refer page 8 - section___ assessment of applicants

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We produce thought leaders to the nation.

Postgraduate Institute of Management (PIM) has

been in the forefront in breeding such leaders with

character and competence. They are equipped

with cutting-edge knowledge and complementary

skills needed to perform in both private and public

sectors alike. In producing them with clarity and

commitment, PIM has always been a centre of

excellence in management education with its wings

spreading beyond Sri Lanka.

Excellence is all about being exceptionally good.

When applied to enterprises, it involves exceptional

achievements in a consistent manner. Thats

what PIM is proud of being a self-financed, semi-

autonomous public entity. Now the time has come

to expand our reach, regionally and globally through

research and teaching. The leadership of PIM has

been entrusted with another generation. Adhering to

best practices with appropriate use of technology is

the way forward in ensuring enhanced quality and

relevance in all our initiatives. PIM will continue to

produce value in practicing values, as the nations

school of business.

We strive to continuously improve all our programs.

Master of Business Administration (MBA) is our key

flagship program. As we have been consistently

advocating, being an MBA is far more important

than doing an MBA. It is to put mind before action, in

all endeavours. The increasingly competitive world

now demands not just to be an MBA but being

brilliant as an MBA. We believe in facilitating holistic

learning with quality and relevance. In doing so, we

transform mere practitioners to mega professionals

who will have global presence with local pulse.

Thats why we offer an enriching learning experience

in igniting human imagination.

Dr. Ajantha S DharmasiriDirector and Chairman of the Board of Management


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The Institute and the

University

PIM, established in 1986 by Ordinance

under the Universities Act 1978, is one

of the seven postgraduate institutes

in the university system of Sri Lanka.

Though it is relatively young, it has the

largest student population among the

institutes, and it is the only self-financing

higher learning institution in the

university system of the country.

The University of Sri Jayewardenepura,

to which PIM is affiliated, is 55 years

old. In fact, it is much older if one counts

the long years of its history as a seat

of learning. The history of this institute

dates back more than a century to

1873, when the most Ven. Hikkaduwe

Sri Sumangala Nayaka Thero laid the

foundation of this distinguished centre

of learning as a Pirivena (Institute of

Buddhist and Oriental Studies) named

Vidyodaya(meaning awakening of

knowledge).

In 1958, it was reconstituted as the

Vidyodaya University of Ceylon by

an Act of Parliament. Under the

Universities Act of 1978, it was renamed

University of Sri Jayewardenepura,

after the new administrative capital ofSri Lanka. Today, its full-time student

population is over 12,000 enrolled in

the faculties of Humanities and Social

Sciences, Management Studies and

Commerce, Applied Sciences,Medical

Sciences and Graduate Studies.

InternationalCooperation

The Institute is looking forward to

collaborating with institutions of higher

learning in the region and in East

Asia, for the purpose of promoting

research in comparative management,

doctoral studies and developmentof specialization in such areas as

Banking, Finance, Technology

Management, and Entrepreneurship.

Cooperation with foreign universities

and foreign management institutes has

been a principal means by which the

groundwork for PIM has been laid over

the past two decades. PIM gives high

priority to the development of links with

reputed educational institutions abroad.

The desire to develop expertise and

promote disciplined development in the

international context is the driving force

behind the quest for cooperation.

The policy of the Institute is to

cooperate with centres of higher

learning worldwide. In particular, PIM

looks forward to forging links with

centres of excellence in the Asia-Pacific

Region, the South Asian Association

for Regional Cooperation (SAARC),

the Indian Institute of Management

(IIM) and Universities elsewhere. PIM

leaves areas of cooperation open

with a view to achieving the widerpurposes of management education. In

practically every field of specialization

at the Institute, collaborative ventures

are welcome. Collaborative research

into local and regional phenomena,

both fundamental and applied, is

one of the primary purposes of PIM.

The faculty of PIM, both regular and

visiting, are involved in research, and

the current projects cover areas such

as the sociocultural foundations of

management, development of industrial

policies and industry competitiveness

and administrative reforms in the public

sector.

What can PIM offer to the visiting

foreign faculty? PIM classrooms provide

a forum for the meeting of minds.

PIMs postgraduate students, with their

extensive experience in local business,

differing approaches and attitudes

to work, people and organizations,

present a rich and stimulating learning

environment. In fact, it is such

classroom dynamism that the visiting

foreign faculty enjoys most.

As a matter of policy, PIM offers to thevisiting foreign faculty a remuneration

package which includes professional

fees, accommodation, transport,

secretarial and IT communication

facilities.

Partnership with UNSW

Canberra

PIM has a research collaboration

agreement with the School of Business,

University of New South Wales,

Canberra. Hence, successful MBA

candidates have the opportunity to gain

a three year comprehensive scholarship

to follow a doctoral programme at

the University of New South Wales,

Canberra. However, this is subject to

relevant terms and conditions.


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Guided by our Intent, the Institute

consciously adopts a series of strategy-

driven policies and programmes in the

four key result areas of management

education and research:

Higher Degrees

Quality in Output

All our graduates in business, public

sector management and doctoral

programmes are expected to

demonstrate high levels of achievement

in three areas:

Distinct operational competencies

in a chosen specialization of

management;

Distinct competencies in the generic

management skills of interpersonal

relations and communication

including IT; and

Distinct competencies in higher

order integrative abilities in systems

integration, strategy formulation and

leadership.

Relevant Education

Courses of study, areas of

specialization and majors, and research

priorities in all programmes of study will

reflect the Institutes response to the

priority needs of industry, government

and national development as perceived

by the Institute. In this process, the

Institute also gives priority to the study

of international business and issues of

globalization.

Research in Management

Proudly Continuing Our Tradition

PIM is the leading higher education

institution in the country that

conducts research in the discipline of

management. This is amply reflected

in our claim that our MBA is one ofthe few, and best, MBA programmes

in the world where research is an

important and essential component

of the degree. While many MBA

programmes elsewhere have

conveniently abandoned the most

precious learning activity of research,

we proudly continue to improve upon

the quality of our research activity in the

MBA programme. And, we have done

so for over two decades. Research

interests developed at the Masterslevel are promoted through the doctoral

programme of study.

A Research Fund

Consistent with the above tradition, the

Institute operates a Research Fund

that supports large research projects

which focus on management issues,

industry competitiveness, public policy

and comparative management including

cross-cultural studies. In this direction,

we promote joint research projects with

scholars from overseas, particularly

from this part of the world.

The Sri Lankan Journal of Management,

the quarterly Journal of the Institute

which started in 1996, and the new

Professional Manager Magazine

continue to provide a forum for

publication and discussion.

Training

Management Development for

Companies

We will continue to offer management

development programmes that are

tailored to meet the professional

development needs of individualcompanies or organizations. These

are of medium-term duration covering

approximately 100 hrs. of training

and field projects. For senior-level

management, we offer short courses

on specific issues of organizational

improvement or personal professional

enhancement.

General Management Issues

The other important component of

our training activity is issue-centred

training workshops for managers across

industry and the public sector.


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Core Competency

Development

Faculty Development

We recruit new faculty members with

credentials in academic work and

industry experience and evidence

of academic excellence. There

are schemes that encourage the

professional development of full-time

faculty, and they are unique in the

university system of Sri Lanka.

Foreign Faculty

To augment the faculty requirements,

the Institute recruits faculty

internationally for short-term

assignments (one month onwards). It

offers attractive schemes for local and

foreign academics who are looking forplaces to spend their sabbatical leave

productively.

Integration of IT with Teaching

An important direction of programme

quality improvement will be the

integration of IT software with teaching

courses and delivery of selected course

work through the Internet.


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Degree Requirements

The Master of Business Administration

(MBA) is the core degree programme

of the Institute. It takes two years

to complete. Organized into eight

academic terms during this two-

year period, the programme offers

approximately 600 classroom

interaction hours and over 60 hours

of faculty consultation on research,

skills development, directed study

and residential workshops. Since the

degree requirements for group work,

practical assignments, research and

skills projects as well as examinations

are comprehensive, the demand on

students in terms of study hours is high.

