PIM Vision

To become a centre for management excellence in South Asia.

PIM Mission
We ignite human imagination by developing leaders having global presence with local pulse.
In this endeavour, we pursue innovative teaching, cutting-edge research, enriching partnerships,
inspiring sustainability and exemplary governance.

PIM Values
Passion
Enthusiasm and eagerness towards results in showing professionalism in actions.
Key Behavioural Indicators (KBIs)
Is clear about the tasks associated with the job.
Is enthusiastic in handling tasks.
Thinks innovatively in finding new solutions.
Is conscious of ones contribution to the institutional success.
Willing to exert extra effort to achieve objectives.

Integrity
Acting in an ethical manner with the best interest of the institution in mind.
Key Behavioural Indicators (KBIs)
Is honest in conducting oneself.
Can be trusted in handling confidential matters.
Conducts oneself fully within the rules and regulations of the institution.
Cannot be manipulated for unethical actions.
Keeps the institutions needs ahead of ones interests.

Mindfulness
Paying attention to purpose and actions in doing things with self-awareness.
Key Behavioural Indicators (KBIs)
Pays attention to detail.
Is aware of the needed actions at any given moment.
Looks at situations unbiased with an open mind.
Has complete focus on tasks at hand.
Is efficient in utilizing time.
 We produce thought leaders to
the nation. The Postgraduate
Institute of Management (PIM)
has been in the forefront in
breeding such leaders with
character and competence. They
are equipped with cutting-edge
knowledge and complementary
skills needed to perform in both
private and public sectors alike.
In producing them with clarity
and commitment, the PIM has
always been a centre of excellence
in management education, with
its wings spreading beyond Sri
Lanka.

Excellence is all about being

exceptionally good. When
applied to enterprises, it involves
exceptional achievements in a
consistent manner. Thats what
the PIM is proud of being a
self-financed, semi-autonomous
public entity. Now the time has
come to expand our reach, regionally and globally through research and teaching. The leadership of
the PIM has been entrusted with another generation. Adhering to best practices with appropriate use
of technology is the way forward in ensuring enhanced quality and relevance in all our initiatives. The
PIM will continue to produce value in practising values, as the nations school of business.

We strive to continuously improve all our programmes. Master of Business Administration (MBA)
is our key flagship programme. As we have been consistently advocating, being an MBA is far more
important than doing an MBA. It is to put mind before action, in all endeavours. The increasingly
competitive world now demands not just to be an MBA but being brilliant as an MBA. We
believe in facilitating holistic learning with quality and relevance. In doing so, we transform mere
practitioners to mega professionals who will have global presence with local pulse. Thats why we offer
an enriching learning experience in igniting human imagination.

Prof. Ajantha S. Dharmasiri

Director and Chairman of the Board of Management
22 3
As the pioneer of advanced
management education
and training in Sri Lanka,
the Postgraduate Institute
of Management (PIM)
has continued to serve the
business community and
the state for over 30 years.
As a semi-autonomous body
affiliated to the University
of Sri Jayewardenepura,
it is governed by a Board
of Management consisting
of representatives from
business, professions and the
government. The PIM is the
only university institution
in the country which is
self-financed. The PIMs
core degree programme,
the Master of Business
Administration (MBA)
attracts, hundreds of young
managers annually, and
provides the most challenging
learning opportunity in
management in Sri Lanka.

