KUMASI POLYTECHNIC

INSTITUTE OF DISTANCE AND CONTINUING EDUCATIONTechnician and Non-Tertiary Programmes Division

© SEPTEMBER, 2015

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PROPOSED SYLLABUS FOR PROFESSIONAL DIPLOMA IN MANAGEMENT STUDIES

Contents1.0 INTRODUCTION....................................................................................................................................3

1.1 Learning outcomes...........................................................................................................................3

1.1.1 Knowledge and understanding.................................................................................................3

1.1.2 Cognitive skills...........................................................................................................................3

1.1.3 Practical and/or professional skills............................................................................................4

1.1.4 Key skills....................................................................................................................................4

2.0 PROGRAMME TITLE.............................................................................................................................4

3.0 DURATION OF PROGRAMME...............................................................................................................4

4.0 AIMS AND OBJECTIVES........................................................................................................................4

5.0 JUSTIFICATION.....................................................................................................................................5

6.0 ENTRY REQUIREMENTS........................................................................................................................5

7.0 TEACHING AND LEARNING...................................................................................................................5

8.0 MAXIMUM & MINIMUM CREDITS OF THE PROGRAM........................................................................6

9.0 PROGRAMME STRUCTURE...................................................................................................................6

Year One – Semester One................................................................................................................................7

PDMS 101 - Management of Human Resources I..................................................................................7

PDMS 103 - Managerial Economics I....................................................................................................8

PDMS 105 - Managerial Finance............................................................................................................9

PDMS 107 - Risk Management............................................................................................................10

PDMS 109 - Company Law & Practice I................................................................................................13

PDMS 111 - Administrative Law I........................................................................................................14

PDMS 113 - Research Methodology for Management Decisions.......................................................16

Year One – Semester Two..............................................................................................................................17

PDMS 102 - Management of Human Resource II................................................................................17

PDMS 104 - Managerial Economics II..................................................................................................18

PDMS 106 - Quantitative Analysis for Managerial Applications.........................................................19

PDMS 108 - Record Management........................................................................................................20

PDMS 110 - Company Law & Practice II...............................................................................................22

PDMS 112 - Administrative Law II.......................................................................................................24

PDMS 114: Project/Long Essay.................................................................................................................25

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1.0 INTRODUCTIONThe Professional Diploma in Management Studies is the second stage after the successful completion of the Diploma in Business Administration, which will finally enable the student to pursue the Bachelor of Technology in Management Studies (Top-Up) programme. This programme will be of particular interest to those aspiring to middle level managerial roles in large organisations and those who have leadership roles in smaller organisations.

The key to effective management and leadership lies in developing a critical understanding of the organisation and the practices of those who work in it, including the owner. To respond quickly and flexibly to rapidly changing markets and environments managers need a broad integrated picture of how their organisations work; they need to consider compromises, tensions and interdependencies between operational, accountting, marketing, information, financial and ‘people’ issues. The professional diploma will help applicants meet this challenges and focus on the management of teams, departments and projects. The skills of the reflective practitioner are important themes throughout.

The study programme affords the opportunity to stand back from the current situation in order to concentrate on themes of understanding and improving performance, managing projects and change. The emphasis is on the professional development of the student and a step to being accepted on the Bachelor of Technology in Management Studies Top-Up Programme. Everything in the programme is related to the management roles and responsibilities the gradaund will exercise. The elements of the programme – study texts, activities and assignments, and personal and group support – ensure that the student can apply newly learned skills and techniques in very practical ways immediately. The programme will build on students’ experience and make direct links to management development needs wherever they may found themselves in the world, whatever the size of the organisation and whether it is in the commercial, non-governmental or public sector.

The professional diploma is not only a recognised qualification in its own right but also a stepping stone to being admitted onto the BTECH Management Studies (TOP-UP) Programme.

