MASTER OF BUSINESS ADMINISTRATION

2009/2010 SESSION

1
 UM’s VISION

To be an internationally renowned institution of higher learning in research, innovation,

publication and teaching.

UM’s MISSION

To advance knowledge and learning through quality research and education

for the nation and for humanity

UM’s CORE VALUES

Integrity Professionalism
Respect Meritocracy
Academic Freedom Teamwork
Open-mindedness Creativity
Accountability Social Responsibility

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 Welcome Message from the Dean

Welcome to the Graduate School of Business, Faculty of

Business and Accountancy, University of Malaya.

I would like to congratulate you on your acceptance into

our Master of Business Administration programme at the
University of Malaya. This initial success is your first step
towards achieving your aspirations.

The University of Malaya, Master of Business Administration (UM MBA) programme is one of
the more rigorous programmes in this region. The core courses encompass almost every aspect
of the functional areas of organizations such as Human capital, Marketing, Accounting and
Finance. Our programme offers a variety of elective courses that cater for the different needs
and interests of the students. In addition, the UM MBA programme has several concentration
areas (Finance, marketing, Business Information Systems etc.), which allow students the
opportunity to deepen their knowledge in the area of their choice concentration.

The philosophy of the Graduate School of Business, Faculty of Business and Accountancy is to
provide our graduates with balanced education in which theory and practice are given equal
emphasis. This is achieved through the different pedagogies that we use. Besides knowledge
acquisition and skills development. Our programme also provides the platform for students to
harness their interpersonal and communication skills, as well as strengthen teamwork spirit.

This Handbook is prepared for you. It contains useful information that will guide you in the
courses offered, requirements that must be fulfilled during your candidature, conditions for
graduation and others.

I wish you success and good health.

Thank you.

PROFESSOR DR. AININ SULAIMAN

Dean
Faculty of Business and Accountancy
University of Malaya

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 Message from the Deputy Dean

Welcome to the University of Malaya – Graduate School of Business (UM-GSB), Faculty of

Business and Accountancy. I would like to congratulate you for your decision to embark on
Master of Business Administration programmes at University of Malaya.

Our programmes are fine-tuned and tailored to meet the needs of students and business live in
today’s rapidly changing employment market. To enhance your skills, we provide 11 areas of
specialisation with more than 80 (core & elective) courses to choose from. You could expect
stimulating education experience and real engagement of business. Our programmed can be
accomplished within a minimum duration of 3 semesters (1 ½ years) up to a maximum period of
8 semesters (4 years) in order to suit your various state of affairs.

At UM-GSB, we provide graduates with strong foundation in business theory as well as skills
improvement – promote the ability to work as an effective team member, to become a leader
and to develop interpersonal skills, and apply those knowledge in their own business setting.
Our main intention is to create business leaders who embody school’s values and visions for
ethical and sustainable business practice.

To be part of the UM-GSB community is a challenging experience, and I really hope that you will
have the most memorable and pleasant experiences of your life right here at UM-GSB!!

ASSOC. PROF. DR. SH. LATIFAH SYED A. KADIR

Deputy Dean (Higher Degree)/
Director UMGSB
Faculty of Business and Accountancy
University of Malaya

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Faculty’s Mission

To advance business and accounting knowledge and learning through quality research and
education for the nation and for humanity.

Faculty’s Vision

To be an internationally renowned faculty in business and accounting research, innovation,

publication and teaching.

Faculty’s Objectives

To produce graduates who are socially responsible, knowledgeable and highly skilled in
business, management and accounting.

To explore and expand the frontiers of knowledge through teaching, research and publication.

To establish a closer relationship and improve cooperation with the private and public sectors,
as well as with other institutions of higher learning - local and international.

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ACADEMIC CALENDAR 2009/2010

SEMESTER I

Orientation week 1 week 28.06.2009 - 05.07.2009

Lectures 6 weeks 06.07.2009 - 16.08.2009
Mid-Semester I Break 1 week 17.08.2009 - 23.08.2009
Lectures 4 weeks 24.08.2009 - 18.09.2009
Special Break 1 week* 19.09.2009 - 27.09.2009
Lectures 4 weeks** 28.09.2009 - 25.10.2009
Revision 1 week 26.10.2009 - 01.11.2009
Semester I Examinations 3 weeks 02.11.2009 - 22.11.2009
Semester I Break 5 weeks*** 23.11.2009 - 27.12.2009
26 weeks

SEMESTER II

Lectures 7 weeks 28.12.2009 - 12.02.2010

Mid-Semester II Break 1 week+ 13.02.2010 - 21.02.2010
Lectures 7 weeks 22.02.2010 - 11.04.2010
Revision 1 week 12.04.2010 - 18.04.2010
Semester II Examinations 3 weeks 19.04.2010 - 09.05.2010
19 weeks

END of ACADEMIC YEAR LEAVE / SPECIAL SEMESTER

Semester Break 8 weeks 10.05.2010 - 04.07.2010

or

Lectures and examinations 7 weeks 10.05.2010 - 27.06.2010

* Hari Raya Aidilfitri (Eid Celebration), 20 & 21 September 2009

** Deepavali, 17 October 2009
*** Hari Raya Aidil Adha, 27 November 2009
Christmas Day, 25 December 2009
+ Chinese New Year, 14 & 15 February 2010

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 THE FACULTY OF BUSINESS AND ACCOUNTANCY

The University of Malaya has a long and established history in business education. Courses in
accounting and business were first introduced in 1966 under the Division of Business, Faculty of
Economics and Administration. Subsequently, in the early 1980s, the MBA programme was first
offered to students who were keen on business education in line with global development. The
dynamics of the demand for business education culminated in the formation of the Faculty of
Business and Accountancy (FBA) on 1 February 1997. In the year 2000, the University of Malaya,
Graduate School of Business (UMGSB) was formalised.

Currently the Faculty offers degrees in Bachelor of Business Administration and Bachelor of
Accounting at the undergraduate level, the Master of Business Administration (MBA), Master of
Management (MM) and Doctor of Philosophy (PhD) at the post graduate level.

The Faculty is headed by the Dean along with three Deputy Deans and a team of Assistant
Registrars. The Faculty is supported by six Departments: Finance and Banking, Marketing,
Business Strategy and Policy, Management Accounting and Taxation, Financial Accounting and
Auditing and Operations and Management Information Systems.

The Faculty has close links with the business community, and a substantial number of our faculty
members are involved with various established organizations, such as the Employee Provident
Fund (EPF), Malaysian Institute of Accountants (MIA), Malaysian Institute of Chartered
Professional Accountants (MICPA), Malaysian Institute of Chartered Secretaries and
Administrators, Institut Bank-Bank Malaysia (IBBM) and the Financial Planning Association of
Malaysia (FPAM).

The FBA operates from two campuses, the Main UM Campus located at Lembah Pantai and the
City Campus located at Jalan Tun Ismail, Kuala Lumpur. The undergraduate and PhD courses are
conducted at the main campus while the MBA and MM programmes are held at the City
Campus.

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VISITING PROFESSORS

Over the years, as part of our internationalization programme, the Faculty has hosted several
visiting professors from reputable universities from around the world. The professors who have
visited us in 2008/2009 are listed below while we have plans to bring in more in the future.

Name and Institution Department Attached Duration of Visit

Prof. Dr. Mohamad S. Bazaz Department of

01.01.2007 -
Oakland University Michigan, Financial Accounting
10.02.2008
USA and Auditing

Dr. Masoud Abessi

Department of Industrial Department of July 2007 - July
Engineering, Marketing 2008
University of Yazd, Iran

Prof. Dr. Minna Mattila

LAUREA Kerava
Department of 05 - 19 January
University of Applied
Marketing 2008
Sciences,
KERAVA, Finland

Prof. Philip James Kitchen Department of

29.03.2008 -
Hull University Business Business Policy and
13.04.2008
School, UK Strategy

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 Dr. Sandy Suardy 01 - 30 April 2008
Department of Economics Department of &
and Finance Finance and Banking 16.06.2008 -
La Trobe University 03.07.2008

Prof. Sofyan Syafri Harahap

Faculty of Economics, Department of
Management and Business Policy and 03 - 21 June 2008
Accounting Trisakti Strategy
University, Jakarta

Prof. Dr. Mohamed A.

Youssef
College of Industrial
Department of
Management (AACSB 9 - 27 June 2008
Marketing
Accredited),
King Fahd University of
Petroleum and Minerals

Abu Saim Md. Shahabudin Department of

01.12.2008 -
Khulna University, Khulna, Business Policy and
01.12.2009
Bangladesh Strategy

In addition to further promote accounting education, training and research; the University
received funding from Maybank to establish the Maybank Chair for Accountancy. Currently
Professor Dr. Ferdinand Akthar Gul, from the School of Accounting and Finance, the Hong Kong
Polytechnic University, Hong Kong, holds the tenure from 16 December, 2008 to 15 December,
2009.

Part of the strategy adopted by the Faculty to establish linkages with the industry is though the
appointment of Adjunct Professors from industry. The Adjunct Professors in 2008/2009 are
listed below:-

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ADJUNCT PROFESSORS

Name Address

Datuk Sri Tony Fernandes Director & Group Chief Executive Officer
Air Asia Bhd.
Low Cost Carrier Terminal, KLIA
64000 Sepang
Tel: 603 8660 4024
Fax: 603 8775 1100

Datuk Ali Abdul Kadir Chief Executive Officer and Head

DIG Asia Sdn. Bhd
Level 58, Tower 2,
Petronas Twin Towers, KLCC
50088 Kuala Lumpur
Tel: 603 2168 5288/5201
Fax: 603 2168 5388

Dato’ Ahmad Johan Mohamad Executive Chairman

Raslan PricewaterhouseCoopers
Chartered Accountants
11th Floor Wisma Sime Darby, Jln. Raja
Laut, P.O. Box 10192, 50706 K.L.
Tel: 603 21731892
Fax: 603 2693 0997

Dr. Verindeerjeet Singh Managing Director

Taxand Malaysia Sdn. Bhd.
Suite 13A .05, Level 13A, Wisma Goldhill,
67 Jalan Raja Chulan, 50200 K.L.
Tel: 603 2032 2799
Fax: 603 2032 2893

Prof. Dr. Sieh Mei Ling Advisor on Services, MIDA

Block 4, Plaza Sentral
Jalan Stesen Sentral 5
Kuala Lumpur Sentral
50470 Kuala Lumpur, Malaysia
Tel: 603-2267 3633
Fax: 603-2274 7970

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FBA’S MANAGEMENT HEAD OF DEPARTMENTS

Prof. Dr. Ainin Sulaiman Cyril Hilaris Ponnu

Dean Business Policy & Strategy

Assoc. Prof. Dr. Sh. Latifah Syed A.

Assoc. Prof. Dr. Rubi Ahmad
Kadir
Finance & Banking
Deputy Dean (Higher Degree)

Assoc. Prof. Dr. Ong Fon Sim

Assoc. Prof. Dr. Ghazali Musa
Deputy Dean (Research &
Marketing
Development)

Dr. Noor Akma Mohd. Salleh

Assoc. Prof. Dr. Che Ruhana Isa Operations & Management
Deputy Dean (Undergraduate) Information Systems

Dr. Rusnah Muhamad

Financial Accounting & Auditing

Assoc. Prof. Dr. Ruzita Jusoh

Management Accounting &
Taxation

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 UNIVERSITY OF MALAYA
GRADUATE SCHOOL OF BUSINESS (UMGSB)

UMGSB is located within the University’s City Campus in the heart of Kuala Lumpur. Accessibility
is easy via major roads leading to the campus with convenient public transportation. The
campus provides an environment conducive to learning that is surrounded by greenery and
modern architecture. Lectures are conducted in seminar rooms equipped with Internet
connection, computer and audio visual display with state of the art technology. Students are
provided with discussion and study rooms. Major facilities available for learning and recreation
include the City Campus Library, wireless ICT services, computer laboratory, recreation room,
prayer room for Muslims and a food court.

The UM Graduate School of Business (UMGSB) offers invaluable experiences through its
rigorous, extensive and innovative programme that meets an individual’s personal and
professional goals. Our MBA programme has been awarded accreditation from the Association
of MBAs (AMBA).

We are also passionate about the contribution of our faculty members and postgraduate
students to our business community and society.

The programme offers 11 specializations with more than 80 courses (core and electives). Our
programme is also designed to provide students with a flexibility that allows them to customize
their studies.

