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    Master of Business Administration

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    Mahalia
    The document provides information about the University of Malaya's Master of Business Administration program for the 2009/2010 academic year. It includes welcome messages from the Dean and Deputy Dean, an overview of the program's vision, mission, core values and objectives. It also outlines the academic calendar, lists the courses offered and concentrations available, and provides background on the Faculty of Business and Accountancy. The goal of the MBA program is to provide a rigorous yet flexible business education to produce socially responsible and skilled graduates for the workforce.

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    Master of Business Administration

    Uploaded by

    Mahalia
    1K views69 pages
    The document provides information about the University of Malaya's Master of Business Administration program for the 2009/2010 academic year. It includes welcome messages from the Dean and Deputy Dean, an overview of the program's vision, mission, core values and objectives. It also outlines the academic calendar, lists the courses offered and concentrations available, and provides background on the Faculty of Business and Accountancy. The goal of the MBA program is to provide a rigorous yet flexible business education to produce socially responsible and skilled graduates for the workforce.

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    The document provides information about the University of Malaya's Master of Business Administration program for the 2009/2010 academic year. It includes welcome messages from the Dean and Deputy Dean, an overview of the program's vision, mission, core values and objectives. It also outlines the academic calendar, lists the courses offered and concentrations available, and provides background on the Faculty of Business and Accountancy. The goal of the MBA program is to provide a rigorous yet flexible business education to produce socially responsible and skilled graduates for the workforce.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    1K views69 pages

    Master of Business Administration

    Uploaded by

    Mahalia
    The document provides information about the University of Malaya's Master of Business Administration program for the 2009/2010 academic year. It includes welcome messages from the Dean and Deputy Dean, an overview of the program's vision, mission, core values and objectives. It also outlines the academic calendar, lists the courses offered and concentrations available, and provides background on the Faculty of Business and Accountancy. The goal of the MBA program is to provide a rigorous yet flexible business education to produce socially responsible and skilled graduates for the workforce.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 69
    At a glance
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    The key takeaways are the vision, mission and core values of UM which aim to be an internationally renowned institution of higher learning through quality research and education while upholding values such as integrity, professionalism and social responsibility.

    The vision of UM is to be an internationally renowned institution of higher learning in research, innovation, publication and teaching. The mission is to advance knowledge and learning through quality research and education for the nation and for humanity. The core values include integrity, professionalism, respect, meritocracy, academic freedom, teamwork, open-mindedness, creativity, accountability and social responsibility.

    The MBA program at UM aims to provide students with a balanced education where theory and practice are given equal emphasis. It also aims to provide a platform for students to develop interpersonal and communication skills as well as strengthen teamwork spirit.

    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

    2
    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

    3
    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

    4
    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.

    5
    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

    6
    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.

    7
    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

    8
    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:-

    9
    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

    10
    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

    11
    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.

    12
    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

    13
    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

    14
    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

    15
    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

    16
    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

    18
    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.

    21
    Accounting
    Core Electives Electives
    CAGB 6309: Financial Accounting & CAGB 6302 : Issues in Public Sector Accounting
    Reporting CTGB 6301 : Taxation for Business Decisions
    CTGB 6302: Management Accounting 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

    Finance
    Core Electives Electives
    CFGB 6308: Capital Market & Investment CFGB 6301 : Portfolio Management
    CFGB 6307: Advanced Corporate Finance 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

    Marketing
    Core Electives Electives
    CMGB 6301: Consumer Behaviour CMGB 6332 : Strategic Marketing in Tourism
    CMGB 6302: Services Marketing CMGB 6303 : Global Marketing
    CMGB 6304 : Brand Management
    CMGB 6305 : Retailing
    CMGB 6306 : Marketing Research
    CMGB 6307 : Promotions Management

    International Business
    Core Electives Electives
    CSGB 6314: International Business CFGB 6304 : International Finance
    Management CAGB 6301 : Issues in International Accounting
    CMGB 6303: Global Marketing CSGB 6301 : Islamic Perspective on Business
    CMGB 6331: International Hotel Management

    Business Information System


    Core Electives Electives
    CMGB 6322: Strategic Information Systems CMGB 6323 : Current Issues in Information
    CMGB 6321: E-Commerce Systems
    CMGB 6324 : Decision Support Systems