Most of the sessions are conducted

during evenings and weekends and part

of the work is done through day-time

workshops and off-campus residential

programmes. All degree requirements

must be completed within five years of

the date of first registration.

A student must earn a total of 60

credits by way of course work, research

work and skills demonstration. These

credit hours (cr) are distributed among

these components of the regular study

programme as follows:

Required Core Courses (34 cr),Elective Courses (08 cr),

Integrative Course in Management

(03 cr)

Management Research Project or

Management Skills Project or

Management Case Study Project or

Entrepreneurship Skills Project (15 cr).

The Management Research Paper/

Management Skills Project/Management

Case Study/Entrepreneurship Skills

Project is presented by the student

before a panel of academic and

professional evaluators.

Students needing an academically-bent Masters Degree may undertake

research leading to a Thesis (20 cr),

in which case the student will not do

the Management Research Project

or the Management Skills Project or

Management Case Study Project, and

the integrative course in Management.

Further, the student will do only two

electives.

Time Tables

The academic year is organized on aterm basis. The duration of a term is

three months. A two-credit course which

is 30 session hours, is conducted over

a period of 10 weeks, and a student

will complete three such credit courses

in a typical term. Each course will

have its own scheme of evaluation,

including skills and research-based

assignments and group work, and a

final course examination. Time tables

for sessions vary according to whether

the programme is full-time, part-time or

evening/weekend. The time for evening

sessions is from 1730h to 2030h on

weekdays.

The MBA programme complies with

the Sri Lanka Qualifications Framework

(SLQF)-Exit Level 8. Students have

the option to follow the general MBA

programme or specializing either

Human Resource Management or

Finance.

MBA Students

PIMs MBA attracts practising managers

and professionals largely from the

private sector. Candidates come

from different academic and work

backgrounds. Engineering, marketing,

accounting, finance and IT are the

popular ones. The average age of

students in a class is 25 years and they

possess, on an average, 3 to 6 years

of executive experience. Students who

come with adequate preparation in

supportive learning skills in such areas

as computing, statistics, accounting

and communication seem to enjoy the

learning activity better, and they copewith the stresses of the programme with

relative ease. The most valued learning

outcomes for students of the MBA

Degree include:

Learning the art and science

of providing leadership, including

entrepreneurial and strategic

thinking for business organizations

competing in borderless

environments;

Developing higher levels of

competence in problem and policyanalysis in marketing, production,

financial and organizational aspects

of business;

Mastering the complex processes

of decision making and application

of modern management techniques

for productivity and quality

enhancement;


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Developing values and skills for

working with people, particularly in

groups and teams; and

Sharpening business

communication skills for negotiation

and executive presentations.

Who Should Apply

Eligibility to apply for admission to the

MBA Degree programmes is determined

according to the following criteria:

1. One of the following qualifications:

a) A Bachelors Degree, with at least a

second class (upper division) pass,

in business/public administration/

commerce/management studies

from a recognized university.

b) A Bachelors Degree with a good

Grade Point Average (GPA) from

a recognized university and at

least three years experience in a

managerial capacity, or teaching

or research experience relevant

to the programme of study, at an

organization acceptable to the

Institute.

c) A professional qualification

recognized by the Institute as

being equivalent to a Bachelors

Degree of a university, a high

level of achievement at the

examinations of the professional

qualification (i.e., a good GPA), and

three years work experience in a

managerial - executive capacity at

an organization acceptable to the

Institute.

d) Senior managers, entrepreneurs

and researchers who have an

exceptional and outstanding

track record. (In this category,

the Institute will adopt specialprocedures for the determination

of eligibility for selection where the

number of places allocated in the

programme is limited.)

2. A good knowledge of English.

Assessment of Applicants

Admission to the Institutes programmes

of study is competitive. In the selection

of applicants, intelligence is viewed

as necessary but not sufficient. PIM

welcomes applicants with experience

in managing organizations or in

research together with qualities of

dynamic leadership and a desire for

continuous improvement. In making

selection decisions, this admission

policy recognizes the relevance of three

equally weighted sets of attributes:

intellectual capacity, demonstrated

professional/research competence

and personal characteristics. Since

the Institutes courses of study are

conducted in the English medium,

candidates are required to haveadequate proficiency in English.

The admission procedure includes three

steps of evaluation:

a) Review and assessment of

application and qualifications;

b) An admission test, and

c) An interview.

A Board of Admission administers

this procedure. Both academic and

professional qualifications of applicants

will be assessed in order to determine

applicants intellectual capacity and

achievements. Grades obtained at

examinations would be considered a

valid indicator, and they will be scaled

to find whether the GPA of a given

applicant is excellent, good or poor.

Applications of those persons whose

GPA is poor may be rejected at the

stage of determining their eligibility to

apply.

Admission Test

Qualified applicants are required to sit

the Admission Test in Management

conducted by the Institute. This test

is designed to assess the candidates

analytical skills, communication skills,

proficiency in English and knowledge of

the business environment.

Applications and Fees

A copy of the Programme Handbook

with an application form could be

obtained from the PIM office on

payment of Rs. 500.

An application-processing fee of

Rs. 1,000 must be paid at the time

of sending the application. Course

fees applicable to each programme

of study are indicated at the time of

announcement of each programme.

Course fees once paid are not

refundable, in whole or in part. (The

course fee for 2016-2017 programme is

Rs. 550,000).

Timetables for sessions will vary

according to whether the programme is

full-time, or conducted during eveningsor weekends.

Foreign Applicants

Foreign students may use the

application forms obtainable from the

Institute to make a formal application for

the programme of study. Applications

must be accompanied or followed by:

a) An official transcript of the academic

record of the candidate, forwarded

to the Institute directly by the foreign

university/ institute concerned.The applicant is required to make

necessary arrangements for

the Institute to receive his/her

transcripts on time.

b) Evaluation reports by two referees,

addressed to the Director of the

Institute, under confidential and

sealed cover.

Those applicants whose medium

of educational instruction over a

considerable period of time (minimum

of three recent years) has beenEnglish may seek exemption from the

Admission Test in Management by

forwarding evidence of competence in

the English Language.

Foreign applicants may also be

exempted from the oral examination

requirement for admission.


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Programme Duration and

Extensions

The normal period of study (effective

from the day of registration) for the MBA

is two years.

Under circumstances acceptable tothe Board of Study of the Institute a

student may, upon request, be granted

extension of registration beyond the

normal period of study stipulated for

the programme. The maximum period

of study for the MBA is five years

from the date of first registration in the

programme of study.

Students receiving extensions must

pay a programme fee for the period of

extension.

Course Registration

Students must also register themselves

separately for required and elective

courses. In general, a student who is

employed will not be allowed to take

more than three courses per term.

However, those students who are

not employed or have obtained study

leave may be allowed to take up to five

courses per term.

Audit

Under special circumstances, a student

may be allowed to audit a course (i.e.,

register and follow a course without

claiming credit) with the permission of

the Director and the course instructor

concerned.

Cancellation of Registration

The university registration of those

students who cannot complete thepostgraduate degree within the

stipulated time will be automatically

cancelled. If they still wish to obtain

the Degree they must reapply for

admission.

Student Discipline

In order to secure and maintain

professional and ethical standards

pertaining to discipline, students are

expected to exercise restraint in their

conduct both inside and outside the

Institute. It is the responsibility of each

student to obtain a copy of the PIM

Student Handbook and familiarize

himself/herself with the regulations,

procedures and guidelines given

therein, and adhere to them in pursuing

the studies and research prescribed by

the Institute.

Further Information for Students

Detailed information regarding all the

policies and procedures and regulations

governing the programme is given

in the Student Handbook, which is

given free to registered students. It

is the responsibility of the student to

understand and follow the information

given in this Handbook.

MBA Curriculum

PIM is privileged to offer its clientele

the exposure it has gained both locally

and globally to meet the growing

needs of managerial competencies

and professionalism. The curriculum

is structured around seventeen core

courses and a choice of elective

courses from a wide array of subject

areas. Students are directed to research

and skills development projects in each

required course, leading to a well-

conceived final project in the second

year of study.