THE UMGSB DIFFERENCE

§ More than 40 full time faculty members with a Doctorate Degree and with an average of
12 years professional working experience from diverse academic and industrial
backgrounds.

§ Our programme engages with industrial experts and visiting professors from across the
world to extend their experience and knowledge to our classrooms.

§ With 11 specializations and more than 80 courses (core and electives courses) to
choose, the programme provides students the flexibility to customize their studies.

§ Low student/faculty ratio, enables students to experience learning in small interactive

groups with live case discussions and research project supervision.

§ Our programme attracts students from the middle management level with different
industrial and international backgrounds that create the ultimate learning experience.

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 Academic Members and Their Research Interests

Business Policy and Strategy

Cyril Hilaris Ponnu MSc (Southampton) Business Law

Head of Department LLB (Wolverhampton) Business Ethics
Senior Lecturer BEc (Malaya) Corporate Governance

Mohd Nazari Ismail PhD (Manchester) International Business

Professor MBA (SUNY Buffalo) Strategic Management
BSc (Wales) Management

Abu Saim Md. Shahabudin MBA (Asian Institute of Technology) Hisbah

Visiting Lecturer MCommerce (Dhaka) Religious Perspective on Business
BCommerce (Dhaka) Management
Economic Activities in Non-Modern
Sector
Gazi Mahabubul Alam PhD (Nottingham) Education Policy and Management and
Visiting Lecturer MA (Sussex) Link With Public Policy
MBA (The International University, Human Resource Management
Montana) Marketing of Social Goods
Aida Idris PhD (Malaya) Entrepreneurship
Lecturer MBA (Ohio) Strategic Management
BEng (Aberdeen)

Angeline Tay PhD (Western Australia) Human Resource Management

Senior Lecturer MBA (Malaya) Employee commitment
BSocSc (USM) Services Management

Chan Wai Meng PhD (Malaya) Commercial Law

Senior Lecturer LLM (Malaya) Company Law
LLB (Malaya)
Kamarul Zaman Ahmad PhD (Manchester) Human Resource
Senior Lecturer MBA (Malaya) Industrial Organizational Psychology /
BA (Leeds) Business Research
Bar-at-Law (Lincolns Inn)
ICSA

Sharan Kaur PhD (UPM) Talent Management

Senior Lecturer MBA (UPM) Strategic Management
BSc (UPM)

Syed Zamberi Ahmad PhD (Hull) International Business

Senior Lecturer MBA (UKM) International Entrepreneurship
BBA (UKM) Marketing Strategy

Mohd Said Othman MBA (Aoyama Gakuin) International Business

Senior Lecturer BEc (Malaya) Entrepreneurship

Raida Abu Bakar MBA (Malaya) Organizational Behavior

Senior Lecturer BSc (Purdue) Management

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 Human Resource

Rosmawani Che Hashim LLM (Nottingham) International Trade Law

Senior Lecturer LLB (Shariah) (UIA) Commercial Law
LLB(UIA) Company Law
Apnizan Abdullah MCL (IIUM) Business Law
Lecturer LL(B)(IIUM) Commercial Law
Advocate & Solicitor High Court of Islamic Banking & Securities
Malaya

Azhanni Muhammad MSc (UPM) Corporate Communication

Lecturer BEd (TESL) (UPM) Human Communication
Business Communication

Mohd Khidzir Yusof MBA (Western Michigan) Entrepreneurship

Lecturer BBA (Western Michigan) Business Communication

Sharmila Jayasingam MBA (USM) Leadership

Lecturer BTech. Mgmt (UTM) Knowledge Management

Zulkufly Ramly MA (Nottingham) Corporate Governance & CSR

Lecturer BSBA Finance (Denver) Business and Consumer Ethics

Marketing

Ghazali Musa PhD (Otago) Scuba Diving Tourism

Head of Department MBBS (Malaya) Health Tourism
Assoc. Professor Dip (Otago) Backpacker Tourism

Md. Nor Othman PhD (Oklahoma State) Marketing

Professor MBA (Leuven) Consumer Behaviour
BEc (Malaya) Entrepreneurship

Ong Fon Sim PhD (Malaya) Ageing

Assoc. Professor MBA (Malaya) Marketing
Deputy Dean (Research & BSocSc (USM) Consumer Behaviour and Older Consumers
Development)

Brian C. Imrie PhD (Otago) Services Marketing

Visiting Lecturer B Com (Victoria) Consumer Behaviour
International marketing

Norbani Che Ha PhD (Monash) Marketing

Senior Lecturer MBA (Denver) Small & Medium Enterprises
BSBA (Denver)

Sharifah Faridah Syed Alwi PhD (Manchester) Corporate Branding/ Branding

Senior Lecturer MSc (Salford) Corporate/ Company Reputation

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 BSc (Salford) Internet Branding

Yusniza Kamarulzaman PhD (Cardiff) Internet Marketing / E-Marketing

Senior Lecturer PgDip (Cardiff) Services & Tourism Marketing
MBA (UKM) Consumer Behaviour
BBA (UiTM)
Dip (UiTM)

Ezlika Mohd Ghazali MBA (Malaya) Consumer Behaviour.

Senior Lecturer BBA (De Montfort) Marketing
International Marketing

Farinda Abdul Ghani MA (Middlesex) Hospitality Management

Lecturer BSc (Middlesex) Tourism Management

Shamsul Izwan Saharani MBA (North London) Hotel and Tourism Management
Lecturer BA (Arcadia) Management

Michael M. Dent MSc (CASS) Managerial Economics

M.Phil (London) Market Segmentation
Cross Cultural Marketing

Finance and Banking

Rubi Ahmad PhD (Monash) Bank Performance & Regulations

Head of Department MBA (Memphis) Corporate Finance
Assoc. Professor BBA (Memphis)

Mansor Md. Isa PhD (Pittsburgh) Corporate Finance

Professor MBA (Leuven) Investment
BEc (Malaya) Capital Markets
Dip (Malaya)
CFP(M)

Md. Kayemmuddin PhD (Dhaka) Financial Reporting

Visiting Lecturer MBA (Dhaka) Financial
MCommerce (Dhaka) Micro-Financial
B Com (Dhaka)

M. Fazilah Abdul Samad PhD (Rhode Island) Ownership Structure and Firm
Assoc. Professor MCommerce (NSW) Performance
BEc (Malaya) Corporate Governance
CPA (Australia) Politically-Affiliated and Government-
CFP (M) Linked Firms

Roslee Shah Shaharudin PhD (UKM) Corporate Finance

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 Senior Lecturer MA (Missouri Banking
BA (Missouri) Managerial Economics

Aidil Rizal Shahrin MEc (UM) Microeconomics

Lecturer BBA (UTM) Econometrics
Macroeconomics
Fauzi Zainir MBA (Miami) Banking
Lecturer MSc (Miami) Finance
BSc (Nebraska)

Izlin Ismail MPhil (Nottingham) Capital Markets

Lecturer MSc (City) Debt Financing
BSc (LSE) Financial History

Mohd Edil Abd. Sukor MBA (UIAM) Financial Management

Lecturer BShariah (Malaya) Islamic Finance
Islamic Banking

Nurul Shanaz Ahmad Mahdzan MBA (Malaya) Finance

Lecturer BBA (Ohio) Economics
Risk Management & Insurance

Shahrul Annuar Musa MBA (Malaya) Finance

Lecturer BEc (Missouri Economics
BShariah (Malaya) Econometric

Wan Marhaini Wan Ahmad MEc (UIA) Islamic Finance

Lecturer BShariah (Malaya) International Finance

Financial Accounting and Auditing

Rusnah Muhamad PhD (Malaya) Financial Accounting And Auditing

Head of Department MSc (Stirling) Islamic Banking
Senior Lecturer BAcc (Malaya) Religiosity And Ethics

S. Susela Devi PhD (Waikato) International Financial Reporting

Assoc. Professor BAcc (Malaya) Standards
CA (M) Corporate Governance and Earnings
CPA (M) Management
Corporate Social Responsibility
Gurcharan Singh Pritam Singh PhD (Malaya) Finance
Lecturer MSc (UPM) Data Envelopment Analysis
BSc (UM)

Norhayah Zulkifli PhD (Glamorgan) International Financial Reporting

Senior Lecturer MBA (Indiana State) Standards
BSc (Indiana State) Social and Environmental Accounting
Accounting Education

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Nurmazilah Dato’ Mahzan PhD (Birmingham) Financial Accounting & Public Sector
Lecturer MBA (Unitar) Accounting
BAcc (UIA) CAATTs adoption in internal auditing
CA (M) External Audit
CPA (M)

Zakiah Saleh PhD (Cardiff) Public Sector Accounting

Senior Lecturer MAcc (Glasgow) International Accounting
BSBA (Minnesota) Accounting for SMEs
Associate Member
MIA

Ho Sow Kin MA (Lancaster) Financial Accounting

Senior Lecturer BA (Portsmouth) Financial Reporting
Accounting Education

Mohd Sarif Ibrahim MSc (Brunel) Financial Accounting

Senior Lecturer CA (M) Financial Management
FCCA (UK)
Zarina Zakaria MBA (Malaya) Financial Reporting.
Senior Lecturer BSc (Cardiff) Social Responsibility and Environmental
ACCA Reporting
Auditing

Amal Hayati Ahmad Khair MSc (Acc) (UIA) Auditing

Lecturer BAcc (UIA) Internal Auditing
CA (M)

Ervina Alfan MBA (Acc) (Malaya) Financial Reporting

Lecturer BAcc (Staffordshire) Accounting Profession and Education

Mazni Abdullah MBA (Acc) (Malaya) Financial Reporting

Lecturer BAcc (Malaya) Accounting Education
Corporate Environmental Reporting

Noor Adwa Sulaiman MSc (Acc) (UPM) Auditing

Lecturer BAcc (UiTM) Non Auditing Services

Saadiah Munir MSc (Birmingham) Financial Accounting and Reporting

Lecturer BAcc (Malaya) Corporate Governance

Suhaily Shahimi MAcc (UiTM) Internal Auditing

Lecturer BAcc (UUM) Corporate Governance
Forensic Accounting and Fraud
Investigation

Yazkhiruni Yahya MSc (Acc) (UIAM) Islamic Accounting

Lecturer BAcc (UIAM) Shari'ah Auditing
Corporate Governance

17
 Management Accounting and Taxation

Ruzita Jusoh PhD (USM) Management Accounting and Control

Head of Department MSc (Missouri) Systems
Assoc. Professor BSc (Alabama) Performance Measurement and
Management

Che Ruhana Isa PhD (UPM) Management Accounting and Control

Assoc. Professor MSc (LSE) Systems
Deputy Dean (Undergraduate) BBA (Acc) (Oklahoma State) Strategic Management Accounting
Accounting for SMEs

Md. Taher Billal Khalifa PhD (Chittagong) Management Accounting

Visiting Lecturer M Com (Chittagong) Strategic Management Accounting
B Com (Chittagong) Accounting Information Systems

Choong Kwai Fatt PhD (UIA) Tax Planning and Restructuring

Assoc. Professor MCL (UIA) Tax Audit and Investigation
BAcc (Malaya) Islamic Taxation
LLB (London)
CA (M)
CPA (M)
FTII (M)
CFP (M)
MCCS

Anna Azriati Che Azmi PhD (Reading) International Accounting

Senior Lecturer MSc (Reading) Relationship between Taxation and
BAcc (UUM) Financial Reporting

Wong Sek Khin, Edward PhD (Edith Cowan) SME Management

Lecturer MSc (Western Australia) Research Philosophy
BBA (Edith Cowan) Accounting ICT

Ahmad Zahiruddin Yahya MAcc (Dundee) Management Accounting

Senior Lecturer BAcc (De Montfort) Accounting Education
Strategic Management Accounting

Mohd Zulkhairi Mustapha MBA (Acc) (Malaya) International Accounting

Lecturer BSc (Acc) (Cardiff) Accounting Valuation
Tax Education

Noor Sharoja Sapiei MBA (Acc) (Malaya) Tax Compliance & Administration
Lecturer BEc (Acc and Finance) Islamic Taxation
(Aberystwyth) Accounting and Tax Education
ACCA (UK)

Oon Yen Nee, Elaine M Phil (Cambridge) Financial Planning

Lecturer B Com (La Trobe) Integration of Finance & Marketing
ACCA

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 Operations and Management Information Systems

Noor Akma Mohd. Salleh PhD (Queensland) Accounting Information Systems

Head of Department MSc (East Anglia) Technology Adoption Behaviour
BAcc (UUM)

Ainin Sulaiman PhD (Birmingham) Management Information System

Professor MBA (Stirling) Technology Diffusion and Adoption
Dean BPA (UUM) E-Commerce

Abdul Razak Ibrahim DBA (Strathclyde) Services Operations Management

Assoc. Professor MBA (Governors State) Performance Measurement
BSc (Northern Illinois) Logistic Supply Chain Management

Sh. Latifah Syed A. Kadir PhD (UKM) Applied Statistics

Assoc. Professor MSc (Cardiff) Customer & Employee Satisfaction
Deputy Dean (Higher Degree) BSc (Malaya) Total Quality Management

Tengku Mohd Faziharudean PhD (Waseda) Information Technology

Tengku Feissal MBA (New Haven) Digital Divide
Senior Lecturer BSc (Marquette)

Noor Ismawati Jaafar MBA (Malaya) Management Information Systems

Senior Lecturer BAcc (Malaya) Electronic Commerce
Accounting Information Systems

Lee Sai Leong MBA (Malaya) Accounting Information System

Lecturer BSc (Malaya) Technology Management
Dip (Malaya)

Mohd Azizi Mustafa MBA (Wales) Operations Management

Lecturer BSc (Southern California) Retailing

Shamshul Bahri Zakaria MBA (Malaya) Health Information Systems

Lecturer BBA (UKM) Management Information System

19
MASTER OF BUSINESS ADMINISTRATION

INTRODUCTION

The University of Malaya MBA programme is a rigorous programme that seeks to equip students
with theoretical concepts and analytical tools that will prepare them for the complexities and
challenges of an increasingly dynamic and globalized business environment.

