We produce thought leaders to the nation.

Postgraduate Institute of Management (PIM) has

been in the forefront in breeding such leaders with
character and competence. They are equipped
with cutting-edge knowledge and complementary
skills needed to perform in both private and public
sectors alike. In producing them with clarity and
commitment, PIM has always been a centre of
excellence in management education with its wings
spreading beyond Sri Lanka.

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.

Excellence is all about being exceptionally good.

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

Dr. Ajantha S Dharmasiri

Director and Chairman of the Board of Management

We strive to continuously improve all our programs.

Master of Business Administration (MBA) is our key
flagship program. As we have been consistently
advocating, being an MBA is far more important
than doing an MBA. It is to put mind before action, in
all endeavours. The increasingly competitive world

The Institute and the

University
PIM, established in 1986 by Ordinance
under the Universities Act 1978, is one
of the seven postgraduate institutes
in the university system of Sri Lanka.
Though it is relatively young, it has the
largest student population among the
institutes, and it is the only self-financing
higher learning institution in the
university system of the country.
The University of Sri Jayewardenepura,
to which PIM is affiliated, is 55 years
old. In fact, it is much older if one counts
the long years of its history as a seat
of learning. The history of this institute
dates back more than a century to
1873, when the most Ven. Hikkaduwe
Sri Sumangala Nayaka Thero laid the
foundation of this distinguished centre
of learning as a Pirivena (Institute of
Buddhist and Oriental Studies) named
Vidyodaya (meaning awakening of
knowledge).
In 1958, it was reconstituted as the
Vidyodaya University of Ceylon by
an Act of Parliament. Under the
Universities Act of 1978, it was renamed
University of Sri Jayewardenepura,
after the new administrative capital of
Sri Lanka. Today, its full-time student
population is over 12,000 enrolled in
the faculties of Humanities and Social
Sciences, Management Studies and
Commerce, Applied Sciences,Medical
Sciences and Graduate Studies.

International Cooperation
The Institute is looking forward to
collaborating with institutions of higher
learning in the region and in East
Asia, for the purpose of promoting
research in comparative management,
doctoral studies and development
of specialization in such areas as
Banking, Finance, Technology
Management, and Entrepreneurship.
Cooperation with foreign universities
and foreign management institutes has
been a principal means by which the
groundwork for PIM has been laid over
the past two decades. PIM gives high
priority to the development of links with
reputed educational institutions abroad.
The desire to develop expertise and
promote disciplined development in the
international context is the driving force
behind the quest for cooperation.
The policy of the Institute is to
cooperate with centres of higher
learning worldwide. In particular, PIM
looks forward to forging links with
centres of excellence in the Asia-Pacific
Region, the South Asian Association
for Regional Cooperation (SAARC),
the Indian Institute of Management
(IIM) and Universities elsewhere. PIM
leaves areas of cooperation open
with a view to achieving the wider
purposes of management education. In
practically every field of specialization
at the Institute, collaborative ventures
are welcome. Collaborative research
into local and regional phenomena,
both fundamental and applied, is
one of the primary purposes of PIM.
The faculty of PIM, both regular and

visiting, are involved in research, and

the current projects cover areas such
as the sociocultural foundations of
management, development of industrial
policies and industry competitiveness
and administrative reforms in the public
sector.
What can PIM offer to the visiting
foreign faculty? PIM classrooms provide
a forum for the meeting of minds.
PIMs postgraduate students, with their
extensive experience in local business,
differing approaches and attitudes
to work, people and organizations,
present a rich and stimulating learning
environment. In fact, it is such
classroom dynamism that the visiting
foreign faculty enjoys most.
As a matter of policy, PIM offers to the
visiting foreign faculty a remuneration
package which includes professional
fees, accommodation, transport,
secretarial and IT communication
facilities.

Partnership with UNSW

Canberra
PIM has a research collaboration
agreement with the School of Business,
University of New South Wales,
Canberra. Hence, successful MBA
candidates have the opportunity to gain
a three year comprehensive scholarship
to follow a doctoral programme at
the University of New South Wales,
Canberra. However, this is subject to
relevant terms and conditions.