1.1 Learning outcomesThe learning outcomes of this programme are described in four areas:

1.1.1 Knowledge and understandingOn completion of this programmes the student will have knowledge and understanding of:

• the main managerial issues associated with key business functional areas of managing people and organisations; finance; marketing; operations management; change and project management;

• the leading and alternative theories, concepts and models in business and management;

• the critiques of and key debates within the study of business and management;• the complex and interrelated nature of organisations and management practice; and

the global context in which business and management is practised.

1.1.2 Cognitive skillsOn completion of this programme, the student will be able to:

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• analyse and synthesise key concepts and frameworks with clarity and critical reflection;• draw appropriately as a manager on both academic and practitioner knowledge• evaluate and compare possible courses of action and make appropriate decisions in the

light of the context in which they are managing;• appraise and accommodate constraints, opportunities and threats present in their

management contexts.

1.1.3 Practical and/or professional skillsOn completion of this programme, the student will be able to:

• identify learning needs and design development plans to address them;• communicate effectively as a manager with staff and colleagues at all levels and areas

of an organisation;• work effectively with others with openness and sensitivity to diversity;• plan and manage their work and study time;• develop an awareness of the impact of their own thinking and behaviour and use this

as the basis for developing their professional and personal competencies.

1.1.4 Key skillsOn completion of this programme, the student will be able to:

• apply numeracy skills and quantitative analysis to business and management;• find, record and use information, data and evidence effectively – drawing competently

on relevant professional and academic literatures;• conduct independent inquiry, investigation and on-going reflection on their own

learning in context;• use a variety of communication media effectively;• work both independently and as a member of a team.

2.0 PROGRAMME TITLEThe title of the programme is PROFESSIONAL DIPLOMA IN MANAGEMENT STUDIES (PDMS)This course is suitable for all those who are, or aspire to be, ‘junior’ and ‘middle’ level managers in organisations and businesses. The course will enable students to gain new skills and develop existing knowledge and understanding of a range of general management theories both from the course tutors and fellow students.

3.0 DURATION OF PROGRAMMEOne year (2 Semesters)

4.0 AIMS AND OBJECTIVESThe Professional Diploma in Management Studies programme is designed to equip students with management principles to enable them work in the private and public sectors of the economy, as well as their own. It will enhance the knowledge and skills of graduands to take up responsibilities as junior and middle level managers and be adequately prepared in the field of industry and public service. It would also prepare them to be self-sufficient to set up their own jobs to reduce the number of persons scrambling for the fewer jobs on the job market.

The objectives of the programme include:

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(a) to develop high level managerial skills in order to handle and adapt to major changes in business tasks in the 21st Century;

(b) to enable the student apply the management functions of planning, organising, leading and controlling in business ventures;

(c) to develop entrepreneurial skills to be self-employed;(d) to acquire working knowledge of law as applied to corporate activities;(e) to acquire higher knowledge in computer and internet skills to enhance office tasks;(f) to equip the student with the tools and techniques to implement performance

improvement as a team, departmental, project or small organisation level;(g) to enable the student understand how different functional perspectives work together to

approach the real and complex problems of management;(h) to give you an opportunity to apply a range of management concepts to an in-depth

analysis of a management problem in an organisation.

5.0 JUSTIFICATION To widen the scope of administrative sector; To enable the employment sector have easy access to more qualified middle level

personnel; To enhance the image of the department in terms of new programmes; To generate funds (IGF) to support the department and make it financially independent.

6.0 ENTRY REQUIREMENTS(a) Certificate in Diploma in Business Administration (b) HND Certificate in Secretaryship & Management Studies

Mature Applicantsa) Must be at least 25 years old and above.

7.0 TEACHING AND LEARNING

Lessons will be a combination of seminars, discussions, group and individual work. Students will be encouraged to participate in and contribute to classroom sessions. In addition to individual tuition provision the student will have access to regular opportunities for engagement with other students, polytechnic library access, an extensive variety of specially written resources presented in different media (print and online) and designed exclusively for this professional diploma, audio-visual material, published articles, case-studies and a set of interactive tools to help the student develop their management thinking abilities.