Credit Requirements

The credit structure of the MBA

Programme is as follows:

Grading System

The grading system currently applicable

in the programme is as follows:

Course Type No.of Credits

Required Core Courses (17) 34

Elective Courses (04) 08

Integrative Course in Management 03

Management Research/Skills/Case Study

Entrepreneurship Skills Project

15

Total 60

Marking Scale Grade Point

Scale

00 - 59 F 0

60 - 65 C 2

66 - 70 C+ 3

71 - 75 B 4

76 - 80 B+ 5

81 - 85 A- 6

86 - 90 A 7

91 - 100 A+ 9

To qualify for the MBA Degree the level

of performance required at the end of

Year II is a GPA of 4.0 or better on the

above scale.

Excellence in Performance

A Merit Pass in the MBA degree is

awarded to a candidate who receives

a GPA of 7 or better, together with a

grade of A for the final project.

The Dr. G C B Wijesinghe Memorial

Gold Medal and Cash Prize by KPMG

Sri Lanka is presented to the Best

Student of a given intake for achieving

the overall highest average in the

Master of Business Administration

Programme.

This is in compliance with SLQF Exit Level 8 requirements


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Programme Structure Required Courses:Term I (Year 1)

MBA 501 Managing Organizations

MBA 502 Economic Analysis for Business

MBA 503 Business Communication

Term II (Year 1)

MBA 504 Marketing Management

MBA 505 Organizational Behaviour

MBA 506 Managing Business Operations

Term III (Year 1)

MBA 507 Managerial Finance

MBA 508 Human Resource Management

MBA 509 Business Law

Term IV (Year 1)

MBA 510 Information Management

MBA 512 Leadership and Business Development

MBA 517 Management Research Skills

Term I (Year 2)

MBA 513 Strategic Financial Management

MBA 514 International Business

MBA 515 Business Strategy

Term II (Year 2)

MBA 511 Project Management

Elective Course I

Elective Course II

Term III (Year 2)

MBA 516 Entrepreneurship

Elective Course III

Elective Course IV

Term IV (Year 2)

MBA 520 Integrative Course in Management

One of the following

MBA 525 Management Research Project

MBA 526 Management Skills Project

MBA 527 Management Case Study Project

MBA 528 Entrepreneurship Skills Project

MBA 529 Management Research Thesis


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MBA 501: Managing Organizations

Overview of managing organizations,

evolution of management thinking,

approaches to planning in organizations,

organizing and organizational design,

leading vs. managing in organizations,

control techniques in management,

systems perspective of organizations,

managing change, managing the

human resource in organizations,

organizational culture, balanced

scorecard as a progress tracking tool.

Learning Highlights:

1. Intent, scope and context of

management

2. Managerial roles skills and functions

3. Managing in diverse contexts

4. Managing change

MBA 502: Economic Analysis for

Business

Fundamental economic problems facing

societies and individuals; how modern

markets work; demand and supply

analysis; Government intervention in

the economy; elasticity and business

applications; theory of production and

cost; industry structures from perfect

competition to monopoly and business

strategy.

The macroeconomic environment of

business; national income accounting

and economic growth; international

trade; balance of payments and

exchange rates; implications

for business of Governments

macroeconomic policies - fiscal policy,

monetary policy and exchange rate

policy.


1. Elasticity coefficients and business

strategy

2. Cost-output behaviour and pricing

decisions

3. Industry analysis and firm-level

actions

4. National income accounting

5. Balance of payments accounting

6. Government policy and firm-level

responses

MBA 503: Business Communication

Communication in organizations;

classification of information andtypologies; topics and themes;

professional and business writing,

writing of management reports;

executive oral presentation skills; inter-

cultural communication; listening skills;

creative thinking, negotiation skills;

conducting executive meetings.


1. Overcoming communication barriers

2. Creative and critical thinking

3. Executive presentations

4. Negotiating and conducting

meetings

MBA 504: Marketing Management

Essentials of marketing: marketing as

a philosophy and function; profiling

the Sri Lankan consumer; market

segmentation, targeting and positioning;

managing the marketing-mix: new

product development, branding, pricing,

selling, marketing communication,

distribution; market/sales forecasting;product/market plans.


1. Consumer needs analysis

2. Developing positioning strategies

and value propositions

3. Marketing strategy implementation

and monitoring.

MBA 505: Organizational Behaviour

Historical development of the study of

organizational behaviour; perception,multiple intelligences and personality;

attitude, values and ethics; Theories

of motivation, Zimbardo and Milgram

effects; power, politics and influencing

tactics; team dynamics; conflict and

stress; identification and involvement,

leading to organizational commitment.


1. Psychological determinants of

behaviour

2. Psychometrics for personality

profiling

3. Organizational values

4. Organizational climate survey

5. Modes of motivation

MBA 506: Managing Business

Operations

Production systems and processes;

meeting customer needs and wants;

design and innovation of socio-technical

systems of operation; information

technology interfaces; core business

and outsourcing; measurement of

performance and productivity; total

quality management; certification of

quality systems; work processes and

layout strategy; planning, execution

and monitoring of projects; logistics

and supply chain management; work

measurement, method study and

ergonomics.


1. Designing and development of

products

2. Quality system design

3. Layout planning

4. Project formulation, implementation

and monitoring

5. Network application

MBA 507: Managerial Finance

Role and function of accounting and

finance; understanding financial

statements; interpretation and

analysis of financial statements; cash

flow statements and working capital

management; sources of finance andcost of capital; budgeting and budgetary

control; contribution analysis and

managerial decision making; investment

appraisal; shareholder value creation

and corporate governance; mergers and

acquisitions.


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1. Financial statements for managerial

decision making

2. Cost of funding

3. Intricacies of working capital

management

4. Investment project evaluation

5. Contribution-analysis for decision

making

6. Shareholder value creation within a

business

MBA 508: Human Resource

Management

Managing people in the context of

change, strategic HRM, employee

selection, employee discipline, training

and development, job design andanalysis, managing performance,

employee relations, managing rewards,

emerging trends in HRM, emerging

trends through 7G framework.


1. Role of HRM in organizations

2. Training need analysis

3. Best HRM practices

4. Emerging trends

5. Developing a HR scorecard

MBA 509: Business Law

Fundamental concepts of Business

Law; sources of law; the legal and

court system; forms and procedures

in commercial litigation; legal forms

of business organizations; sole

traders, partnerships, syndicates, joint

ventures, agencies and companies;

contract law, tort law, property and

criminal law in relation to business;

intellectual property; the law governing

e-Commerce; banking and insurancelaw; securities in lending, hire purchase,

guarantee and indemnity; employment

and labour law and dispute settlement;

mediation, arbitration, ombudsman

schemes and consumer protection.


1. Role and scope of Business Law

2. Legal principles and concepts

3. Analysis of legislation and judicial

decisions

4. Impacts of Law on business andcommerce

MBA 510: Information Management

Business and IT; the business value

of ICT, use of IT for competitive

advantage, ICT strategy vis a vis

business strategy, DMS and data

warehouses, the Internet and

e-Business, knowledge management in

organizations, intra-organizational and

global information systems, enterprise

information systems, security and

control.


1. Enterprise systems

2. Business impact of the internet

3. Effective selection and

implementation of IT systems

4. ROI on IT investments

MBA 511: Project Management

Introduction to Project Management;

scope, time, cost, quality dimensions

of PM, procurement, integration risk

management; PM office; programme

Management; PM methodologies;

change and configuration management

in PM; project auditing; international

standards and practices in PM.


1. Recent PM body of knowledge and

implications

2. Project design, planning, monitoring

and control of projects

3. Managing risk, understanding PM

office

4. Programme management

5. Project auditing

MBA 512: Leadership and Business

Development

Leadership in high performance

organizational cultures; historical,

modern and postmodern leadership

theories; entrepreneurship

development; ethical dimension of

exemplary leaders; building a leadership

pipeline for succession; emergent

leadership in crisis and disaster

management; business modeling and

the business plan; building a high

performance culture of commitment

and competence; business incubators;

design and creation of strategic

business units, innovation and creativity

in organizations.