4 5
 Guided by our strategic direction, the Institute
consciously adopts a series of strategy-driven
policies and programmes in the four key result
areas of management education and research:
Higher Degrees
Quality in Output
All our graduates in business, public sector
management and doctoral programmes
are expected to demonstrate high levels of
achievement in three areas:
l Distinct operational competencies in a
chosen specialization of management;
l Distinct competencies in the generic
management skills of interpersonal relations
and communication including IT; and
l Distinct competencies in higher order
integrative abilities in systems integration,
strategy formulation and leadership.
Relevant Education
Courses of study, areas of specialization and
majors, and research priorities in all programmes
of study will reflect the Institutes response
6 7
to the priority needs of industry, government
and national development as perceived by the
Institute. In this process, the Institute also gives
priority to the study of international business and
issues of globalization.
Research in Management
Proudly Continuing Our Tradition
The PIM is the leading higher education
institution in the country that conducts research
in the discipline of management. This is amply
reflected in our claim that our MBA is one of the
few, and best, MBA programmes in the world
where research is an important and essential
component of the degree. While many MBA
programmes elsewhere have conveniently
abandoned the most precious learning activity
of research, we proudly continue to improve
upon the quality of our research activity in the
MBA programme. We have done so for over
three decades. Research interests developed
at the Masters level are promoted through the
doctoral programme of study. The Sri Lankan
Journal of Management, the quarterly Journal
of the Institute which started in 1996, and the
new Professional Manager Magazine continue to
provide a forum for publication and discussion.
 MBA Programme Learning
Objectives
This module is in direct relevance to the learning
objectives of the MBA programme. As it is stated,
PIM MBA graduates will be able to:
A. Recognize the key knowledge, skills and
attitudes at local and global level.
B. Reflect with critical thinking and analysis in
solving business related problems.
C. Reach public and private organizations
through team participation.
D. Realize the importance of economic and
ecological concerns and the humane aspects
of business activities.
E. Reinforce integrity and ethics in being
conscious about values when decisions are
made.
The above objectives are connected to the
learning objectives of each module.
Degree Requirements
The Master of Business Administration (MBA)
is the core degree programme of the Institute.
It takes two years to complete. Organized into
eight academic terms during this two-year
period, the programme offers approximately
600 classroom interaction hours and over 60
hours of faculty consultation on research, skills
development, directed study and residential
workshops. Since the degree requirements for
group work, practical assignments, research
and skills projects as well as examinations
are comprehensive, the demand on students
in terms of study hours is high. Most of the
sessions are conducted during evenings and
weekends, and part of the work is done through
day-time workshops and off-campus residential
programmes. All degree requirements must be
completed within a period of five years of the
date of first registration.
A student must earn a total of 60 credits by
way of course work, research work and skills
demonstration. These credit hours (cr) are
distributed among these components of the
regular study programme as follows:
8 9
Required Core Courses (17) 34 credits
Elective Courses (04) 08 credits
Integrative Course in Management 03 credits
Management Research Project (MRP) or 15 credits
Management Skills Project (MSP) or
Management Case Study (MCS) or
Entrepreneurship Skills Project (ESP) or
Industry Survey Project (ISP)
Total 60 Credits
The Management Research Project/Management
Skills Project/Management Case Study/
Entrepreneurship Skills Project/Industry Survey
Project is presented by the student before a panel
of academic and professional evaluators.
Management Research Thesis (MRT)
Option (20 cr)
Students needing an academically-bent Masters
Degree may undertake research leading to a
Thesis (20 cr), in which case the student will
not do the 15 credits projects stated above, and
the integrative course in Management. Further,
the student will do only three elective courses.
Management Research Thesis is presented by
the student before a panel of academic and
professional evaluators.
Management Field Study Project
(MFP) Option (11 cr)
The Management Field Study Project option is
an extension of the case study, where a student
can focus on a performance improvement
of a division/department linked to a course
work. This will be more related to KPIs of the
company which essentially becomes a part of
performance of a manager. Students taking Field
Project will need to take two additional electives,
which can broaden the knowledge, allows more
specialization in one field and gain competencies
in the particular field. For an example one
can take additional electives in HR and take a
HR related Field Project. This approach will
allow the student to complete the MBA on time
and gain required competencies in an area of
specialization.
Time Tables
The academic year is organized on a term basis.
The duration of a term is three months.
a) Week-day Option: Three days per week
(5.30 pm - 8.30 pm).
b) Week-end Option: Three, three hour
sessions on Saturday/Sunday (9.00 am -
7.30 pm).
MBA Students
The PIMs MBA attracts practising managers
and professionals largely from the private sector.
Candidates come from different academic and
work backgrounds. Engineering, marketing,
accounting, finance and IT are the popular ones.
10
The average age of students in a class is 25 years
and they possess, on average, 3 to 6 years of
executive experience. Students who come with
adequate preparation in supportive learning
skills in such areas as computing, statistics,
accounting and communication seem to enjoy
the learning activity better, and they cope with
the stresses of the programme with relative ease.
The most valued learning outcomes for students
of the MBA Degree include:
Learning the art and science of providing
leadership, including entrepreneurial and
strategic thinking for business organizations
competing in borderless environments;
Developing higher levels of competence in
problem and policy analysis in marketing,
production, financial and organizational
aspects of business;
Mastering the complex processes of
decision making and application of modern
management techniques for productivity and
quality enhancement;
Developing values and skills for working with
people, particularly in groups and teams; and
Sharpening business communication skills for
negotiation and executive presentations.
Who Should Apply
Eligibility to apply for admission to the MBA
Degree programme is determined according to
the following criteria:
1. One of the following qualifications:
a) A Bachelors Degree, with at least a second
class (upper division) pass, in business/
11
public administration/commerce/
management studies from a recognized
university.
b) A Bachelors Degree from a recognized
university and at least three years work
experience in a managerial capacity at an
organization acceptable to the Institute, or
teaching/research experience relevant to
the programme of study.
c) A professional qualification recognized
by the Institute as being equivalent to a
Bachelors Degree of a university and three
years work experience in a managerial
capacity at an organization acceptable
to the Institute, or teaching/research
experience relevant to the programme of
study.
 d) Senior managers, entrepreneurs and
researchers whose age is above 35
years and who have an exceptional and
outstanding track record. (In this category,
the Institute will adopt special procedures
for the determination of eligibility for
selection where the number of places
allocated in the programme is limited.)
2. A good knowledge of English.
Assessment of Applicants
Admission to the Institutes programmes
of study is competitive. In the selection of
applicants, intelligence is viewed as necessary
but not sufficient. The PIM welcomes
applicants with experience in managing
organizations or in research together with
qualities of dynamic leadership and a desire for
continuous improvement. In making selection
