MBA PROGRAMME

CLASS OF 2016, SECTION A

Semester II
Weekly Class Schedule
FOR THE WEEK OF APRIL 20 TO April 24, 2015
Auditorium 103
DG

20-Apr
Mon

21-Apr
Tue

22-Apr
Wed

23-Apr
Thu

24-Apr
Fri

25-Apr
Sat

0830-0900

Class 1

0905-1035

DG

1105-1135

Class 2

1140-1310

DG

1435-1505

Class 3

1510-1640

BII
8

ME
21
*
IE
7

BII
7

*
Session
with the
Associate
Dean

BII
9

ME
22

MACS
21

*
IE-8
(Joint)

*
IE

*
MACS Review
Session

Mid-Term
Exam
Closed Book/
Closed Notes
1500 - 1700
Hrs

1. The soft copy of the weekly schedule is available on the main page of the LUMS website
www.lums.edu.pk - Information For: Students\Schedules\MBA Schedule
2. Class timings may sometimes differ from the usual timetable. Please follow the timings given on the inner pages.
3.

For course titles and instructors, please turn overleaf.

4.

OM WAC is due on Sunday, April 26.

There is no Discussion Group for IE 7, Please go directly to the auditorium for class session at 1435 hours.
Follow the timings given on the inner pages for Session with the Associate Dean, IE 8, Thursday, April 23
and Friday, April 24.

MBA CLASS OF 2016

SEMESTER II (S II)
LIST OF COURSES BEING OFFERED
Code

Units

BII
FMG
IE
MACS
ME
OM

0.5
1
0.5
1
1
1

Course Title

Business Integration and Innovation

Financial Management
Islamic Ethics
Managerial Accounting and Control Systems
Managerial Economics
Operations Management

Instructor

Jamshed H Khan
Syed Mubashir Ali
Kamran Rashid
Ayesha Bhatti / M Junaid Ashraf
Tanveer Shehzad
Hassan Rauf / Syed Zahoor Hassan

SULEMAN DAWOOD SCHOOL OF BUSINESS

MBA PROGRAMME
CLASS OF 2016, SECTION A
AUDITORIUM A-103 SEMESTER II 2014-2015 (SII)
Assignments for the week of April 20 to April 24, 2015
***************************************************************************
MONDAY, APRIL 20
1105 - 1135

Discussion Group: Managerial Economics

1140 - 1310

MANAGERIAL ECONOMICS
TANVEER SHEHZAD

Topic: Monopoly
Learning Objective: Pricing and profit maximization under Monopoly
Case: Competition Policy in the European Union and the Power of
Microsoft
Assignment:
1.

What is meant by Monopoly?

2.

Is Microsoft a monopoly?

3.

How high can be the price of MS Windows?

Note: Please read the case

1310 - 1435

Lunch break

1435 - 1640

ISLAMIC ETHICS
KAMRAN RASHID

Topic: Contemporary Ethical Issues in the Business World

Video: The Corporation

TUESDAY, APRIL 21
1105 - 1135

Discussion Group: Business Integration and Innovation

1140 - 1310

BUSINESS INTEGRATION AND INNOVATION

JAMSHED H KHAN

Topic: Origins of Strategy

Case: Lycos (A): The Tripod Decision
Assignment:
1.

In late 1997, Bob Davis, CEO of Lycos, is not overly thrilled with
the competitive landscape (p. 3 of the case). Why is Davis
worried? How did Lycos get into this tough spot?

2.

Was acquiring Tripod the right way to improve Lycos competitive

position?

3.

Now that Tripod has been acquired, what are the internally
consistent options for integrating it into Lycos?
The case catalogues a set of decisions related to Tripod that must
be made in each functional area (especially on p. 11). Using your
understanding of the connections across these decisions, can you
come up with a full list of the internally consistent integration
options that are available to the Lycos team?
Begin by layingout the discrete decisions and the choices available
for each decision. Then identify bundles of decisions that interact
so strongly that making a choice for one decision implies a
particular resolution of the others. Identify any decision that
doesnt interact with the others, and resolve that decision in the
best way possible on a standalone basis. The bundles of bundles
that remain, plus any standalone decisions, constitute the internally
consistent composite options.

4.

Which integration option do you support? Why?

Read: All previous readings

Note: The data/exhibits of this case has been placed in the excel file in
the sub-directory called J:\indus\common\Jamshed\BII You are
required to bring the printouts of the assignments to the class for
grading.
2

1310 - 1430

Lunch break

1430 - 1530
(Joint)

SESSION WITH THE ASSOCIATE DEAN

JAMSHED H KHAN

Venue: Auditorium A-103

Note: Attendance is mandatory for all students.
WEDNESDAY, APRIL 22
0830 - 0900

Discussion Group: Business Integration and Innovation

0905 - 1035

BUSINESS INTEGRATION AND INNOVATION

JAMSHED H KHAN

Topic: Origins of Strategy

Case: Performance Indicator
Assignment:
1.

