with the dos and dont’s of effective execution by introducing a range of approaches and examples.
Teaching Method

The teaching approach consists of case discussions, lectures, guest speakers, and exercises. For case discussions, you will be expected to prepare for assigned cases, along with discussion questions, and participate actively in class.

ICS , Graduate School of International Corporate Strategy
[Term 2] Accounting & Business Valuation (K. Koga) (2008/Term 1&2 (Fall&Winter))

This course is aimed at MBA candidates who expect at some point in their careers to use financial statements to evaluate the performance of a company and the value of a business. The objective of the course is to provide hands-on experience in financial statement analysis. By the end of the course, you will be able to read firms’ financial statements and also understand how a financial statement can be used to do “fundamental analysis” and equity valuation.

How can we translate “sustainable competitive advantage” into accounting numbers? How about the concepts of “cost leadership” and “core competence”? The course focus is not on the details of accounting rules, but on interpreting strategy from profitability, efficiency, financial health, stability, and so on.
Course Structure

In this course students will be exposed to a comprehensive financial statement analysis and valuation framework that integrates accounting, financial analysis, and valuation.

The first half of the course develops financial statement analysis and an accounting-based valuation framework that integrates accounting numbers and corporate strategy. This will help students understand how strategy is reflected in financial numbers.

In the second half of the course, the fundamental analysis framework will be applied in a variety of business contexts, such as the following:
(1) Valuation of diversification strategy
(2) Valuation of M&A and divestiture
(3) Financial reporting strategy
(4) Financial policies, such as stock repurchase and dividend policy
Teaching Method

The early part of the course will be slide oriented with accounting data. From the midpoint, some cases will be used. Students are expected to analyze financial statement information and prepare case studies thoroughly.

ICS , Graduate School of International Corporate Strategy

[Term 2] Corporate Restructuring (R. Yasuda) (2008/Term 1&2 (Fall&Winter))

The objective of this course is to enable students to grasp the essence of success and failure in corporate restructuring, master the basic skills required for corporate restructuring, familiarize them with the key players and their activities including private equity firms and turnaround managers, and apply what they learn to real case examples.

Although the crisis created by NPLs (non-performing loans) seems to have peaked, there are still many corporations that need urgent turnaround. Furthermore, in order to respond to the recent economic recovery, survival alone is not enough for true corporate restructuring. Value creation after restructuring becomes more and more important. Corporate restructuring should change the old corporate culture and establish the business platform for future growth.

On the other hand, private equity funds have become increasingly active in investing in troubled companies and capturing value created through a series of corporate restructuring measures. As such, corporate restructuring is now one of the key issues of corporate executives and investors.
Course Structure

This course will be offered each Wednesday throughout the spring semester. The course will examine key issues of corporate restructuring in the current economy.

First we will cover the five steps of turnaround management:
(1) Quick diagnosis and assessment of the crisis
(2) Short-term cash flow generation and balance sheet restructuring
(3) Business portfolio restructuring
(4) Recovery from bankruptcy
(5) Rehabilitation for future growth

For each step, the basic concept and required financial and operational skills will be discussed.

Then we will review how private equity funds (PEFs) identify turnaround opportunities and enhance value through various types of restructuring of the acquired company. We will cover how PEFs assess the hidden value of troubled companies, how they structure financial schemes, how they enhance corporate value, and how they exit successfully.
Teaching Method

The course will comprise three elements: (1) lectures on basic concepts and methodology, (2) class discussions with students, and (3) application of theory to two types of cases. For each theme, a lecture will be given first, followed by analysis of the first case, which will give students an opportunity to apply basic methodology to the case. Many of these analyses will be conducted in the form of homework assignments. The second case, which focuses on an actual company’s case, will be used in the class discussion. This will give the students a chance to get a more comprehensive picture of turnaround management, including interactions with banks, human and organizational issues, as well as financial and strategic issues.

The pattern of “lecture/application of methodology to cases/discussion of actual cases” will be repeated in each theme. Guest speakers will also be invited to share their turnaround experiences.

Finally, students are encouraged to choose a real case at the beginning of the course and apply what they have learned to design their own restructuring plans in groups.

ICS , Graduate School of International Corporate Strategy

[Term 1] Operations Management I (H. Kanno) (2008/Term 1&2 (Fall&Winter))

After graduating from ICS, whatever career you pursue, as a businessperson, you will manage “operations.” Any business is about value creation. To create value, you need to transform “inputs” into “outputs,” and of course, the value of your outputs must be larger than the value of your inputs. Operations management is defined as the management of any activities which transform inputs into outputs. Some people misunderstand that operations management is about manufacturing only — which is not true. For example, any IT business requires sophisticated operations management since the essence of an IT business is the transformation of “raw material” information (inputs) into more “value-added” information (outputs). Similarly, any service business, from restaurants to insurance to bank-counter services, requires sophisticated operations management to transform inputs (materials, information, knowledge, labor, etc.) into outputs (services). This course is designed to help you understand (1) why operations matter, (2) how to frame operation issues, (3) how to design better operating systems, and (4) how to “make it happen” (i.e., how to make the designed operating system actually work), by exposing you to a range of basic concepts and frameworks used for operations management.
Course Structure

You will learn how to manage operations by walking through the following three modules:

Module 1, “Analyzing Operations,” will help you understand various types of operation processes and the analytics to understand them in the context of appropriate controls and performance measures. The examples range from restaurant operation to computer assembly to apparel production. You will also experience simulations of a real world business operation.

Module 2, “Improving and Coordinating Operations,” focuses on systems for improving operations. Since any operation is a system composed of inter-related tasks, coordination among the tasks often becomes an important factor for performance improvement. Coordination goes beyond intra-company. You will also learn basic concepts of inter-company coordination (supply chain management) through simulations.

Module 3, “Make it Happen,” will give you a flavor of the management of the “soft side” of operations management. Sometimes you might find that however perfectly the “hard side” of operations is designed, the operating system does not work, simply due to a lack of consideration of the “soft side.” Most operations are more or less conducted by humans. Simply optimizing the system by mechanical calculation, ignoring “human factors,” may not work. (You will gain deeper understanding of the “soft side” of operations in “Execution Management” an elective course in Term 3.)
Teaching Method

The teaching approach of the course consists of case discussion, simulation, problem sets to be solved by study group. But the primary teaching approach is the case method. You are expected to prepare the case along with the discussion questions and participate actively in class discussion. Case discussions will be supplemented by occasional mini-lectures, in-class mini-exercises, and possibly a presentation by a guest speaker.

ECON6035
Political Economy of Economic Policy
General Information
This course studies the relationship between the state and the market economy, especially highlighting the costs and benefits of economic policy interventions. Topics include: the economic value of the rule of law, property rights and institutional change, promoting competition and regulating markets, rules versus discretion in monetary, fiscal and exchange rate policy, and regionalism versus federalism. Selected case materials based on historical and contemporary examples will be used in classroom discussions, including international examples with emphasis on Hong Kong, China and Asia.
ECON6036