decisions, this admission policy recognizes
the relevance of three equally weighted sets of
attributes: intellectual capacity, demonstrated
professional/research competence and personal
characteristics. Since the Institutes courses of
12
study are conducted in the English medium,
candidates are required to have adequate
proficiency in English.
The admission procedure includes three steps of
evaluation:
a) Review and assessment of application and
qualifications
b) Admission test
c) Interview.
A Board of Admission administers this
procedure. Both academic and professional
qualifications of applicants will be assessed
in order to determine applicants intellectual
capacity and achievements.
Admission Test
Qualified applicants are required to sit the
Admission Test conducted by the Institute.
This test is designed to assess the candidates
analytical skills, communication skills and
proficiency in English.
Applications and Fees a) An official transcript of the academic record
of the candidate, forwarded to the Institute
A copy of the Programme Handbook with an
directly by the foreign university/ institute
application form could be obtained from the PIM
concerned. The applicant is required to make
office on a payment of Rs. 500.
necessary arrangements for the Institute to
An application-processing and admission test fee receive his/her transcripts on time.
of Rs. 1,000 must be paid at the time of sending b) Evaluation reports by two referees, addressed
the application. Course fees applicable to each to the Director of the Institute, under
programme of study are indicated at the time of confidential and sealed cover.
announcement of each programme. Course fees
once paid are not refundable, in whole or in part. Those applicants whose medium of educational
(The course fee for MBA 2018-2019 programme is instruction over a considerable period of time
Rs. 575,000). (minimum of three recent years) has been
English may seek exemption from the MBA
Timetables for sessions will vary according to
Admission Test by forwarding evidence of
the programme - structure, i.e., whether the
competence in the English Language.
programme is full-time, or conducted during
evenings or weekends. Foreign applicants may also be exempted from
the oral examination requirement for admission.
Foreign Applicants
Foreign students may use the application
forms obtainable from the Institute to make a
formal application for the programme of study.
Applications must be accompanied or followed
by:
13
Programme Duration and
Extensions
The normal period of study (effective from the
day of registration) for the MBA is two years
under the part-time option and one year under
the full-time option.
Under circumstances acceptable to the Board
of Study of the Institute a student may, upon
request, be granted extension of registration
beyond the normal period of study stipulated for
the programme. The maximum period of study
for the MBA is five years from the date of first
registration in the programme of study. Students
receiving extensions must pay a programme fee
for the period of extension.
Course Registration
Students must also register themselves separately
for required and elective courses. In general, a
student who is employed will not be allowed to
take more than three courses per term. However,
those students who are not employed or have
obtained study leave may be allowed to take up to
five courses per term.
Cancellation of Registration
The university registration of those students
who cannot complete the postgraduate degree
within the stipulated time will be automatically
cancelled. If they still wish to obtain the Degree
they must reapply for admission.
Student Discipline
In order to secure and maintain professional
and ethical standards pertaining to discipline,
students are expected to exercise restraint
in their conduct both inside and outside the
Institute. It is the responsibility of each student
to obtain a copy of the PIM Student Handbook
14
and familiarize himself/herself with the
regulations, procedures and guidelines given
therein, and adhere to them in pursuing the
studies and research prescribed by the Institute.
Residential Workshops
An important feature of programme delivery is
residential workshops. Usually, they are held in
hotels away from Colombo. These workshops
help students and faculty to examine current
issues in management in a quiet and reposeful
environment that promotes creativity in group
settings.
Postgraduate Diploma Option
Students who are unable to complete the MBA
Degree requirements may obtain a Postgraduate
Diploma in Management (PGDM). PGDM may
be awarded to those students who successfully
complete all requirements except those for
research and skill competencies. Likewise,
PGDM will also be awarded to those who do
not reach the required level of overall academic
performance measured by Grade Point Average
(GPA).
Further Information for
Students
Detailed information regarding all the policies
and procedures and regulations governing the
programme is given in the Student Handbook,
which is given free to registered students. It is the
responsibility of the students to understand and
follow the information given in this Handbook.
15
16 17
The PIM is privileged to offer its clientele the MBA with Management Field Project (MFP)
exposure it has gained both locally and globally Component:
Required Courses:
to meet the growing needs of managerial
Course Type No.of Term I (Year 1)
competencies and professionalism. The Credits
MBA 501 Managing Organizations
curriculum is structured around seventeen core Required Core Courses (17) 34 MBA 502 Economic Analysis for Business
courses and a choice of elective courses from a Elective Courses (06) 12 MBA 503 Business Communication
wide array of subject areas. Students are directed Integrative Course in Management 03
Term II (Year 1)
to research and skills development projects in Management Field Project Report 11
MBA 504 Marketing Management
each required course, leading to a well-conceived Total 60
MBA 505 Business Law
final project in the second year of study. (The above credit structure is in compliance with the Sri MBA 506 Information Management
Lanka Qualification Framework (SLQF) Exit Level 10
Term III (Year 1)
requirements.)
MBA 507 Organizational Behaviour
Credit Requirements MBA 508 Managerial Finance
MBA 509 Managing Business Operations
A two-credit course which is 30 session hours,
Grading System Term IV (Year 1)
is conducted over a period of 10 weeks, and a
MBA 510 Human Resource Management
student will complete three such credit courses The grading system currently applicable in the
MBA 511 Management Research Skills
in a typical term. Each course will have its programme is as follows: MBA 512 Leadership and Business Development
own scheme of evaluation, including skills and
Term I (Year 2)
research-based assignments and group work, Marking Scale Grade Point
Scale MBA 513 Strategic Financial Management
and a final course examination. Time tables MBA 514 International Business
for sessions vary according to whether the 00 - 59 F 0 MBA 515 Project Management
programme is full-time, part-time or conducted 60 - 65 C 2 Term II (Year 2)
during evenings or weekends. 66 - 70 C+ 3 MBA 516 Entrepreneurship
71 - 75 B 4 MBA 517 Business Strategy
The credit structure of the MBA Programme Elective Course I
76 - 80 B+ 5
under different research options is as follows: Term III (Year 2)
81 - 85 A- 6
MBA 518 Integrative Course in Management
MBA with Research Component: 86 - 90 A 7
Elective Course II
91 - 100 A+ 9
Course Type No.of Elective Course III
Credits Term IV (Year 2)
Required Core Courses (17) 34 The pass mark for each credit course is sixty
Elective Course IV
Elective Courses (04) 08
(60) and above provided that the student earns a
One of the following
Integrative Course in Management 03 minimum of 60% for the examination component MBA 525 Management Research Project (MRP)
Management Research/Skills/Case 15 in order to attain this grade. A minimum of 60% MBA 526 Management Skills Project (MSP)
Study/Entrepreneurship Skills/ will also apply to all assignments, the aggregrate MBA 527 Management Case Study (MCS)
Industry Survey Project of which would form the total that module. MBA 528 Entrepreneurship Skills Project (ESP)
Total 60 MBA 529 Industry Survey Project (ISP)
To qualify for the MBA Degree the level of
performance required at the end of Year II is a MBA 530 Management Field Study Project (MFP)
MBA with Management Research Thesis (MRT) MBA 535 Management Research Thesis (MRT)
GPA of 4.0 or better on the above scale.
Component:

