KAMPALA UNIVERSITY

PROPOSED REGULATIONS AND STRUCTURES OF

MASTER OF BUSINESS ADMINISTRATION (M.B.A) PROGRAMME

AND

COURSE DESCRIPTION

FOR

2009/10 ACADEMIC YEAR

1.0 INTRODUCTION

The urgent need by Kampala University (KU) to respond to the public demand for a specific course in the area of Masters of business Administration (MBA). The programme is specifically aimed at that. The MBA programme at KU therefore comes with a focus on the public demand for morally upright managers and computer applied skills required of them, in the present context. The course is designed to provide specialized training in Accounting, Finance and banking, Marketing, Human Resource Management Procurement and logistics Management, Credit Management, Trade policy and Law.

Thus, in response to ever changing government policies, market demand, and global changes, the proposed KU program is designed to meet the challenging needs of the policy and market environments. The need for such a degree program cannot be overemphasized particularly at a time when the country needs professional business managers in all sectors of the rapidly growing economy. The program is meant to equip students with postgraduate level analytical skills relevant to the conducting business administration with an ethical emphasis that Kampala University cherishes.

2.0 JUSTIFICATION

The proposed Kampala University program is important for the following reasons:

• It provides an opportunity to Ugandans and people from other countries to take at the KU main campus;

• In this era of increased national liberalization and international globalization the program opens up more academic space for capacity building in the area of business and public management given limited national capacity for the purpose;

• It takes care of the changing policy environment to manage resources at different levels by the public and private sectors;

• To meet the market demand for the program. The proposed KU will compliment the existing program in order to meet .market demand.

3.0 OBJECTIVES

As noted, the Master of Business Administration program is designed to provide the knowledge and skills needed to become an effective manager in a variety of organizational settings. It is a broad based, career advancement degree rather than technical training for a particular job within an organization. The broad goal of the program is to provide students with quality course content and competencies that will support their development as effective managers in a variety of organizational settings.

1

Specifically, the Kampala University program is designed to provide the opportunity to develop:

• The analytical tools for decision making in a business world of complex business issues and problems;

• The organizational skills for the effective implementation of policy in the context of the organization.

• An understanding of the body of knowledge in the functional areas of business;

• The skills of leadership, teamwork and supervision;

• Skills of effective oral and written communication, presentation, and critical thinking;

• An understanding and ability to use technology as a tool of effective management;

• Abilities for ethical decision-making; and

• The ability to function effectively in a diverse and global business environment.

These objectives can be broken down into two central themes and six core competencies, which will be integrated into the courses in the KU curriculum.

Kampala University Program are Built on Two Central Themes;

• Analytical Skills for Decision Making

Given the complex nature of business problems, effective managers must be able to interpret data, process information, think critically, balance costs and benefits, develop alternatives and systematically apply tools of analysis to choosing among alternative policies. The development of these analytical skills is an essential theme of the overall program and is embodied in each core course.

• Organizational Skills for Policy Implementations

Given the development of policy, effective managers must be able to implement the policy within the context of the organization. This function requires leadership, teamwork, supervision, motivation, consensus building, negotiation, communication, assessment and adaptation. The development of these organizational and interpersonal skills is an essential theme of the overall program and they are embodied in each of the core course.

KU Program is also aimed at developing Five Core Competencies Leadership/Teamwork. Thus students will develop their skills and abilities to:

2

• Work effectively toward a common goal in a team setting;

• Negotiate differences and build consensus; and

• Initiate, organize and direct policy for analysis and implementation.

Business Communication and Team Work

Students will develop their skills and abilities to:

• Make well-organized and effective informational and persuasive presentations;

• Analyze, paraphrase and draw inferences from written material;

• Write effective proposals and reports; and

• Speak, listen and work effectively within groups.

Technology

Students will develop their skills and abilities to:

• Use appropriate software tools to analyze, interpret and present information;

• Use Internet resources as sources of data and information; and • Use electronic communication as an effective learning tool.

Global Environment

Students will develop their skills and abilities to:

• Recognize the opportunities and challenges of globalization; and • Adapt management skills to global business issues.

Ethics

Students will develop their skills and abilities to:

• Appreciate the need for integrity and ethical behavior;

• Recognize ethical problems; and

• Understand the standards of ethical behavior in business.

Diversity

Students will develop their skills and abilities to:

3

• Appreciate the importance of diversity issues and opportunities in business;

• Work effectively in diverse environments; and

• Understand the implications of diversity for effective management.

The over all course promise

This course promises to produce graduates

With the right attitude towards work

Who can transform society in Business Management and

Administration

Increase productivity and effectiveness of organizations

Who can control production costs at all times, while maintaining

quality.

Who can improve labour relations in organizations and work

environment for increased productivity.

General Course outcome

High interpersonal skills

Respectful

Creative

Smart

Principled

Team player

Cheerful

Disciplined

Generic Knowledge and Skills

Use of computers and apply them to make accurate business

decisions.

Knowledge of basic and relevant computer application in business

research and development.

4

Management of the human skills in a strong sense of moral fibre in

business Administration.

Develop Effective Public relations and apply Administration Law in

all transactions.

Target group

The program is aimed at attracting interested participants from various walks of life, nationally and internationally both in public and private sectors; those already practicing, graduates of various academic disciplines, civil servants at all levels, researchers, heads of organizations and institutions, politicians etc.

Resources

The Kampala University will select physical and human resource to implement the proposed program. The current management brings in long-standing experience and proven leadership skills. Hence the KUMBA program will be effectively coordinated.

Space The Kampala University management studies will be initially accommodated within the faculty of Education and coordinated by the created department of Business Administration that will turn into a Faculty later. It will share space with other programs in the University. There are enough lecture rooms available.

Scholastic Materials The resource materials are already available at the University Library. Additional reference materials have been purchased and acquired through the University procurement system. In addition, KU has received relevant and modern books in this area.

Quality of the Academic Staff

The academic staffs are competent and qualified for the job. Their expertise and

competencies are adequate for the delivering of the program.

The Department of Business Administration will get sufficient and competent staff to implement the proposed program. The already contacted human resource personnel include the following:

5

Recruitment Policy

A Ph.D. holder with a 5-year experience shall head the department. Two

lectures shall assist him and the department shall make use of qualified part time

lectures.

The difficulties that are there in attracting qualified staff is the way salary scaled

is defined it is some times discouraging and needs to be modified.