1. Designing a leadership pipeline

2. Guidelines for ethical practice

3. Business modeling

4. Business plan development

5. Business leader characteristics and

behaviours

MBA 513: Strategic Financial

Management

Understanding finance strategy;

agency theory and stewardship theory;

globalization of finance; sources oflong-term funding; capital structures;

arguments on risk vs. return; maximizing

shareholder wealth; analysis of finance

strategy in the context of product life

cycle; advanced aspects of capital

budgeting; evaluating and forecasting

long-term cash flow patterns; working

capital management; foreign currency

management; dividend policy; mergers

and acquisitions.


1. Strategic aspects of FM

2. Investment Analysis

3. Capital structure decisions

4. Finance strategies for growth


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MBA 514: International Business

Globalization; global institutions;

international differences in culture and

business implications; international

trade theories; comparative and

competitive advantage; economic

groupings and free trade agreements;

FDI; balance of payments; foreign

exchange market; modes of entry

into foreign markets and strategic

alliances; strategies for the global

market; business negotiation; global HR

practices.


1. Cross-cultural differences and

adaptation

2. Negotiating strategic alliances/joint

ventures

3. Foreign exchange markets and risk

management techniques

4. Profiling country business settings

and practices

MBA 515: Business Strategy

Business strategy, competition and

winning; business paradigms and

competing for the future; types and

risks of strategies; industry analysis;

company analysis; strategy formulation;

vision, mission and objectives, strategyand policy; corporate planning;

plan implementation; appropriate

organizational structures and cultures.


1. Analysis of business contexts

2. Developing strategic positions

3. Developing the vision and mission

of a business

4. Executional strategies and

operationalization

MBA 516: Entrepreneurship

The philosophy, process and practice

of entrepreneurship; identifying

entrepreneurship through S curves

of growth; personal entrepreneurial

competencies; the cultural context

of entrepreneurship; foci of different

schools of entrepreneurial thought;

creativity and innovation; identifying

windows of opportunity; wedges of

entry into established markets; blue

ocean strategy for entrepreneurs;

entrepreneurial strategy; social

entrepreneurship; family business andsuccession; legal and other compliance

issues.


1. Self-evaluation as an entrepreneur

2. Developing entrepreneurship

3. Studying an entrepreneur

4. Opportunity recognition

5. Personal plan for development

MBA 517: Management Research

Skills

Nature and significance of research;

types and characteristics of scientific

research; approaches to research

deductive/inductive and quantitative and

qualitative research; conceptualization

and hypothesis development; process

of operationalization; sampling theory;

data collection instruments and methods

including focus groups; observation

methods and case study; statistical

techniques and presentation of findings.


1. Descriptive, analytical and

diagnostic modes

2. Data gathering approaches

3. Interviewing techniques

4. Data analysis and presentation

MBA 520: Integrative Course in

Management

The Integrative Course in Management

consists of a series of five seminars. At

the end of the seminar series students

are required to sit a Comprehensive

examination of three hour duration.


Project (MRP)

Through MRP, the student will

demonstrate his/her depth of knowledge

and understanding in a chosen area

of study via an extensive study/survey

of existing knowledge, innovativeformulation of problems and their

analysis; collection, analysis and

interpretation of data and information,

and developing sound conclusions.

Students are advised to select a

suitable area of study for this purpose

early in their study programme, and

then use the research exercises given

in required courses to explore and

develop their research questions and

background literature.

Required:Approval of research

proposal; submission of paper during

the last term of study; and oral

examination of paper (approximately

one hour).

Length:15,000 words, excluding

appendices.

MBA 526: Management Skills Project

(MSP)

Through MSP, the student will

demonstrate his/her knowledge and

understanding in a chosen area

of study via a survey of existing

knowledge and identification of a

business or management problem

requiring solutions in a practical setting,

and demonstrate competency in a

chosen area(s) by designing a project,

implementing it and reporting the results

obtained. A wide range of projects

in construction, business, services

and management of organizations is

permitted. Students are advised to

plan for a suitable project early in their

study programme and then use the

skills assignments available in required

courses to prepare for the project

to be undertaken in the last term of

study. Students may search for project

sponsors/funding sources to support the

projects implementation.


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Required:Approval of management

skills proposal; submission of project

during the last semester of study;

and oral examination of project

(approximately one hour)


appendices.

MBA 527: Management Case Study

Project (MCS)

Through MCS, the student will

demonstrate his/her ability to

examine an organization based on an

overarching theme.

Evidence, both quantitative and

qualitative, will be collected relating to

the selected organization in examining

the identified theme. The collected

information which will be organized

in terms of a well-crafted conceptual

framework and its underpinning theme

will then be narrated in order to develop

the case study which will be undertaken

in the last term of study. Pointed

questions will be listed at the end of the

case study for the reader to explore.

Required:Approval of case study

proposal; submission during the last

semester of study; and oral examination

of case study (approximately one hour)


appendices.

MBA 528: Entrepreneurship Skills

Project (ESP)

ESP is specially meant for the student

who intends to start up his own

business, spearhead the startup of a

strategic business in an organization,

plan a specific aspect of business

development, or move into business

consultancy for startup entrepreneurs

or small businesses. It is an opportunity

for the student to demonstrate his/

her knowledge and understanding

of entrepreneurial strategy. In doing

so he/she will make evident his/her

competency in identifying an opportunity

in the market, developing an idea,

crafting strategy for the startup of

a business unit for manufacture or

service, analyzing operational, market

and financial feasibility, and also

executing a project using state of the

art project management knowledge. Asin MBA526 Management Skills Project,

students are advised to plan for such a

venture early in their study programme

by aligning assignment of courses such

as Managing Business Operations,

Leadership and Business Development,

Entrepreneurship, and Small Business

Management towards this end. Students

are also advised to seek sponsors

and partners who would facilitate the

realization of this project.

Required:Approval of entrepreneurship

skills proposal; submission during

the last semester of study; and oral

examination of project (approximately

one hour)


appendices.


Thesis

Students pursuing the Thesis

option with 20 credits (in lieu of theManagement Research/Skills/Case

Study/Entrepreneurship Skills Project)

may leave out one elective course (2

credits) and the Integrative Course in

Management Course (3 credits), thus

making up for the 5 additional credits

entitled for the Thesis.

Required:Approval of management

research thesis proposal; submission

during the last semester of study;

and oral examination of thesis

(approximately one hour).

Specialization Areas

Specialization areas are Human

Resources Management and Finance.

In order to specialize a student is

required to successfully complete three

courses (out of the four required to be

taken, if not following the Thesis option)

from the chosen area of specialization.

Further, his/her Management Research/

Skills/Case Study/Entrepreneurship

Skills Project should also be from the

area of specialization

Residential Workshops

An important feature of programme

delivery is residential workshops.

Usually, they are held in hotels away

from Colombo. These workshops help

students and faculty to examine current

issues in management in a quite and

restful environment of that promotes

creativity in group settings.

Postgraduate DiplomaOption

Students who are unable to complete

the MBA Degree requirements may

obtain a Postgraduate Diploma in

Management (PGDM). PGDM may

be awarded to those students who

successfully complete all requirements

except those for research and skill

competencies. Likewise, PGDM will also

be awarded to those who do not reach

the required level of overall academic

performance measured by Grade Point

Average (GPA).


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Elective Courses

Specialization Areas

MHR 600 - 609 Human ResourceManagement

MHR 600 International Human Resource Management

International Human Resource Management deals with

aspects of managing people in the global work place.

This course will help participants to become either global

managers of multinational corporations located in different

countries or managers who work for diversified enterprises

with plant and branches in different locations. Essentially,

it deals with global HR issues arising in relation to the

management of workforces functioning in cross-cultural

operating contexts.