The student will also learn by working in groups and individually in structured activities supported by a wide range of resources including specially designed books, polytechnic library, the use of the polytechnic internet facilities and face-to-face opportunities including attachments.

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Assessment will be via a number of tutor-marked assignments and an end of semester examination as well as a viva voce of the students’ long essay at the completion of the programme.

8.0 MAXIMUM & MINIMUM CREDITS OF THE PROGRAMMEThe total number of the credits of the PDMS Programme is 42. Each student shall be required to appear for examinations in all courses. However, for the award of the diploma a student should secure at least 40 credits.

9.0 PROGRAMME STRUCTUREPROFESSIONAL DIPLOMA IN MANAGEMENT STUDIES PROGRAMMEFirst Semester

Code No. Course C P CreditPDMS 101 Management of Human Resources I 3 - 3PDMS 103 Managerial Economics II 3 - 3PDMS 105 Managerial Finance 3 3PDMS 107 Risk Management 3 - 3PDMS 109 Company Law & Practice I 3 - 3PDMS 111 Administrative Law I 3 - 3PDMS 113 Research Methodology for Management

Decisions3 - 3

TOTAL 21 - 21

PROFESSIONAL DIPLOMA IN MANAGEMENT STUDIES PROGRAMMESecond Semester

Code No. Course L T/P CreditPDMS 102 Management of Human Resources II 3 - 3PDMS 104 Managerial Economics II 3 3PDMS 106 Quantitative Analysis for Managerial Applications 3 - 3PDMS 108 Records Management 3 - 3PDMS 110 Company Law & Practice II 3 - 3PDMS 112 Administrative Law II 2 - 2PDMS 114 Project Report 4 - 4

TOTAL 21 - 21

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Year One – Semester One

PDMS 101 - Management of Human Resources IObjectives:The objective of the course is to familiarize students with the different aspects of managing human resources in the organization through the phases of acquisition, development and retention.

Course ContentUnit I - HUMAN RESOURCE MANAGEMENT: CONTEXT, CONCEPT AND BOUNDARIES

- The Changing Social Context and Emerging Issues- The Concept and Functions of Human Resource Management- Structuring Human Resource Management

Unit II - GETTING HUMAN RESOURCE- Job Analysis and Job Design- Human Resource Planning- Attracting the Talent: Recruitment, Selection, Outsourcing- Socialisation, Mobility and Separation

Unit III - PERFORMANCE MANAGEMENT AND POTENTIAL ASSESSMENT- Competency Mapping- Performance Planning and Review- Potential Appraisal, Assessment Centres and Career and Succession Planning- HR Measurement and Audit

Unit IV - HUMAN RESOURCE DEVELOPMENT- Human Resource Development System- Training & Development- Mentoring and Performance Coaching- Building Roles and Teams

Unit V - COMPENSATION AND REWARD MANAGEMENT- Laws Covering Wages, Welfare and Benefits- Compensation Strategy, Structure, Composition- Reward Management

Unit VI - EMPLOYER-EMPLOYEE RELATIONS- Regulatory Mechanisms in Industrial Relations- Dealing with Unions and Associations- Industrial Democracy- Grievance Handling and Discipline

References

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PDMS 103 - Managerial Economics IObjectivesThe objective of this course is to give understanding of the basic concepts and issues in managerial economics and their application in business decisions.

Course ContentUnit I: Introduction to Managerial Economics Nature, Scope, Definitions of Managerial Economics, Application of Managerial Economics to Business, Micro Vs. Macro Economics, opportunity costs, Time Value of Money, Marginalism, Incrementalism, Market Forces and Equilibrium.

Unit II: Consumer Behaviour and Demand Analysis Cardinal Utility Approach: Diminishing Marginal Utility, Law of Equi-Marginal Utility, Ordinal Utility Approach: Indifference Curves, Marginal Rate of Substitution, Budget Line and Consumer Equilibrium, Theory of Demand, Law of Demand, Movement along vs. Shift in Demand Curve, Concept of Measurement of Elasticity of Demand, Factors Affecting Elasticity of Demand, Income Elasticity of Demand, Cross Elasticity of Demand.