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

    General Management
    Core Electives Electives
    CSGB 6311: Total Quality Management CSGB 6302 : Legal Environment of Business
    CMGB 6308: Services Management 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 Synopsis


    CSGB 6101 At the end of this course, students are able to: The course is divided into two parts:
    Human Capital organizational management and human
    Management 1. Analyze global issues involving the management of organizations and resource management. The first part covers the
    human capital in a complex environment. basic functions and roles of managers in the
    2. Acquire basic concepts and practices in managing organizations and context of a changing organizational
    employees. environment. Specifically, the course examines
    3. Apply different techniques in evaluating the effectiveness of general the concepts and practices of planning,
    organizational and human resource management practices. organizing, leading, and controlling. The second
    4. Evaluate the success in implementing the Employment Act and part of the course examines the practical issues
    Occupational Safety and Health Act in Malaysia. of managing human resources in organizations.
    5. Develop skills in using academic research findings in human capital It includes planning and executing effective staff
    management for practical purposes. strategies, managing programmes for improving
    employee performance, and managing diversity
    and global human capital.
    CSGB 6102 At the end of this course, students are able to: Issues in corporate governance and ethics are
    Business Ethics and highly topical issues in today’s world of
    Corporate 1. Analyze the important governance and ethical issues that may arise business. Governance and ethical issues arise in
    Governance in business today. almost every aspect of corporate life and it is
    2. Apply the relevant governance and ethical concepts that are the responsibility of managers to handle these
    necessary for resolving these issues. issues. The objective of the course is to sensitize
    3. Analyze the role of company directors, shareholders and regulatory students to these issues in organizations and to
    bodies in promoting good corporate governance. provide students with techniques for analyzing
    4. Analyze the role of shareholders in promoting good corporate and resolving them. With growing public
    governance. concern about the roles of owners and
    5. Analyze the role of regulatory bodies in promoting good corporate managers and issues concerning “stakeholder”
    governance. 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: The course will focus on the evolution of
    Management information technology in business enterprise.
    Information 1. Develop an understanding of information systems concepts and The discussions will explore how companies use
    Systems issues. information systems applications to coordinate
    2. Discuss usage of information systems in an organization. activities, decisions, and knowledge across the
    3. Analyze problems related to information systems and technology in enterprise and to create value networks with
    organizations customers and suppliers. Information systems
    4. Evaluate appropriate IS solutions to solve problems. for supply chain management, customer
    5. Apply information systems in organizations. 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.
    CMGB 6103 At the end of this course, student are able to: This course covers several main aspects of
    Research Methods research methodology. The first part introduces
    in Business 1. Define research terms and concepts different scientific research approaches such as
    2. Formulate research questions and design appropriate research in positivism (quantitative) and interpretivism
    business. (qualitative). The process of doing research,
    3. Critically evaluate students’ own research and those of other literature review and research design are also
    researchers. discussed in this section. The second part
    4. Describe various methods of conducting empirical research and expands on this process and related topics
    collect data using a variety of methods. include survey, experiment, case study,
    5. Differentiate and apply different statistical techniques and analyze ethnography, grounded theory and observation.
    data using computer software packages. 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.

    32
    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.

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    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.

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    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.

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    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.

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    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

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    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.

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    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.

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

    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.

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    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.

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    CFGB6311 At the end this course, students are able to: This course highlights topics such as the nature and
    Principles of scope of Islamic economics and finance and its
    Islamic Economics 1. Define the principles of Islamic economics by considering the relationship with conventional economics and
    and Finance3 implications of the application of Shariah law for economic and finance; the history of the Islamic economic system
    financial systems. in various eras of Islam; the views and contributions
    2. Analyze the critical business philosophies and ethics that prevail in of Islamic economists or Muslim thinkers; the
    Islam. economic doctrine of Islam; wealth creation and
    3. Describe the important role of the government and private mobilisation; behaviour of both consumer and
    institutions in economic development. producer; money from an Islamic perspective; and
    4. Explain the development of Islamic economic and finance theory the concept of risk and returns from an Islamic
    and become more appreciative of the contributions made by perspective.
    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 This course covers topics such as the functions of
    and Financing 1. Explain deposit mobilisation and other related issues. deposits in the economy, the theories and principles
    Management 2. Analyze the mobilisation of deposits by conventional and Islamic related to deposits, deposits mobilisation by
    banks as well as the savings cost, determinants and forecasting conventional and Islamic financial institutions, the
    techniques. cost of deposits, saving determinants, forecasting
    3. Assess the functions, theories and principles of deposit mobilisation savings, the functions and roles of credit and
    and financing management. financing in the economy, the rules and regulations
    4. Describe the functions and roles of credit and financing in the related to financing practices, the financing process,
    economy and various aspects of financing such as the rules and financing evaluation techniques, the practices of
    regulations, process and practices of financing, types, financial financing, the secured and unsecured financing, the
    aspect and risk associated with financing. financial aspect of financing and the financing risk.
    5. Explain a critical perspective of matters relating to the importance
    of deposit mobilisation in creating wealth and sustaining economic
    growth.