MHR 601 Human Resource Development

Human Resources Development is a function of an

organization that provides opportunities for an individual to

improve his/her current and future job performance, while

simultaneously making best use of human capital in order

to improve the efficiency of the organization itself. Excellent

Human Resource Development Systems are integral to

the organizations strategic plan. This course will assist

participants to learn how organizations develop competencies

in people who work in them, so that they would have the ability

and urge to achieve beyond the average.

MHR 602 Organizational Psychology

This course applies knowledge of behavioural science to

managing people at work and organizational development.

By taking a more Asian perspective, it applies principles

of the Moral Sciences as well. Topics covered include

individual differences, personnel selection decisions,

personnel performance assessment, conflict management

and negotiation, motivating employees, team-work issues,

productive and counter-productive behaviour, work-life

balance and personal quality.

MHR 603 Strategic Human Resource Management

In the competitive world of business, Strategic Human

Resource Management has a strong bearing upon

an organizations corporate strategy formulation and

implementation. It is also the pattern of human resource

deployment and activities intended to enable an organization

achieve its objectives. This course deals with linking HRM with

the strategic management processes of the organization with

emphasis on co-ordination and congruence among the various

HR practices.

MHR 604 Performance Evaluation and Management

This course aims at studying measurement of employee

performance for effective and the efficient management of

organizations. In this, widely acclaimed motivational and

performance evaluation models will be examined with focus

on their possibility of use in the local context. The scope

will include impact remuneration and incentive schemes

and bonus plans for different categories of employees in the

organizational hierarchy. The course will be enriched withsuccess stories from global and local contexts.

MHR 605 Contemporary Issues in Human Resource

Management

The aim of this course is to provide an up-to-date analysis of

the diverse and complex range of issues currently confronting

the field of human resource management. Further, there is

a strong focus on applying current theories and models to

successful companies within the global and local context. In

addition, the latest research in the field of HRM is used to

demonstrate topical issues from a strategic and innovative

perspective. The course is more suitable for candidates whohave substantial work experience in HRM.

MBF 610 - 619 Finance

MBF 610 Cost Analysis for Management

Managing costs, which is largely within the control domain

of management, is of prime importance in managing

organizations. A systematic analysis of costs is the precursor

to effective cost management viacost control and cost

reduction. This course offers a scheme for analysis of costs

and a choice of methods/ tools of cost control to select from.

In addition, the course develops a mind-set inclined towards

managing costs. Case studies will be used to illustrate

success stories and also demonstrate analytical and control

techniques.


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MBF 611 Corporate Business Finance

Corporate Business Finance concerns the maximization of the

financial value of an organization while managing the financial

risks faced by the firm. This course is designed to enable

the participants to understand the behaviour of the financial

environment of the firm, the interrelationships among different

drivers therein and its impact on the decision-making process

including behavioural aspects. Emphasis will be placed on

practical application of principles, concepts and intuitive

understanding of the theory behind salient financial decision

models.

MBF 612 Portfolio Management and Business Valuations

Firstly, this course is designed to acquaint participants with

basic concepts, theories and practices in understanding

and analyzing and making decisions in investment and

portfolio management. It thereafter proceeds to discuss their

applications covering areas. Secondly, it deals with the theory

and practice of valuation of businesses and equities. It uses

empirical findings on these topics as and when required.

MBF 613 Risk Management

Risk is considered as a consequence of uncertainty with a

continuum of decision making roles. This course examines

risk in general as applied to the whole range of risks to which

a firm is exposed. In this context, this course focuses on

the types and sources or risks faced by an organization and

how these risks can be managed. Areas covered include

quantitative risk analysis using risk measurement techniques

and use of predictive analytics, modeling and simulation to

improve risk management.

MBF 614 Contemporary Issues in Management

Accounting

This course provides an extension of what has been covered

previously in the area of Management Accounting. The

focus is on an issues that have theoretical and practical

underpinnings in the use of management accounting

in organizations. It will examine the changing nature of

management accounting and the role of the management

accountant; the relationship with operations management and

opportunities and challenges associated with implementing

modern management accounting techniques (e.g. ABC, BSC

and Target Costing).

MBF 615 Principles of Islamic Finance

This course deals with what a finance practitioner should know

about Islamic Finance in the Sri Lankan context. It commences

with the interpretation of Islamic Finance as part of a plural

financial system where different varieties of economic justice

can co-exist and influence each other. The course focuses

on the different types of Islamic financial products available

and their uses in different types of financing arrangements.

The course also examines some of the real challenges for

practitioners in practising Islamic Finance in Sri Lanka.

MBF 616 Corporate Governance

This course examines the principles, policies and practices

pertaining to the subject area of corporate governance in

the local and international context. Course contents include:

examination of different models and theories of corporate

governance; application of these models and theories in

practice; the regulatory framework; impact of multidisciplinary

insights from the fields of economics, law, sociology,

and psychology; corporate governance mechanisms and

their application; and contemporary issues in corporate

governance.


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Other Areas of Study

MMK 620 - 629 Marketing

MMK 620 Consumer Behaviour

The term behaviour includes thinking, feeling and action

patterns of consumers in response to value propositions

made by organizations. The study of consumer behaviour will

help organizations to get under the skin of the customer and

develop strategies that work in the market place. This course

will enable participants to recognize and understand the

intra and interpersonal and environmental factors that shape

consumer behaviour and apply the knowledge gathered in the

development and adoption of marketing plans.

MMK 621 Marketing Communication

This course explores the role of communication in marketing

management and the strategic integration of promotional

tools, including public relations, advertising, sales promotion,

personal selling, database and on-line marketing. It critically

evaluates trends and the impacts of marketing communication

on individuals and on society as a whole. The course will

adopt largely a case study approach covering global and local

scenarios and across divergent organizational categories.

MMK 622 Market Analysis and Research

This course aims to provide participants with knowledge and

skills associated with market research. Topics covered include

carrying out a needs analysis, designing a market survey,

collection and analysis of data gathered and interpretation

of findings. This largely practice-oriented course buttressed

with statistical methods for analysis will enable participants

to implement marketing strategies effectively in their

organizations. The course builds on their knowledge acquired

previously in the areas of basic Marketing.

MMK 623 Services Marketing

This course addresses the challenges of creating, marketing

and delivering high-quality services. Participants will learn how

key marketing concepts are applied within the service industry

and come away with a better understanding of how to sell,

promote and position services. Service management issues

are also examined within the larger context of employee

development and organizational culture. The course will be

of immense benefit to those who practise or wish to practise

professional services such as accounting, law, education,

healthcare, etc.

MMK 624 International Marketing

The focus of this course is to examine marketing from a global

perspective. It examines the effects of international trade

and the political, legal, financial and cultural environment on

making marketing decisions. Further, it studies the analysis

and design of marketing strategies within the uncertain

and dynamic international environment. The course will

be enriched with case studies and will be of benefit to local

managers who are required to perform in an intensely

globalized environment.

MEO 630 - 639 Entrepreneurship and

Business Operations

MEO 630 Small Business Management

With the potent economy, numerous investment opportunities,

and a strong sense of competitive nature in the corporate

world, the day today running of a small business may seem

daunting. In this course, topics which include market research

techniques, feasibility studies, site analysis, financing

alternatives which have already been dealt within the MBA

curriculum are integrated into the practical task of facing

challenges of small business management including start-up

and operation of a growing enterprise.

MEO 631 Techniques for Productivity and Quality

In todays competitive and dynamic environment business

leaders and managers are faced with the task of providing

customers with a quality product at the least cost. Can it be

achieved through the use of high technology, better systems,

and application of tools and techniques or through employee

involvement? The course is built around addressing the above

issues and enables the participant to apply productivity and

quality improvement techniques to the work environment.

It also focuses on the concepts of productivity and quality

management.

MEO 632 Managing for Innovation and Technology

Management

This course addresses management and technological

innovation with emphasis on the key role of organizations

in creating, developing and transferring new knowledge,

products and processes. It provides participants with an

understanding of innovation dynamics both within and across

organizational boundaries. By drawing from state of the art

innovation literature as well as extensive use of case study

material, the course analyses opportunities and challenges

related to creating and sustaining innovation with a specific

focus on technology-based organizations.


