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.
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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:
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• 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:

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• 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.

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 • 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:

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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 QUALIFICATION

Dr. Tom Nsubuga
Dr. Evans Kerosi
Mr. Erias Jjuuko
Dr.Ernest Kimbugwe
Dr. Kassim Mugwanya
Mr. Charles Okiria
Prof. Emeritus A.B.T.
Byaruhanga Akiiki
Prof. Walusimbi
Mrs. Amaal Kinene
Nsereko
Dr. Mark Kayongo
Ms. Sophie Logose
Director Graduate PhD, MBA, PGDA, BBA
School
Academic Registrar PhD, MBA
Senior Lecturer MBA, BA Education
Senior Lecturer PhD, MA, Bcom
Senior Lecturer PhD, M.ed, BA Educ
Senior Lecturer MPH, MBA, BSc .med
Deputy Vice Chancellor Phd, MA, BA
Senior Lecturer PhD, MA BA
Dean School of MBA, BBA
Business And
Management/ Senior
Lecturer
Senior Lecturer PhD, MBA, BBA
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.
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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.

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4.5 Course Assessment and Examinations Regulations

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.

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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 4.0
65 - 69.9 B- 3.5
60 - 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.

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(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.

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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.
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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.

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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 program

The 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 Units

Semester Courses Lecture Credit Total Credit
Hours Units Units
Year 1 Semester 1 6 45 3 15
Year 1 Semester 2 6 45 3 15
Year 2 Semester 1 6 45 3 15
Year 2 Semester 2 6 45 3 15
Total 24 60

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Table 3 shows first year courses.

Table 3: First Year Courses

MASTER OF BUSINESS ADMINISTRATION
COURSE LH PH CH CU

KUMBA 1101 Communication skills 45 00 60 3

Year 1 KUMBA 1102 Human Resource Management 45 00 60 3
Semester
KUMBA 1103 Financial Management 45 00 60 3
1
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

KUMBA 1201 Quantitative Business Decision Techniques 45 00 60 3

Year 1 KUMBA 1202 Business Ethics 45 00 60 3
Semester
KUMBA 1203 Principles of Credit Management 45 00 60 3
II
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 KUMBAH 2101 Administrative Law and Public Relations 45 00 60 3
Semeste
r1
KUMBAH 2102 Human Resource Information Systems 45 00 60 3
KUMBAH 2103 Industrial Relations and Human resource 45 00 60 3
Employment
KUMBAH 2201 Leadership and Team Development 45 00 60 3
KUMBAH 2202 Strategic Human Resource Planning and 45 00 60 3
Development
KUMBAH 2203 MBA Research Seminar
ACCOUNTING
Year 2 KUMBAA 2101 Cost and Management Accounting 45 00 60 3
Semeste
r1
KUMBAA 2102 Advanced Financial Accounting and Financial 45 00 60 3
Analysis
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 Seminar
MARKETING
Year 2 KUMBAM 2101 Marketing Management 45 00 60 3
Semester
1
KUMBAM 2102 Purchasing and Supplies Management 45 00 60 3
KUMBAM 2103 International & strategic Marketing Mgt. 45 00 60 3
15
 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 Seminar
PROCUREMENT
Year 2 KUMBAM 2101 Logistics and Supply Chain Management 45 00 60 3
Semeste
r1
KUMBAM 2102 Transport Scheduling and Operations 45 00 60 3
Management
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 Seminar
FINANCE AND BANKING
Year 2 KUMBAF 2101 Portfolio Management and Investment Analysis 45 00 60 3
Semeste
r1
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 3
KUMBAF 2203 MBA Research Seminar
CREDIT MANAGEMENT
Year 2 KUMBAC 2101 Credit management 1 45 00 60 3
Semester
1
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 Seminar
TRADE POLICY AND LAW
Year 2 KUMBAT 2101 Multilateral Trade and Investment Systems 45 00 60 3
Semeste
r1
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 45 00 60 3
Formulations and Analysis
KUMBAT2203 Regulation of Trade 45 00 60 3
KUMBAM 2204 MBA Research Seminar

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8.0 DESCRIPTION OF COURSES

KUMBA 1101: Business Ethics

Introduction, 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 systems

Information 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 Behaviour

Definition 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

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Role of Business Research; The research process: An overview; Problem
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 Communication

The 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,

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KUMBA 1201: Quantitative Business Decision Techniques
Introduction 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

20
decisions under different form of market; Pricing over the life cycle of a product.
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 Creativity

Introduction 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.