Unit III: Theory of Production, Cost and Firm’s Behaviour Meaning and concept of Production, Factors of Production and Production Function, Fixed and Variable Factors, Law of Variable Proportion (Short Run Production Analysis), Law of Returns to a Scale (Long Analysis), Concept of Cost, Cost Function, Short Run Cost, Long Run Cost, Economics and Diseconomies of Scale, Explicit cost and Implicit Cost, Private and Social Cost, Pricing Under Perfect Competition, Monopoly, Monopolistic Competition, Oligopoly.

Unit IV: Macro Economic AnalysisTheory of income and employment, Classical, Modern (Keynesian), Approach. Macro-Economic Variables, Circular flow of income, National Income Concepts, definition and its measurement.

Text Books:1. Koutsoyiannis, A. (2003) Modern Micro-Economics, Macmillan Press Ltd.2. Salvatore, Dominick, Managerial Economics, Mc Graw- Hill Book Company, Latest Edition.3. Edward Shapiro (2003); Macro Economic Analysis, Tata Mc. Graw Hill.

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PDMS 105 - Managerial Finance

Course OverviewProvides understanding of the finance function and the responsibilities of the financial manager. Develops concepts and tools for use in effective financial decision making and problem solving. Covers ratio analysis, funds, flow, forecasting, current assets management, budgeting, credit services, formation and cost of capital and impact of operating and financial leverages.

Course Objectives To familiarize students with managerial finance concepts and techniques. To ensure that students can utilize analytical decision-making tools. To familiarize students with time value concepts and their application to financial decision

making. To familiarize students with available technologies to assist in financial decision making.

Course Content Review of Accounting concepts/Introduction to the course Role and Environment of Managerial Finance# Financial Statements and Analysis Cash Flow and Financial Planning Time Value Of Money Risk and Return Interest Rates and Bond Valuation Stock Valuation Capital Budgeting Cost of Capital Working Capital and Current Asset Management Current Liability Management

References

1. Managerial Finance, Gitman 11’th/e

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PDMS 107 - Risk Management

Objectives

Risk is costly. This statement is absolutely agreed by businessmen and professionals, particularly those facing inherent risk in their professional lives. Minimising the cost of risk to an optimum level unanimously means that we are increasing the value of a firm. However, the cost of risk minimisation, albeit its ease to say or leam conceptually, is very much difficult to implement, either by self-managed method or by risk-transfer approach. If a business executive decides to manage the cost of risk herself, she has to estimate direct and indirect costs pertaining to the possibly risky events or occurrences. On the other hand, if executive transfers the risk to a third party, she has to load in insurance premium as the compensation for the insurer, comprising administrative fees and the insurer's business return.

Hence, risk management course is of importance to business students expecting to deal with business and professional lives in the future. This course is designed to introduce and discuss various risk management concepts, tools, and techniques in global context. Using integrated approaches, the course will emphasise discussion on the design and implementation of risk management practices. Basically, it purports to help students realise, understand, and master various state-of-the-art risk management theories and practices (such as loss control, loss financing, and internal risk reduction mechanisms) as well as their advancement in the future.

This course will examine the way in which business and society make assessment of, control and transfer risk.

It is designed for the student with no previous knowledge of risk management. The goal of this course is to engage students in active discovery of risk management

principles. Students will be prepared to function in a business environment, developing an awareness of the challenges, the tools, and the process of designing and implementing a risk management program.

This course focuses on the ways in which businesses and society assess, control, and transfer risk. This process, known as the risk management process, is becoming an increasingly important tool in the management of business and personal financial health.

An effective and efficient corporate risk management program leads to knowledge and control of costs and an improved bottom line. The risk management process involves identification of risks and associated potential costs, analysis of the causes of risk of financial loss, determination of various strategies to treat risk, selection of strategies appropriate to the goals and objectives of the business, implementation of the selected strategies, management and monitoring of results. Making adjustments, adapting to external and internal forces and crisis or disaster management are incorporated in the corporate risk management process. An effective risk management program will reduce losses, and improve financial performance and employee morale.