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MEO 633 Logistics and Supply Chain Management

Through this course participants are informed of current

best practices in the theory and application of key processes

and systems in logistics, operations, engineering and global

supply chain management. It will increase the participants

knowledge and experience in logistics and the global supply

chain, technical and problem solving skills, supply chain

management techniques, management skills and the ability to

take on greater responsibility. The course will draw from the

experiences of excellent companies both global and local.

MEO 634 Operations Research in Business

This course on operations research focuses on understanding

and optimizing complex decision making in an organization.

The course deals with decision making situations, including

stipulation of problem definitions, objectives, constraints,

model construction and verification, development of solutions,

sensitivity analysis and interpretation. Techniques will include

Decision Analysis, Linear Programming, Integer Programming,

Transportation Problems, Goal Programming, Waiting Line

Models and Computer Simulation.

MEO 635 Business Analytics

This course stresses on key tools in Business Analytics that

can impact the performance of a business. An interactive

learning approach is adopted to deliver the course. Topics

are presented in a pragmatic manner, making it simple

to understand and apply in a corporate environment.

Lectures, presentations, case analysis, group presentations,

discussions, and videos are used appropriately as methods of

delivery. Assignments are given on issues related to local and

global organizations. Hence participants get an opportunity to

apply the knowledge gained into practical situations.

MBX 640 - 649 General Management

MBX 640 Business Negotiation Skills

This course aims at making participants better negotiators.

Firstly, it will increase the awareness of participants of

the negotiation process in general and that of their own

negotiating behaviour and the implicit working assumptions.

Secondly, the course will provide an operational framework

and analytical tools for preparing for and conducting

negotiations. Finally, it will help them improve their skills in

negotiation, joint decision-making, and joint problem solving,

and help them to keep refining those skills.

MBX 641 Management Consultancy Skills

When firms do not have the internal capability to diagnose

problems and develop alternative solutions it becomes

necessary to seek the assistance of external specialists who

perform the role of management. Hence, the knowledge and

skills of consultants have a growing demand. The purpose

of this course is to introduce the subject of management

consultancy and build the relevant skills among the

participants through a process of participatory learning.

Diverse approaches with relevance and application in the Sri

Lankan context are emphasized.

MBX 642 Cross Cultural Management

The course focuses on methods and practices of managing

in different cultures. It examines sources of management

conflicts due to cultural differences that emerge in the areas

of attitudes, values and behaviour. Further, the course delves

into intercultural awareness and effectiveness in the context of

global businesses and successful implementation of strategy.

It also examines corporate and personal ethical behaviour.

The course will adopt a case study approach.

MBX 643 Organizational Leadership and Culture

Organizational culture and leadership are elements in a

company that work in conjunction with one another towards

organizational success. Both culture and leadership influence

how the company will function and what will be achieved.

Either culture will determine how leadership functions, or

leadership will transform the organizational culture so that the

culture supports the organization. This is the essence of this

course which will be illustrated with a series of case studies

both from the global and local context.

MBX 644 Organization Change and Design

In the competitive world of business understanding the nature

and characteristics of organizations is key to the survival and

success of the organization. Organization theory is intriguing,

rich and helpful. Integrating new concepts and models based

on research with a view to applying them where appropriate

offer novel options for individuals and institutions, in gearing

them for high performance. It is a way of searching for

organizational realities where manifestations of the human

condition and conflicts are common place. This course is

woven around this core.


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MBX 645 Topics in Business Law

This builds on the basic Business Law course which has

provided participants with a fair knowledge pertaining to the

law relating to Business and Commercial Law in Sri Lanka.

It is an advanced course in Business Law which focuses

on selected current issues facing senior managers with

emphasis on the corporate and financial services sector. The

course subjects/topics have been specially selected to target

these identified current issues and it will be blended with

presentations by experts in the field of law.

MBX 646 Advanced Course in Research

The aim of this course is to provide advanced knowledge

and skills in conducting academic research to those who

wish to pursue research-based further studies. Its content

will include comprehensive coverage of the research process

including problem identification, review of literature, designing

quantitative and qualitative research projects, and written and

oral communication of research findings. The course will be

delivered primarily through seminars and workshops.

MBX 647 e-Business

As e-Commerce increasingly creeps into all facets of everyday

life it becomes necessary to understand how e-business

evolved, the technologies and business models that drive it,

the threat it poses to traditional business models and how it

is likely to grow in the future. This course will provide insights

into how e-business operates and attempts to answer the

queries posed above.

MIT 650 - 659 Information Technology

MIT 650 Big Data Analytics

Big data is the description used to encompass the huge

amounts of data that is common to many businesses. It has

been described as the next frontier for innovation, competition

and productivity in business. It is essential for companies to

embrace it so that they can understand their customers better,

develop new products and cut operational costs. This course

has been designed to develop professionals who can become

data scientists capable of working with massive amounts of

data now common to many businesses.

MIT 651 Applications in Data Base Management

Database management systems provide efficient mechanisms

for storage and manipulation of vast amounts of data, and

have now become an integral part of modern software

systems. They are now moving from traditional applications

to new areas including multimedia databases, geographic

information systems and data warehouses. This course will

help participants to contribute from the end users point of

view to the technical specialists for the successful design

and development of complex databases used in business

solutions.

MIT 652 Data Mining Applications for CRM

At present, an unprecedented level of emphasis is given

to CRM (Customer Relationship Marketing). Key to CRM

is knowledge about customers with technical craftsman

needed to perform creative data mining operations from a

mass of data with a view to relationship building. This course

will expose participants to essential features of CRM), the

building blocks of a CRM programme, data mining skills

to build, improve and maintain such a value generating

programme and application of CRM skills in enhancing the

firms profitability.

MIT 653 Information Systems Security

This course will focus on basic computing security concepts

as the pertain to logical and physical security at corporate or

remote arenas including mobile networks. It will expose the

participants to various design principles of trusted computing

bases, legal requirements, investigation and compliance

requirements, numerous security protocols and principles,

practical networking security methodology and an introduction

to business continuity and disaster recovery concepts.

MEC 660 - 669 Economic Theory and Policy

MEC 660 Economic Policy for Business

Economic policies are pursued by the authorities to achieve

multiple objectives of development. They seek, fundamentally,

to promote economic growth with equitable distribution of

incomes. These objectives are achieved principally through

the private sector using regulations, service delivery systems

and, most importantly, through macroeconomic policies.

Businessmen need to understand these policies both in

their current setting as well as in anticipated future trends.

This course will focus on how such policies affect business

performance.


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MEC 661 Economic and Social Infrastructure for

Business Performance

Economic infrastructure encompasses the energy sector,

roads and highways, railways, telecommunication, water

supply, drainage and irrigation systems, whereas social

infrastructure refers to the countrys skills level, work ethic,

legal framework and labour relations. While business

decisions have to be based on a correct assessment of the

availability of these facilities, not only currently but also in the

future, there is also opportunity for private investment in these

areas. This course examines these aspects in depth.

MEC 662 International Agreements on Trade and Services

International agreements on trade and services promote

orderly trade relations and provide a mechanism for dispute

settlement. Business performance in Sri Lanka is significantly

influenced by the opportunities and challenges posed

by the international community, including BRICS, which

operates within a system of multilateral, regional and bilateral

agreements on trade and services. This course exposes

the participants to a wide range of international agreements

with emphasis on implications that will accrue to them as

businessmen from Sri Lanka.

Special Topics

Any other course of relevance may be introduced from time to

time.


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PIM Research Centre was set up in

May 1998. In addition to administrating

the Institutes doctoral programme,

it organizes, directs and promotes

interdisciplinary studies and research

in the various issue areas of the

discipline of management, with a focus

on cross-cultural management and

communication.

The primary objective of the Centres

work is to add significantly to the

understanding of the best management

practices in the country and the rest of

Asia. The approach is interdisciplinary,

and an attempt is made to integrate,

or benefit from, the perspectives of

culture, religion, language, history,

sociology, political science, economics

and philosophy for the purpose

of understanding key issues in

management in South and South-East

Asia.