Courses are structured to provide a deep understanding of theories, with unique real-world
problems beyond the boundaries of textbook theories. Through a combination of lectures, case
studies, written assignments, group projects, presentations and class discussions, each student
is exposed to the necessary knowledge and experience to understand, analyse and evaluate
actual problems for better solutions.

The pedagogies are to optimize the efficiency of the learning process. Each student is required
to complete a minimum of 51 credit hours of learning and research activities that cover various
components of business and its concentrations.

PROGRAMME STRUCTURE

The UM MBA programme offers flexible day and evening classes with emphasis on quality
teaching and student participation in the learning process. The minimum and maximum periods
of candidature are 3 semesters and 10 semesters, respectively.

Courses are divided into two categories: core and elective courses. In addition, students are
required to undertake a research project in an area of their interest. The design of the courses
and components allows students to maximise their learning and develop skills essential for their
career development. Students are required to take a total of 51 credits as follows:

Courses Credit
Core Courses 30
Elective Courses 15
Research Project 6
Total 51

The UM-MBA programme allows students the flexibility to choose a general MBA degree or a
MBA degree with concentration. In order to qualify for an area of concentration, students must
fulfil the requirements of core electives and elective courses under each concentration. This
requirement does not apply in the case of a general MBA degree. The programme offers
concentration in the following areas:

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 § Accounting § Hospitality & Tourism Management
§ Finance § Health Care Management
§ Marketing § General Management
§ International Business § Internal Auditing
§ Business Information § Islamic Finance System
§ Human Resource Management

CORE COURSES (30 CREDIT)

Core courses are designed to expose students to the fundamentals of the management of
business organizations. These core courses represent the major discipline in Finance,
Management, Business Policy and Strategy, Accounting, Marketing, and Information Systems.
The courses are as follows:

CSGB 6101 Human Capital Management

CMGB 6103 Research Methods in Business
CAGB 6101 Accounting for Business Decision-Making*
CMGB 6104 Operations Management
CFGB 6101 Economics for Managers
CFGB 6102 Corporate Finance
CMGB 6101 Marketing Management
CSGB 6102 Business Ethics & Corporate Governance
CMGB 6102 Management Information Systems
CSGB 6201 Strategic Management

* Students with a Bachelor of Accounting or a professional accounting qualification may apply for
exemption

ELECTIVE COURSES

Students are required to take FIVE (5) elective courses which make up 15 credits. Students who
opt for a general MBA can choose elective courses from any discipline to fulfil the 15 credits
requirement for elective courses.

Students who decide to elect for an area of concentration must fulfil the requirements of two
(2) core electives and two (2) electives under the selected area of concentration. This means
that students will complete 6 credits of core electives and 6 credits of electives in the particular
area of concentration. Together this makes up 12 credits. As for the remaining 3 credits,
students can choose an elective from any discipline. Students who wish to elect more than one
area of concentration are allowed up to a maximum of TWO (2) areas of concentration. The
following is the list of elective courses under each area of concentration.

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Accounting
Core Electives
CAGB 6309: Financial Accounting
Reporting
CTGB 6302: Management Accounting
Finance
Core Electives
CFGB 6308: Capital Market & Investment
CFGB 6307: Advanced Corporate Finance
Marketing
Core Electives
CMGB 6301: Consumer Behaviour
CMGB 6302: Services Marketing
International Business
Core Electives
CSGB 6314: International Business
Management
CMGB 6303: Global Marketing
Business Information System
Core Electives
CMGB 6322: Strategic Information Systems
CMGB 6321: E-Commerce
Electives
& CAGB 6302 : Issues in Public Sector Accounting
CTGB 6301 : Taxation for Business Decisions
CAGB 6301 : Issues in International Accounting
CTGB 6303 : Managerial Accounting Control
Systems
CFGB 6307 : Advanced Corporate Finance
CSGB 6302 : Legal Environment of Business
CAGB 6308 : Seminar on Auditing and Assurance
Electives
CFGB 6301 : Portfolio Management
CFGB 6302 : Money & Banking
CFGB 6303 : Derivatives Markets
CFGB 6304 : International Finance
CFGB 6305 : Islamic Finance
CFGB 6306 : Mergers & Acquisition & Corporate
Restructuring
CFGB 6309 : Econometrics for Managers
Electives
CMGB 6332 : Strategic Marketing in Tourism
CMGB 6303 : Global Marketing
CMGB 6304 : Brand Management
CMGB 6305 : Retailing
CMGB 6306 : Marketing Research
CMGB 6307 : Promotions Management
Electives
CFGB 6304 : International Finance
CAGB 6301 : Issues in International Accounting
CSGB 6301 : Islamic Perspective on Business
CMGB 6331: International Hotel Management
Electives
CMGB 6323 : Current Issues in Information
Systems
CMGB 6324 : Decision Support Systems
22
 CMGB 6325 : Database Management Systems
CMGB 6326 : Supply Chain Management

Human Resource Management

Core Electives Electives
CSGB 6308: Organizational Behaviour CSGB 6303 : Industrial Relations
CSGB 6307: Leadership CSGB 6304 : Corporate Communication
CSGB 6310 : Performance Measurements &
Rewards-Systems
CSGB 6313 : Training Management

Hospitality & Tourism Management

Core Electives Electives
CMGB 6334: Hotel Industry Business CMGB 6308 : Services Management
Strategy CMGB 6331 : International Hotel Management
CMGB 6332: Strategic Marketing in CMGB 6333 : Tourism Product Development
Tourism Management

Health Care Management

Core Electives
CMGB 6311: Health Care Management
CMGB 6312: Health Care Services
Electives
CTGB 6303 : Managerial Accounting Control
Systems
CSGB 6311 : Total Quality Management
CMGB 6313: Health Care Economics

General Management
Core Electives
CSGB 6311: Total Quality Management
CMGB 6308: Services Management
Electives
CSGB 6302 : Legal Environment of Business
CSGB 6305 : Entrepreneurship
CSGB 6308 : Organizational Behaviour
CSGB 6309 : Organizational Development &
Change
CSGB 6312 : Management Control Systems
CMGB 6333: Tourism Product Development
Management

Internal Auditing*
Core Electives Electives
CAGB 6310: Internal Auditing CSGB 6302: Legal Environment of Business
CAGB 6311: Internal Auditing Engagement
CAGB 6312: Business Analysis and IT for Internal
Auditors
CAGB 6313: Business Management Skills for
Internal Auditors

23
*These courses prepared students for the Certified Internal Auditor (CIA) professional
examination. Students are eligible to receive various supports from the Institute of Internal
Auditors (IIA) and IIA Research Foundation.

Islamic Finance**
Core Electives
CFGB 6311: Principles of Islamic Economics & Finance
CFGB 6312: Islamic Deposits & Financing Management
CFGB6314: Applied Islamic Principles in Financial Transactions
CFGB 6313: Islamic Finance Regulations & Governance
CFGB 6315: Islamic Financial Institutions & Markets
CFGB 6316: Islamic Wealth Planning & Management
**Students taking this concentration are eligible to apply for exemption from the 1st part of the
Chartered Islamic Finance Professional (CIFP) certificate offered by the International Centre for
Education in Islamic Finance (INCIEF)

Another feature of the UM MBA programme is flexibility, as it allows students the freedom to
choose their courses and to decide when to register for each of the courses. It is recommended
that students should complete the core courses before embarking on electives. However, it is
advisable for students to take Human Capital Management, Accounting for Decision Making and
Marketing Management at the early stage of their candidature before attempting other core
courses. It is also advisable for students to take Strategic Management at the end of their
candidature.

RESEARCH PROJECT (6 CREDITS)

The Research Project for MBA programmes introduces students to research, thereby providing
the opportunity to conduct in depth research in their area of concentration. The research report
should demonstrate that the student has the ability to carry out research and/or the ability to
carry out constructive criticism, as well as to report their findings accurately and coherently.

This research component is a partial fulfilment of the requirements for the degree at UM-GSB.
MBA students are required to register, complete and obtain a pass in the Research Project
before the degree can be awarded.

Students may choose to carry out an academic or a consultancy type of research. An academic
research is an independent research effort by an individual student under the supervision of an
assigned supervisor. For the consultancy type of research, a group of two or three students (but
not more than three) are allowed to carry out the research under the supervision of a
supervisor.

Students are required to obtain a Pass in CMGB 6103-Research Methods in Business before
registering for the Research Project.

Students shall not plagiarise any idea, writing, data or invention belonging to another person’
(Akta Universiti & Kolej Universiti 1971 – Kaedah-Kaedah)

24
The time frame for students to complete the Research Project is at least one semester
(excluding Special Semester). Students who face difficulty in completing the report may request
an extension of time (by completing Form UMGSB/RP/04), which may be granted upon the
discretion of UM-GSB. No grading will be carried out until such time that the Research Project
Report has been successfully completed and submitted for examination. Any work in progress
will be graded as “P” (in progress) for that particular semester.

The evaluation of the Research Project report consists of two components:

• a written report (70% of final grade); and
• an oral presentation (30%).

Grading of the Research Project report is subjected to the same Grading System adopted by UM-
GSB, Faculty of Business & Accountancy, University of Malaya.

Upon submission and examination, students who fail to obtain a “Pass” will have to make
corrections to the report based on the comments of the supervisor(s) and examiner. The report
will then have to be resubmitted for examination.

ACADEMIC PERFORMANCE REQUIREMENTS

Students are REQUIRED to obtain a Grade Point Average (GPA) and a Cumulative Grade Point
Average (CGPA) of at least 3.0 for every semester. In order to graduate, students must obtain a
minimum CGPA of 3.0.

Students with a GPA of less than 3.00 in a normal semester will be placed on an Academic
Probationary Period in the following normal semester. The candidature of any student who is
placed on an Academic Probationary Period for TWO consecutive normal semesters will be
terminated. The probation period shall end when the student has successfully attained a GPA of
3.00 and above.

Students must obtain a minimum grade B for all core courses, failing which students must
repeat the course, subject to a maximum of three attempts. After the third attempt, if the
student fails to redeem with a minimum grade B their candidature will be TERMINATED.

For elective courses, students who obtain grade B-, C or C+ can be given a conditional pass if
their CGPA is above 3.0. Students with a CGPA of less than 3.0 have an option to either repeat
the same course to improve the grade or to take another elective course, which has to be done
during the period of candidature.

25
EVALUATION FORMAT

All courses adopt an assessment system that incorporates course work and a final examination.
Course work carries 60% of the total marks and the final examination contributes 40%.
Coursework may include written assignments, written case analysis, oral presentations,
participation in class discussions, and mid-semester examinations. The grading system for all
courses is as follows:

GRADING SYSTEM

Marks Equivalent Grade Grade Point Meaning

80 – 100 A 4.0
Distinction
75 – 79 A- 3.7
70 – 74 B+ 3.3
Pass
65 – 69 B 3.0
60 – 64 B- 2.7
55 – 59 C+ 2.3 Conditional Pass
50 – 54 C 2.0
45 – 49 C- 1.7
40 – 44 D+ 1.5
Fail
35 – 39 D 1.0
≤ 35 F 0

CONDITIONS FOR GRADUATION

1. Successful completion of 51 credits fulfilling core, elective courses and research project
requirements, with a minimum CGPA of 3.0.