Course ContentUnit 1: Overview of Risk ManagementUnit 2: Risk Management Planning

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1. Determining How to Approach, Plan, and Execute Project Risk Management Activities2. Inputs to Risk Management Planning3. Determine Enterprise Environmental Factors, Organizational Process Assets, the Project

Scope Statement, and the Project Management Plan4. Tools and Techniques for Risk Management Planning5. Planning meetings and Analysis6. Outputs of Risk Management Planning

Unit 3: Risk Identification1. Inputs to Risk identification2. Determine Enterprise Environmental Factors, Organisational Process

Assets, the Project Scope Statement, the Project Management Plan, and the Risk Management Plan.

3. Tools and Techniques for risk Management Planning4. Documentation Reviews5. Information Gathering6. Checklist Analysis7. Assumptions analysis8. Diagramming Techniques9. Outputs of Risk Identification

Unit 4: Qualitative Risk Analysis1. Inputs to Qualitative Risk Analysis2. Organisational Process Assets, Project Scope Statement, the Risk Management Plan, and

the Risk Register3. Tools and Techniques for Qualitative risk Analysis4. Risk Probability and Impact Assessment5. Probability and Impact Matrix6. Risk Data Quality assessment7. Risk Categorization8. Risk Urgency assessment9. Outputs of Risk Management Planning10. Relative Ranking of Priority List of Project Risks11. Risks Grouped by Categories12. List of Risks Requiring Response in the Near-Term13. List of Risks Requiring Additional Analysis and Response 14. Watch Lists of Low Priority Risks15. Trends in Qualitative Risk Analysis

Unit 5: Quantitative Risk Analysis1. Inputs to Quantitative Risk Analysis2. Organizational Process Assets, Project Scope Statement, the Risk Management Plan, and

the Risk Register3. Tools and Techniques for Quantitative Risk Analysis4. Data Gathering and Representation Techniques including: Interviewing, Probability

Distributions, and Expert Judgment.5. Quantitative Risk Analysis and Modelling Techniques6. Outputs of Risk Management Planning

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Units 6: Risk Response Planning1. Inputs to Risk Response Planning2. The Risk Management Plan and the Risk Register3. Tools and Techniques for Risk Response Planning4. Strategies for Negative Risks or Threats including Avoidance, Transference, and

Mitigation5. Strategies for Positive Risks or Opportunities including Exploiting, Sharing, and

Enhancing6. Strategies for Both Threats and Opportunities including Acceptance7. Contingent Response Strategy8. Outputs of Risk Response Planning9. Risk owners and assigned responsibilities10. Outputs from Qualitative and Quantitative Risk Analysis11. Agreed-upon response strategies12. Specific actions to implement the chosen response strategy13. Symptoms or warning signs that a risk is about to occur14. Budget and Schedule activities to be undertaken if a risk occurs15. Contingency reserves of time and money16. Contingency plans and risk triggers17. Fall-back plans18. Residual risks19. Secondary risk

Unit 7: Risk Monitoring and Control1. Inputs to Risk Monitoring and Control2. Tools and Techniques for Risk Monitoring and Control3. Risk Reassessment4. Risk Audit5. Variance and Trend Analysis6. Technical Performance Measurement7. Reserve analysis8. Status Meetings9. Outputs of Risk Monitoring and Control

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PDMS 109 - Company Law & Practice IGeneral ObjectivesThe objective of the course is to expose students to laws governing business transactions in Ghana. At the end of the study, the students should know principles of corporate personality and limited liability; The types of companies; Company formation; Corporate transaction; The role of capital; The role of directors; The role of the company secretary; Reconstruction and take-overs and Winding up

Course Contents

Unit 1 Types of companiesPublic and Private Limited CompaniesComparison of registered companies with other forms of organisation; sole trade partnership, joint ventures, public corporate local authorities, voluntary bodies and charities

Unit 2 Company formationRegistration of companiesThe RegulationsThe role, contents and effects of the regulationsPromotersCommencement of business

Unit 3 CapitalThe raising and maintenance of the capitalIncrease and reduction of capitalThe nature and types of shares

Unit 4 Membership Transfers and transmissionRestrictions on forged transferRedemption and purchase of own sharesMeetings and resolutionsMajority Powers and Minority Rights, Prevention of Oppression and mismanagement

Unit 4 Directors and other officersAppointment and remuneration; Removal; Retirement; Powers and duties

Unit 5 The Company Secretary; Appointment and Duties.