International cooperation in these efforts

is expected to result in a wide range

of benefits in other areas of national

importance such as international

cooperation in education, international

business and trade and intercultural

cooperation. The current programme

of research emphasizes the following

areas of concern:

a) General management: e.g., best

management practices in Sri Lanka

and the Asian region.

b) Comparison of cultural value

themes of the predominant Asian

societies: e.g., contributions to

cross-cultural studies such as

Hofstedes framework of value

dimensions.

c) Examination of the cultural context

of management practices in Sri

Lanka with an emphasis on work

values and human motivation,

innovation, adaptation anddealing with risk and uncertainty,

interpersonal behaviour such as

coping, asserting and supporting,

decision making and use of

information, communication and

business negotiation, productivity

and quality issues.

d) Industry-specific studies: e.g.,

strategic directions of investments

in a selected industry category.

e) Policy-directed studies: e.g., studyof specific public policies in selected

areas of national interest such as

energy, transportation, fiscal policy

and administration.

Activities

PIMs research studies fall into three

categories:

a) Faculty research,

b) Research projects funded by the

Institute, and

c) Student research resulting from

their theses, research papers, policy

reports and field projects. They

are published through Research

Papers, Case Studies, Research

Abstracts and the Institutes

quarterly Sri Lankan Journal of

Management, conferences and

workshops, held periodically,

provide an opportunity to discuss

research findings. All students

research reports are available for

reference in the PIM Library. Lists of

research titles are available on line.


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PIM maintains formal links with industry,

commerce and Government through

representation in the Institutes Board

of Management and Boards of Study,

and the Directors and the core faculty

members membership/participation

in similar institutional arrangements

elsewhere. A number of awards are

available to students who perform

well in course work and research.

Some of them are from donations and

endowments to the Institute.

As a matter of policy, the Institute

undertakes management consultancy

assignments which are likely to

contribute towards the improvement

of the content and skills of faculty

teaching through exposure to practical

management problems. In the past,

several management consultancies

have been successfully completed

in such areas as corporate planning,

organizational restructuring, job

analysis and remuneration policy,

training & development and institutional

development. The clients included both

public and private sector institutions

engaged in manufacturing, services

such as banking, finance, insurance,

urban development, and special

services aimed at improving the quality

of life of disadvantaged social groups.


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Over a period of two decades, PIM has

accumulated a wealth of experience

in adult learning, research and

consultancy. Most of the teachers of the

Institute today have been at the task for

many years, and hence they form a core

team of academics who set standards,

integrate locally-found knowledge into

regular curricula, and coordinate among

the many faculty members with speed

and flexibility.

Our faculty team comprises permanent

teachers, teachers on contract and

visiting academics/professionals.

Dr. Arosha AdikaramBBA (Col.), MA (Labour Studies) (Col.), Ph.D.

(Col.)

Human Resource Management

Prof. W M Abeyratne Bandara

B.Sc. Bus. Adm. (Sri J.), MBA (Ottawa)Accounting and Finance

Mr. Indrajit AponsoBSc. (Col.), MA in Economics (Col.), M.Phil.

Financial Economics (Hong Kong)

Economics

Mr. Sisira AthuraliyageB.Sc. Phy. Sc. (Ruhuna), M.Sc. Comp. Sc. (Col.)

Computing and IT, IT for CRM

Dr. Traci CarteB.Sc. (Wright State), MBA, Ph.D. (Georgia)

Management Information Systems

Mr. Aruna DayanathaMBA (PIM-USJ), MBCS (UK), MACS (AUS),

MCPM (SL), AMIPM (SL)Organizational Behaviour, Human Resource

Development

Ms. Gayani De AlwisM.Sc. (Reading), MBA (PIM-USJ), MCILT (UK)

Managing Business Operations

Dr. Ajantha DharmasiriB.Sc. Eng. (Moratuwa), MBA (PIM-USJ), Ph.D.

(PIM-USJ), C.Eng., MIE (SL)

Human Resource Management,

Organizational Behaviour, Managing

Organizations, Business Communication

Ms. Sakunthala DurairatnamB.Sc. (Pera.), M.Sc. (USJ), MBA (PIM-USJ),

M.I.Chem.C; C. Chem

Quality and Productivity Management

Mr. Ravi EdirisingheMBA (PIM-USJ), FCMA (UK), ACCA (UK),

CMILT

Strategic Financial Management, Corporate

Business Finance

Dr. Anura EkanayakeBA (Econ) (Hons), M.Sc. (Agri.) (Pera.), Ph.D.

(Econ) (ANU)

Economics

Mr. Bradley EmersonFCIB (UK), MBA (PIM-USJ)

Banking and Finance

Prof. David Evans

BA (Hons.), M.Sc., Dip.Ed.Organizational Behaviour, Leadership,

Education Management

Mr. Harsha FernandoLLM(Lond.), MBA(NTU-MIT), Attorney at Law

Business Negotiations

Dr. Lloyd FernandoM.Sc. (Moscow), Ph.D. (Sussex)

Public Administration, Economics

Prof. Mangala FonsekaB.Sc. (Col.), MBA (Col.), Ph.D. (PIM-USJ),

FCMA, FCMA (UK), CGMA

Management Accounting, Quantitative

Analysis

Mr. Mario FonsekaFCMA (UK), CGMA, Dip. M (UK), FCMA (SL),

MBA (PIM-USJ)

Managerial Finance and Cost Analysis &

Management

Prof. Tilak FonsekaBA (Cey.), LLB (Col.), MBA (PIM-USJ), MA

(Col.), Ph.D. (PIM-USJ), Attorney-at-Law

Economics, General Management,Strategic

Management, Research Methods

Dr. Nilakshi GalahitiyawaB.Sc. (USJ), M.Sc. (USJ), Ph.D. (Malaysia)

Research Methods in Management

Dr. T L GunaruwanB.Sc. (Col.), M.Sc. (AIT), Ph.D. (Paris), ACMA

(UK)

Industrial and Infrastructural Policy,

Transport and Energy Economics, Foreign

Investment, Environmental Economics

Dr. Penelope HoodCert. Ed., D.M.S. (Ed.), M.Sc. (Ed. Man.), Ph.D.,

Education Management, Organizational

Behaviour, Quantitative Research

Mr. Mafaz IshaqM.Sc. (Econ.), M.Sc. (Eng.), B.Sc. (Eng.), CISA

Managing Information and IT Strategy

Prof. J A S K JayakodyB.Sc. (USJ), MBA (PIM-USJ), Ph.D. (PIM-USJ)

Research Methods

Mr. Sanjeev JayaratnamC.Eng., MBCS, MCIM, B.Sc. (Manchester), MBA

(PIM-USJ)

Information Technology

Dr. A K L JayawardanaB.Tech. (Madras), MBA (PIM-USJ), Ph.D.

(Canberra)

Productivity and Quality Management,

General Management

Mr. Ravi JayawardenaMCIM (UK), MBA (PIM-USJ)

Marketing Management

Dr. (Ms.) Pavithra Kailasapathy

BBA (Col.), CTHE (Col.), AMIPM (Sri Lanka),MSBA (UMass, Amherst), MS in HRM (New

School), Ph.D. (Melbourne)


Ms. Gamithri KarunasenaBBA (Col.), MBA (PIM-USJ)

Business Communication


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Mr. K A I KalyanaratneBA (Cey), MBA/HRM (PIM-USJ), ACIT (UK)

Quality and Productivity Management

Dr. Amal KarunaratnaB.Sc. (Flinders), MBA (Adelaide), M.Com.

(Bond), Ph.D. (sydney)

Associate Professor (Adj.), University of Adelaide

International Business and Marketing

Dr. (Mrs.) Shamala KumarBA (The South), MA (Illinois), Ph.D. (Purdue)

Socio-Psychology, Gender Issues in HRM

Prof. Uditha LiyanageDip.M, FCIM, MBA (PIM-USJ), Ph.D. (PIM-USJ)

Marketing Management, Consumer

Behaviour, Strategic Marketing, Marketing

Communication, Business Strategy

Dr. Jacob MankidyMHR (Michigan State), Ph.D. (Mumbai), Ph.D.