The policy pursued with regard to the employment of the staff, both in teaching

and research is that each individual to be recruited should have at least a

minimum of a Masters Degree qualification, then PhD, Associate Professor, and

Professor respectively. For research one should have published a number of

articles. The academic qualifications of the staff who have been handling the

teaching are as summarized below;

NAME POSITION QUALIFICATIONDr. Tom Nsubuga Director Graduate

SchoolPhD, MBA, PGDA, BBA

Dr. Evans Kerosi Academic Registrar PhD, MBAMr. Erias Jjuuko Senior Lecturer MBA, BA EducationDr.Ernest Kimbugwe Senior Lecturer PhD, MA, BcomDr. Kassim Mugwanya Senior Lecturer PhD, M.ed, BA EducMr. Charles Okiria Senior Lecturer MPH, MBA, BSc .medProf. Emeritus A.B.T. Byaruhanga Akiiki

Deputy Vice Chancellor Phd, MA, BA

Prof. Walusimbi Senior Lecturer PhD, MA BAMrs. Amaal Kinene Nsereko

Dean School of Business And Management/ Senior Lecturer

MBA, BBA

Dr. Mark Kayongo Senior Lecturer PhD, MBA, BBAMs. Sophie Logose Lecturer Pgdp SCM, BBA

4.0 The Students Profile

There is a criteria used in the admission of the undergraduates and graduates as

follows;

4.1 Admission regulations

Admissions to the Masters of business Administration are based on merit criteria

as determined by the University senate and the Council.6

4.2 Admission requirement

Admission to Masters Programmes shall be through;

Direct entry

4.3 Requirement for direct entry:

The general admission requirements of Kampala University will apply where appropriate. The following specific criteria will apply:

First degree in any field of at least lower second class honors, or its equivalent from a recognized University.

It is in addition, for requires more than two years of working experience in a relevance sector.

4.4 Application Procedure

Application forms are obtainable from the office of the Academic Registrar (Postgraduate, Admissions, study centres in various countries allover East Africa).

Application dates and deadlines for collections and submission shall be

given by the Academic Registrar.

After the university admission, students admitted shall fill acceptance

forms and return them to Academic Registrar.

(b) Completed application forms should be submitted to the Academic Registrar (Postgraduate, Admissions) who will forward them to the Director, for processing.

(c) The Institute Higher Degrees and Research Grants Committee will consider the applications and successful candidates will be invited to sit for a Graduate Management Examination

(d) The Institute Higher degrees will then recommend successful candidates to the University Board of Postgraduate Studies and Research for Admission.

(e) The Academic Registrar shall communicate the decision of the Board of Postgraduate Studies and Research to the applicant.

All applicants shall be required to pay an appropriate application fee prescribed

by the Senate and the university council before receiving and completing the

application forms.

4.5 Course Assessment and Examinations Regulations 7

Examinations regulations will fall under the general framework of University examination regulations. Examinations will take place at the end of each semester. Examination papers for each course will be of three hours. Each course shall be assessed on the basis of a total of 100 marks with proportions as follows:

Coursework (continuous assessment) 30%

Written Examination 70%

The marks are converted into grade points.

Course works consist of progressive assessment derived from at least one

take home assignment and, or a coursework test.

There shall be an examination at the end of each semester that will consist of

70%.

After marking the internal examiners assessment or if there was external

examination, the external examiners comments are taken into consideration by

the school board. Normally poor performance is investigated by the Director

Graduate School / Academic Registrar, when the results are presented to the

university senate they are scrutinized and areas of poor performance always call

for investigation.

Additionally when a student is not satisfied with his or her level of performance

may complain either to the Director / Head of department then appropriate

investigation is put in place.

The total credit units for one to graduate with a MBA at Kampala University are 3

credit units for a Masters degree ,15 hours a week and 60 contact hours for the

fulltime students and 30 contact hours for the online students where by they are

given modules online and required to have a minimum of two (2) face to face

sessions with the lecturer, one at the beginning of the semester 15 contact

hours and in the middle of the semester 15 contact hours then later come back

for exams at the main campus alternatively exams could be done at the various

study centres in their home countries.

8

Kampala University has examination rules and regulations as follows;

The pass mark is 60% in each paper once you get below then you qualify

for a retake / supplementary paper.

Continuous progress is encouraged among students by monitoring their

CGPA and GPA.

If a student fails three (3) papers in a semester he / she is requested to

repeat that semester /Year.

If caught cheating exams, indiscipline, forging exam cards, fraud of any

kind the student is discontinued indefinitely.

The above indicates that there are clear procedures relating to the assessment of MBA programme students before they graduate and these procedures are followed. They are also aimed at ensuring objectivity and entrusting quality assurance and taking corrective action.

Each course will be graded out of a maximum of 100 marks and assigned appropriate letter grades and grade point average as follows:

Marks (%) Letter Grade Grade Point 80 -100 A 5.0 75 - 79.9 B+ 4.5 70 - 74.9 B 4.065 - 69.9 B- 3.560 - 64.9 C+ 3.0

The pass grade point per course will be 3.0; that is 60% as the average mark.

4.6 Progression

Progression through the course will be of the following categories:

(a) Normal progression: This occurs when a student passes all courses taken.

(b) Probationary: This occurs when:

(i) A student fails a compulsory course, or

(ii) A student obtains a grade point average (GP A) or a cumulative grade point average (CGPA) of less than 2.0. Probationary status is removed when either of the conditions (i) and (ii) above no longer holds.

9

(c) Discontinuation. A student shall be discontinued from the Program when s/he receives three

consecutive probations as a result of failing compulsory courses or receiving a GP A or CGP A less than two 2.0 for three consecutive semesters.

4.7 Retaking a Course

A student may retake any course when it is offered again in order to pass it if the student had failed it before.

4.8 Graduation Requirements

A student should have accumulated a minimum of 51 credit units to qualify for the award of Kampala University.

5.0 TUITION

The proposed tuition is US $ 1300 for both Ugandan and International students per semester.

6.0 Other Resources

The Faculty will be managed by the already existing members of Staff in Kampala University to support the technical staff that may be identified before the beginning of Academic Year 2009/10. In addition the Faculty will rely on part-time lecturers from other Institutions.

6.1 Student advice/support

Learning is greatly affected by the environment in which students learn and

socialize.

Kampala University provides students with information about the university

through the media and mouth to mouth way of advertising.

The university encourages existing students, alumni, staff and other stakeholders

to give relevant information to potential students / parents / sponsors. The new

students are oriented by various officials of the university both academic and

administrative, student’s guild and continuing students. This helps to inform and

raise the confidence of the new students to study and gain appropriate stay in the

university.

10

During the semester academic performance is evaluated through course work

assessment tests, practical for practical related papers, and the final exam.

Lecturers are encouraged to identify and help the weak students by offering them

sometime off the lecture time. Heads of Departments and Deans also counsel

the students where necessary. However the increasing number of students

makes it difficult to cater for each student who is weak.

In the first year of study the students are encouraged to discuss their interest of

specialization and are advised accordingly by the academic staff.

Besides academic work students are encouraged to participate in various games

and sports administered by the university games master, and even participated in

the inter-university games sponsored by various corporate such as Uganda

Telecom, MTN.

There are also students associations such as Nkoba Zambogo, cultural gala,

e.t.c. which help them participate in their social activities.

The students also participate and compete in the inter-university quiz sponsored

by Zain “The Zain Africa challenge”.

For their psycho-social problems they have counseling sessions provided by the

university counselor through the dean of student’s office. They use the

counseling room to counsel the students.

The University helps to place students in the organizations for internship, more

so it also provides prayer places like temporary churches and Mosques.

6.2 Facilities of infrastructures

A good teaching and learning environment is facilitated by appropriate and

adequate facilities and resources. These facilities include physical resources and

information technology systems. It should be noted that NCHE ( National Council

for Higher Education) has developed a check list for various facilities and

resources and the evaluation under this section has taken into consideration.

11

6.3 Lecture Rooms

The university centrally controls these facilities except for highly specialized

situations. This means there are no lecture or reading and computer rooms to be

used exclusively by the MBA students. These rooms are allocated on the basis of

the number of students pursuing a certain course unit during the time tabled

lectures.