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

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    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.

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    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.

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    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.

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

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

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    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.

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    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.

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    CAGB 6305 At the end of this course, students are able to: This course provides students with the
    Information knowledge, understanding and skills to enable
    Technology 1. Describe the issues involving the application of information them to deal with issues involving the
    Perspective in technology in the internal audit environment. application of information technology in the
    Internal Auditing 2. Explain the component functions of information technology internal audit environment. In this course the
    infrastructure that are relevant to the internal audit function. students will be exposed to the operating
    3. Advise on how to manage risk and organize information technology systems, application development, data and
    environments effectively to facilitate the effectiveness of the network communications, e-commerce,
    internal audit function. information protection, ERP software and
    4. Develop an appropriate information technology audit plan to assist other issues relating to information
    an internal audit engagement. technology and challenges to the internal
    audit function in an IT environment.

    CAGB 6306 At the end of this course, students are able to: The course aims to provide exposure to global
    Internal Auditor and analytical techniques, industry environments
    Business 1. Apply global analytical techniques, assess industry environments and strategic decision making and enhance
    Management and make strategic decisions in the context of an internal audit understanding of key aspects of the global
    function. business environment as well as inculcate the
    2. Apply ethical, cultural, legal, political, economic and financial required management and negotiation skills
    aspects of the global business environment in making internal audit in the performance of the internal audit
    assessments. function.
    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.

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

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    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: This course will introduce students to the concept of e-
    Electronic commerce in the digital economy. This course will also
    Commerce 1. Identify the concepts and theories of e-commerce. highlight the e-commerce applications, for example, e-
    2. Explain the impact of e-commerce issues on consumer retailing, online advertising, e-auction, e-supply chain,
    decisions to buy products on the Internet; on the e-payment, and e-learning, etc. Current issues pertaining
    organization, and on the Industry. to e-commerce such as, the usage of cookies in e-
    3. Describe the various e-commerce applications. commerce applications, taxation issues, intellectual
    4. Analyze how companies have successfully established a property issues, etc will be addressed. Students will be
    competitive advantage, brand recognition, and taught to develop and publish a website on the Internet.
    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: This course covers advanced topics in information systems
    Strategic and investigates the concept of "strategic" information
    Information 1. Discuss the strategic importance of information and systems. The topics include defining what "strategic"
    Systems related technologies. information systems are and looking at examples of classic
    2. Illustrate managerial implications of recent technology systems deemed to merit that label. This course also
    trends. focuses on the economic premises of the new competitive
    3. Apply relevant knowledge related to approaches that landscape dominated by pervasive networks (e.g., the
    have been proposed to identify potentially strategic uses Internet) and how information technologies can be
    of strategic information systems concepts and planning. leveraged to create new organizational capabilities and
    4. Formulate an Information System Strategic Planning for sources of value. Approaches that have been proposed for
    an organization. identifying potentially strategic uses of information
    5. Demonstrate critical reasoning on how organizations can technology, notably strategic information systems
    position themselves to take advantage of IT to create a planning, are discussed in some detail. Finally, current
    sustainable advantage. 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 Semester 2 Session 2009/2010


    Accounting For Business Decision Making Business Ethics and Corporate Governance
    Economics for Managers Corporate Finance
    Operation Management Human Capital Management
    Research Methods in Business Management of Information Systems
    Strategic Management Marketing Management

    65
    **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

    66
    • 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

    67
    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

    68
    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

    69

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