Course Type No.of

Credits Excellence in Performance
Required Core Courses (17) 34 A Merit Pass in the MBA degree is awarded to
Elective Courses (03) 06 a candidate who receives a GPA of 7 or better,
Management Research Thesis 20 together with a grade of A for the final project.
Total 60

18 19
MBA 501: Managing Organizations
Overview of managing organizations, evolution
of management thinking, approaches to planning
in organizations, organizing and organizational
design, leading vs. managing in organizations,
control techniques in management, systems
perspective of organizations, managing change,
managing the human resource in organizations,
organizational culture, balanced scorecard as a
progress tracking tool.
Learning Highlights:
1. Intent, scope and context of management
2. Managerial roles skills and functions
3. Managing in diverse contexts
4. Managing change
MBA 502: Economic Analysis for
Business
Fundamental economic problems facing societies
and individuals; how modern markets work;
demand and supply analysis; Government
intervention in the economy; elasticity and
business applications; theory of production
and cost; industry structures from perfect
competition to monopoly and business strategy.
20
20
The macroeconomic environment of business;
national income accounting and economic
growth; international trade; balance of payments
and exchange rates; implications for business of
Governments macroeconomic policies - fiscal
policy, monetary policy and exchange rate policy.
Learning Highlights:
1. Elasticity coefficients and business strategy
2. Cost-output behaviour and pricing decisions
3. Industry analysis and firm-level actions
4. National income accounting
MBA 503: Business Communication
Communication in organizations; classification of
information and typologies; topics and themes;
professional and business writing, writing of
management reports; executive oral presentation
skills; inter-cultural communication; listening
skills; creative thinking, negotiation skills;
conducting executive meetings.
Learning Highlights:
1. Overcoming communication barriers
2. Creative and critical thinking
3. Executive presentations
4. Negotiating and conducting meetings
MBA 504: Marketing Management
Essentials of marketing: marketing as a
philosophy and function; profiling the Sri Lankan
consumer; market segmentation, targeting and
and dispute settlement; mediation, arbitration,
positioning; managing the marketing-mix: new
product development, branding, pricing, selling,
marketing communication, distribution; market/
sales forecasting; product/market plans.
Learning Highlights:
1. Consumer needs analysis
2. Developing positioning strategies and value
propositions
3. Marketing strategy implementation and
monitoring
4. Segmenting, targeting, and positioning
MBA 505: Business Law
Fundamental concepts of Business Law; sources
of law; the legal and court system; forms and
procedures in commercial litigation; legal
forms of business organizations; sole traders,
partnerships, syndicates, joint ventures,
agencies and companies; contract law, tort
law, property and criminal law in relation to
21
business; intellectual property; the law governing
e-Commerce; banking and insurance law;
securities in lending, hire purchase, guarantee
and indemnity; employment and labour law
ombudsman schemes and consumer protection.
Learning Highlights:
1. Role and scope of Business Law
2. Legal principles and concepts
3. Analysis of legislation and judicial decisions
4. Impacts of Law on business and commerce
MBA 506: Information Management
Business and IT; the business value of ICT,
use of IT for competitive advantage, ICT
strategy vis a vis business strategy, DMS and
data warehouses, the Internet and e-Business,
knowledge management in organizations, intra-
organizational and global information systems,
enterprise information systems, security and
control.
Learning Highlights:
1. Enterprise systems
2. Business impact of the internet
3. Effective selection and implementation of IT
systems
4. ROI on IT investments
MBA 507: Organizational Behaviour
Historical development of the study of
organizational behaviour; perception, multiple
intelligences and personality; attitude, values and
ethics; Theories of motivation, Zimbardo and
Milgram effects; power, politics and influencing
tactics; team dynamics; conflict and stress;
identification and involvement, leading to
organizational commitment.
Learning Highlights:
1. Psychological determinants of behaviour
2. Psychometrics for personality profiling
3. Organizational values
4. Emotional intelligence
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MBA 508: Managerial Finance
Role and function of accounting and
finance; understanding financial statements;
interpretation and analysis of financial
statements; cash flow statements and working
capital management; sources of finance and cost
of capital; budgeting and budgetary control;
contribution analysis and managerial decision
making; investment appraisal; shareholder value
creation and corporate governance; mergers and
acquisitions.
Learning Highlights:
1. Financial statements for managerial decision
making
2. Cost of funding
3. Intricacies of working capital management
4. Contribution-analysis for decision making
MBA 509: Managing Business
Operations
Production systems and processes; meeting
customer needs and wants; design and
innovation of socio-technical systems of
operation; information technology interfaces;
core business and outsourcing; measurement
of performance and productivity; total
quality management; certification of quality
systems; work processes and layout strategy;
planning, execution and monitoring of projects;
logistics and supply chain management; work
measurement, method study and ergonomics.
Learning Highlights:
1. Designing and development of products
2. Quality system design
3. Layout planning
4. Network application
23
MBA 510: Human Resource
Management
Managing people in the context of change,
strategic HRM, employee selection, employee
discipline, training and development, job design
and analysis, managing performance, employee
relations, managing rewards, emerging trends in
HRM, emerging trends through 7G framework.
Learning Highlights:
1. Role of HRM in organizations
2. Training need analysis
3. Best HRM practices trends
4. Developing a HR scorecard
MBA 511: Management Research Skills
Nature and significance of research; types
and characteristics of scientific research;
approaches to research deductive/inductive
and quantitative and qualitative research;
conceptualization and hypothesis development;
process of operationalization; sampling theory;
data collection instruments and methods
including focus groups; observation methods
and case study; statistical techniques and
presentation of findings.
Learning Highlights:
1. Descriptive, analytical and diagnostic modes
2. Data gathering approaches
3. Interviewing techniques
4. Data analysis and presentation
MBA 512: Leadership and Business
Development
Leadership in high performance organizational
cultures; historical, modern and postmodern
leadership theories; entrepreneurship
24
development; ethical dimension of exemplary
leaders; building a leadership pipeline for
succession; emergent leadership in crisis and
disaster management; business modeling and
forecasting long-term cash flow patterns;
the business plan; building a high performance
culture of commitment and competence;
business incubators; design and creation of
strategic business units, innovation and creativity
in organizations.
Learning Highlights:
1. Designing a leadership pipeline
2. Guidelines for ethical practice
3. Business modeling and business plan
development
4. Business leader characteristics and
behaviours
MBA 513: Strategic Financial
Management
Understanding finance strategy; agency theory
and stewardship theory; globalization of finance;
sources of long-term funding; capital structures;
arguments on risk vs. return; maximizing
shareholder wealth; analysis of finance strategy
in the context of product life cycle; advanced
aspects of capital budgeting; evaluating and
1. Cross-cultural differences and adaptation
working capital management; foreign currency
management; dividend policy; mergers and
acquisitions.
Learning Highlights:
1. Strategic aspects of FM
2. Investment Analysis
3. Capital structure decisions
4. Finance strategies for growth
MBA 514: International Business
Globalization; global institutions; international
differences in culture and business implications;
international trade theories; comparative and
competitive advantage; economic groupings and
free trade agreements; FDI; balance of payments;
foreign exchange market; modes of entry into
foreign markets and strategic alliances; strategies
for the global market; business negotiation;
25
global HR practices.
Learning Highlights:
2. Negotiating strategic alliances/joint ventures
3. Foreign exchange markets and risk
management techniques
4. Profiling country business settings and
practices
MBA 515: Project Management
Introduction to Project Management (PM);
scope, time, cost, quality dimensions of PM,
procurement, integration risk management;
PM office; programme Management; PM
methodologies; change and configuration
management in PM; project auditing;
international standards and practices in PM.
Learning Highlights:
1. Recent PM body of knowledge and
implications
2. Project design, planning, monitoring and
 control of projects
3. Managing risk, understanding PM office
4. Project auditing
MBA 516: Entrepreneurship
The philosophy, process and practice of
entrepreneurship; identifying entrepreneurship
through S curves of growth; personal
entrepreneurial competencies; the cultural
context of entrepreneurship; foci of different
schools of entrepreneurial thought; creativity and
innovation; identifying windows of opportunity;
wedges of entry into established markets; blue
ocean strategy for entrepreneurs; entrepreneurial
strategy; social entrepreneurship; family
business and succession; legal and other
compliance issues.
Learning Highlights:
1. Self-evaluation as an entrepreneur
26
2. Developing entrepreneurship
3. Studying an entrepreneur
4. Opportunity recognition
MBA 517: Business Strategy
Business strategy, competition and winning;
business paradigms and competing for the
future; types and risks of strategies; industry
analysis; company analysis; strategy formulation;
vision, mission and objectives, strategy and
policy; corporate planning; plan implementation;
appropriate organizational structures and
cultures.
Learning Highlights:
1. Analysis of business contexts
2. Developing strategic positions
3. Developing the vision and mission of a
business
4. Executional strategies and operationalization
MBA 518: Integrative Course in
Management
The Integrative Course in Management consists
of a series of five seminars. At the end of the
seminar series students are required to sit a
Comprehensive examination of three hour
duration.
MBA 525: Management Research
Project (MRP)
Through MRP, the student will demonstrate
his/her depth of knowledge and understanding
in a chosen area of study via an extensive
study/survey of existing knowledge, innovative
formulation of problems and their analysis;
collection, analysis and interpretation of data and
information, and developing sound conclusions.
Students are advised to select a suitable area
of study for this purpose early in their study
27
programme, and then use the research exercises
given in required courses to explore and develop
their research questions and background
literature.
Required: Approval of research proposal;
submission of paper during the last term
of study; and oral examination of paper
(approximately one hour).
MBA 526: Management Skills Project
(MSP)
Through MSP, the student will demonstrate his/
her knowledge and understanding in a chosen
area of study via a survey of existing knowledge
and identification of a business or management
problem requiring solutions in a practical setting,
and demonstrate competency in a chosen area(s)
by designing a project, implementing it and
reporting the results obtained. A wide range
 of projects in construction, business, services
and management of organizations is permitted.
Students are advised to plan for a suitable project