Unit 6 Winding up.

Unit 7 Reconstruction and takeoversReconstruction schemes or arrangementCompulsory acquisition of shares or takeover

References

1. Company Law in Ghana, P. Bondzi Simpson2. The Companies Code 1963, Act 179

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PDMS 111 - Administrative Law ICourse Objective: The purpose of this course is to make students aware of various aspects of administrative law including quasi-legislative, quasi-judicial and other ministerial functions of administration and control thereof.

Course OutlineUnit – I: Evolution and Scope of Administrative Law

a. Nature, Scope and Development of Administrative Lawb. Rule of law and Administrative Lawc. Separation of powers and its relevanced. Relationship between Constitutional law and Administrative Lawe. Administrative Law vis-à-vis privatizationf. Classification of functions of Administration

Unit – II: Legislative Functions of Administration

a. Necessity and Constitutionalityb. Forms and requirementsc. Control

i. Legislativeii. Judicial

iii. Procedurald. Sub-delegation

Unit-III: Judicial Functions of Administrationa. Need for devolution of adjudicatory authority on administrationb. Nature of tribunals – Constitution, powers, procedures, rules of evidencec. Administrative Tribunalsd. Principles of Natural Justice

i. Rule against biasii. Audi Alteram Partem

iii. Reasoned decisionse. Rules of evidence – no evidence, some evidence and substantial evidencef. Institutional Decisions

References:

1. Constitutional and Administrative Law – Wade

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PDMS 113 - Research Methodology for Management Decisions

Research is a tool which helps the manager to identify, understand and solve management problems. Research improves the decision making ability of the manager. This course is aimed at helping would be managers to make effective managerial decisions.

Objectives:

To create scientific attitude towards solving a management problem and impart knowledge about tools available for carrying out research.

Course Content

Unit I - INTRODUCTION TO RESEARCH METHODOLOGYo Importance of Research in Decision Makingo Defining Research Problem and Formulation of Hypothesiso Experimental Designs

Unit II - DATA COLLECTION AND MEASUREMENT- Methods and Techniques of Data Collection- Sampling and Sampling Designs- Attitude Measurement and Scales

Unit III - DATA PRESENTATION AND ANALYSIS- Data Processing- Statistical Analysis and Interpretation of Data — Non-Parametric Tests- Multivariate Analysis of Data- Model Building and Decision Making

Unit IV - REPORT WRITING AND PRESENTATION- Substance of Reports- Report Writing and Presentation- Presentation of a Report

Reference Books:

1. Business Research Methods - Donald Cooper & Pamela Schindler, TMGH, 9th edition.2. Research Methodology - C.R.Kothari3. Research Methodology – Dr. V. P. Michael4. Research Design and Methods- Kenneth S. Bordens5. Methodology and the Technique of Social Research – Wilkinson , Bhandarkar

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Year One – Semester Two

PDMS 102 - Management of Human Resource II Objectives:The objective of the course is to familiarize students with the different aspects of managing human resources in the organization through the phases of acquisition, development and retention.