Guided by our Intent, the Institute

consciously adopts a series of strategydriven policies and programmes in the
four key result areas of management
education and research:

Higher Degrees
Quality in Output
All our graduates in business, public
sector management and doctoral
programmes are expected to
demonstrate high levels of achievement
in three areas:
Distinct operational competencies
in a chosen specialization of
management;
Distinct competencies in the generic
management skills of interpersonal
relations and communication
including IT; and
Distinct competencies in higher
order integrative abilities in systems
integration, strategy formulation and
leadership.

Relevant Education
Courses of study, areas of
specialization and majors, and research
priorities in all programmes of study will
reflect the Institutes response to the
priority needs of industry, government
and national development as perceived
by the Institute. In this process, the
Institute also gives priority to the study
of international business and issues of
globalization.

Research in Management

Training

Proudly Continuing Our Tradition

Management Development for

Companies

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. And, we have done
so for over two decades. Research
interests developed at the Masters
level are promoted through the doctoral
programme of study.

A Research Fund
Consistent with the above tradition, the
Institute operates a Research Fund
that supports large research projects
which focus on management issues,
industry competitiveness, public policy
and comparative management including
cross-cultural studies. In this direction,
we promote joint research projects with
scholars from overseas, particularly
from this part of the world.
The Sri Lankan Journal of Management,
the quarterly Journal of the Institute
which started in 1996, and the new
Professional Manager Magazine
continue to provide a forum for
publication and discussion.

We will continue to offer management

development programmes that are
tailored to meet the professional
development needs of individual
companies or organizations. These
are of medium-term duration covering
approximately 100 hrs. of training
and field projects. For senior-level
management, we offer short courses
on specific issues of organizational
improvement or personal professional
enhancement.

General Management Issues

The other important component of
our training activity is issue-centred
training workshops for managers across
industry and the public sector.

Core Competency
Development
Faculty Development
We recruit new faculty members with
credentials in academic work and
industry experience and evidence
of academic excellence. There
are schemes that encourage the
professional development of full-time
faculty, and they are unique in the
university system of Sri Lanka.

Foreign Faculty
To augment the faculty requirements,
the Institute recruits faculty
internationally for short-term
assignments (one month onwards). It
offers attractive schemes for local and
foreign academics who are looking for
places to spend their sabbatical leave
productively.

Integration of IT with Teaching

An important direction of programme
quality improvement will be the
integration of IT software with teaching
courses and delivery of selected course
work through the Internet.

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 twoyear period, the programme offers
approximately 600 classroom
interaction hours and over 60 hours
of faculty consultation on research,
skills development, directed study
and residential workshops. Since the
degree requirements for group work,
practical assignments, research and
skills projects as well as examinations
are comprehensive, the demand on
students in terms of study hours is high.
Most of the sessions are conducted
during evenings and weekends and part
of the work is done through day-time
workshops and off-campus residential
programmes. All degree requirements
must be completed within five years of
the date of first registration.
A student must earn a total of 60
credits by way of course work, research
work and skills demonstration. These
credit hours (cr) are distributed among
these components of the regular study
programme as follows:
Required Core Courses (34 cr),
Elective Courses (08 cr),
Integrative Course in Management
(03 cr)
Management Research Project or
Management Skills Project or
Management Case Study Project or
Entrepreneurship Skills Project (15 cr).

The Management Research Paper/

Management Skills Project/Management
Case Study/Entrepreneurship Skills
Project is presented by the student
before a panel of academic and
professional evaluators.
Students needing an academicallybent Masters Degree may undertake
research leading to a Thesis (20 cr),
in which case the student will not do
the Management Research Project
or the Management Skills Project or
Management Case Study Project, and
the integrative course in Management.
Further, the student will do only two
electives.

Time Tables
The academic year is organized on a
term basis. The duration of a term is
three months. A two-credit course which
is 30 session hours, is conducted over
a period of 10 weeks, and a student
will complete three such credit courses
in a typical term. Each course will
have its own scheme of evaluation,
including skills and research-based
assignments and group work, and a
final course examination. Time tables
for sessions vary according to whether
the programme is full-time, part-time or
evening/weekend. The time for evening
sessions is from 1730h to 2030h on
weekdays.
The MBA programme complies with
the Sri Lanka Qualifications Framework
(SLQF)-Exit Level 8. Students have
the option to follow the general MBA

programme or specializing either

Human Resource Management or
Finance.