The class room space is 431.2M2. The Student /Classroom ratio is 1:1.8 which is

within NCHE standards.

6.4 Computer Laboratory

The university has more new computers, projectors and screens to cater for

increased demand given the increase in student enrollment. This has brought the

total number of computers to 50. This generates the MBA programme

computer/student ratio of 1:1. This gives a good picture. However the picture is

rather different since these computers serve the entire university students

population. These computers are connected to the internet that helps to access

electronic resources.

The computer Lab space is 49.5m2, therefore the student /computer lab space

(m2) is 1:4.8.

6.3 Library

The library department has a total of 30,000 volumes. These books are relevant

and accessible to all our students among the 30,000 books only 5000 books are

relevant to MBA students. The student / book ratio is 1:5. The department still

tends to increase more volumes and title in the library by at least 6000 volumes

to cope with the increasing number of students.

The Library space is 80M2; therefore the student / library space ratio is 1:3.

Kampala University has a well furnished modern library, seminar rooms, computer laboratory and spacious lecture rooms.

12

7.0 TYPE, DURATION AND STRUCTURE OF THE PROGRAM

7.1 Programme Specification

The MBA programme is a two years programme (Four Semesters). The

programme is designed for those interested in a thorough grounding in business

studies. It is a suitable course for those who intend to serve as Accountants,

Managers, Marketing officers, Auditors, Business executives, Bankers,

Administrators, Finance advisors, Insurance officers, and Tax officers and in

other related capacities.

Additionally the programme prepares graduates to be entrepreneurs.

Under the two year programme the first year students offer a variety of

foundational course units. The second year is a year of specialization where a

student specializes in either Accounting option or Marketing option or Finance

and Banking option or Human resource option or Credit Management Option or

Procurement and Supplies Management Option or Trade Policy and Law option.

At the end of the Programme, a graduating student is awarded a Masters of

Business Administration Degree (MBA) of Kampala University.

7.2 The Structure of the programThe program shall run on a semester system for two (2) years with four (4) semesters. Table 2 shows the number of course, lecture hours and credit units.

Table 2: Lecture Hours, Course Units and Total Credit UnitsSemester Courses Lecture

HoursCredit Units

Total Credit Units

Year 1 Semester 1 6 45 3 15Year 1 Semester 2 6 45 3 15Year 2 Semester 1 6 45 3 15Year 2 Semester 2 6 45 3 15Total 24 60

13

Table 3 shows first year courses.

Table 3: First Year Courses

MASTER OF BUSINESS ADMINISTRATION

COURSE LH PH CH CU

Year 1 Semester 1

KUMBA 1101 Communication skills 45 00 60 3

KUMBA 1102 Human Resource Management 45 00 60 3

KUMBA 1103 Financial Management 45 00 60 3

KUMBA 1104 Research Methods 45 18 60 3

KUMBA 1105 Financial Accounting 45 00 60 3

KUMBA 1106 Corporate Strategy and Decision Making 45 00 60 3

Year 1 Semester II

KUMBA 1201 Quantitative Business Decision Techniques 45 00 60 3

KUMBA 1202 Business Ethics 45 00 60 3

KUMBA 1203 Principles of Credit Management 45 00 60 3

KUMBA 1204 Managerial Economics 45 00 60 3

KUMBA 1205 Entrepreneurship, Innovation and Creativity 45 00 60 3

KUMBA 1206 Taxation Management and Planning 45 00 60 3

KUMBA1207 Management Information Systems 45 00 60 3

Year TWO (Follows one of the Options below):HUMAN RESOURCE MANAGEMENT

Year 2 Semester 1

KUMBAH 2101 Administrative Law and Public Relations 45 00 60 3

KUMBAH 2102 Human Resource Information Systems 45 00 60 3

KUMBAH 2103 Industrial Relations and Human resource Employment

45 00 60 3

KUMBAH 2201 Leadership and Team Development 45 00 60 3

KUMBAH 2202 Strategic Human Resource Planning and Development

45 00 60 3

KUMBAH 2203 MBA Research SeminarACCOUNTING

Year 2 Semester 1

KUMBAA 2101 Cost and Management Accounting 45 00 60 3

KUMBAA 2102 Advanced Financial Accounting and Financial Analysis

45 00 60 3

KUMBAA 2103 Taxation 45 00 60 3

KUMBAA 2201 Computerized Accounting 45 00 60 3

KUMBAA 2202 Auditing 45 00 60 3

KUMBAA 2203 MBA Research SeminarMARKETING

Year 2 Semester 1

KUMBAM 2101 Marketing Management 45 00 60 3

KUMBAM 2102 Purchasing and Supplies Management 45 00 60 3

14

KUMBAM 2103 International & strategic Marketing Mgt. 45 00 60 3

KUMBAM 2201 Marketing research & Consumer Behaviour 45 00 60 3

KUMBAM 2202 Customer Care and Service Marketing 45 00 60 3

KUMBAM 2203 MBA Research SeminarPROCUREMENT

Year 2 Semester 1

KUMBAM 2101 Logistics and Supply Chain Management 45 00 60 3

KUMBAM 2102 Transport Scheduling and Operations Management

45 00 60 3

KUMBAM 2103 Contract and Project Management 45 00 60 3

KUMBAM 2201 Public and Private Sector Procurement 45 00 60 3

KUMBAM 2202 Procurement Law and Negotiation 45 00 60 3

KUMBAM 2203 MBA Research SeminarFINANCE AND BANKING

Year 2 Semester 1

KUMBAF 2101 Portfolio Management and Investment Analysis 45 00 60 3

KUMBAF 2102 Investment Banking 45 00 60 3

KUMBAF 2103 Islamic Banking 45 00 60 3

KUMBAF 2201 Money and Banking 45 00 60 3

KUMBAF 2202 Banking Laws and Practice 45 00 60 3

KUMBAF2203 Financial Markets 45 00 60 3KUMBAF 2203 MBA Research Seminar

CREDIT MANAGEMENTYear 2 Semester 1

KUMBAC 2101 Credit management 1 45 00 60 3

KUMBAC 2102 Microfinance Management 45 00 60 3

KUMBAC 2103 Legal Proceedings and Insolvency 45 00 60 3

KUMBAC 2201 Credit Risk Analysis 45 00 60 3

KUMBAC 2202 Consumer Credit 45 00 60 3

KUMBAC 2203 MBA Research SeminarTRADE POLICY AND LAW

Year 2 Semester 1

KUMBAT 2101 Multilateral Trade and Investment Systems 45 00 60 3

KUMBAT 2102 Trade Theory and Development 45 00 60 3

KUMBAT 2103 Management of the Trade Negotiations Process 45 00 60 3

KUMBAT 2201 International Business Management Skills 45 00 60 3

KUMBAT 2202 Qualitative Methods for Trade Policy Formulations and Analysis

45 00 60 3

KUMBAT2203 Regulation of Trade 45 00 60 3

KUMBAM 2204 MBA Research Seminar

15

8.0 DESCRIPTION OF COURSES

KUMBA 1101: Business EthicsIntroduction, the Concept of Business Ethics, Sources of Business Ethics, Moral dilemmas in business and public life, Attitudes towards business ethics, Justification of a business ethics course, Cognitivism versus non-cognitive, Consequential versus non-consequential, Ethical responsibility, Utilitarianism: (Welfare ethics), Kantianism:(Obligation based ethics), Natural Law and rights, Virtue theory (character based ethics), Justice and business, The Concept of justice, Forms of justice, Justice in employment, Justice in economic policies