Unit I - HUMAN RESOURCE MANAGEMENT: CONTEXT, CONCEPT AND BOUNDARIES- The Changing Social Context and Emerging Issues- The Concept and Functions of Human Resource Management- Structuring Human Resource Management

Unit II - GETTING HUMAN RESOURCE- Job Analysis and Job Design- Human Resource Planning- Attracting the Talent: Recruitment, Selection, Outsourcing- Socialisation, Mobility and Separation

Unit III - PERFORMANCE MANAGEMENT AND POTENTIAL ASSESSMENT- Competency Mapping- Performance Planning and Review- Potential Appraisal, Assessment Centres and Career and Succession Planning- HR Measurement and Audit

Unit IV - HUMAN RESOURCE DEVELOPMENT- Human Resource Development System- Training & Development- Mentoring and Performance Coaching- Building Roles and Teams

Unit V - COMPENSATION AND REWARD MANAGEMENT- Laws Covering Wages, Welfare and Benefits- Compensation Strategy, Structure, Composition- Reward Management

Unit VI - EMPLOYER-EMPLOYEE RELATIONS- Regulatory Mechanisms in Industrial Relations- Dealing with Unions and Associations- Industrial Democracy- Grievance Handling and Discipline

References

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PDMS 104 - Managerial Economics II

ObjectivesThe objective of this course is to give understanding of the basic concepts and issues in managerial economics and their application in business decisions.

Course Content

Macro-Economic AnalysisTheory of income and employment, Classical, Modern (Keynesian), Approach. Macro-Economic Variables, Circular flow of income, National Income Concepts, definition and its measurement.

Individual DecisionIndividual (one person) decision making under uncertainty, attitudes to risk and the value of information. Theory of games i.e. strategic decision making, with applications to oligopoly, collusion, product differentiation, entry deterrence etc. The effects of asymmetric information in areas such as bargaining, bidding and auctions. Situations of moral hazard and adverse selection.

Text Books:1. Koutsoyiannis, A. (2003) Modern Micro-Economics, Macmillan Press Ltd.2. Salvatore, Dominick, Managerial Economics, Mc Graw- Hill Book Company, Latest Edition.3. Edward Shapiro (2003); Macro Economic Analysis, Tata Mc. Graw Hill.

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PDMS 106 - Quantitative Analysis for Managerial Applications

Unit I - BASIC MATHEMATICS FOR MANAGERS- Quantitative Decision Making – An Overview- Function and Progressions- Basic Calculus and Applications- Matrix Algebra and Applications

Unit II - DATA COLLECTION AND ANALYSIS- Collection of Data- Presentation of Data- Measures of Central Tendency- Measures of Variation and Skewness

Unit III - PROBABILITY AND PROBABILITY DISTRIBUTIONS- Basic Concepts of Probability- Discrete Probability Distribution- Continuous Probability Distributions- Decision Theory

Unit IV - SAMPLING AND SAMPLING DISTRIBUTIONS- Sampling Methods- Sampling Distributions- Testing of Hypotheses- Chi Square Tests

Unit V - FORECASTING METHODS- Business Forecasting- Correlation Applications- Regression- Time Series Analysis

Unit VI - TOOLS FOR ANALYSIS- SPSS- R- MATLAB, ETC

References

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PDMS 108 - Record Management

ObjectivesThis course is designed to provide the students with an in depth understanding of a system for organising, storing, retrieving as well as removing outdated records and disposing of them. It is intended also to equip students to understand the need for good records management systems and the contribution office workers make towards the efficient management of office records.

Course ContentsUnit 1 DEFINITION OF RECORDS MANAGEMENT

Challenges of Information Explosion/GrowthDefinition of Records ManagementHistory of Records ManagementDefinition of RecordsClassification of RecordsRecords Management Functions in Organisations

Unit 2 INFORMATION PROCESSING SYSTEMSDefinition of InformationImportance of Information ProcessingInformation Processing WorkflowOffice Workers’ Tasks

Unit 3 MAINTAINING OFFICE RECORDSBenefits of an Effective Records Management SystemStorage Media for RecordsCost Factors Associated with Records ManagementRecord Life Cycle

Unit 4 PAPER RECORDS SYSTEMComponents of a Paper Filing SystemAlphabetic Filing SystemsNumerical Filing Systems Chronological Filing Systems

Unit 5 MANAGING HARD COPY RECORDSPreparation of Records for StorageFiling RecordsRemoving Records from Active Storage