early in their study programme and then use the
skills assignments available in required courses
to prepare for the project to be undertaken in
the last term of study. Students may search for
project sponsors/funding sources to support the
projects implementation.
Required: Approval of management skills
proposal; submission of project during the last
semester of study; and oral examination of
project (approximately one hour).
MBA 527: Management Case Study
Project (MCS)
Through MCS, the student will demonstrate his/
her ability to examine an organization based on
an overarching theme.
Evidence, both quantitative and qualitative, will
be collected relating to the selected organization
in examining the identified theme. The collected
information which will be organized in terms
of a well-crafted conceptual framework and its
underpinning theme will then be narrated in
order to develop the case study which will be
undertaken in the last term of study. Pointed
questions will be listed at the end of the case
study for the reader to explore.
Required: Approval of case study proposal;
submission during the last semester of study; and
oral examination of case study (approximately
one hour).
MBA 528: Entrepreneurship Skills
Project (ESP)
ESP is specially meant for the student who
intends to start up his own business, spearhead
the startup of a strategic business in an
organization, plan a specific aspect of business
development, or move into business consultancy
for startup entrepreneurs or small businesses. It
28
is an opportunity for the student to demonstrate MBA 530: Management Field Study
his/her knowledge and understanding of Project (MFP)
entrepreneurial strategy. In doing so he/she will
As in a MSP, a MFP addresses either a significant
make evident his/her competency in identifying
performance issue in a company such as a decline
an opportunity in the market, developing an idea,
in competitiveness or an attractive opportunity
crafting strategy for the startup of a business
that would enhance current profitability. It
unit for manufacture or service, analyzing
offers an excellent opportunity for MBA students
operational, market and financial feasibility,
to use the knowledge gained from their study
and also executing a project using state of the
programme to analyse an organizational issue
art project management knowledge. As in
and develop recommendation for resolving the
MBA526 Management Skills Project, students
issue.
are advised to plan for such a venture early in
their study programme by aligning assignment of
courses such as Managing Business Operations,
MBA 535: Management Research
Leadership and Business Development,
Thesis (MRT)
Entrepreneurship, and Small Business
Management towards this end. Students are also Students pursuing the Thesis option with 20
advised to seek sponsors and partners who would credits (in lieu of the Management Research/
facilitate the realization of this project. Skills/Case Study/Entrepreneurship Skills
Project) may leave out one elective course
Required: Approval of entrepreneurship skills (2 credits) and the Integrative Course in
proposal; submission during the last semester Management Course (3 credits), thus making up
of study; and oral examination of project for the 5 additional credits entitled for the Thesis.
(approximately one hour).
Required: Approval of management research
thesis proposal; submission during the last
MBA 529: Industry Survey Project semester of study; and oral examination of thesis
(ISP) (approximately one hour).
An ISP can be undertaken by a group of students
comprising 3-5 teams, each team consisting of 2
students. Based on an common framework for
the industry, each team of 2 students will analyze
10% companies in the selected industry which
would constitute one project. In total the 3-5
terms group would analyze 70% of the industry
where the unit of analysis is the company. A
sample of minimum 8000 respondents is
required if individual responses from the basis of
the data collection.
29
30 31
MHR 600: International Human
Resource Management
International Human Resource Management
deals with aspects of managing people in
the global work place. This course will help
participants to become either global managers of
multinational corporations located in different
countries or managers who work for diversified
enterprises with plant and branches in different
locations. Essentially, it deals with global HR
issues arising in relation to the management
of workforces functioning in cross-cultural
operating contexts.
MHR 601: Human Resource
Development
Human Resources Development is a function of
an organization that provides opportunities for
an individual to improve his/her current and
future job performance, while simultaneously
making best use of human capital in order
to improve the efficiency of the organization
itself. Excellent Human Resource Development
Systems are integral to the organizations
strategic plan. This course will assist participants
to learn how organizations develop competencies
in people who work in them, so that they would
32
have the ability and urge to achieve beyond the
average.
MHR 602: Organizational Psychology
This course applies knowledge of behavioural
science to managing people at work and
organizational development. By taking a more
Asian perspective, it applies principles of the
Moral Sciences as well. Topics covered include
individual differences, personnel selection
decisions, personnel performance assessment,
conflict management and negotiation, motivating
employees, team-work issues, productive and
counter-productive behaviour, work-life balance
and personal quality.
MHR 603: Strategic Human Resource
Management
In the competitive world of business, Strategic
Human Resource Management has a strong
bearing upon an organizations corporate
strategy formulation and implementation. It is
also the pattern of human resource deployment
and activities intended to enable an organization
achieve its objectives. This course deals with
linking HRM with the strategic management
processes of the organization with emphasis on
co-ordination and congruence among the various
HR practices.
MHR 604: Performance Evaluation
and Management
This course aims at studying measurement of
employee performance for effective and the
efficient management of organizations. In this,
widely acclaimed motivational and performance
evaluation models will be examined with focus
on their possibility of use in the local context.
The scope will include impact remuneration and
incentive schemes and bonus plans for different
categories of employees in the organizational
hierarchy. The course will be enriched with
success stories from global and local contexts.
MHR 605: Contemporary Issues in
Human Resource Management
The aim of this course is to provide an up-to-
date analysis of the diverse and complex range of
issues currently confronting the field of human
resource management. Further, there is a strong
focus on applying current theories and models
to successful companies within the global and
33
local context. In addition, the latest research
in the field of HRM is used to demonstrate
topical issues from a strategic and innovative
perspective. The course is more suitable for
candidates who have substantial work experience
in HRM.
MBF 610: Cost Analysis for
Management
Managing costs, which is largely within the
control domain of management, is of prime
importance in managing organizations. A
systematic analysis of costs is the precursor to
effective cost management via cost control and
cost reduction. This course offers a scheme for
analysis of costs and a choice of methods/ tools
of cost control to select from. In addition, the
course develops a mind-set inclined towards
managing costs. Case studies will be used to
illustrate success stories and also demonstrate
analytical and control techniques.
MBF 611: Corporate Business Finance
Corporate Business Finance concerns the
maximization of the financial value of an
organization while managing the financial
risks faced by the firm. This course is designed
to enable the participants to understand
the behaviour of the financial environment
of the firm, the interrelationships among
different drivers therein and its impact on the
decision-making process including behavioural
aspects. Emphasis will be placed on practical
application of principles, concepts and intuitive
understanding of the theory behind salient
financial decision models.
MBF 612: Portfolio Management and
Business Valuations
Firstly, this course is designed to acquaint
participants with basic concepts, theories and
practices in understanding and analyzing and
making decisions in investment and portfolio
management. It thereafter proceeds to discuss
their applications covering areas. Secondly, it
deals with the theory and practice of valuation
of businesses and equities. It uses empirical
findings on these topics as and when required.
MBF 613: Risk Management
Risk is considered as a consequence of
uncertainty with a continuum of decision making
roles. This course examines risk in general as
applied to the whole range of risks to which
a firm is exposed. In this context, this course
focuses on the types and sources or risks faced
by an organization and how these risks can be
managed. Areas covered include quantitative
risk analysis using risk measurement techniques
and use of predictive analytics, modeling and
simulation to improve risk management.
MBF 614: Contemporary Issues in
Management Accounting
This course provides an extension of what
has been covered previously in the area of
Management Accounting. The focus is on
an issues that have theoretical and practical
underpinnings in the use of management
accounting in organizations. It will examine the
changing nature of management accounting
and the role of the management accountant; the
relationship with operations management and
opportunities and challenges associated with
implementing modern management accounting
techniques (e.g. ABC, BSC and Target Costing).
MBF 615: Principles of Islamic
Finance
This course deals with what a finance
practitioner should know about Islamic Finance
in the Sri Lankan context. It commences with
the interpretation of Islamic Finance as part of a
plural financial system where different varieties
of economic justice can co-exist and influence
each other. The course focuses on the different
types of Islamic financial products available
and their uses in different types of financing
arrangements. The course also examines some of
the real challenges for practitioners in practising
Islamic Finance in Sri Lanka.
MMK 620: Consumer Behaviour
The term behaviour includes thinking, feeling
and action patterns of consumers in response
to value propositions made by organizations.
The study of consumer behaviour will help
organizations to get under the skin of the
customer and develop strategies that work
in the market place. This course will enable
participants to recognize and understand the
intra and interpersonal and environmental
factors that shape consumer behaviour and apply
the knowledge gathered in the development and
adoption of marketing plans.
MMK 621: Marketing Communication
This course explores the role of communication
in marketing management and the strategic
integration of promotional tools, including
public relations, advertising, sales promotion,
personal selling, database and on-line marketing.
It critically evaluates trends and the impacts of
marketing communication on individuals and on
society as a whole. The course will adopt largely
a case study approach covering global and local
scenarios and across divergent organizational
categories.
MMK 622: Market Analysis and
Research
This course aims to provide participants with
knowledge and skills associated with market
research. Topics covered include carrying out
a needs analysis, designing a market survey,
collection and analysis of data gathered and
interpretation of findings. This largely practice-
oriented course buttressed with statistical
methods for analysis will enable participants to
implement marketing strategies effectively in
their organizations. The course builds on their
knowledge acquired previously in the areas of
basic Marketing.