KUMBA 1102: Management of Information systemsInformation Systems In the Business; Introduction, Databases; Transaction processing and the computer; Storing information in databases; Networks; Linking information sources through networks; Browsers and Knowledge Management; Finding information through web-based interfaces; E-Commerce; Using the computer to conduct e- business; Selecting and developing an information system; Decision Support Basics; Decision support systems I; Information Systems to Assist Management; Data Warehousing; Decision support systems II; Data warehouses and data mining; Modeling and Simulation; Models for decisions; Neural Networks; Neural nets; Genetic Algorithms; Other models of the business, genetic algorithms; Information Strategy; Information Strategy;

KUMBA 1103: Organisation Theory and BehaviourDefinition of Organisation, definition of theory, organization theory practice, the origins of the organization theory, the origins of the organization theory, the organizational structure, organizational design, perception, managing change, managing conflict.Management and individual behavior, understanding perception, attribution, and learning, motivation, the needs theories, goal setting and motivation, stress at individual differences, development and performance, management and group behavior, group performance, inter-group behavior and conflict, management and behavior at the organisational level, corporate culture and its implications of performance, resistance to change and approaches to reducing resistance to change, organizational development, power and organizational politics.

KUMBA 1104: Research Methods Definition of research; the research process; Research paradigms, the scientific method, types of Research, Identification of Research Problem; Literature review; Research Design; Methods and Instruments of data collection; Data analysis; Data Presentation; Writing Research Reports. Concept Proposal; The Role of Business Research; The research process: An overview; Problem

1

Definition and the Research Proposal; Exploratory Research and Qualitative analysis; Survey Research: An Overview; Survey Research: Basic Method of Communication with respondents; Measurement and Scaling Concepts; Attitude Measurement; Questionnaire Design; Sample Designs and Sampling Procedures; Determination of Sample Size; Basic Data Analysis: Nature, purpose and importance of statistics, the nature of statistics, the purpose of statistics, problems of using statistics in research, the measure of central tendency, and dispersion, measures of central tendency, measures of dispersion, application of measures of central tendency and dispersion in research, statistical presentation of data in research, pictorial presentations, selection of what to use to present data in research, probability and probability distributions, introduction to probability, Application of probability and probability distributions in research, sampling distributions, the concept of sampling, sampling methods, sampling distributions of means and proportions, statistical significance and hypothesis testing, problems of interpreting statistical results based on samples, correlation and regression, time series analysis, Descriptive Analysis; Univariate Analysis; Bivariate Analysis: Tests of Differences; Bivariate analysis: Measures of association; Multivariate analysis.

KUMBA 1105: Management Consultancy and Business CommunicationThe consultancy cycle and process. Entry, Diagnosis, action planning, implementation and termination. Consultancy in procurement strategy, management operations, international consultancy procedures, consultancy services and public relations. The consulting firm’s strategy, marketing of consultancy services, the marketing approach in consulting and the client perspective. Techniques for marketing a consulting assignment. Costs and fees. Income generating activities, costing chargeable services, marketing policy considerations, principal fee, setting methods. Fair play in fee setting and billing. Costing and pricing an assignment. Billing clients and collecting fees. Assignment management, controlling costs and budgets. Assignment records and reports, closing an assignment. Careers and compensation in procurement consulting, Training and development of consultants. World Bank procedures for the employment of consultants. Quality and cost-based selection (QCBS). Types of contract and their provisions. Preparation and issuance of the Request for Proposal (RFP) etc, The Development of a technical and Financial proposal techniques of Business communication and consultancy.Types of Communication, Barriers to Good Communication, Communication. Cheque Writing and Types. Types of Accounts in Banks. Overdraft Invoice, and How to Make them. Introduction to Negotiation. Tuckman’s Model and Negotiation. The Traits of Good Communicator and Negotiator in Marketing. The Opponent Style in Negotiation. The Win/Win Principle. The Bargaining Arena (BA) and Most Favoured Position (MFP) Analysis, Highest Aspiration. Communication and Negotiation i.e. Interrupting, Point Scoring, Attacking, Blaming, Sarcasm,

2

KUMBA 1201: Quantitative Business Decision TechniquesIntroduction to quantitative methods for decision making, management science and operations, models and decision making, probability concepts and applications, probability distributions, expected value and sampling, assessing probabilities through judgment, inventory decision with certain factors, inventory decisions with uncertain factors, learner programming transportation problems and profit maximization, goal programming with penalty, network models in leaner programming, project planning with PERT, the decision theory and Bayesian Analysis of decisions, decision making with utility, games and interactive decisions, decision making with MARKOV processes.

KUMBAH 2102: Human Resource Management The Concept of Human Resource Management, Characteristics of Human Resource Management, the development Human Resource Management, Competitive Challenges facing Human Resource Management, the Key Human Resource Management Activities The Competences of an effective Human Resource practitioner,Human Resource Policies, Resource the Organisation, Developing of Human Resources, Maintenance of Human Resources, Performance Management, wages and Salary Administration, Research in human resource Management, job evaluation and competence profiling.

KUMBA 1203: Financial Management The evolution financial theory; risk and return; continuous probability distributions and financial management. Bond and stock evaluation; Long term investment decisions, the cost of capital; capital budgeting decision methods project cash flow analysis capital structure and dividend policy.Long term financing decisions, common stock and the investment banking process, financial analysis and planning. Financial statement analysis cash and marketable securities cash management, cash budgets inventories, Accounting for inventory, the economic ordering quantity (EOQ), Receivables and credit policy bankruptcy, Reorganization and liquidation multinational financial management; revision plan management, financial management in not for profit businesses.

KUMBA 1204: Managerial Economics A firm and its objective; Measurement of profit; Profit Maximization; Profit policies and Control and Management of Profit; Demand Analysis; Economic analysis of consumer behaviour, Determinants of demand, Elasticties of demand, Empirical estimates of demand functions; Various aspects of producers choices. Input decisions in view of output maximization and cost minimization. Cost functions; Economies and diseconomies of scale and cost control; Price output decisions under different form of market; Pricing over the life cycle of a product.

3

Investment decisions; Basic concepts, economic forecasting and forward planning; the Environmental factors; social, political, economic and technological; Trends and Structure of the Ugandan Economy, Government Programmes and Policies, Monetary and Fiscal Policies, price controls, Regulatory measures; Economic growth and economic development; Political factors and the economy; the privatization debate; Global trends; Technological factors; impact on business development.