Why has it been so difficult for Osinski and Winskowicz to get a

golf ball manufacturer to sign a contract for their new technology?

2.

How much do you think a potential customer (that is, a golf ball
manufacturer such as Bridgestone or Acushnet) should be willing
to pay for Performance Indicators technology?
To tackle this question, it is easiest to focus first on one particular
prospective customer such as Bridgestone. How does
Bridgestones profit change when the Performance Indicator
technology is added to a dozen Precept balls? (Precept is the brand
name of Bridgestones golf balls.)
Follow a dozen Precept balls through their life cycle from
production to destruction. Consider how the life cycle of a Precept
ball with PI technology is different from that of a Precept ball
without PI technology. What is the economic impact of each
difference? Who, if anyone, benefits? Who, if anyone, loses?

3.

In light of your analysis, what should Osinski and Winskowicz do?

4.

Turn in Answers to Question # 2 before the start of the class for

grading.

Read:
1.
2.
3.

The Use and Abuse of Analogies

Where Do Successful Strategies Come From? (To be distributed in
Class)
Saturn Corporation in 1998 (To be distributed in Class)

Note: The data/exhibits of this case has been placed in the excel file in
the sub-directory called J:\indus\common\Jamshed\BII You are
required to bring the printouts of the assignments to the class.
1035 - 1105

Tea break

1105 - 1135

Discussion Group: Managerial Economics

1140 - 1310

MANAGERIAL ECONOMICS
TANVEER SHEHZAD

Topic: Oligopoly
Learning Objective: Pricing and profit maximization under Oligopoly
Case: Regal Electrogas: Price Leader or Price Follower
Assignment:
1.

Evaluate desert cooler market structure and the different

competitive strategies used by each player.

2.

What are the pros and cons of the strategies chosen by the primary
players in the market?

3.

Should Ali reduce the prices on his desert coolers?

Note: Please read the case.

1310 - 1435

Lunch break

1435 - 1505

Discussion Group: Islamic Ethics

1510 - 1640
(Joint)

ISLAMIC ETHICS
KAMRAN RASHID

Topic: Ethical Issues in Pakistani Companies

Discussion of The Corporation (Panel Discussion)
4

THURSDAY, APRIL 23
1105 - 1135

Discussion Group: Managerial Accounting and Control Systems

1140 - 1310

MANAGERIAL ACCOUNTING AND CONTROL SYSTEMS

M JUNAID ASHRAF

Topic: Management Control Systems

Learning Objective: Citibank has introduced a new, comprehensive
performance-scorecard system. A regional president struggles with a
tough decision: how to evaluate an outstanding branch manager who has
scored poorly on an important customer satisfaction measure. This case
provides a scoring sheet to be completed by the reader and an explanation
of the ramifications of the decision for the business's strategy. The case is
used to introduce the concept of non-financial measures to evaluate
managers performance and the problems associated with this approach
Case: Citibank: Performance Evaluation
Assignment:
1.

Why has Citibank introduced a performance scorecard?

2.

Assume that you are Liza Johnson, Complete Exhibit ( I to

evaluate Jams performance)

Read: Chapter 20, Strategy, Balanced Scorecards and Incentive

Systems
1310 - 1500

Lunch break

1500 - 1700

ISLAMIC ETHICS
KAMRAN RASHID

Mid-Term Examination (Closed Book/Closed Notes)

Venue: Auditorium 103
Auditorium 104

(2016-01-0001 to 0043)
(2016-01-0044 to 0088)

Note: Mobile phones are not allowed.

FRIDAY, APRIL 24
0830 - 0900

Discussion Group: Business Integration and Innovation

0905 - 1035

BUSINESS INTEGRATION AND INNOVATION

JAMSHED H KHAN

Topic: Strategic Failure and Recovery

Case: Saturn Corporation in 1998
Assignment:
1.

How can Saturn fulfil the second part of its mission: to transfer
knowledge, technology, and experience throughout General
Motors? What does Saturn have to offer GM?

2.

How urgent is GMs need for Saturnisation?

3.

What was the rationale at General Motors for Saturns mid-size car
program and for the Delta platform?

Read: Ch.4: Anticipating Competitive and Cooperative Dynamics

Threats to Added Value Pg. 84-104
Note: The data/exhibits of this case has been placed in the excel file in
the sub-directory called J:\indus\common\Jamshed\BII You are
required to bring the printouts of the assignments to the class.
1035 - 1430

Break

1430 - 1600
(Joint)

MANAGERIAL ACCOUNTING AND CONTROL SYSTEMS REVIEW

M JUNAID ASHRAF

Review Session
Venue: Auditorium A-103