34 35
MMK 623: Services Marketing
This course addresses the challenges of creating,
marketing and delivering high-quality services.
Participants will learn how key marketing
concepts are applied within the service industry
and come away with a better understanding
of how to sell, promote and position services.
Service management issues are also examined
within the larger context of employee
development and organizational culture. The
course will be of immense benefit to those who
practise or wish to practise professional services
such as accounting, law, education, healthcare,
etc.
MMK 624: International Marketing
The focus of this course is to examine marketing
from a global perspective. It examines the
effects of international trade and the political,
legal, financial and cultural environment on
36
making marketing decisions. Further, it studies
the analysis and design of marketing strategies
within the uncertain and dynamic international
environment. The course will be enriched
with case studies and will be of benefit to local
managers who are required to perform in an
intensely globalized environment.
MEO 630: Small Business Management
With the potent economy, numerous investment
opportunities, and a strong sense of competitive
nature in the corporate world, the day today
running of a small business may seem daunting.
In this course, topics which include market
research techniques, feasibility studies, site
analysis, financing alternatives which have
already been dealt within the MBA curriculum
are integrated into the practical task of facing
challenges of small business management
including start-up and operation of a growing
enterprise.
MEO 631: Techniques for Productivity
and Quality
In todays competitive and dynamic environment
business leaders and managers are faced with
the task of providing customers with a quality
product at the least cost. Can it be achieved
through the use of high technology, better
systems, and application of tools and techniques
or through employee involvement? The course
is built around addressing the above issues and
enables the participant to apply productivity and
quality improvement techniques to the work
environment. It also focuses on the concepts of
productivity and quality management.
MEO 632: Managing for Innovation
and Technology Management
This course addresses management and
technological innovation with emphasis on the
key role of organizations in creating, developing
and transferring new knowledge, products
and processes. It provides participants with an
understanding of innovation dynamics both
within and across organizational boundaries.
By drawing from state of the art innovation
literature as well as extensive use of case study
material, the course analyses opportunities and
challenges related to creating and sustaining
innovation with a specific focus on technology-
based organizations.
37
MEO 633: Logistics and Supply Chain
Management
Through this course participants are informed
of current best practices in the theory and
application of key processes and systems in
logistics, operations, engineering and global
supply chain management. It will increase
the participants knowledge and experience in
logistics and the global supply chain, technical
and problem solving skills, supply chain
management techniques, management skills
and the ability to take on greater responsibility.
The course will draw from the experiences of
excellent companies both global and local.
MEO 634: Operations Research in
Business
This course on operations research focuses on
understanding and optimizing complex decision
making in an organization. The course deals
with decision making situations, including
stipulation of problem definitions, objectives,
constraints, model construction and verification,
development of solutions, sensitivity analysis
and interpretation. Techniques will include
Decision Analysis, Linear Programming, Integer
Programming, Transportation Problems,
Goal Programming, Waiting Line Models and
Computer Simulation.
MEO 635: Business Analytics
This course stresses on key tools in Business
Analytics that can impact the performance of
a business. An interactive learning approach
is adopted to deliver the course. Topics are
presented in a pragmatic manner, making it
simple to understand and apply in a corporate
environment. Lectures, presentations, case
analysis, group presentations, discussions,
and videos are used appropriately as methods
of delivery. Assignments are given on issues
related to local and global organizations. Hence
participants get an opportunity to apply the
knowledge gained into practical situations.
MEO 636: Corporate Strategy
Corporate strategy focuses on the pattern of
decision-making that determines a firms goals
and objectives, produces principal policies,
defines the range of business to pursue, and
pertains to the overall plan for a diversified
firm. A firms corporate strategy acts as both a
catalyst for and a constraint on the strategies of
its business units. If the business strategies do
not support the firms corporate strategy, synergy
becomes impossible. Therefore, this progression
reinforces the inextricable link between business
strategy and corporate strategy, with cases
of business integration, strategic alliances,
corporate diversification, and mergers and
acquisitions. Drawing on these factors, the major
objective of this course is to help student to
understand: 1) conditions under which different
types of corporate strategy have the potential to
create (economic and social) value, competitive
and corporate advantages; and 2) organizational
and managerial systems that must be in place in
order to realize this potential value creation3)
execution of business level strategies focused on
a company.
Key feature of this course work is a simulation
where participants will be running a company
in the digital camera industry. Managers are to
run the company in an industry where there is
8-10 %growth annually. They would be the given
task of growing the company ; earnings per share
and stock price at least 8% annually; Maintain
a return on equity investment (ROE) of 15% or
more annually; Maintain a B+ or higher credit
rating; achieve an image rating of 70 or higher.
Simulation caries 50% of the course mark
MBX 640: Business Negotiation Skills
This course aims at making participants better
negotiators. Firstly, it will increase the awareness
of participants of the negotiation process
in general and that of their own negotiating
behaviour and the implicit working assumptions.
Secondly, the course will provide an operational
38
framework and analytical tools for preparing for
and conducting negotiations. Finally, it will help
them improve their skills in negotiation, joint
decision-making, and joint problem solving, and
help them to keep refining those skills.
MBX 641: Management Consultancy
Skills
When firms do not have the internal capability
to diagnose problems and develop alternative
solutions it becomes necessary to seek the
assistance of external specialists who perform
the role of management. Hence, the knowledge
and skills of consultants have a growing demand.
The purpose of this course is to introduce the
subject of management consultancy and build the
relevant skills among the participants through
a process of participatory learning. Diverse
approaches with relevance and application in the
Sri Lankan context are emphasized.
MBX 642 Cross Cultural Management
The course focuses on methods and practices
of managing in different cultures. It examines
sources of management conflicts due to cultural
differences that emerge in the areas of attitudes,
values and behaviour. Further, the course delves
into intercultural awareness and effectiveness in
the context of global businesses and successful
implementation of strategy. It also examines
corporate and personal ethical behaviour. The
course will adopt a case study approach.
MBX 643 Organizational Leadership
and Culture
Organizational culture and leadership are
elements in a company that work in conjunction
with one another towards organizational
success. Both culture and leadership influence
how the company will function and what will
be achieved. Either culture will determine how
leadership functions, or leadership will transform
the organizational culture so that the culture
supports the organization. This is the essence of
this course which will be illustrated with a series
of case studies both from the global and local
context.
MBX 644: Organization Change and
Design