2. Language requirement as follows:

• For Malaysian citizens, a pass in Bahasa Malaysia paper at the Sijil Pelajaran
Malaysia (SPM) level, or its equivalent;
• For international students, a pass in Bahasa Malaysia or Malaysian Studies as
prescribed by the Institute of Post Graduate Studies, University of Malaya.

26
INTERNATIONAL STUDENT EXCHANGE PROGRAMME

UM organises a student exchange programme with various institutions around the world. The
countries/institutions popular among students are Rouen Graduate School of Business, France,
Georg-Simon-Ohm-Fachhochschule Nürnberg, Germany and Melbourne University, Australia.

The aim of this exchange programme is to prepare students for the global economy by providing
them with an opportunity to broaden their perspective and gain greater insights into business
and management practice, as well as the cross-cultural perspective of business and
management.

Students who have completed their second semester and achieved a cumulative grade point
average (CGPA) of 3.3 and above are eligible to apply. The duration of the exchange programme
is for one semester, which is approximately four to five months. Students must register as a full-
time student with the host institution for the duration of the exchange programme. There is no
payment of tuition fees to the host institution but tuition fees will have to be paid to the
University of Malaya. This is the unique feature of our exchange programme – paying local fees
for international experience.

Students should choose courses in the host institution that are equivalent to the elective
courses offered by the UM-MBA programme. Transfer of credits for courses taken at a host
institution can be allowed for up to nine credit hours of elective courses under the UM-MBA
programme. Students are requested to obtain prior approval for the courses to be taken at the
host institution for consideration of credit transfer. Upon returning to UM, students can apply
for credit transfer by submitting the transcript from the host institution. Details of the exchange
programme can be obtained from UMGSB and International and Corporate Relations Office
(ICR).

27
COURSE SYNOPSIS

28
 CORE COURSES SYNOPSIS
Courses Learning Outcomes
CSGB 6101 At the end of this course, students are able to:
Human Capital
Management 1. Analyze global issues involving the management of organizations and
human capital in a complex environment.
2. Acquire basic concepts and practices in managing organizations and
employees.
3. Apply different techniques in evaluating the effectiveness of general
organizational and human resource management practices.
4. Evaluate the success in implementing the Employment Act and
Occupational Safety and Health Act in Malaysia.
5. Develop skills in using academic research findings in human capital
management for practical purposes.
CSGB 6102 At the end of this course, students are able to:
Business Ethics and
Corporate 1. Analyze the important governance and ethical issues that may arise
Governance in business today.
2. Apply the relevant governance and ethical concepts that are
necessary for resolving these issues.
3. Analyze the role of company directors, shareholders and regulatory
bodies in promoting good corporate governance.
4. Analyze the role of shareholders in promoting good corporate
governance.
5. Analyze the role of regulatory bodies in promoting good corporate
governance.
Synopsis
The course is divided into two parts:
organizational management and human
resource management. The first part covers the
basic functions and roles of managers in the
context of a changing organizational
environment. Specifically, the course examines
the concepts and practices of planning,
organizing, leading, and controlling. The second
part of the course examines the practical issues
of managing human resources in organizations.
It includes planning and executing effective staff
strategies, managing programmes for improving
employee performance, and managing diversity
and global human capital.
Issues in corporate governance and ethics are
highly topical issues in today’s world of
business. Governance and ethical issues arise in
almost every aspect of corporate life and it is
the responsibility of managers to handle these
issues. The objective of the course is to sensitize
students to these issues in organizations and to
provide students with techniques for analyzing
and resolving them. With growing public
concern about the roles of owners and
managers and issues concerning “stakeholder”
participation, the course will discuss the
importance of responsible corporate behaviour
and good corporate governance.
29
CSGB 6201 At the end of this course, students are able to: Strategic management is about setting goals
Strategic and effective execution and control to attain
Management these strategic goals. Determining strategic
1. Explain and apply the concepts, theories, and tools of strategic
goals requires an assessment of external
management.
opportunities and threats, and an analysis of an
2. Demonstrate the skills to integrate previously learned aspects of
organization's strengths and weaknesses. This
corporate management.
course is designed to expose students to the
3. Assess the different analytical frameworks used to develop
theory and practice of strategic management.
organizational strategies.
The course emphasizes a students' ability to
4. Identify and solve strategic issues and problems.
conceptualize and develop an effective
5. Evaluate the different competitive and corporate strategies
analytical framework for strategic decision
implemented in an organization.
making. The use of real cases allows students to
test their ability to identify and solve issues or
problems that are strategic in nature.
CFGB 6101 At the end this course, students are able to: The topics covered include supply, demand,
Economics for elasticity, cost, market structure, government
Managers 1. Identify economic principles and their application that will be and market, GDP, aggregate demand and
relevant in analyzing business-related issues. supply, GDP, ISLM, fiscal and monetary policies.
2. Explain the rules of microeconomics and ways in which these rules
can be applied in organizations.
3. Apply and integrate the theory, technical information and
appropriate methods for effectively analyzing and solving business-
related issues.
4. Determine an appropriate level of problem identification and
conceptualization skills to focus on realistic and relevant research
problems.
5. Compare and contrast the different types of market structures and
apply microeconomic analysis as a problem-solving tool in an
organization.
6. Evaluate the current economic condition in Malaysia.

30
CFGB 6102 At the end of this course, are able to: This course provides an in-depth view of the
Corporate Finance processes of financial management in a firm.
1. Describe basic financial concepts, especially ‘opportunity cost’ and Financial management deals with the allocation
‘time value of money’ for business decisions. and management of financial resources. This
2. Explain capital project evaluation methods and focus on the short- partly involves short-term dealing with day-to-
term and long-term financial implications of business decisions. day working capital decisions; another part is
3. Identify the main ways of raising capital and their respective longer-term, involving major capital investment
advantages and disadvantages in different circumstances. decisions and raising long-term finance.
4. Assess the evaluative nature for integrating quantitative measures
with qualitative characteristics to make business decisions.
5. Analyzing a company’s governance structure in order to provide
strategic input to the business.
6. Discuss how globalization may be impacting the role of international
diversification.
CMGB 6101 At the end of this course, are able to: This course is designed to introduce post-
Marketing graduate students to marketing management
Management 1. Relate marketing concepts to the present business environment. and its role and importance for organizational
2. Apply the elements of marketing management, customer analysis, performance in the dynamic business
competitor analysis, and company analysis to analyze the marketing environment.
environment facing organizations.
3. Analyze the four elements of marketing used by organizations to Parts I and II of this course introduce the
address marketing management issues. concept of marketing and marketing
4. Conduct a marketing audit. management, marketing information, marketing
5. Evaluate the performance of a firm from a marketing perspective. research and forecasting, Part III deals with the
analysis of customer satisfaction while Part IV
deals with brands. Part V exposes students to
the very first steps of marketing strategies
beginning with product strategy while Part VI is
about channels and distribution. Part VII is
about marketing communication while Part VIII
deals with how to create long-term growth.

31
CMGB 6102 At the end of this course, students are able to:
Management
Information 1. Develop an understanding of information systems concepts and
Systems issues.
2. Discuss usage of information systems in an organization.
3. Analyze problems related to information systems and technology in
organizations
4. Evaluate appropriate IS solutions to solve problems.
5. Apply information systems in organizations.
CMGB 6103 At the end of this course, student are able to:
Research Methods
in Business 1. Define research terms and concepts
2. Formulate research questions and design appropriate research in
business.
3. Critically evaluate students’ own research and those of other
researchers.
4. Describe various methods of conducting empirical research and
collect data using a variety of methods.
5. Differentiate and apply different statistical techniques and analyze
data using computer software packages.
The course will focus on the evolution of
information technology in business enterprise.
The discussions will explore how companies use
information systems applications to coordinate
activities, decisions, and knowledge across the
enterprise and to create value networks with
customers and suppliers. Information systems
for supply chain management, customer
relationship management, and knowledge
management in addition to enterprise systems
that firms are using today to achieve digital
integration are also discussed. The case studies
and group projects will enhance student
learning in providing an insight to solving real
world information systems problems.
This course covers several main aspects of
research methodology. The first part introduces
different scientific research approaches such as
positivism (quantitative) and interpretivism
(qualitative). The process of doing research,
literature review and research design are also
discussed in this section. The second part
expands on this process and related topics
include survey, experiment, case study,
ethnography, grounded theory and observation.
The third part discusses key aspects of
methodology such as questionnaire design,
measurement and sampling. The final part
concentrates on data analysis such as Chi
Square, ANOVA, correlation, factor analysis and
regression.
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CMGB 6104 At the end of the course, students should be able to: This subject will discuss topics regarding
Operations operations management. Students will be
Management 1. Describe the functions of an operations manager in an organization. exposed to the framework and tools of
2. Differentiate functions in total production systems. production and operations systems being
3. Analyse issues and challenges in production and operations practiced by industries.
management in relation to the competitive environment.
4. Demonstrate the concepts of speed, cost quality, flexibility and Topics discussed include forecasting system,
dependability in an operations management context. process strategy, location, layout, inventory
5. Apply decision models in a manufacturing environment for better management, project management and linear
decision making. programming
CAGB 6101 At the end of this course, students should be able to: This course will focus on the understanding of
Accounting for accounting concepts and methods underlying
Business Decision 1. Explain the basic concepts and principles of financial and the preparation of financial statements. Focus is
Making management accounting. also given on the understanding of costing for
2. Illustrate the impact of business transactions on the accounting planning and control. The emphasis is on
equation. developing critical and analytical skills in using
3. Analyse financial statements to assess financial position and accounting information for business decision-
performance of a business entity. making.
4. Use accounting information to make business decisions.
5. Explain the limitations of accounting information.

33
 ELECTIVE COURSES

Policy and Business Strategy Department

Courses Learning Outcomes Synopsis

CSGB 6301 At the end of this course, students are able to: Islam is the religion of the majority of the Malaysian
Islamic Perspective population. It is also the fastest growing religion in
in Business 1. Define concepts of ‘Tawhid’, ‘non-separation’ of the many countries including America. Unlike other
‘mundane and spiritual’ in Islam and ‘Falah’ or ‘success’ in religions, Islam does not separate the spiritual from the
Islam. mundane and therefore, its teachings cover all aspects
2. Describe Islamic values in relation to economics, business and of human life – political, economic, social etc. Islam has
management. its own unique perspective on the fields of business and
3. Explain how the ‘Tawhidic’ framework affects business and management based on its ‘Tawhidic’ framework. The
management activities. course will clarify how the ‘Tawhidic’ framework affects
4. Apply Islamic values in economic, business and management the way Muslims view the objectives of life and the
activities. objectives of human activities including business and
5. Analyze the Islamic syariah stance on business activities such management activities. The course will also explain
as gambling, the charging of interest on loans, hoarding etc. some basic principles and concepts which govern the
fields of economics, business and management in
relation to Islamic values.
CSGB 6302 At the end of this course, students are able to: Understanding the role of the law in business
Legal Environment transactions and its impact on doing business is crucially
of Business 1. Describe the basic framework of the Malaysian Legal System. important. Businesses need to understand the legal
2. Evaluate the legal principle in selected areas of commercial law environment in which they operate to better manage
in Malaysia. their businesses. Legal issues arise in almost every
3. Explain and apply the basic concepts and principles of company aspect of doing business and it is the responsibility of
law in Malaysia. managers to understand these issues to avoid legal
4. Identify the main legal issues in a business transaction and pitfalls. The objective of the course is to introduce
examine ways to reduce them. students to these legal issues and to provide them with
5. Evaluate recent legal developments which affect the business the necessary legal knowledge to understand and
environment in Malaysia. resolve these issues.

34
CSGB 6303 At the end of this course, students are able to: The course introduces students to the components of
Industrial Relations industrial relations systems. It will explore the main and
1. Demonstrate an understanding of the main principal and emerging economic, social and political issues that
concepts underlying workplace industrial relations. affect the workplace industrial relations from both a
2. Demonstrate an understanding of the principal actors and theoretical and practical perspective. The course adopts
players involved in workplace industrial relations. a problem-solving approach with the aim of developing
3. Demonstrate an understanding of how economic, social and student’s analytical skills in handling industrial disputes.
political imperatives affect the workplace industrial relations.
4. Identify the main issues in workplace industrial relations and
examine the ways in which they challenge traditional notions
of the roles of employers, managers, employees and union
officials.
5. Analyze the causes of conflict related to industrial relations
within organizations and formulate appropriate solutions to
manage industrial disputes.