(Bombay)

Human Resources Management

Dr. D Udaya MohanB.B.Mgt. HRM (Kelaniya), MBA(PIM-USJ), PhD

in HRD (UPM-Malaysia)Human Resource Management,

Organizational Behaviour

Prof. H H D N P OpathaB.Sc. Bus. Adm. (Sri J.), M.Sc. HRM (Sri J.),

MBA (Birmingham), Ph.D. (UUM), Doc. HRM

(IIU)

Human Resources Management

Dr. Travis PereraMIED (UK), MBA (PIM-USJ), Ph.D. (PIM-USJ)

Operations Management, Human Resource

Management, Entrepreneurship, Leadership

and Bsuiness Development, Organizational

Behaviour

Prof. Carol ReadeBA (Wisconsin, USA), MA (Sophia U., Japan),

Ph.D. (LSE, UK)

Organization Theory and Behaviour,

HRM in Multinational Corporations,

Japanese Management and Corporate

Culture

Mr. Carlton Samarajiwa

BA (Cey.), B.Ed. (Queensland), Dip. Ed.(London), Dip. TEFL (Sydney)

Management Communication

Dr. (Mrs) D N Samudrage,B.Com (Special) (USJ), M.Sc.(Bus. Admin.)

(USJ), M.Sc. (Economics) (Japan), Ph.D.

(Business) (Japan)


Prof. (Ms.) D S N P SenaratneB.Sc. Accounting (Special) (USJ), MBA (PIM-

USJ); Ph.D. (Finance) (Colombo)

Accounting and Finance

Prof. Satish ShindeM.Sc., MBA, Ph.D. (Pune)

Banking and Finance

Dr. Arul SivagananathanB.Eng. (Hons) (London), AMIE (SL), FCMA (UK),

MBA (Cranfield), Ph.D. (WIU)

Project Management

Mr. Leslie UduwavidaneBA (Kelaniya), MSsc (Kelaniya), MBA (PIM-USJ),

Managing Organizations, Service Marketing

Dr. Wickrema WeerasooriaLLB. (Pera.), Ph.D. (London), Attorney-at-Law

Business, Banking and Insurance Law

Mr. Senaka WeerasooriaB.Sc. (ANU), MIT (Canberra)

Information Technology

Mr. Lalith WeeratungaB.Sc. (Col.) Dip. RID (Neth.), MBA (Col.), SLAS

Cl. I

Public Administration, Policy, General

Management

Mr. Sunil WijesinhaFCMA (UK), C.Eng., MI Prod. Eng. (UK), MBA

(PIM-USJ)

Operations Management, Corporate

Planning, Productivity and Quality

Management

Dr. Dinuka WijetungaB.Sc. (Mktg.) (USJ), MBA (PIM-USJ), Ph.D.

(Melbourne)

Consumer Behaviour

Mr. W A WijewardenaBA (Hons), PGD in Applied Statistics (Sri J.),

M.Sc. (Econ.) (York)

Economics, Public Administration

Prof. M J XavierB.Tech. (Chemical), M.Tech. (Chemical), Ph.D.

(Culcutta)

Marketing Management


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University Administration

Vice-ChancellorProf. Sampath Amaratunga

Director, Postgraduate Institute of

ManagementDr. Ajantha S Dharmasiri

Dean, Faculty of Applied Sciences

Prof. Sudantha Liyanage

Dean, Faculty of ArtsProf. P. Athukorale

Dean, Faculty of Graduate StudiesProf. (Ms.) Swarna Piyasiri

Dean, Faculty of Management Studies

and CommerceDr. U Anura Kumara

Dean, Faculty of Medical ScienceProf. (Ms.) S Yasawardena

RegistrarMr. K G Britto

LibrarianDr. (Ms.) W A D N D Wijayasundara

BursarMrs. A I N Pasqual

Postgraduate Institute ofManagement

DirectorDr. Ajantha S Dharmasiri

Deputy BursarMr. P G Maithrieratne

Senior Assistant RegistrarMr. Jayantha Ranapura

Programme Director, Public PolicyDr. Lloyd Fernando

Head, Research CentreProf. Sisira Jayakody

Manager, Training & PublicationsMr. K A I Kalyanaratne

Relationship ManagerMr. Leslie Uduwavidane

Coordinator, Specialized ProgrammesMr. Jayantha Newunhelle

Coordinator, MPA ProgrammesMr. Sohan Fernando

Systems AnalystMr. Shantha Eliwalatenna

Assistant LibrarianMs. Anusha Abeywardena


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Board of Management

Postgraduate Institute of

Management

DirectorPIM (Chairman)

Dr. Ajantha S Dharmasiri

SecretaryMinistry of Higher EducationMr. Piyasena Ranepura,

SecretaryMinistry of Public Administration and HomeAffairsRep: Mr. B P P S Abeygunaratne,Addl. Secretary

SecretaryMinistry of Finance and PlanningRep: Ms. N Godakanda, Director General

Director GeneralNational Institute of Business ManagementDr. E A Weerasinghe

PresidentInstitute of Chartered Accountants ofSri LankaMr. Arjuna Herath

PresidentInstitution of Engineers, Sri LankaDr. S B Wijekoon

Chairman

Ceylon Chamber of CommerceMr. Suresh Shah

DeanFaculty of Management Studies &CommerceUniversity of Sri JayewardenepuraDr. U Anura Kumara

DirectorSri Lanka Institute of Development Administration

Mr. Wasantha Deshapriya

Mr. Ravi EdirisingheVice President, Freight-links International

Mr. Harsha FernandoConsultant, Asian Development Bank

Dr. Saman KelegamaExecutive Director, Institute of Policy Studies

Dr. Travis PereraSenior Consultant, PIM

Dr. Wickrema WeerasooriaAdvisor to H. E. President,

Insurance Ombudsman of Sri Lanka


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Board of Study

Public Administration

Dr. Ajantha S DharmasiriDirector, PIM (Chairman)

Dr. Lloyd FernandoProgram Director, Public Policy

Prof. A K W JayawardaneVice Chancellor, University of Moratuwa

Dr. Indrajit CoomaraswamyFormer Director, Economic Affairs,

Commonwealth Secretariat

Dr. Wickrema WeerasooriaAdvisor to H. E. President,

Insurance Ombudsman of Sri Lanka

Dr. Jayampathy WickramaratnePresidents Counsel

Mr. W A WijewardenaPresident, Business Management School

Board of Study

Business Administration

Dr. Ajantha S DharmasiriDirector, PIM (Chairman)

Prof. Sampath AmaratungeVice Chancellor,

University of Sri Jayewardenepura

Prof. Uditha LiyanageProfessor in Management, PIM

Mr. Eardley PereraCompany Director/Consultant

Dr. Travis PereraSenior Consultant, PIM

Mr. Moksevi PrelisCompany Director and Chairman of Capital Trust

Securities (Pvt.) Ltd.

Dr. Arul SivagananathanManaging Director, Hayleys Business Solutions

(Pvt.) Ltd. and Hayleys BPO


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PIM Graduates are expected to join

the PIM Alumni Association. This

Association provides opportunities for all

PIM graduates to meet, learn, socialize,

and network. There is an admission fee

and annual membership fee to be paid.

PIMA is active in providing its members

with opportunities for continuing

education, and it is a forum for the PIM

graduates to develop their professional

careers. Some of the important activities

that have been initiated to meet its

objectives are,

Continuous Professional

Development (CPD)programs for

its members.

A Series of Public Interest

Programs (PIP)to address issues

of interest that are topical and

significant to Management.

A series of programmes titled

Developing Managers for the

Future.

Presentation of Achievers

Awardin order to recognize the

outstanding achievers among the

members of PIMA.

The Intent of the PIMA is as fo

refer page 8 - section___ assessment of applicants

Documents