KUMBA 1205: Entrepreneurship, Innovation and CreativityIntroduction to the concept of entrepreneurship: Definition of the concept, Characteristics of an Entrepreneurship, Types of Entrepreneurship, Entrepreneurship, Entrepreneurs verses Managers. Challenges facing local Entrepreneurs, Conceptual approaches to entrepreneurship: The Traits Approach Model, The situation approach Model, The Entrepreneurial Conceptual Model by Kao, The Contingency Approach Model, The Environment Approach Model, Creativity and innovation: Creativity Process: idea generation, preparation, incubation, illumination and verification, Innovation Process: Analytical planning, organizing resources, implementation, commercial application, The entrepreneurial process: The search for business ideas, Processing/screening the ideas, Selecting the best alternatives, Assembling the necessary input requirements, Establishing the Enterprise, Key entrepreneurial decisions: The decision to invest: Testing the viability of the venture by feasibility Matrix, NPU, Payback, IRR, The decision to enter the market, The Financial decision: Sources of Funds, Capital, Structure, Risk Analysis, Location decision, Implementing Structures, Systems and Processes, Analysis of the business environment: Analysis of the Industry Environment, Analysis of the Competitive Environment, Assessing the key Entrepreneurial Success factors, Formation of appropriate strategies, Feasibility planning: Contents of a Feasibility Report, Case study of successful entrepreneurship:

KUMBA 1206: Taxation Management and Planning Introduction of taxation theory, type of taxes, the income tax act 1997, and the URA administration. Inland Revenue systems. Income form dividends. Compensating tax. Determination of taxable income from individuals. PAYE, NSSF, Profit and Loss appropriation. Taxation of Corporations. Back Duty Assessment and Incomplete records. Meaning of wear and tear. Double taxation Relief (DTR). Taxation in financial statements. Value Added Tax (VAT). Documentation of the tax proceeds. Budgeting and Budgetary Control.

4

HUMAN RESOURCE MANAGEMENT

KUMBAH 2101: Administrative Law and Public Relations Definition of administrative law, enforcing the law in business practice, principles of the law, administrative law, and justice crime and the courts of law, models lf criminal justice, the commercial laws, and critical thinking in criminal justice, the legal and behavioral aspects of crime in business, the criminal process and the criminal due process policy systems in developing countries, the law of arrest, search and seizure judges, prosecutors, and other performers at the bar of justice, analyzing circumstantial evidence documentary evidence and the right of discovery, how to testify effectively preparation of physical evidence for use in court. The Discipline of Public Relations, Definition of Public relations, Historical Development of Public Relations, Distinction between public relations and other disciplines, Reason for studying public relations, Management of public relations, Public Relations Department activities, Public relations manager, Public relations consultancyPlanning Public Relations Programme, Appreciation of the situation, Definition of objectives , Publics , Media and techniques, The media and public relations, Types of media, Tactics and Techniques, Advertising, Publicity and public relations, Publicity through mass media ,Talking back and correcting, Public relations, Exhibitions and conferences, Photography, Corporate Image, Definition of corporate image, Company logo, Organising international operations, Crisis Management, Categories of crises in public relations, Preparation of a crisis plan, Public Relations in African Countries, Problems of PR in African countries, Communication in public sector, Communication in the private sector, Opportunities for public relations

KUMBAH 2102: Human Resource Information SystemsThe growth of human resource information systems, advantages of automating the human resource management functions, types of computer applications in human resource management, the transaction processing, reporting, and tracking, the decision support system. The expert systems, data bases and hard ware for human resource information systems, the relationship between competitive objectives and computer applications, housing hardware, main frame computers and personal computers, micro processors and memory, networks and the human resource management function, security and privacy issues, steps in the development of an human resource information systems, system design, characteristics of user-friendly software, implementation and evaluation of human resource information systems, staffing applications

KUMBAH 2103: Industrial relation and Human resource EmploymentPerspectives of Industrial relations, the concept of industrial relations, theoretical perspective on industrial relations, the growth of industrial relations, labour issues

5

before and during colonial period, participants, workers – trade unions, , government, agencies employee health, discrimination in employment, providing pay satisfaction, employee privacy, working conditions, recruitment principles, ethics, processes, negotiation, collective bargaining, industrial democracy, industrial action, code of practice,

KUMBAH 2201: Leadership and Team development Introduction, the nature of leadership, leadership effectiveness, effective leadership in groups and organizations, the nature of managerial work perspectives on effective leadership, specific behaviors for managing the work, specific behaviors for managing relationships, participative leadership and delegation, sources of power and influence, the influence process and managerial effectiveness, managerial traits and skills, contingency theories of effective leadership, charismatic leadership, transformational and cultural leadership, leadership in decision making groups, strategic leadership by top executives. Team development, executive teams, future challenges for executives.Concepts definition and the conceptual frame work, definition of administration, relationship between administration and management, planning, the planning process, plan implementation and action planning, organizing, organization structure and relationships, power, authority, delegation, centralization, decentralizationManagement of change, management of conflict, leading, leadershipMotivation, communication, controlling, the management control system and process, problems of management control.

KUMBAH 2202: Strategic Human Resource ManagementOverview of the strategic human resource process, why human resource strategy, the results of human resource strategies, defining the strategic context, issues deriving from social, business, and demographic changes. Developing Human resource strategies, evolution of planning for human resources building the organization, strategic management of the human resource management, defining staffing needs projecting futures staffing demand, strategic staffing, just in time talents (JITT), staffing alternatives, managing career mobility. Sharing success and organizational benefits.Corporate Governance, Time Value review; Boards and Corporate Governance; Review of Finance basics: Time value, risk, security valuation; Investment Decisions I - Risk Models and Hurdle Rates; Investment Decisions II - Project Returns and Evaluation; Returns, Side Costs and Benefits; Capital Structure I: Overview, Models and Applications; Capital Structure II: Financing Details; Dividend Policy: Framework, Determinants and Imputation Considerations; Valuation; Working Capital Management.

6

KUMBAH 2203 Dissertation

ACCOUNTING AND FINANCE

KUMBAA 2101: Cost and Management Accounting Introduction; Cost terms; Cost behaviour; Further issues in cost behaviour; Cost-volume-profit analysis; Traditional product costing systems; Traditional product costing systems and their problems - especially variable and absorption costing; Activity based costing and management; Planning and control: budgets, flexible budgets and standard costing; Variances; Cost allocation and profitability; Pricing decisions (internal and external); Quality decisions; and Performance measurement. Introduction.The role, history and direction of management accounting. Accounting information and management, management accounting and financial accounting, management accounting and ethical conduct, trends impacting management accounting, cost accumulation and product costing, job – order costing. Allocation and service centre costs and other concepts. Product costing and cost management JIT manufacturing and product costing. Managerial decision making. Variable costing and absorption costing. Special pricing, decisions and cost behavior. Cost volume – profit analysis, Relevant costs for special decisions, Decision making in the new manufacturing environment, planning and control, budgeting for planning and control variable analysis in management accounting.

KUMBAA 2102: Advanced Financial Accounting and Financial Analysis.Overview of Accounting, Nature and objectives of financial accounting, the accounting Period, the accounting cycle, financial statements, the users and uses of financial accounting information, Accounting concepts/conventions, the recording of financial transactions, preparation of financial statements, their uses, analysis and limitations, accounting reports: the evaluation and interpretation of financial statements, public sector accounting, social sector accounting, Financial reporting; Financial analysis, Accounting principles, accounting concepts, returns to capital, liquidity, growth and asset analysis, sources and application of funds, cash flow analysis, financial rate of return and cost benefit analysis; Accounting for foreign currency transactions; Assessment of Business Performance; Capital Investment Appraisal; Valuation of Assets and Liabilities; Accounting for price level changes; Specialized financial reporting; Cost analysis; Receivership, Bankruptcy and Liquidation; Current Cost Accounting; Group Accounts; Capital Reduction, Re-organization and Re-construction; Contemporary developments in Accounting practice.