CSGB 6304 At the end of this course, students are able to: This course focuses on the corporate identity, image
Corporate and reputation of an organization through various
Communication corporate communication components such as investor
1. Identify the components of corporate communication.
relations, media relations, government relations,
2. Explain the importance of image, identity and reputation for an
corporate advertisements and several others. It also
organization.
exposes the students to various case studies and
3. Explain the importance of effective corporate communication
reading materials to facilitate an understanding of
activities/functions in building and enhancing the corporate
issues pertaining to corporate communication and
identity, image and reputation.
management in an organization.
4. Relate the concept of corporate communication to the real life
corporate setting.

35
CSGB 6305 At the end of this course, students are able to: This course is designed to prepare students to succeed
Entrepreneurship in the new global economy by coaching them to think
1. Demonstrate an understanding of the entrepreneurship and act like an entrepreneur. In addition, the course will
concepts (definition, process, business opportunities and also touch on the skills required to acquire and manage
risks). ventures within and outside a corporate environment.
2. Develop an entrepreneurship mind (strategies, approach, Course topics include the entrepreneurial revolution,
attitudes, behaviour) and articulate personal ethics code to the business opportunity, venture and growth capital,
guide entrepreneurial decision-making. entrepreneurship beyond start-up and developing a
3. Demonstrate an understanding of business planning. business plan.
4. Discuss the processes used to acquire the financial and human
resources for venture creation and start-up.
5. Prepare a business plan.
CSGB 6307 At the end of this course, students are able to: This course traces the historical development of
Leadership leadership studies and the traditional theories of
1. Identify the dimensions of leadership skills including leader- leadership. The course goes further to incorporate
related personality and attitudes. valuable ideas such as leadership vision, leading a
2. Develop an understanding of the concept of brain dominance learning organization, and the shaping of culture and
development in leadership that enhances influence and values. The process of globalization, the emergence of
effectiveness. e-commerce, the introduction of concepts and practices
3. Analyze how leadership differs from power, the role of such as learning organizations, virtual teams,
dependency in power relationships, the different ways leaders knowledge work, and other forces of transformation,
gain and use power and the political processes leaders may use place new demands on leaders. Thus, the course will
to influence others. also discuss self-management leadership including
4. Apply the different leadership approaches, and the various discussion of mental models and how leaders can
methods and techniques used by managers and consultants in broaden their thinking to be successful in a changing
designing and developing the organization. world. The course begins with an understanding of the
basic ways in which leaders differ from managers,
followed by the ways leaders set direction, seek
alignment between organizations and followers, build
leadership, research perspectives on leadership, the
personal side of leadership, the leader as a social
architect.

36
CSGB 6308 At the end of this course, students are able to: Personality, intellect, values, motivation, managing
Organizational teams, leadership, power, organizational politics and
Behaviour 1. Demonstrate the ability to work in teams, negotiate, discuss negotiation.
and come to an agreement.
2. Demonstrate the ability to communicate more clearly and
effectively, verbally and in writing.
3. Discuss the factors that motivate people.
4. Analyse the different ways of looking at leadership.
5. Apply all the other theories of Organizational Behaviour in
their dealings with their subordinates and colleagues.

CSGB 6309 At the end of this course, students are able to: Starting with a review of the evolution of thinking about
Organizational organizational development and change, the main
Development and 1. Identify the concepts and theories related to organizational contributors and the various approaches, the course
Change development and change. then proceeds to examine the nature of planned
2. Analyze the pivotal role of change in organizational survival. change, process of organizational development, human
3. Illustrate factors affecting organizational development and resources management interventions and strategic
change. change interventions.
4. Evaluate the organizational development process of an
organization.
5. Evaluate the changes process made by an organization.

37
CSGB 6310 At the end of this course, students are able to: The course introduces to students the general concepts
Performance of performance management and reward systems in
Management & 1. Develop a general understanding of the basic concepts in organizations. It also explores the different types of
Reward Systems performance management and reward systems. best practice and trends in managing performance and
2. Assess various types of performance appraisal practices in the rewarding employees. This course will enable students
public and private sectors. to use their insights and knowledge to design an
3. Compare and evaluate the effectiveness of different types of effective performance management and reward
employee performance indicators. system.
4. Evaluate the benefits of effective reward systems for teams
and individual employees.
5. Design practical performance and reward measures for
enhancing employee productivity.

CSGB 6312 At the end this course, students are able to: This course adopts a broad approach to management
Management control i.e. based on results, actions, or
Control Systems 1. Describe the theories and concepts of management control personnel/culture while elaborating the application of
systems. financial and non-financial performance measures.
2. Explain the framework for the design of management control
systems in an organization.
3. Analyze the implementation of management control systems
in an organization.
4. Identify various control systems that can be implemented in
an organization.
5. Evaluate an organization’s management control systems in
relation to the strategy and organizational structure.

38
CSGB 6313 At the end of this course, students are able to: The course will enable students to understand the
Training concepts and processes related to training and staff
Management 1. Develop an understanding of training and development and development in the organization. It will expose students
organizational environment. to various approaches to instructional design and
2. Demonstrate an understanding of the principles of learning training methodologies. Students will be trained to
and adult education. analyze individual and organizational training needs,
3. Evaluate, design and plan the training needs of individuals and design an appropriate training plan for its
organizations. implementation and evaluate its effectiveness.
4. Apply various approaches in instructional design and training
methodology.
5. Identify and evaluate issues relevant to designing, managing
and assessment of training outcomes.
CSGB 6314 At the end of this course, students are able to: The course will expose the students to significant
International features of the environment of international business
Business 1. Discuss significant features of the environment of international and discuss theories that seek to explain why firms
Management business. engage in international business. In addition students
2. Analyze why firms engage in international business using will be familiarized with systems and institutions related
theories discussed. to international business. Finally we also discuss
3. Identify and describe systems and institutions related to approaches, methods and techniques used by managers
international business. of international firms.
4. Develop understanding of approaches, methods and
techniques used by managers of international firms.

39
 Finance and Banking Department

Courses Learning Outcomes Synopsis

CFGB 6301 At the end of this course, students are able to: In this course, the students are exposed to various
Portfolio topics related to portfolio investment. Some of
Management 1. Define portfolio management and the portfolio management those topics are portfolio management techniques,
process and identify institutional investors and their specific security valuation and asset pricing models such as
characteristics. CAPM, APT and option pricing model.
2. Analyze different types of investment instruments used by
institutional investors and coordinate the Five-Way Model to
analyze and understand prospective clients and their needs.
3. Determine how much risk an individual can assume by examining
portfolio goals and distinguish traits of individual and institutional
investors.
4. Compare and contrast different types of money market funds, and
discuss the specific advantages and disadvantages of each.
5. Assess the best investment vehicle to meet a hypothetical client’s
needs and use different methods to evaluate portfolio returns.
6. Describe alternative portfolio monitoring strategies and identify
actions that can be taken to rebalance a portfolio.

CFGB 6302 At the end of this course, students are able to: This course will cover topics such as money,
Money and monetary aggregates, financial markets, financial
Banking 1. Explain monetary phenomenon and bank behaviour and their effect structure, banking industry, and bank regulation etc.
on the cost of funds and systemic risk within the economy.
2. Distinguish between monetary and non-monetary economic
systems and discuss the role of liquidity in defining money.
3. Discuss the interrelationship between banking behaviour and
financial crisis.
4. Analyze the relationship between the money supply and the
monetary base and examine key elements of the fractional reserve

40
 system.
5. Identify the targets and instruments used by central banks and the
effects these targets and instruments have on monetary policy.
6. Describe key elements of the fractional reserve system and explain
how the size of the money supply affects economic performance.

CFGB 6303 At the end this course, students are able to: This course will provide students with the
Islamic Finance knowledge and understanding of the Islamic
1. Define the principles, functions, roles and practices of Islamic financial system. This course will also expose
Financial Institutions. students to the concepts, products and facilities in
2. Analyze the theories of Islamic Banking within a broader knowledge Islamic banking and finance. Students will be
base including economics, finance, accounting, management, presented with skills on how to benefit from Islamic
Islamic banking laws and others. banking facilities and last but not least, it deals with
3. Describe the Islamic financial system as a unique system, targeting the importance of Syariah to Islamic finance
social and economic welfare through appropriate measures within facilities.
ethical boundaries.
4. Explain a sound grasp of Islamic jurisprudence to help them
understand economic issues from an Islamic perspective.
5. Assess the awareness of the contemporary banking system vis-à-vis
Islamic banking and finance, and the major differences.
6. Evaluate the implementation of the Islamic financial system by
focusing on the achievements and challenges.
CFGB 6304 At the end of this course, students are able to: This course will allow students to apply various
Derivatives financial techniques and tools to analyze and fix
Markets 1. Describe what forward, futures, swaps and options contracts are price contracts in derivatives markets.
and critically evaluate a range of financial derivatives.
2. Analyze and evaluate the pricing of each contract and identify their
role in financial risk management.
3. Compare and contrast the strategies and critically demonstrate how
the range of generic techniques can be used to solve simple and
complex financial problems.

41
 4. Assess the uses and applications of derivatives management,
especially in an uncertain financial environment.
5. Apply knowledge of financial derivatives to hedge price risk of
portfolios.

CFGB 6305 At the end this course, students are able to: Among the topics that will be discussed in this
International course are the monetary sides of international
Finance 1. Describe the current and projected context, nature, role and economics, in contrast to the real side, or real trade.
significance of management activities as undertaken by managers in The focus is on the market for foreign exchange, the
a range of organizations. determination of exchange rates and the
2. Analyze the uncertainty of the external environment and its effects management of foreign exchange exposures.
upon the management and strategic direction of businesses. Financial issues faced by multinational companies
3. Demonstrate an understanding of current developments in will also be discussed such as methods of financing
international finance, and analyze their implications for participants
and management of international portfolios.
in the international financial system.
4. Evaluate the options to manage global finance through coordinated
international macroeconomic policies and local regulations.
5. Acquire international financial data and theoretical models to form
and evaluate hypotheses about future trends.
CFGB 6306 At the end this course, students are able to: Throughout the course the students will be exposed
Merger and to corporate finance strategy and management
Acquisition and 1. Describe the trends in International mergers and acquisitions and dealing with the merging and acquiring of different
Corporate discuss why companies pursue international expansion. companies as well as corporate restructuring of
Restructuring 2. Evaluate the success and failure factors of international mergers assets.
and acquisitions.
3. Analyze the need for global regulation and corporate restructuring.
Compare and contrast the advantages and disadvantages of
mergers and acquisitions.
4. Determine trends and critically discuss overseas investment
decisions undertaken by multinational businesses, which are
related to mergers and acquisitions; and corporate restructuring.

42
CFGB 6307 At the end of this course, students are able to:
Advanced
Corporate 1. Interpret financial statements, including the income statement,
Finance cash flow statement and balance sheet and apply financial
statement data in business valuation.
2. Explain some of the financial reporting, financing and business
valuation issues for business.
3. Integrate the finance function within the context of managerial
decision-making and apply it to real-world problems.
4. Evaluate the financial needs of a business and identify the possible
sources and rational choices.
5. Demonstrate the ability to evaluate potential investments of funds
and select suitable ones with respect to the financial constraints
and the corporate plan.
Advance corporate finance is a specific area of
finance dealing with the financial decisions
corporations make and the tools as well as analyses
used to make these decisions. The discipline as a
whole may be divided among long-term and short-
term decisions and techniques with the primary goal
being the enhancing of corporate value by ensuring
that return on capital exceeds cost of capital,
without taking excessive financial risks.

CFGB 6308 At the end of this course, students are able to: This course will cover market instruments and
Capital Market institutions, techniques of analyzing and evaluating
and Investment 1. Explain the theories and analytical tools required in capital market individual securities, and constructing optimal
analysis. portfolios. Other applications considered will include
2. Apply the knowledge for investment decision-making both for asset pricing models, stock and bond management,
individuals and institutions. and performance evaluation.
3. Identify the basic theoretical developments in the capital market
and describe the key controversial issues in empirical finance.
4. Distinguish the key theories of term structure of interest rates and
analyze the risk characteristics of fixed income securities.
5. Develop basic fixed income investment strategies and evaluate the
key features of equity portfolio management.
6. Explain the mechanics of portfolio evaluation.