In the competitive world of business
understanding the nature and characteristics of
organizations is key to the survival and success
of the organization. Organization theory is
intriguing, rich and helpful. Integrating new
concepts and models based on research with a
view to applying them where appropriate offer
novel options for individuals and institutions, in
gearing them for high performance. It is a way
of searching for organizational realities where
manifestations of the human condition and
conflicts are common place. This course is woven
around this core.
MBX 645: Topics in Business Law
This builds on the basic Business Law course
which has provided participants with a fair
knowledge pertaining to the law relating to
39
Business and Commercial Law in Sri Lanka. It
is an advanced course in Business Law which
focuses on selected current issues facing senior
managers with emphasis on the corporate and
financial services sector. The course subjects/
topics have been specially selected to target these
identified current issues and it will be blended
with presentations by experts in the field of law.
MBX 646: Advanced Course in
Research
The aim of this course is to provide advanced
knowledge and skills in conducting academic
research to those who wish to pursue research-
based further studies. Its content will include
comprehensive coverage of the research process
including problem identification, review of
literature, designing quantitative and qualitative
research projects, and written and oral
communication of research findings. The course
will be delivered primarily through seminars and
workshops.
MBX 647: e-Business
As e-Commerce increasingly creeps into all
facets of everyday life it becomes necessary
to understand how e-business evolved, the
technologies and business models that drive it,
the threat it poses to traditional business models
and how it is likely to grow in the future. This
course will provide insights into how e-business
operates and attempts to answer the queries
posed above.
MBX 648: Corporate Governance
This course examines the principles, policies
and practices pertaining to the subject area
of corporate governance in the local and
international context. Course contents include:
examination of different models and theories
of corporate governance; application of these
models and theories in practice; the regulatory
framework; impact of multidisciplinary insights
from the fields of economics, law, sociology, and
psychology; corporate governance mechanisms
and their application; and contemporary issues
in corporate governance.
MBX 649: Training Management
Training management is the application of
knowledge, skills, tools and techniques to
training activities to realize the outcome of
training in the broader context of Human
Resources Development (HRD). The HRD
is a function in an organization that offers
prospects for an individual to develop current
and future job performance, while concurrently
best utilizing human capital in order to
improve the effectiveness and the efficiency
of the organization itself. The contribution of
this course is to facilitate learning as to how
organizations could explore practices of training,
so that they would be able to make shift beyond
the average.
40
MBX 650: Management Writing Skills
Communication undoubtedly has become one of
the main pillars of any organization, irrespective
of whether the organization is in the public sector
or in the private business sector. Most successful
executives in the world of work will be those with
highly developed communication skills. Of all
the components of communication, writing has
assumed a great importance due to its ability to
influence the business process significantly. This
course will focus on making students become
purposeful, economical and reader oriented in
their management or business writing. Contents
of this course will cover writing a paragraph with
coherence and unity, compiling different types
of essays, writing business letters and reports
and strategic messages. A reasonably good
understanding of English grammar is required
for students to benefit out of this course.
integral part of modern software systems. They
MIT 650: Big Data Analytics
are now moving from traditional applications
Big data is the description used to encompass
to new areas including multimedia databases,
the huge amounts of data that is common to
geographic information systems and data
many businesses. It has been described as
warehouses. This course will help participants to
the next frontier for innovation, competition
contribute from the end users point of view to
and productivity in business. It is essential
the technical specialists for the successful design
for companies to embrace it so that they can
and development of complex databases used in
understand their customers better, develop new
business solutions.
products and cut operational costs. This course
has been designed to develop professionals who
can become data scientists capable of working
MIT 652: Data Mining Applications for
with massive amounts of data now common to
CRM
many businesses.
At present, an unprecedented level of emphasis
is given to CRM (Customer Relationship
Marketing). Key to CRM is knowledge about
MIT 651: Applications in Data Base
customers with technical craftsman needed
Management
to perform creative data mining operations
Database management systems provide efficient
from a mass of data with a view to relationship
mechanisms for storage and manipulation of
building. This course will expose participants to
vast amounts of data, and have now become an
essential features of CRM), the building blocks of
41
a CRM programme, data mining skills to build,
improve and maintain such a value generating
programme and application of CRM skills in
enhancing the firms profitability.
MIT 653: Information Systems
Security
This course will focus on basic computing
security concepts as the pertain to logical and
physical security at corporate or remote arenas
including mobile networks. It will expose the
participants to various design principles of
trusted computing bases, legal requirements,
investigation and compliance requirements,
numerous security protocols and principles,
practical networking security methodology
and an introduction to business continuity and
disaster recovery concepts.
42
MEC 660: Economic Policy for
Business
Economic policies are pursued by the authorities
to achieve multiple objectives of development.
They seek, fundamentally, to promote economic
growth with equitable distribution of incomes.
These objectives are achieved principally through
the private sector using regulations, service
delivery systems and, most importantly, through
macroeconomic policies. Businessmen need to
understand these policies both in their current
setting as well as in anticipated future trends.
This course will focus on how such policies affect
business performance.
MEC 661: Economic and Social
Infrastructure for Business
Performance
Economic infrastructure encompasses the
energy sector, roads and highways, railways,
telecommunication, water supply, drainage and
irrigation systems, whereas social infrastructure
refers to the countrys skills level, work ethic,
legal framework and labour relations. While
business decisions have to be based on a correct
assessment of the availability of these facilities,
not only currently but also in the future, there is
also opportunity for private investment in these
areas. This course examines these aspects in
depth.
43
MEC 662: International Agreements
on Trade and Services
International agreements on trade and services
promote orderly trade relations and provide a
mechanism for dispute settlement. Business
performance in Sri Lanka is significantly
influenced by the opportunities and challenges
posed by the international community, including
BRICS, which operates within a system of
multilateral, regional and bilateral agreements
on trade and services. This course exposes the
participants to a wide range of international
agreements with emphasis on implications that
will accrue to them as businessmen from Sri
Lanka.
Special Topics
Any other course of relevance may be introduced
from time to time.
 PIM Research Centre was set up in May 1998. In addition to administrating the Institutes
doctoral programme, it organizes, directs and promotes interdisciplinary studies and
research in the various issue areas of the discipline of management, with a focus on cross-
cultural management and communication.