7

KUMBAA 2103: Investment Analysis Introduction of investment, types of investment securities and markets, investment value and market price, the valuation of riskless, securities, the valuation of risky securities, the port folio analysis, the capital asset pricing model, factor models and arbitrage pricing theory, taxes, inflation and investment, fixed income securities, bond analysis, investment companies, financial analysis, investment management port folio performance evaluation, evaluation of common stocks and options, small scale microfinance investment companies, dividends earnings and their implications.

KUMBAA 2201: Computerized Accounting Introduction, manual work sheet , spread sheet programs, electronic worksheets, Transaction Analysis: With column accounts, With T- accounts, Comparison of the two techniques, Ten Column Worksheet for Adjusting Entries, Reasons for adjusting entries, Executing adjusting entries in the worksheet, Balancing of the ten column worksheet , Classified Income Statement, Items in the statement, Classification of the items, Format of Income statement worksheet, Closing stock valuation estimation methods, Explanation of the common methods used for stock valuation, Estimation Methods in detail, Format of worksheet, Database management, Principle of database management in spread sheets, Journalizing transactions, Extraction of Trial Balance using; Data Sort and Data Filter, Bank reconciliation, Cash Book balance and any omissions, Bank statement balance and any omissions, Reconciliation to the two statements , Partnership income Allocation, Sharing ratios as indicated in partnership deed, Format of worksheet, Payroll Accounting, Income or gross pay of individuals, Deductions, Net pay and its computation, Payroll work sheet format, Configuration of a financial accounting program, Architecture design a program, Settings configuration, Nominal ledger, Charts of Accounts design, Sales ledger and purchase ledger, Purchase order processing, Sales order processing, Invoicing

KUMBAA 2202: Auditing Nature, purpose and scope of Auditing, objective of auditing, importance of auditing, problems associated with auditing, , investigation and accounting, regulatory framework of auditing, auditing standards and guidelines, professional ethics, the appointment, qualities, remuneration, removal, rights, duties, liabilities and resignation of auditors, the role of the Uganda’s company’s Act to the auditing profession in Uganda, Audit planning, audit control, audit recording, Appointment and remuneration of auditors, Audit evidence, methods of collection of audit evidence, types of audit evidence, internal control system, designing an (ICS), importance of an (ICS), types of ICS, Evaluation and strengthening of an ICS, Auditing of transaction, audit sampling, audit tests, auditing of specialized matters in financial statements and auditing beyond financial statements, auditing

8

of specialized institutions, auditing of computerized systems, public sector, audit reports, roles of specialized institutions in auditing in Uganda, The Uganda Parliament and local council, the public accounts committees, auditor General’s office, Inspector General of Government (IGG).

KUMBAA 2203: Dissertation Seminar

MARKETING

KUMBAM 2101: Marketing Management Why study marketing opportunities, Analysis of marketing opportunities, marketing variables, developing a marketing strategy, selecting and evaluating, target markets, consumer and organizational buying behavior, marketing research and information systems, Product decisions; developing decision managing products, distribution decisions marketing channels, promotion management, advertising and publicity, Pricing Dimensions of Pricing Policy: Pricing methods, Pricing structures and competition, Forms of pricing, Administration of price changes, Product Distribution, Development and Structure of distributive outlets, Wholesaling and retailing functions, Relationships between producers, distributors and customers, Changes in the distribution system, Methods of Distribution, Physical distribution, management and logistics, role of agents, Factors affecting channel choice, Distribution costs, The significance of integration in distribution channels, Product Planning, Definition of production planning, tangible, augmented, and generic products, product mix strategic, study , product positioning and the product life cycle in depth., Discuss types of new products,, reasons for new product, planning process, Growth of products , Several methods of extending the lives of mature products, and strategic product deletion, Branding, labeling, packaging and the importance of it, Product Promotion, Element of the marketing mix, Promotion planning, Basic types of promotion and stages, Mass communication forms of promotion, Key elements of promotion mix, personal selling and sales promotion, pricing concepts and decisions, marketing environment.

KUMBAM 2102: Purchasing and Supplies Management Introduction, Basic Purchasing knowledge, Meaning of Purchasing, The Purchasing functions, Procurement function, Supply Management, Materials management, Types of purchasing , Role of purchasing and supply management in Business, Organisation of Purchasing and supply functions in a firm – Centralization – Decentralization, Relationship with other functions in the firm, JIT Purchasing, Objectives of Purchasing and supply management, Managerial perspective, Functional perspective, Operating procedures, General procurement procedures, Purchasing cycle, Purchase requisition, Purchase orders, Stock

9

check, Purchase descriptions and specifications, Quantity and quality determination, Quality Assurance, specification, over-specification, reliability standardization, rejection, certification, etc., Source of supply, Make or buy decisions, Negotiations in purchasing and supply management, International global sourcing

KUMBAM 2103: International Marketing Introduction, Definition of International Marketing, The Internal Marketing, Internal trade concepts and theories, Basis for International Trade, Factor endowment theory, Economic cooperation, Levels of Economic integration, The Economic and Marketing implications of integration, Benefits of integration, Problems of integration, Trade Distributions and Marketing barriers, Tariffs, International Marketing Environment, Political Environment, Types of government: Political Systems, (Political Parties/Nationalism), Economic systems (Encouraging, Foreign Investment/Political Sanctions), Analysis of political risks, Legal Environment, Bases for legal systems, Social/Cultural environment, Culture and its elements, Influence of culture on consumption, Economic environment, Nature of the economy, Industrial structure, Income distribution, International Market Entry strategies, Marketing Analysis, Direct and Indirect exporting, International Marketing decisions, What to produce, Definition of a Product, New product development process, Distribution Strategies/Channels of distribution, Direct and indirect Marketing Channels, Determinants of Channel Types, Physical distribution and Documentation, International Promotion strategies, Role of Advertising, International Advertising Regulations, Standardized International Advertising, Pricing strategies, Pricing Standardization, Dumping, Inflation, International Marketing research (IMR), Scope of IMR, Challenges/Problems and Remedies of IMR, WTO and its impact on International Marketing, Principles of WTO

KUMBAM 2201: Marketing Research and Consumer BehaviourIntroduction, Meaning of Marketing research , Types of Marketing research, The research process, Marketing research in developing countries, Nature, Problems and Solutions, The future, Marketing Information system (Review), Definition, Success factors, Research Design, The research process and research design, What is research design, Steps in research design process/ Activities in the process, Sources of Data, Secondary data: Marketing Channels: Structure, Functions, and relationships, Emergence of Marketing Channel Structure, Functions and Flows of Marketing Channels, Retailing: Critical Elements and strategic issues, Strategic issues in retailing, Strategic issues in International retailing, Channel intermediaries: Wholesaling, The significance of physical distribution, Implications for physical distribution management, The physical distribution concept, Channel planning: Designing channel systems, Introduction Consumer behaviour as an academic discipline and applied science. Simplified model of Consumer Decision Making, Ethics in Marketing, Consumer research, Consumer Research paradigms, The Consumer Research Process, Conducting