43
CFGB 6309 At the end of this course, students are able to:
Econometrics for Throughout this course students will be exposed to
Managers 1. Describe the key theories underpinning and practical applications the application of statistical and mathematical
of econometrics for financial and business analysts. methods in the field of economics to describe the
2. Explain a critical awareness of the implicit assumptions and the numerical relationships between key economic
limitations underlying empirical models based on financial and forces such as capital, interest rates, and labour.
business data.
3. Demonstrate an understanding of recent developments in time
series econometrics, and their implications for modelling the
returns and volatility of financial assets.
4. Evaluate the academic literature with empirical content in
economics, finance and business.
5. Design, estimate and evaluate econometric models to financial and
business data sets using the statistical econometrics software
packages.

CFGB 6310 At the end of this course, students are able to: Bank Management provides a description of the
Bank regulatory and environment changes in the banking
Management 1. Describe the role and structure of the financial environment in the industry and focuses on the various dimensions of
economy, including the role of the Central Bank and trends in bank management. The issues covered are
regulation. illustrated with real cases and problems to allow for
2. Analyze financial ratio analysis to measure bank performance. more thorough discussions of the various aspects of
3. Assess the main aspects of managing the bank’s balance sheet, as bank management.
well as issues relating to off-balance sheet adjustment.
4. Apply the techniques of financial analysis to risk management.
5. Identify the basic objectives of a bank’s investment portfolio, the
nature or investments policy guidelines and the features of financial
securities that banks buy.

44
CFGB6311 At the end this course, students are able to:
Principles of
Islamic Economics 1. Define the principles of Islamic economics by considering the
and Finance3 implications of the application of Shariah law for economic and
financial systems.
2. Analyze the critical business philosophies and ethics that prevail in
Islam.
3. Describe the important role of the government and private
institutions in economic development.
4. Explain the development of Islamic economic and finance theory
and become more appreciative of the contributions made by
Muslim thinkers.
5. Discuss the related theories from the conventional perspective and
their relationship with Islamic economics and finance.
CFGB6312 At the end this course, students are able to:
Islamic Deposits
and Financing 1. Explain deposit mobilisation and other related issues.
Management 2. Analyze the mobilisation of deposits by conventional and Islamic
banks as well as the savings cost, determinants and forecasting
techniques.
3. Assess the functions, theories and principles of deposit mobilisation
and financing management.
4. Describe the functions and roles of credit and financing in the
economy and various aspects of financing such as the rules and
regulations, process and practices of financing, types, financial
aspect and risk associated with financing.
5. Explain a critical perspective of matters relating to the importance
of deposit mobilisation in creating wealth and sustaining economic
growth.
This course highlights topics such as the nature and
scope of Islamic economics and finance and its
relationship with conventional economics and
finance; the history of the Islamic economic system
in various eras of Islam; the views and contributions
of Islamic economists or Muslim thinkers; the
economic doctrine of Islam; wealth creation and
mobilisation; behaviour of both consumer and
producer; money from an Islamic perspective; and
the concept of risk and returns from an Islamic
perspective.
This course covers topics such as the functions of
deposits in the economy, the theories and principles
related to deposits, deposits mobilisation by
conventional and Islamic financial institutions, the
cost of deposits, saving determinants, forecasting
savings, the functions and roles of credit and
financing in the economy, the rules and regulations
related to financing practices, the financing process,
financing evaluation techniques, the practices of
financing, the secured and unsecured financing, the
financial aspect of financing and the financing risk.
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CFGB6313 At the end this course, students are able to: This course equips students with a comprehensive
Islamic Finance understanding of the Islamic laws and principles that
Regulations and 1. Differentiate between the regulations that govern the Islamic govern the Islamic financial system as well as the
Governance banking system and the conventional system as well as the Islamic corporate governance mechanism that
governance mechanisms that they adopt. ensures the compliance of Islamic banks to the
2. Explain the full aspects of laws and regulations related to the Islamic stated laws and principles.
banking system.
3. Describe the overview of the regulations and governing bodies in
both the conventional and Islamic system.
4. Analyze the concept and sources of Islamic laws, the Islamic
principles that govern the operations of Islamic banking products
and services as well as their applications in Islamic finance, and the
fatwas (legal opinions) by individuals and religious authorities on
various aspects of the Islamic banking system.
5. Assess the Islamic banking laws currently being implemented by
Muslim countries.
6. Evaluate the roles and functions of the Shariah Supervisory Board as
the monitoring mechanism in the Islamic banking system.

CFGB6314 At the end this course, students are able to: This course covers topics such as the requirements
Islamic Principle of Shariah in financial transactions and the
in Financial 1. Define the acceptable modes of operation to be used by Islamic application and mechanism of the most widely used
Transactions banks in delivering their services. Shariah principles such as mudaraba, musyaraka,
2. Analyze the requirements of Shariah in financial transactions. murabaha, bai bithaman ajil / bai muazzal,
3. Describe the five categories of Shariah principles that govern musawama, salam, istisna, ijarah, bai al-inah,
financial transactions. tawarraq, urbun, hiwalah, kafala, wakalah, wadiah,
4. Explain the application and mechanism of the most widely used ujr and rahn.
Shariah principles.
5. Evaluate the various aspects of Shariah principles related to the
products and services offered by Islamic institutions.

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CFGB6315 At the end this course, students are able to: This course covers various topics related to both
Islamic Financial Islamic and conventional financial institutions and
Institutions and 1. Define the functions of financial institutions and markets. markets. This course allows the student to develop
Markets 2. Analyze the history and development of Islamic and conventional deeper analytical and theoretical insights of the two
financial systems. main components that constitute the Islamic
3. Assess an overview of the financial system as well as financial financial system and a full comprehension of the
institutions in selected Muslim countries. various financial systems and institutions that
4. Describe the distinct features of financial institutions in selected operate in Muslim countries.
Muslim countries.
5. Explain the various forms of products and services available and the
different types of Islamic financial markets.
6. Evaluate the financial regulatory aspects and the relevant authority
that regulates the entire system of a particular country.

CFGB6316 At the end this course, students should be able to: This course covers topics on distribution of wealth
Islamic Wealth from an Islamic perspective which includes faraid,
Planning and 1. Describe the best ways of managing, investing and distributing will and trusts. The course emphasises that in Islam
Management wealth in accordance with Islamic law. the process of accumulating, possessing and
2. Analyze the process of wealth creation and mobilisation from distributing wealth must be in line with Shariah.
conventional and Islamic perspectives as well as the nature and Proper planning and good management practices
scope of wealth planning. are essential in ensuring the continuous growth of a
3. Explain the establishment of investment strategy in Islam. Muslims’ wealth.
4. Discuss types of investment and risk elements for each decision
made by einvestors.
5. Assess issues related to wealth planning such as tax matters,
relevant institutions and code of conduct for professionals involved
in this industry.

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 Marketing Department

Courses Learning Outcomes Synopsis

CMGB 6301 At the end of this course, students are able to: The course will provide a research-oriented
Consumer overview of consumer behaviour. It will focus on the
Behaviour 1. Explain the basic and advanced concepts and terminologies of psychological factors influencing individual
consumer behaviour. consumption behaviour. The major topics covered in
2. Appreciate a consumer behaviour model. this course are: information processing; behavioural
3. Analyse the internal influences affecting consumer behaviour. learning; personality and psychographics; consumer
4. Identify the consumer decision process. beliefs, attitudes, and behaviour; consumer decision
5. Apply the theories of consumer behaviour in marketing situations. making process, situational influences, group
processes, cultural processes, and international
issues in consumer behaviour.

CMGB 6302 At the end of this course, students are able to: During the course, students will learn – introduction
Services to services, focus on the customer, listening to
Marketing 1. Describe customers’ expectations and perceptions, and its customer requirements, aligning strategy, service
implications on services marketing. design and standards. Topics include delivering and
2. Explain elements of services marketing mix. performing service, managing service promises,
3. Discuss and measure service quality. online service marketing and integration of service
4. Describe cross-functional treatment of issues through integration of marketing and management.
marketing with disciplines such as operations and human resources.
5. Develop a marketing plan for the services industry.

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CMGB 6303 At the end of this course, students are able to: This course offers a comprehensive analysis of the
Global Marketing environmental forces that influence the marketing
1. Evaluate the global marketing environment by appraising and function and how the marketing mix is adapted to
assessing the diverse forces that influence the global business/ identify/recognize and satisfy the needs of global
marketing environment. and/or regional customer segments. Students will
2. Apply the marketing mix elements to global marketing. also be taught how local companies can defend
3. Develop a competitive marketing strategy leading to global market against global players and win.
entry.
4. Predict outcomes and devise defensive strategies for local The course covers four main sections: (i) the global
companies to defend against global players. marketing environment, (ii) development of the
5. Evaluate global marketing strategy and apply adaptations over competitive strategy, (iii) global marketing strategy
time. development (global marketing mix) and (iv)
management of the global marketing effort.

CMGB 6304 At the end of this course, students are able to:
Brand
Management 1. Describe the role of brands, the concept of brand equity and
advantages of creating strong brands.
2. Demonstrate how brand equity can be developed, measured,
and managed.
3. Assess the impact and importance of brand-based assets.
4. Relate brand strategies with the overall promotional and marketing
programme.
5. Plan how brand equity can be used to expand business
opportunities.
The course will expose students on theory and
practice of product and brand management. The
course is divided into five parts. In Part I, brands and
brand management will be introduced whereas Part
II will identify and establish brand positioning and
values. Part III describes the planning and
implementation of brand marketing programmes
and Part IV discusses how brand performance could
be measured and interpreted. Particular attention
will be given to international issues and global
branding strategies. The final part explains how
brand equity could be nurtured and sustained.

49
CMGB 6305 At the end of this course, students are able to: The course basically focuses on the strategic issues
Retailing that retailers must understand and deal with to
1. Relate retailing concepts to total retail experience, customer service operate efficiently and effectively in any retail
and relationship retailing. business.
2. Describe the strategic planning steps for retailers.
3. Differentiate the controllable and uncontrollable elements in a
retail strategy.
4. Formulate a retailing strategic plan.
5. Analyse issues and challenges affecting the retail industry.
CMGB 6306 At the end of this course, students are able to: This course is divided into four main sections. The
Marketing first section sets the foundation to marketing
Research 1. Explain alternative research epistemologies. research. The second section examines types of
2. Demonstrate an understanding of the techniques of advanced research such as exploratory and conclusive
quantitative research methods. research. Issues such as measurement, scaling and
3. Explain an understanding of the techniques of advanced qualitative sampling are included in the third section. The last
research methods. section is on data preparation and analysis.
4. Describe a sophisticated, rigorous and critical knowledge and
understanding of research methods.
5. Apply research concepts to conduct a research about marketing.
CMGB 6307 At the end of this course, students are able to: This course is designed with the aim of providing a
Promotions comprehensive coverage on advertising and
Management 1. Analyse the role of integrated marketing communications within an promotion from the integrated marketing
organization. communication perspective (IMC). It is divided into
2. Conduct situation analysis for the advertising and promotion several sections: introduction, the communication
programmes. process, IMC objectives and budgeting, IMC
3. Apply their knowledge to research and evaluate a company’s programmes and monitoring, evaluation and
marketing and promotional situation. control. topics covered include: advertising, direct
4. Use the various communication functions to develop effective marketing, sales promotion, the Internet and
communication programmes and strategies to support interactive media, public relations and publicity, and
organizational marketing strategies. personal selling.
5. Measure the effectiveness of a promotional campaign.

50
CMGB 6308 At the end of this course, students are able to: This course provides students with basic concepts
Services and principles of services management. Issues
Management 1. Appraise the nature and the concept of the services industry. related to customers will be evaluated in relation to
2. Critique the roles and the management of human resources in relationship marketing, promotion, pricing and the
service organizations. management of service quality. Human resources
3. Evaluate the importance and the issues of customer logic in the issues will be critiqued concerning roles,
services industry. competencies, collaboration, empowerment and
4. Apply the knowledge of the operations management in service stress. Technology and its influence on services
organizations. delivery and management will be explored. Students
5. Appraise the current trends and issues which affect service will be presented with the operations management
management and marketing. in service organizations and among issues examined
are service process design, capacity management,
facilities management and IT development. They are
also required to integrate their knowledge of service
management in the areas of performance
measurement system, the management of
innovation and internationalization.

