MBA Online

Faculty of Business and Accountancy University of Malaya

Faculty : Business and Accountancy
Department : Marketing and Information Systems
Programme of Study : Bachelor of Business Administration
Bachelor of Accounting
Course Code : CBEB2103
Course Title : Production Management
Credit Hours : 3
Course Pre-requisite(s) /
Minimum Requirement(s) : None
Learning Outcomes : At the end of this course, students should be able to:
1. Demonstrate the basic understanding of production and operation
management.
2. Differentiate the different frameworks of production systems.
3. Apply the concepts of production functions in factory and service
management.
4. Identify current trends in production management.
5. Analyse techniques and models of decision making.
Synopsis of Course Contents : The course is divided into two parts. First part consists of the nature of
operation management, forecasting, product, process, and service design,
facility capacity, location and layout and operation technologies.The
second part consists of quality management, strategic allocation of
resources, project management, Just in Time and lean manufacturing,
production planning, inventory management, resource requirements
Planning: MRP, and employee productivity
Assessment : Continuous Assessment: 50%
Final Examination : 50%

Graduate School of Economics and Business Administration at Hokkaido University
Graduate Admission Entrance Examination
Master’s Program
The Master’s program is divided into two courses. One is a Master’s course provided as part of a PhD program to train researchers. The other is a specialized course that trains highly skilled professionals. There is a general entrance examination and a special entrance examination for mature students and foreign students. Therefore, there are five types of entrance examination for the Master’s program. These are listed below according to the student’s type and intentions.

(1) Doctoral Course (general), (2) Doctoral Course (special screening for foreign students), (3) Specialized Course (general), (4) Specialized Course (special screening for mature students), (5) Specialized Course (special screening for foreign students)

Applications for the entrance examination for the doctoral course (general) and the specialized course (general and mature student screening) should be completed by the beginning of August. The examinations will be conducted towards the end of August. Students are allowed to take more than one examination.

Applications for the entrance examination for the doctoral course (special screening for foreign students) or the specialized course (special screening for foreign students) should be completed by the beginning of January. The examinations will be conducted towards the beginning of February.

Networking and Secure Data Transmission

Networking skills are becoming a common competence for successful career as well as language skills and financial skills. How various computers, which individually hold data, are connected so that an organization can use the full resources available for conducting business is a critical part of creating value using technology. This course, starting from the key technologies of the internet and other network services, expands to include new businesses and applications using network services. What impact the recent progress of network services is having on our business and life and what challenges companies offering network services are facing are discussed in this course.

Minimum Qualifications For Admission
The Graduate School of International Management considers individuals with one of the following qualifications to be eligible applicants:(1) Those who hold, or are about to receive, their bachelor’s degree from an accredited four-year college or university and who have completed a minimum of sixteen years of formal schooling.
(2) Those who hold a bachelor’s degree in a country where less than 16 years of formal schooling is required for completion of that degree program and who have one or more years of research experience subsequent to their bachelor’s degree at an academic institution; minimum age of 22. (An official letter attesting to the academic research experience is required as part of the application documents.)
(3) In some cases, those who hold a bachelor’s degree from an educational institution in a country where 15 years of formal schooling is required for completion of that degree program but have no research experience may be regarded as eligible applicants based on their undergraduate performance.
(4) Those who have completed two years of education beyond secondary school (such as junior college or vocational school), have more than two years of work experience, a minimum age of 22, and submit an additional essay on the topic of “unique features of my work experience and how they contribute to the MBA program/E-Business Management Program at IUJ.”

Kyoto University is one of the two universities where economic education in Japan started more than a hundred years ago. The history of economic education at Kyoto University goes back to April 1900 when the first lecture in Economics was delivered at the College of Law, Kyoto Imperial University. The Faculty of Economics was established in 1919, and the year 2004 marked its 85th anniversary. We are very proud of our faculty’s long history.

Throughout its history, our university’s academic tradition has been to maintain an atmosphere of freedom and independence from the authorities. Even in times of authoritarian government in Japan, our university has kept that tradition.

Although our principle to respect freedom and independence has not changed, we have realized that Japanese universities must undergo fundamental changes to answer the needs of our fast changing society. Originally, our faculty had two purposes, i.e. to train professional researchers and educate undergraduate students. Over the last two decades, however, our mission has expanded to emphasizing recurrent education and accepting students from overseas. Today, both in our graduate and undergraduate courses, we have the highest ratio of international students among the economic departments of Japanese national universities.

This April, we established a new course focusing on business scienceﾓ. In the near future, we are planning to open a management school where teaching will be done not only by our academic staff but also by business professionals. These are the results of our efforts to provide study opportunities to students with work experience.

Needless to say, our mission is not only to educate students but also to enhance our research abilities. In 2003, our faculty’s research program, in collaboration with colleagues from the Institute of Economic Research, was selected as part of the 21st Century Center of Excellence Programs funded by MEXT (the Japanese Ministry of Education, Culture, Sports, Science, and Technology). Under the fierce competition for research funds, we are proud of having received the opportunity to promote our research agenda.