Unit 6 STORING, RETRIEVING AND TRANSFERRING RECORDSRecords StorageRecords RetrievalRecords TransferRecords Centre Control Procedures

Unit 7 ELECTRONIC AND IMAGE RECORDSElectronic Media

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Retention and DispositionRecords Safety and SecurityImage MediaRetention

Unit 8 RECORDS AND INFORMATION MANAGEMENT PROGRAMMERIM Programme ComponentsRIM Programme ResponsibilitiesPoints to File and Retrieve

References:(1) Denyer, J.C. (1974). Office Management, (5th Edition), London: Pitman Publishing.(2) Place, I., Byers, E.E. and Uthe, E.F. (1972). Executive Secretarial Procedures, (5th Edition), New

York: McGraw-Hill Book Company(3) Oliverio, M.E. Pasewark, W.R. and White, B.R. (1993). The Office Procedures and Technology,

(2nd Edition). New York: South-Western Publishing Company(4) Read, J. and Ginn, M.L. (2007). Records Management, (8th Edition). Ohio: Thompson Higher

Education

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PDMS 110 - Company Law & Practice IIGeneral ObjectivesThe objective of the course is to expose students to laws governing business transactions in Ghana. At the end of the study, the students should know principles of corporate personality and limited liability; The types of companies; Company formation; Corporate transaction; The role of capital; The role of directors; The role of the company secretary; Reconstruction and take-overs and Winding up

Course ContentUnit-I: Formation, Registration and Incorporation of company

a. Nature and kinds of companniesb. Promoters: Position, duties and liabilitiesc. Mode and consequences of incorporation,d. Uses and abuses of the corporate form, lifting of corporate veil,e. Regulations, alteration and the doctrine of ultra vires,f. Regulations, binding nature, alteration, doctrine of constructive notice and indoor management- exceptions.

Unit-II:Capital Formation

a. Registration of companiesb) Prospectus: Issues, contents, Kinds, liability for misstatements, statement in lieu of

prospectus,a. The nature and classification of company securities,b. Shares and general principles of allotment,c. Statutory share certificate, its objects and effects,d. Transfer of shares,e. Share capital, reduction of share capital,f. Duties of court to protect interests of creditors and shareholders.g. Debentures, kinds, remedies of debenture holders.

Unit – III: Corporate Administration

a. Directors – kinds, powers and duties,b. Insider trading,c. Meetings kinds and procedure,d. The balance of powers within companies - Majority control and minority protection,Prevention of oppression, and powers of court and central government,e. Emerging trends in Corporate social responsibility, legal liability of company - civil,criminal, tortuous and environmental.

Unit-IV: Winding up of Companies

a. Kinds, consequences and reasons of winding up,b. Role of the court,c. Liability of past members,d. Payment of liabilities,e. Reconstruction and amalgamation.

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References:

1. P. Bondzi Simpson – Company Law in Ghana2. Gower – Prinicples of Company Law3. Company’s Act, 1963 (Act179)

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PDMS 112 - Administrative Law IICourse Objective: The purpose of this course is to make students aware of various aspects of administrative law including quasi-legislative, quasi-judicial and other ministerial functions of administration and control thereof.

Course OutlineAdministrative Discretion and Judicial Control of Administrative ActionA. Administrative Discretion

a. Need and its relationship with rule of lawb. Constitutional imperatives and exercise of discretionc. Grounds of judicial review

i. Abuse of discretionii. Failure to exercise discretion

d. Doctrine of legitimate expectationsB. Judicial Control of Administrative Action

i. Introductionii. Court as the final authority to determine the legality of administrative action

iii. Exhaustion of Administrative remediesiv. Locus standiv. Laches

vi. Res judicatavii. Judicial review and its extent

C. Methods of judicial reviewi. Statutory appealsii. Writsiii. Declaratory judgements and injunctionsiv. Civil Suits for Compensation

References

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PDMS 114: Project/Long Essay

At the beginning of the second semester student will select appropriate project topics where they will undertake a research on and submit a report on the end of the semester for assessment.

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