The primary objective of the Centres work is to add significantly to the understanding
of the best management practices in the country and the rest of Asia. The approach is
interdisciplinary, and an attempt is made to integrate, or benefit from the perspectives of
culture, religion, language, history, sociology, political science, economics and philosophy
for the purpose of understanding key issues in management in South and South-East Asia.

International cooperation in these efforts is expected to result in a wide range of benefits

in other areas of national importance such as international cooperation in education,
international business and trade and intercultural cooperation. The current programme of
research emphasizes the following areas of concern:

a) General management: e.g., best management practices in Sri Lanka and the Asian
region.

b) Comparison of cultural value themes of the predominant Asian societies: e.g.,

contributions to cross-cultural studies such as Hofstedes framework of value
dimensions.

c) Examination of the cultural context of management practices in Sri Lanka with an

emphasis on work values and human motivation, innovation, adaptation and dealing
with risk and uncertainty, interpersonal behaviour such as coping, asserting and
supporting, decision making and use of information, communication and business
negotiation, productivity and similar issues.
d) Industry-specific studies: e.g., strategic directions of investments in a selected industry
category.
e) Policy-directed studies: e.g., study of specific public policies in selected areas of national
interest such as energy, transportation, fiscal policy and administration.

Activities
The PIMs research studies fall into three categories:
a) Faculty research,
b) Research projects funded by the Institute, and
c) Student research resulting from their theses, research papers, policy reports and field
projects. They are published through Research Papers, Case Studies, Research Abstracts
and the Institutes Sri Lankan Journal of Management. Conferences and workshops
held periodically provide an opportunity to discuss research findings. All students
research reports are available for reference in the PIM Library. Lists of research titles
are available on line.

44 45
 Cooperation with foreign universities and foreign
management institutes has been a principal
means by which the groundwork for the PIM has
been laid over the past three decades. The PIM
gives high priority to the development of links
with reputed educational institutions abroad.
The desire to develop expertise and promote
disciplined development in the international
context is the driving force behind the quest for
cooperation.
The policy of the Institute is to cooperate
with centres of higher learning worldwide. In
particular, the PIM looks forward to forging links
with centres of excellence in the Asia-Pacific
Region, the South Asian Association for Regional
Cooperation (SAARC), the Indian Institute of
Management (IIM) and Universities elsewhere.
The Postgraduate Institute of Management
has established research collaboration with the
School of Business, University of New South
Wales (UNSW), Canberra. The two institutions
will collaborate in research activities in business,
economics, management, and public policy.
The School of Business (SBus) is one of the
four Schools at the UNSW, Canberra. While
only 5% of business programmes worldwide
are accredited by the Associate to Advance
46
Collegiate Schools of Business (AACSB), the SBus
is the only AACSB-accredited business school
in the Australian Capital Territory Region. The
SBus conducts active research programmes
in Governance and Public Sector Accounting,
Econometrics and Economic Analysis, Human
Resource Management, Entrepreneurship and
Innovation, Logistics and Big Data Analytics,
Leadership and Change management, Public
Sector Management and Marketing.
The UNSW is a founder member of the Group
of Eight and one of Australias leading research
intensive universities. It was ranked 48th in
the 2014 QS World University Rankings. The
UNSW was recognized in the 2012 Excellence in
Research for Australia Report, which assessed
the Universitys performance in all broad fields
of research as at, above or well above world
standard. UNSW research strengths span a broad
and diverse range of disciplines. The UNSW
and the PIM undertake joint academic research
projects in areas of mutual interests, exchange
of faculty and promotion of PhD Programme of
the PIM, Master Graduates and PIM students,
Faculty Members to undertake the PhD
Programme at the UNSW, Canberra. The UNSW
awards scholarships to outstanding students.
47
Postgraduate Institute of Director Business Administration Public Administration
Management Sri Lanka Institute of Development Administration
Ms. Wasantha Perera
Director Prof. Ajantha S. Dharmasiri Prof. Ajantha S. Dharmasiri
Postgraduate Institute of Management (Chairman) Prof. D B P H Dissabandara Director, Postgraduate Institute of Management Director, Postgraduate Institute of Management
Prof. Ajantha S. Dharmasiri Head, Department of Finance
University of Sri Jayewardenepura Dr. U Anura Kumara Dr. Fredric A. Abeyratne
Secretary Dean Faculty of Mgt. Studies and Commerce, Consultant, Policy Initiative, UNDP
Ministry of Higher Education & Highways Mr. Ravi Edirisinghe University of Sri Jayewardenepura
Rep: Mr. N K G K Nemmawatta Chief Executive Officer, Sunshine Tea Pvt. Ltd. Dr. Damitha De Zoysa
Addl. Secretary Dr. A K L Jayawardana Consultant, Financial City Project
Mr. Harsha Fernando
Senior Consultant, Postgraduate Institute of
Secretary Consultant, Asian Development Bank Management Dr. Indrajit Coomaraswamy
Ministry of Public Administration and Home Affairs Governor, Central Bank of Sri Lanka
Senior Prof. Kennedy D Gunawardena Dr. Trevor Mendis
Rep: Ms. B P P S Abeygunaratne
Department of Accounting, Dr. Lloyd Fernando
Addl. Secretary Senior Consultant, Postgraduate Institute of
University of Sri Jayewardenepura Management Senior Consultant, Postgraduate Institute of
Secretary Management
Dr. Saman Kelegama Mr. Eardley Perera
Ministry of Finance and Planning
Executive Director, Institute of Policy Studies Company Director/Consultant, Director, Dr. Wickrema Weerasooria
Rep: Mr. Ranjith Asoka, Director General,
Department of Public Enterprises Dunamis Capital PLC Advisor to H.E. the President,
Senior Prof. H H D N P Opatha Insurance Ombudsman of Sri Lanka,
Director General Department of Human Resources Management, Dr. Travis Perera Senior Consultant, Postgraduate Institute of
National Institute of Business Management University of Sri Jayewardenepura Senior Consultant, Postgraduate Institute of Management
Dr. D M A Kulasooriya Management
Dr. Travis Perera Mr. W. A. Wijewardena
President Senior Consultant, Postgraduate Institute of Mr. Moksevi R Prelis Former Deputy Governor, Central Bank of Sri Lanka
Management
Institute of Chartered Accountants of Sri Lanka Company Director and Chairman, Capital Trust
Securities (Pvt.) Ltd.
Mr. Lasantha Wickremasinghe
Prof. B N F Warnakulasuriya
Department of Marketing Management,
President
University of Sri Jayewardenepura
Institution of Engineers, Sri Lanka
Eng. Jayavilal Meegoda
Dr. Wickrema Weerasooria
Advisor to HE the President,
Chairman
Insurance Ombudsman of Sri Lanka,
Ceylon Chamber of Commerce
Senior Consultant, Postgraduate Institute of
Mr. Samantha Ranatunga Management

Dean
Faculty of Management Studies & Commerce
University of Sri Jayewardenepura
Dr. U. Anura Kumara

48 49
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PIM Graduates are expected to join the PIM
Alumni Association. This Association provides
opportunities for all PIM graduates to meet,
learn, socialize, and network. There is an
admission fee and annual membership fee to be
paid. PIMA is active in providing its members
with opportunities for continuing education, and
it is a forum for the PIM graduates to develop
their professional careers. Some of the important
activities that have been initiated to meet its
objectives are,
Continuous Professional Development
(CPD) programmes for its members.
A Series of Public Interest Programs
(PIP) to address issues of interest that are
topical and significant to Management.
A series of programmes titled Developing
Managers for the Future.
52
Presentation of National Management
Award in order to recognize the outstanding
achievers among the members of PIMA.
The Vision and Mission of the PIMA is as follows:
Vision
To transform PIM Alumni into a community
of Thought Leaders that will shape the nations
socio-economic fabric.
Mission
To bring Together and Develop PIM Alumni
through unique Continuous Professional
Development programmes to forge links
with the countrys Business and Public sector
communities through unique Public Interest
programmes.
100 meters