CMGB 6311 At the end of this course, students are able to: This course is designed to focus on the application of
Health Care theories of leadership and development in a
Management 1. Develop an understanding of the principle theories and concepts changing and diverse health care system. Students
of management in health care organizations. will be exposed to the art of leadership principles
2. Identify current issues and challenges in a changing health care and practices in managing health care services. In
environment. addition the principal of emerging challenges and
3. Apply concepts of health care services efficiently and effectively. issues faced by health care managers will also be
4. Differentiate between service systems in health care settings. discussed. Topics include development of leadership
5. Develop service blue prints for various health care dynamic in health care organizations, management issues,
environments. conflict and negotiation in the health care system
and developing human resources in the health care
industry.

51
CMGB 6312 At the end of the course, students are able to: This course introduces students to an overview of
Health Care health care services and the legal and ethical issues
Services 1. Describe the evolution and give an overview of health care services. affecting health care professionals. Various aspects
2. Analyze the environmental concerns, legal and ethical issues, and of health care services which include ambulatory
professional responsibilities related to health care services. care, long-term care, pharmaceutical industry and
3. Identify types of health care facilities, organization, services financing mechanism.
provided and challenges faced by the health care organizations.
4. Apply the concepts of health care service in the industry.
5. Differentiate the different approaches in health care management.

CMGB 6313 At the end of the course, students are able to: This course examines the market behaviour of
Health Care consumers and firms in the health care sector. The
Economics 1. Develop an understanding of basic concepts and methods of focus is on analyzing the economic fundamentals
economic analysis related to health care systems. behind the actions and reactions of the players in
2. Examine the economic factors affecting medical care utilization. the health care market. The course will also analyze
3. Analyze economic models in the health care market. the economic factors effecting medical care
4. Apply different models in economics to assist in understanding utilization. The course will examine the supply of
market behaviour. health insurance and the rising costs of medical care.
5. Differentiate economic models in health care. The growth of the managed care industry will be
studied, as well as the economics underlying the
operation and performance of hospitals and group
practices.

52
CMGB 6331 At the end of this course, students are able to: The course provides an understanding of
International international hotel management as well as local
Hotel 1. Appraise an overview of the international hotel industry. hotel management. The course evaluates issues of
Management 2. Evaluate the differences in cultural, political and economic systems culture, political and economic systems. Students
that affect the international hotel industry. will examine issues such as market entry choice,
3. Examine organizational structures and development strategies for hotel development and design as well as
the international hotel industry. organizational development. The hospitality
4. Critique the various hospitality management functions. management function will be appraised in terms of
5. Analyze the current issues and trends that affect the management legal environment, financial management,
of the international hotel industry. accounting and taxation, human resource
management, international hospitality marketing,
and religion and food service management. Current
issues, trends, prospects and career opportunities
will be discussed and evaluated.

CMGB 6332 At the end of this course, students are able to:
Strategic
Marketing in 1. Appraise the steps in the tourism strategic marketing planning
Tourism process.
2. Formulate a comprehensive assessment of the environment,
market and competitive trends of regional tourism.
3. Develop goals and regional positioning, and design an appropriate
tourism marketing information system.
4. Evaluate current tourism trends, issues, and policies, and use the
information to formulate a regional tourism strategic marketing
plan.
5. Critique a tourism marketing strategic plan.
The course provides students with detailed
knowledge of regional tourism strategic marketing
planning and an opportunity to design it. Students
will carry out situational analysis, gauge competitive
factors and inventory destination resources. From
this information regional tourism marketing goals
will be formulated together with destination’s
visions, missions and objectives. The goals must
reflect the national tourism policy and strategy.
Students appraise product portfolio strategy,
regional positioning strategy, market segmentation,
marketing mixed, information technology and
evaluate the effectiveness of relevant regional
organizations.

53
CMGB 6333 At the end of this course, students are able to: The course provides students with a-hands-on
Tourism Product experience of a step-by-step process in developing a
Development 1. Appraise the process of developing a new tourism product. new tourism product. It contains the principles of
Management 2. Design a new tourism product using the systematic tourism product destination development, the development of
development process. strategies for a new tourism product, the steps in
3. Critique the current issues, trends, policies and rules that affect tourism product planning, the assessment of
tourism product development. product development, the different distributional
4. Develop the marketing plan and strategy for the tourism product channels that could be used by the tourism product
5. Evaluate the marketing plan and strategy of the tourism product. developer, the launching of a new product and
finally the assessment of success or failure of the
product. The course will also review certain policies
and rules that might affect tourism product
development success.

CMGB 6334 At the end of this course, students are able to:
Hotel Industry
Business Strategy 1. Appraise the concept of service quality and the understanding of
the hotel industry in an international context.
2. Apply the management theory of the hotel industry in a real-world
situation.
3. Evaluate the internal strengths and weaknesses of a hospitality
organization.
4. Critique on resource allocation that emphasizes the support of
products and services which add significant value to the hotel
industry.
5. Examine the role of leadership in successful strategic management.
The course provides a detailed account on strategic
management in the hospitality industry. Students
are required to think strategically using a working
model and carry out environmental assessment and
scanning in the process of deriving conceptual tools
and identifying forces of change. Portfolios of
products and services together with the industry
core competencies will be critically analyzed. The
course also covers the strategic implementation and
integrating strategic change. Students are
familiarised with the management of service quality,
globalization, multinational and corporate strategy
together with the role of leadership in facing future
challenges in the hotel industry.

54
Financial Accounting and Auditing Department

Courses Learning Outcomes Synopsis of Course Contents

CAGB 6301 At the end of this course, students are able to: As international accounting is increasingly
Issues in relevant in today’s business environment, this
International 1. Explain the key trends in the development of accounting through course will develop and enhance students’
Accounting history. critical awareness of the key issues in
2. Evaluate major international dimensions of accounting. contemporary international accounting and
3. Assess major environmental influences on international accounting their impact on the financial reporting
and international classification of accounting. process. This course also discusses the history
4. Analyse the issues relating to the process of international and current development in international
harmonization and convergence. harmonisation and convergence as well as the
5. Explain selected current financial reporting issues of significance in role of the International Accounting
international accounting. Standards Board.
6.

CAGB 6302 At the end of this course, students are able to: This course focuses on the understanding of
Issues in Public accounting issues in public sector
Sector Accounting 1. Evaluate the nature, environment and concepts of public sector organizations including issues in financial
accounting. accounting, management accounting,
2. Explain major contemporary accounting issues in public sector performance measurement and auditing.
organizations including issues in financial accounting, management Focus is also given to the international
accounting, and performance measurement and auditing. development of public sector accounting and
3. Evaluate the role of accounting in public sector reforms. on the understanding of the role of
4. Explain the initiatives of the International Federation of accounting in public sector reforms. In
Accountants in the development of the accounting system for the addition, the Islamic perspective of the
public sector. managerial and accounting issues of public
5. Explain managerial and accounting issues in public sector sector and other non-profit organizations will
organizations from an Islamic perspective. also be discussed.

55
CAGB6 303 At the end of this course, students are able to: This course provides students with the
Business Analysis for general knowledge in business processes in
the Internal Auditor 1. Evaluate business processes and make appropriate an organization to equip them adequately to
recommendations in the context of an internal audit engagement. carry out the internal audit functions. In
2. Apply the underlying principles and basic concepts of key elements addition, the underlying principles and basic
in business decision making such as financial accounting, finance concepts of financial accounting, finance and
and managerial accounting and relate them to the internal audit managerial accounting are introduced to the
function. students to help them understand the overall
3. Apply their understanding of the regulatory, legal and economic cycle of business processes that assist in the
considerations of the business in their planning and execution of formulation of the internal audit strategies.
the internal audit process. The government and trade legislations,
4. Explain how to perform an analysis of the business effectively to regulations and economic aspects of business
provide a holistic approach to enhance the internal audit function are also discussed in this course to the extent
in a given situation. of its impact on the internal audit function.

CAGB 6304 At the end of this course, students are able to: This course enables students to understand
Governance, Risk and apply the basic concepts and processes of
and Control and 1. Apply the Institute of Internal Auditor’s Attribute Standards – internal auditing. It discusses the importance
Internal Auditing namely independence, objectivity, due professional care and quality of internal auditing knowledge in ensuring
assurance in an internal auditing environment. good corporate governance and risk
2. Explain the internal audit function’s role in organizational management. Students will also be exposed
governance. to relevant ethical issues.
3. Suggest appropriate internal audit activities in specific governance
related situations.
4. Suggest appropriate internal audit engagement planning procedures
to demonstrate an understanding of the governance, risk and
control knowledge elements.

56
CAGB 6305 At the end of this course, students are able to:
Information
Technology 1. Describe the issues involving the application of information
Perspective in technology in the internal audit environment.
Internal Auditing 2. Explain the component functions of information technology
infrastructure that are relevant to the internal audit function.
3. Advise on how to manage risk and organize information technology
environments effectively to facilitate the effectiveness of the
internal audit function.
4. Develop an appropriate information technology audit plan to assist
an internal audit engagement.
CAGB 6306 At the end of this course, students are able to:
Internal Auditor and
Business 1. Apply global analytical techniques, assess industry environments
Management and make strategic decisions in the context of an internal audit
function.
2. Apply ethical, cultural, legal, political, economic and financial
aspects of the global business environment in making internal audit
assessments.
3. Consider the implications of relevant aspects of organizational
behaviour in the performance of the internal audit role.
4. Apply management skills in managing an internal audit function.
5. Apply required negotiation skills in conducting an internal audit
engagement.
57
This course provides students with the
knowledge, understanding and skills to enable
them to deal with issues involving the
application of information technology in the
internal audit environment. In this course the
students will be exposed to the operating
systems, application development, data and
network communications, e-commerce,
information protection, ERP software and
other issues relating to information
technology and challenges to the internal
audit function in an IT environment.
The course aims to provide exposure to global
analytical techniques, industry environments
and strategic decision making and enhance
understanding of key aspects of the global
business environment as well as inculcate the
required management and negotiation skills
in the performance of the internal audit
function.
CAGB 6307 At the end of this course, students are able to: This course enables students to learn the
Internal Auditing basic steps in conducting an audit
1. Explain the duties and functions of the internal auditor. engagement. Students will be exposed to
2. Apply the steps involved in conducting internal audit engagement other engagements conducted by internal
and design an internal audit. auditors such as quality audit and
3. Explain the use of various tools to undertake audit engagements. performance audit. Students will also be
4. Suggest appropriate tools for undertaking a specific engagement. introduced to the application of several tools
5. Undertake an internal audit engagement. such as sampling techniques.

CAGB 6308 At the end of this course, students are able to:
Seminar in Auditing
and Assurance 1. Evaluate legal, professional and ethical considerations relevant to
statutory audits of financial statements, other assurance
engagements and related services.
2. Assess the effect of corporate governance, significant business risks
and internal control of an entity on engagement strategy.
3. Explain how to plan, perform and complete statutory audits, other
assurance engagements and related services in accordance with
professional standards.
4. Evaluate and communicate findings and conclusions to interested
parties in accordance with the nature of the engagement and
professional and legal provisions.
The course aims to develop a comprehensive
knowledge relating to the performance of and
reporting on financial statement audits and
other assurance and related engagements in
the context of professional and external
regulatory framework. Topics include audit of
financial statements, other assurance
engagements and related services, legal and
professional environment, including
professional ethics and current issues in
auditing.

58
CAGB 6309 At the end of this course, students are able to: This course deals with the financial
Financial Accounting statements of non-group and group
and Reporting 1. Evaluate the accounting regulatory framework governing financial enterprises. Topics include financial reporting
reporting. regime, conceptual framework governing
2. Prepare financial statements for non-group and group enterprises. preparation and presentation of financial
3. Apply the correct treatment for transactions in accordance with statements, reporting financial performance:
approved accounting standards. income and equity; balance sheet: assets and
4. Explain the contemporary financial accounting and reporting issues. liabilities; statement of cash flow, financial
statement analysis and contemporary
financial accounting and reporting issues.

Management Accounting and Taxation Department

Courses Learning Outcomes Synopsis of Course Contents

CTGB 6301 At the end of this course, students are able to: The course covers the tax planning aspects for
Taxation and sole proprietor, partnership and company.
Business Decisions 1. Explain the Malaysian taxation system and its principles. Tax relating to international trading, tax audit
2. Differentiate the various sources of income under ITA 1967 and investigation will be discussed to assist
the students to make business decisions more
3. Apply knowledge and analytical skills related to the Malaysian
confidently.
taxation system and make business decisions.
4. Apply the various tax planning techniques relating to sole proprietor,
partnership and companies.
5. Apply the tax implications on international trading, tax audit and
investigations.