10

a Research Study, Market segmentation, what is market Segmentation? Bases for Segmentation, Criteria for Effective Targeting of Market Segments, Consumer motivation , Motivation. The Dynamic Nature of Motivation, Personality and consumer behaviour, what is Personality? Theories of personality, Personality and Understanding. Consumer Diversity, Consumer perception, Elements of perception, Dynamics of Perception, Consumer Imagery, Consumer learning, Consumer learning. Behavioral Learning Theories, Cognitive Learning Theory. Measures of Consumer Learning, Consumer attitude formation and chance, what are Attitudes? Structural models of Altitudes, Attitude Formation. Attitude change. Strategies of Attitudes and Change Behaviour can precede or follow

KUMBAM 2202: Customer Care and Service MarketingThe importance of customer care, business setup and customer care, the principles or service marketing relationship marketing, relationship marketing and customer care, the customer as the king, the importance of customer focus, qualities of a good customer care, the 7Cs of customer care, the relationship marketing model, the role customer care in profit and sales realization, the need to have quality circles in customer care, the different types of personality and customer care, the empowerment model and customer care, the principles of a shared mind set, how to create consensus in customer relations, negotiation skills and models, trust ethics and customer care, time management and customer care, the product chain analysis and customer service customer building models.

KMBAM 2203: Dissertation

KUMBAP 2101 Logistics and Supply Chain Management

The concept of logistics and distribution, elements and importance of logistics and distribution, logistics and distribution structure, customer service, customer service policy, levels of customer service, channels of distribution, channel selection, third party Vs own account distribution, International distribution, operational factors, transport mode characteristics, methods of selection, Ugandan perspective, organization of logistics and distribution in the company, distribution organizational structures, security and safety in distribution, transport, inbound, outbound and internal movements, integrated distribution system, procurement of transport services.Understanding supply chain risk, categories of risk, intellectual property risk, system risk, capacity risk receivables, disruptions, the process of risk management, risk identification, risk analysis, risk mitigation, tailoring risk management, supply chain/procurement planning, operations planning, risk management infrastructure, supply chain transaction mapping.

11

Types of relationships, relationship strategy, short-term relationships, partnership sourcing, open book ideas, co-destiny relationship, Joint ventures, partnerships and other permanent alliances, Quality concepts in business relationships, Total Quality management, Interfacing, Relationship management, Approaches to development of appropriate supplier relationships, supplier associations, supplier assistance, technology transfer, Critical path analysis, outsourcing and facilities management, contract price adjustment, Vendor and relationship assessment, relationship life cycle, relationship benchmarking,

KUMBAP 2102 Transport Scheduling and operations ManagementThe concept of Transport and its link with operations management, the in-put transportation –output model, product Vs service operations, performance objectives of the operations functions, the design process for products and services, environmentally sensitive design, the contribution of purchasing and supply in the design of products and services, the design and management of operations network, facility location, process types in manufacturing industries, process technologies, principles of job design, materials handling principles, resource planning and control, measuring capacity and calculating system efficiency, loading, sequencing and scheduling the operations system, network analysis, evolving approaches o operations, Total Quality Management, lean performance, world class operations and benchmarking the operation. Transport ship models, Inventory models, Types of transport systems, techniques and method of choice as well as allocation.

KUMBAP 2103 Contract and Project ManagementProject management methodology, Varying nature of project work in business, Setting objectives in procumbent projects, planning, organizing, controlling and co-coordinating projects, team work leadership and motivation, soft ware for project and contract management ,project appraisal, and assessment, the difficulties of appraisal, investment appraisal, pre-contract considerations, contractual issues, developing contract strategies, contractual clauses, forms of dispute resolutions, Project funding Methodology, C contract management. International Procurement ManagementConsiderations leading to international procurement, documentation, letter of credit, bills of lading, customs declaration, incoterms and their application, factors affecting international trade, import and export regulations and constraints, currency management, duties and taxes, exemptions and deferments, non-tariff barriers, Commercial organizations, commercial Banks, trading companies, buying agencies, importers, insurers, Multinational, Global sourcing, global localization, sourcing for world products.The importance and benefits of import and export procurement management, challenges to effective implementation of import and export management, import and export planning, national level and organizational level planning, import and export procurement processes and methods, import and export logistics, road transport, cargo insurance, freight management, import documentation, warehousing, Uganda’s institutional framework, the AGDA performance in

12

Uganda challenges of quality etc. import problems in Uganda, contract monitoring and administration.

KUMBAP 2104 Public and Private Sector ProcurementScope, structure and functions of public and private sectors, Relevant factors, impracticability of storage, complexity of acquisition, state of procurement in Uganda, Quality management in service provision, Administration of public supply contracts, pre-contract considerations, the role of management teams, use and commissioning of consultants, role of supply organizations, external and internal cost comparisons, implementation, monitoring and evaluation, Local Government, Functions and organizational structures of county councils and district councils, current government legislation affecting the procurement function within local authorities e.g. PPDAE-ProcurementMeaning of e-procurement, management information system, manual Vs computerized systems, IT and competitive advantage, computer systems, computer operations, computerized procurement applications, computerized supplies system, advantages and disadvantages of computerized procurement, Telecommunications and networks, Electronic Data interchange (EDI), Electronic Fund Transfer (EFT), E-auctions, Electronic mail, The impact of IT on procurement.

KUMBAP Procurement Law and Negotiation ManagementReview of Law of contract, formation, exclusion clauses, express and implied terms, misrepresentation and mistake, termination of contract, transfer of property, the rule in memo data quid non habit, delivery, supply of goods and services, intellectual property , patents, design rights, trademarks, copyright, industrial relations, health and safety at work, employer and employee relations, contracts of employment, fair and unfair dismissal, duties of employee and employer.Introduction to Negotiation. Tuckman’s Model and Negotiation. The Traits of Good Communicator and Negotiator in Marketing. The Opponent Style in Negotiation. The Win/Win Principle. The Bargaining Arena (BA) and Most Favored Position (MFP) Analysis, Highest Aspiration. Communication and Negotiation i.e. Interrupting, Point Scoring, Attacking, Blaming, Sarcasm, Threats, Listening, Questioning for Clarification, Being Non Committal, etc and their Consequences. Package and Bargain. Types of Close and Adjournment. Developing a Negotiation Plan. Discussion Leading Skills. Body Language-Facial Expression, Hands/Gestures etc and Communication. Managing the Other Party – Deadlines, deadlock and how to break deadlocks. Communication and the Power of Risk Taking. The Assertiveness/Responsiveness Model and the Marketer, Telephone Negotiation. The A and R Behaviours in Negotiation.

13

Finance and Banking

KUMBAF 2103 MONEY AND BANKING

Aims

Course objectives

To learn how the banking industry operates

Course contents

Commercial banking, the operations and control of central banks such as Central Bank of Uganda the U.S. Federal Reserve System, money and credit in circulation, and the effects of monetary policies. Topics include: Money, credit markets; financial institutions; the money supply central banking in monetary control.

KUMBAF2101 INVESTMENTS MANAGEMENT & PORTFOLIO ANALYSIS

AIM

The students at the end of the course should be in position to distinguish between investment management and portfolio analysis.