21
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
consultancy
Planning 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 Systems

The 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 Employment

22
Perspectives of Industrial relations, the concept of industrial relations, theoretical
perspective on industrial relations, the growth of industrial relations, labour issues
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,
decentralization
Management of change, management of conflict, leading, leadership
Motivation, communication, controlling, the management control system and
process, problems of management control.

KUMBAH 2202: Strategic Human Resource Management

Overview 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.

23
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.

24
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

25
ICS, Auditing of transaction, audit sampling, audit tests, auditing of specialized
matters in financial statements and auditing beyond financial statements, auditing
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

26
Purchasing, Objectives of Purchasing and supply management, Managerial
perspective, Functional perspective, Operating procedures, General procurement
procedures, Purchasing cycle, Purchase requisition, Purchase orders, Stock
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 Behaviour

Introduction, 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

27
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
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 Marketing

The 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

28
management, supply chain/procurement planning, operations planning, risk
management infrastructure, supply chain transaction mapping.
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 Management

The 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 Management

Project 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 Management
Considerations 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

29
transport, cargo insurance, freight management, import documentation,
warehousing, Uganda’s institutional framework, the AGDA performance in
Uganda challenges of quality etc. import problems in Uganda, contract
monitoring and administration.

KUMBAP 2104 Public and Private Sector Procurement

Scope, 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. PPDA
E-Procurement
Meaning 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 Management

Review 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

30
and the Power of Risk Taking. The Assertiveness/Responsiveness Model and
the Marketer, Telephone Negotiation. The A and R Behaviours in Negotiation.

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.

31
 • Students will gain exposure to managing a portfolio and will
examine how information flows affect capital markets &the
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 content
A 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.

32
How to geographically derive the Markowitz efficient frontier including and the

concept of dominance and the optimal portfolio.

• 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 Objectives
The 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 Content
The banking environment: external and internal.

• Definition of a bank.

• National and local influences on bank funds.

33
 • Fiscal and monetary policy.

• The interaction of monetary and fiscal policy.

• 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

34
  Risk

 Credit risk

 Credit risk in investments

 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 markets
The 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

35
 AIM
To understand the laws that governs financial institutions.

Course Content
Introduction 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
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 MANAGEMENT
AIM
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 credit
Organization 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

36
 • Invoices and credit notes
• Statements
• Operation reports
• Customer master file contents
*
Risk Assessment
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.

37
 BUDGET FOR THE PROPOSED FOR MASTERS IN BUSINESS
ADMINISTRATION

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 Total
September 2009 16 16
January 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 $1300
Ugandan continuing ---------
International fresher $ 1300
International continuing ---------

38
 Source: Academic Registrar’s office

5. EXPECTED REVENUE

Semester UG.X Total

September 16 x 1,250,000 20,000,000
2009
January 2010 25 x 1,250,000 31,250,000
Total 51,250,000

6. ANTICIPATED EXPENDITURE
Anticipated School Expenditure and Apportioned Cost:
Semester Item Anticipated Apportioned
School cost to the
Expenditure course
UG.X UG.X
September Teaching 8,640,000 1,241,600
2009 Allowance
Administrative 3,668,000 1,00,420
Allowance
Duty Allowance 562,000 66,530
Other Expenses 160,000 2,018,900
Total for the 13,030,000 3,427450
Semester
January Teaching 8,640,000 5,460,000
2010 Allowance
Administrative 3,668,000 1,00,420
Allowance
Duty Allowance 562,000 66,530
Other Expenses 160,000 2,018,900
Total for the 4,390,000 2,185,850
Semesters

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