Since understanding the recent changes in China has become of great importance for economists and business leaders all around the world, we established a China-related research center (Shanghai Center) in 2002. The Center is a joint undertaking of our Faculty and Fudan University in Shanghai. Although research on contemporary China is the main purpose of the center, we hope that it will play an important role in student education too.

ICS , Graduate School of International Corporate Strategy

[Term 2] Strategy Simulation Week (2008/Term 1&2 (Fall&Winter))

To wrap up the first year, you will be working as part of top management team running a company in StratSim, a web-based, interactive simulation program that extends across multiple business functions, ranging from strategy, to marketing, to operations and human resources, and to accounting and finance. Your team will be competing against other teams in the rapidly changing automobile industry, where customer needs evolve, new products are introduced, and economic environment changes. Teams compete directly against each other, with the results being impacted by how the competitors interact, what new products are introduced, and how the strategic investments are financed.

In this six-day intensive program, you will work as one of the board members of a 3-4 person firm and make a total of 10 rounds of decisions, which is equivalent to 10 simulated years worth of managing your own company. You will also be asked to make two presentations – half-time and final presentations – to reflect on and share your learning with other teams. The tentative schedule is as follows:

Monday
Feb 23
9:00 Introduction
13:00 Decision #1
18:00 Decision #2

Tuesday
Feb 24
9:00 Decision #3
13:00 Decision #4
18:00 Decision #5

Wednesday
Feb 25
13:00-16:00 Half-Time Presentation

Thursday
Feb 26
13:00 Decision #6
18:00 Decision #7

Friday
Feb 27
9:00 Decision #8
13:00 Decision #9
18:00 Decision #10

Saturday
Feb 28
13:00-16:00 Final Presentation

The program has been consistently voted by students in the past years as one of the “most memorable” learning experiences at ICS. Offered at the very end of the first year, it provides you with an opportunity to integrate everything you have learned throughout the year and also the very last chance to learn from each other by collaborating and competing with your classmates.

The registration costs $39.95 per student for software licensing and a copy of the StratSim manual. Further specifics will be explained in the information session in Term 2. (You are also encouraged to visit.)

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 Governance (N. Shimizu) (2008/Term 1&2 (Fall&Winter))

Corporate governance has recently received increasing attention not only in Japan but also in many western countries. The arguments often contrast the shareholder-oriented Anglo-American model with the stakeholder- (particularly, shareholder-) oriented Japanese and German models. Furthermore, they often imply that Japan and European nations should change their systems of governance as the Anglo-American model seems to have brought revitalization to those economies over the past decade as the world has become increasingly globalized.

The objectives of this course are twofold, one regarding systems of governance and the other regarding actions of individual corporations. First, this course tries to develop an understanding of various systems of corporate governance related to such questions as the following:
• What are the pressures on different corporate governance systems resulting from globalization?
• In which direction are the various systems moving?

Such issues as the social responsibility of corporations and new forms of governance required for the “new economy” are included in this discussion.

Second, the course intends to promote an understanding of some representative approaches currently practiced by successful companies in order to maximize shareholder value.
Course Structure

The first one-third of the course discusses the background as well as pros and cons of the different corporate governance systems and ongoing changes in those systems, and reviews some theoretical views on the differences. The second one-third focuses on various tools adopted by successful corporations that are mostly working within the Anglo-American model. The final part discusses issues that are often ignored by the theorists of corporate governance but are essential for corporations to internally accumulate the capability to innovate and remain socially responsible.
Teaching Method

My teaching approach is to encourage open discussion. In class, we will share our insights and develop our analyses together so that we can all learn from each other. Readings and case studies will be assigned throughout the semester. It is important that you be there, be on time, and be prepared. If you are absent or unprepared, you cannot meet your responsibilities to your fellow classmates.

ECON6011
Microeconomic Theory
General Information
This course covers how consumers and producers make choices and how these choices are equilibrated by the market. In the part on choice theory, utility maximisation and profit maximisation problems, together with corresponding dual problems, are considered. Optimal value functions are studied and used to perform comparative static analysis. Restrictions imposed by optimisation on consumer and producer behaviour are discussed. Choices under uncertainty are also investigated. The second part mainly covers the equilibrium in perfectly competitive markets and the two fundamental welfare theorems. It will also discuss the consequences of market failures, including public goods, externalities, and market power. Game theory will also be introduced.

FINA2802H.I. Investments and portfolio analysis

Semester : 2
For Student of Year : 2

Lecturer : Chan, Alex W. H.

This course introduces students to the fundamental principles of investments and to major issues currently of concern to all investors. The concepts and skills developed from this course enable students to conduct a sophisticated assessment of current issues and debates covered by both the popular media as well as more-specialized finance journals. We emphasize on equity part and the main topics include: portfolio theory, equilibrium in capital markets, equity valuation, portfolio performance evaluation, and relevant institutional details. This course is essential to those planning to become an investment professional or a sophisticated individual investor.

Extra Information

Prerequisite: For students admitted to 1st year of study in 2005-06 or before: BUSI0016/FINA1002 Introduction to finance. For students admitted to 1st year of study in 2006-07 or after: FINA1003 Corporate finance.

Mutually exclusive course: STAT3806 Investment and asset management