Course Objectives: To have a general understanding of the concept of portfolio analysis

and investment management.

To understand the key aspects of investment management.

To understand the impact of business on investment analysis.

This course focuses upon the core issues involved in the investment activities of individuals and institutions;

Emphasis is given to the study of risks and returns associated with investments found in the capital market.

Students will gain exposure to managing a portfolio and will examine how information flows affect capital markets &the

14

prices of individual investments. Financial markets are volatile and these greatly affect the value of this course.

Students should have a fairly detailed grasp of basic investment tools that should be a solid foundation upon which to gain more sophisticated understanding of investments.

Course contentA study of how to invest for personal or institutional portfolios, investment Methods and Investment Markets. Topics include: The theory of Investment capital budgeting, cost of capital, capital and markets, cost benefit analysis, .decision tree, social cost benefit analysis, including design and preparation of feasibility studies.

The meaning of investment and why people invest.

Investor’s required rate of return on an investment.

Components of investment risk.

Stock valuation theory /models.

Characteristics of a good market.

Types of the markets.

The concept of operating performance as used in financial analysis.

Factors driving the growth of an economic entity.

Limitations of financial ratios.

Bond fundamentals.

The factors affecting the relative changes of bond prices.

Bond valuation

The concept of duration and its implications for portfolio

management.

How to geographically derive the Markowitz efficient frontier including and the

concept of dominance and the optimal portfolio.

15

The concept of correlation of returns among assets and it’s

implications for the portfolio manager.

The concept of covariance, particularly relating to a portfolio

containing a risk-free asset.

The distinction between forwards and futures.

Description of an option contract.

An appreciation of the arbitrage principle.

The relation between spot and future prices of assets.

KUMBA2102 INVESTMENT BANKING

AIM

The students at the end of the course should be in position to distinguish between banking as a whole and investment banking.

Course ObjectivesThe objectives of the course are to enable students:

To have a general understanding of the concept of investment

banking.

To understand the key aspects of investment banking.

To understand the impact of business on investment banking.

Course ContentThe banking environment: external and internal.

Definition of a bank.

National and local influences on bank funds.

Fiscal and monetary policy.

The interaction of monetary and fiscal policy.

16

Business cycles.

Interest rates.

Influences on the individual bank.

Bank structure and management style.

The business of banking

Asset/ liability management.

Objectives of asset/liability management.

Asset/liability management strategies

Spread management

Gap management

Interest sensitivity analysis

Hedging with financial futures.

Liquidity, risk, and profitability.

Liquidity

Purpose of liquidity.

Source of liquidity

Asset liquidity

Liability liquidity

Estimating liquidity needs

Risk

Credit risk

Credit risk in investments

17

Rating agencies

Bank analysis of credit risk.

Interest rate risk.

Rate structure

Interest sensitivity and rates cycles

Profitability

Measures of profitability

Analyzing the income statement

Managing interest margin

KUMBAF2201 FINANCIAL MARKETS

AIMS To Understand Financial Information and Capital Markets and the functions of financial systems; Flow of funds in the economy.

Course Contents

Financial Information and Capital Markets; the functions of financial systems; Flow of funds in the economy.Financial markets short term money markets; securities marketsThe creation and expansion of credit; evaluating investments; fixed interest bonds and their valuation; share valuation and cost for equity; the impact of institutional investments; insurance deposit taking and other financial institutions; financial markets in East Africa ;new development in financial markets.

KUMBAF2202 Banking Laws and Practice

AIMTo understand the laws that governs financial institutions.

Course ContentIntroduction to banking. Current and other bank accounts. Bills of exchange. Foreign ex-change. Documentary credits, miscellaneous bank services. Bank branch organization: ac-counting procedures, principles of leading assessing

18

customers. Proposals, security for advances, controlling advances. Commercial bank balance sheet. Commercial and Central Banks. Banker and customer cheques. Discounting bills and collecting cheques and other financial instruments. Negotiable instruments other than cheques. Banker and commercial credits. Security for advances, termination of banking relationship. Internal organization of banks.

Credit Management

KUMBAC2101 CREDIT MANAGEMENTAIM To establish a country wide as a vital management function with a major contribution to make the economic well being of organisation of all kinds.Course Objective-

To provide a working knowledge of the principals .process and techniques which will

equip student in the credit discipline up to Credit Controller and Supervisory level.

Course Content

Definition of creditOrganization and objectives of a credit department.Sales/credit co-operation.

Types of Credit Trade Consumer Export

Types of Consumers Individual. Sole Traders & Partnership. Others (Government, Trust) Understanding Ledger Accounts Unincorporated Associations Clubs Corporate bodies Others

Documentation Application forms Invoices and credit notes Statements Operation reports Customer master file contents

*

Risk Assessment

19

Sources of information

Trade. Consumer. Export Ability to pay Credit limits Cash book Re-assessment of existing accounts Risk categories Export risks

Collection Procedures Routine Letters Queries Customer visits Basic Planning Interest charges and settlement discount Collection agencies Importance of managing cash flow Lawyers Legal proceedings - their place in the collection process. Cost effectiveness of enforcement Export collection Computers as an aid to the collection process.

Methods of Payment Trade Consumer Export

Communication Nature and purposes of Communication reports. Planning, Structure of a

report uses of various types of reports Preparation of Summaries.

BUDGET FOR THE PROPOSED FOR MASTERS IN BUSINESS

ADMINISTRATION

20

1. INTRODUCTION

This programme is expected to commence in September, 2009 semester

as evening / week-end programme.

2. OBJECTIVES OF THE BUDGET

The aim of the budget is to show that the programme will easily become self-sustaining in terms of expenditure and will fit properly in the week-end programme. The budget should also fall within the set university objectives of the financial year 2009/20010.

It is also important at this stage that KU must benchmark for the best practices in running this programme from those Universities around so as to provide a proper start and continuity for it especially concerning the payment of lecturing per hour. We need to avoid a false start.

3. ANTICIPATED ENROLLMENT FOR THE ACADEMIC YEAR 2009/10

The student’s enrollment is expected to be as shown below:

Semester Number TotalSeptember 2009 16 16January 2010 25 25

4. FEES PAYABLE

The fees payable per student per semester are the same as those charged for the Masters programmes:

Category of Student Fees per Student per Semester

Uganda fresher $1300Ugandan continuing ---------International fresher $ 1300 International continuing ---------

Source: Academic Registrar’s office

5. EXPECTED REVENUE

Semester UG.X Total

21

September 2009

16 x 1,250,000 20,000,000

January 2010 25 x 1,250,000 31,250,000Total 51,250,000

6. ANTICIPATED EXPENDITURE

Anticipated School Expenditure and Apportioned Cost:

Semester Item Anticipated School

ExpenditureUG.X

Apportioned cost to the

courseUG.X

September 2009

Teaching Allowance

8,640,000 1,241,600

Administrative Allowance

3,668,000 1,00,420

Duty Allowance 562,000 66,530Other Expenses 160,000 2,018,900Total for the Semester

13,030,000 3,427450

January 2010

Teaching Allowance

8,640,000 5,460,000

Administrative Allowance

3,668,000 1,00,420

Duty Allowance 562,000 66,530Other Expenses 160,000 2,018,900Total for the Semesters

4,390,000 2,185,850

22