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CTGB 6302 At the end of this course, students are able to: This course discusses cost management
Management methods and techniques of management
Accounting accounting. The primary objective is to enable
1. Explain the changing role of management accounting in the current
students to understand concepts, principles
business environment.
and procedures of cost management and to
2. Explain the concepts, principles and procedures of cost
apply them in planning, control and decision
management.
making. It also enables students to prepare,
3. Apply cost management techniques in planning, control and decision
analyse and use management accounting
making.
information for decision making in a
4. Express opinions of the efficacy of contemporary management
contemporary business environment.
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.

CTGB 6303 At the end of this course, students are able to: This course covers topics in management
Management accounting and control systems. Issues
Accounting Control related to management control systems,
1. Explain the changing direction of management accounting, the
System management control environment and
factors driving change and the information needs in the design of
performance measurement systems are
management accounting control systems.
discussed. Topics covered include the nature
2. Explain management control and performance measurement
of the management control system and its
systems.
environment, management control
3. Apply relevant management accounting control techniques in
alternatives, environmental uncertainty and
planning and control of operations in a broad range of settings.
strategies, financial responsibility centres and
4. Evaluate behavioural and organizational implications of financial
performance measurement systems.
and non-financial criteria in performance measurement.
Emphasis is also given to the current related
5. Evaluate contemporary issues and developments in management
issues on management accounting and
accounting control systems.
control systems.

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Operations and Management Information Systems Department
CMGB 6321 At the end of this course, students are able to:
Electronic
Commerce 1. Identify the concepts and theories of e-commerce.
2. Explain the impact of e-commerce issues on consumer
decisions to buy products on the Internet; on the
organization, and on the Industry.
3. Describe the various e-commerce applications.
4. Analyze how companies have successfully established a
competitive advantage, brand recognition, and
differentiation over the Internet.
5. Develop a website using Microsoft Front Page and upload
it on the Internet.
CMGB 6322 At the end of this course, students are able to:
Strategic
Information 1. Discuss the strategic importance of information and
Systems related technologies.
2. Illustrate managerial implications of recent technology
trends.
3. Apply relevant knowledge related to approaches that
have been proposed to identify potentially strategic uses
of strategic information systems concepts and planning.
4. Formulate an Information System Strategic Planning for
an organization.
5. Demonstrate critical reasoning on how organizations can
position themselves to take advantage of IT to create a
sustainable advantage.
This course will introduce students to the concept of e-
commerce in the digital economy. This course will also
highlight the e-commerce applications, for example, e-
retailing, online advertising, e-auction, e-supply chain,
e-payment, and e-learning, etc. Current issues pertaining
to e-commerce such as, the usage of cookies in e-
commerce applications, taxation issues, intellectual
property issues, etc will be addressed. Students will be
taught to develop and publish a website on the Internet.
This course covers advanced topics in information systems
and investigates the concept of "strategic" information
systems. The topics include defining what "strategic"
information systems are and looking at examples of classic
systems deemed to merit that label. This course also
focuses on the economic premises of the new competitive
landscape dominated by pervasive networks (e.g., the
Internet) and how information technologies can be
leveraged to create new organizational capabilities and
sources of value. Approaches that have been proposed for
identifying potentially strategic uses of information
technology, notably strategic information systems
planning, are discussed in some detail. Finally, current
thinking relating to the strategic aspects and possibilities of
IT, and how organizations can position themselves to take
advantage of information technology to create a
sustainable advantage are addressed.
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CMGB 6323 At the end of this course, students are able to: This course will investigate current issues in Information
Current Issues in Systems. Topics include Information Technology
Information 1. Discuss issues related to Information Systems/Technology Outsourcing (ITO), telecommunications and digital divide,
Systems Development. and emerging technologies in Information Systems and its
2. Describe pertinent Information Systems theory and adoption. An understanding of the current and future
methodologies. impact of information systems on organizational and
3. Discuss issues related to Information Systems/Technology management strategies will be explored.
implementation.
4. Analyze the impact of emerging applications/technologies
on an organization.
5. Formulate strategies for managing the impact of various
emerging applications/technologies on an organization.

CMGB 6324 At the end of this course, students are able to: The course is divided into two main components. The first
Decision Support component comprises of DSS theoretical concepts and
Systems 1. Explain DSS theoretical concepts and methodologies. methodologies. The second part of the course introduces
2. Review the components of a DSS. students to DSS practical examples and cases with the use
3. Build a simple DSS using spreadsheet and Ms Access. of Access database and Excel spreadsheets. Both
4. Apply a DSS to solve a business problem. components emphasize the design, development and
5. Discuss the implementation of a DSS in an organization. implementation of information technology based systems
that support managers and professionals with decision
making processes. It is data and document based,
communication driven and group-based, knowledge-based
and model driven and web based and inter-organizational.

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CMGB 6325 At the end of this course, students are able to: The course begins by introducing the various concepts
Database relating to data, information and databases. Following
Management 1. Explain the concepts related to data, information and that, discussions will be focused on the management of the
Systems databases. Database Management System in organizations. Issues
2. Describe a Database Management System (DBMS). pertaining to databases such as data warehouse and object
3. Evaluate a DBMS. oriented databases will also be discussed. Finally,
4. Identify issues relating to database such as data Structured Query Language (SQL) will be demonstrated
warehouse and object oriented database. and students will be required to use SQL to develop a
5. Develop a simple database using “Structure Query simple database.
Language”.

CMGB 6326 At the end of this course, students are able to: This course will expose students to concepts in supply
Supply Chain chain management. Students will analyse supply chain
Management 1. Develop an understanding of the functions of supply and configurations and organizational networks. Topics
procurement in an organization. discussed include logistic planning, transport and
2. Apply logistic/supply chain strategy. procurement decisions, inventory management and
3. Describe transport, inventory and control decisions in organizational control, outsourcing decisions, cost analysis
supply chain configurations. and cross functional team.
4. Compare and contrast issues and challenges in today’s
practice of supply chain management.
5. Analyse variation of supply chain systems in industrial
practices.

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CSGB 6311 At the end of this course, students are able to: The course aims to develop a comprehensive
Total Quality understanding of TQM and focuses on customers,
Management 1. Explain the importance of Total Quality Management leadership, strategic planning, human resource practices,
(TQM) principles and practices for higher organizational recruitment and training, benchmarking, supplier
productivity, effectiveness and efficiency. partnership, process management, performance
2. Explain how quality characteristics can be injected into measurement and statistical tools as well as building and
organizations for better functioning. sustaining TQM in organizations.
3. Explain how TQM practices can be sustained in
organizations.
4. Critically evaluate how quality characteristics can be built
into organizations effectively.

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SCHEDULE FOR CORE COURSES: MBA CLASSES
Semester 1 Session 2009/2010
Accounting For Business Decision Making
Economics for Managers
Operation Management
Research Methods in Business
Strategic Management
Semester 2 Session 2009/2010
Business Ethics and Corporate Governance
Corporate Finance
Human Capital Management
Management of Information Systems
Marketing Management
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 **ELECTIVE COURSES OFFERED BY CONCENTRATION (MBA)

No. Concentration Sem 1 09/10 Sem 2 09/10 SEM 3 Sem 1 10/11 Sem 2 10/11 SEM 3
• CFGB6307 Advanced • CFGB 6308 • CFGB6306 • CFGB6307 Advanced • CFGB 6308 • CFGB6306
1. FINANCE Corporate Finance Capital Market & Mergers & Corporate Finance Capital Market Mergers &
• CFGB6301 Portfolio Investment Acquisition & • CFGB6301 Portfolio & Investment Acquisition &
Management • CFGB6304 Corporate Management • CFGB6302 Corporate
• CFGB6309 Derivatives • CFGB6309 Money &
Econometrics for Markets Econometrics for Banking
Managers • CFGB6302 Managers • CFGB6304
• CFGB6310 Bank Money & • CFGB6310 Bank Derivatives
Management Banking Management Markets
• CFGB6305 • CFGB6305
International International
Finance Finance

2. ACCOUNTING • CTGB6302 • CAGB6309 • CTGB6301 • CTGB6302 • CAGB6309 • CTGB6303

Management Financial Taxation for Management Financial Management
Accounting Accounting & Business Accounting Accounting & Accounting
Reporting Decisions Reporting Control
• CAGB6301 Issues in • CTGB6301 Taxation Systems
International CAGB6308 for Business Decisions • CAGB6308
Accounting Seminar in Seminar in
Auditing and Auditing and
Assurance Assurance

• CMGB6302
3. MARKETING • CMGB6301Consumer Services • CMGB6305 • CMGB6301Consumer • CMGB6302 • CMGB6307
Behaviour Marketing Retailing Behaviour Services Promotions
Marketing Management
• CMGB6304 Brand • CMGB6307 • CMGB6305 Retailing
Management Promotions
Management

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 • CSGB 6314
4. INTERNATIONAL • CMGB6303 Global International • CSGB 6314 • CMGB6303 Global • CSGB6314 • CSGB6301
BUSINESS Marketing Business International Marketing International Islamic
Management Business • CSGB6301 Islamic Business Perspective on
• CMGB 6331 Management Perspective on Management Business
International Business
Hotel
Management

5. BUSINESS INFORMATION • CMGB6322 Strategic • CMGB6321 E- • CMGB6325 • CMGB6322 Strategic • CMGB6321 E- • CMGB6323
SYSTEM Information System Commerce Database Information System Commerce Current Issues
• CMGB6325 Database • CMGB6324 Management • CMGB6323 Current • CMGB6326 in Information
Management Systems Decision Systems Issues in Information Supply Chain System
Support Systems System Mgt

6. HUMAN RESOURCE MGT • CSGB6308 • CSGB6307 • CSGB6303 • CSGB6308 • CSGB6307 • CSGB6310

Organizational Leadership Industrial Organizational Leadership Performance
Behaviour Relations Behaviour Management &
• CSGB6304 • CSGB6303 Rewards
• CSGB 6313 Training Corporate • CSGB6313 Training Industrial Systems
Management Communication Management Relations

• CMGB6308 Services • CSGB6311 • CSGB6311 • CMGB6308 Services • CSGB6311 • CSGB6302

7. GENERAL Management Total Quality Total Quality Management Total Quality Legal
MANAGEMENT Management Management Management Environment of
• CSGB6305 • CSGB6302 Legal Business
Entrepreneurship • CSGB6312 Environment of
Management Business
Control Systems

• CMGB6333 Tourism • CMGB6331 • CMGB6334 Hotel • CMGB6332

8. HOSPITALITY & Product Development International Industry Business Strategic
TOURISM MANAGEMENT Management Hotel Strategy Marketing in
Management Tourism

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9. ISLAMIC FINANCE • CFGB6311 Principles • CFGB6313 • CFGB6315 • CFGB6311 Principles • CFGB6313 • CFGB6315
of Islamic Economics Islamic Finance Islamic of Islamic Economics Islamic Finance Islamic
and Finance Regulations and Financial and Finance Regulations and Financial
Governance Institutions and Governance Institutions and
• CFGB6312 Islamic Markets • CFGB6312 Islamic Markets
Deposits and Financing • CFGB6314 Deposits and Financing • CFGB6314
Management Applied Islamic • CFGB6316 Management Applied Islamic • CFGB6316
Principles in Islamic Wealth Principles in Islamic Wealth
Financial Planning and Financial Planning and
Transactions Management Transactions Management

• CAGB6310 Internal • CAGB6311 • CAGB6310 Internal • CAGB6311

10. INTERNAL AUDITING Auditing Internal Audit Auditing Internal Audit
Engagement Engagement
• CAGB6312 Business • CAGB6312 Business
Analysis and IT for • CAGB6313 Analysis and IT for • CAGB6313
Internal Auditors Business Internal Auditors Business
Management Management
Skills for Skills for
Internal Auditors Internal
Auditors

** Subject to changes

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Further enquiries should be directed to:

The Assistant Registrar

Graduate School of Business
Faculty of Business & Accountancy
Level 4, Block C
City Campus, University of Malaya
Jalan Tun Ismail, 50480, Kuala Lumpur

Tel : (603) 26173055/3046/3047/3051/3044/3056

Fax : (603) 26173050
E-mail : gsb_fpp1@um.edu.my or gsb_fpp2@um.edu.my
Website : http://fba.um.edu.my

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