MBA Students
PIMs MBA attracts practising managers
and professionals largely from the
private sector. Candidates come
from different academic and work
backgrounds. Engineering, marketing,
accounting, finance and IT are the
popular ones. The average age of
students in a class is 25 years and they
possess, on an average, 3 to 6 years
of executive experience. Students who
come with adequate preparation in
supportive learning skills in such areas
as computing, statistics, accounting
and communication seem to enjoy the
learning activity better, and they 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 programmes is determined
according to the following criteria:
1. One of the following qualifications:
a) A Bachelors Degree, with at least a
second class (upper division) pass,
in business/public administration/
commerce/management studies
from a recognized university.
b) A Bachelors Degree with a good
Grade Point Average (GPA) from
a recognized university and at
least three years experience in a
managerial capacity, or teaching
or research experience relevant
to the programme of study, at an
organization acceptable to the
Institute.
c) A professional qualification
recognized by the Institute as
being equivalent to a Bachelors
Degree of a university, a high
level of achievement at the
examinations of the professional
qualification (i.e., a good GPA), and
three years work experience in a
managerial - executive capacity at
an organization acceptable to the
Institute.
d) Senior managers, entrepreneurs
and researchers who have an
exceptional and outstanding
track record. (In this category,
the Institute will adopt 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

Applications and Fees

Admission to the Institutes programmes

of study is competitive. In the selection
of applicants, intelligence is viewed
as necessary but not sufficient. PIM
welcomes applicants with experience
in managing organizations or in
research together with qualities of
dynamic leadership and a desire for
continuous improvement. In making
selection decisions, this admission
policy recognizes the relevance of three
equally weighted sets of attributes:
intellectual capacity, demonstrated
professional/research competence
and personal characteristics. Since
the Institutes courses of study are
conducted in the English medium,
candidates are required to have
adequate proficiency in English.

A copy of the Programme Handbook

with an application form could be
obtained from the PIM office on
payment of Rs. 500.

The admission procedure includes three

steps of evaluation:
a) Review and assessment of
application and qualifications;
b) An admission test, and
c) An interview.

Foreign Applicants

A Board of Admission administers

this procedure. Both academic and
professional qualifications of applicants
will be assessed in order to determine
applicants intellectual capacity and
achievements. Grades obtained at
examinations would be considered a
valid indicator, and they will be scaled
to find whether the GPA of a given
applicant is excellent, good or poor.
Applications of those persons whose
GPA is poor may be rejected at the
stage of determining their eligibility to
apply.

Admission Test
Qualified applicants are required to sit
the Admission Test in Management
conducted by the Institute. This test
is designed to assess the candidates
analytical skills, communication skills,
proficiency in English and knowledge of
the business environment.

An application-processing fee of
Rs. 1,000 must be paid at the time
of sending the application. Course
fees applicable to each programme
of study are indicated at the time of
announcement of each programme.
Course fees once paid are not
refundable, in whole or in part. (The
course fee for 2016-2017 programme is
Rs. 550,000).
Timetables for sessions will vary
according to whether the programme is
full-time, or conducted during evenings
or weekends.
Foreign students may use the
application forms obtainable from the
Institute to make a formal application for
the programme of study. Applications
must be accompanied or followed by:
a) An official transcript of the academic
record of the candidate, forwarded
to the Institute directly by the foreign
university/ institute concerned.
The applicant is required to make
necessary arrangements for
the Institute to receive his/her
transcripts on time.
b) Evaluation reports by two referees,
addressed to the Director of the
Institute, under confidential and
sealed cover.
Those applicants whose medium
of educational instruction over a
considerable period of time (minimum
of three recent years) has been
English may seek exemption from the
Admission Test in Management by
forwarding evidence of competence in
the English Language.
Foreign applicants may also be
exempted from the oral examination
requirement for admission.

Programme Duration and

Extensions
The normal period of study (effective
from the day of registration) for the MBA
is two years.
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.

Audit
Under special circumstances, a student
may be allowed to audit a course (i.e.,
register and follow a course without
claiming credit) with the permission of
the Director and the course instructor
concerned.

Cancellation of Registration
The university registration of those
students who cannot complete 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

Grading System

In order to secure and maintain

professional and ethical standards
pertaining to discipline, students are
expected to exercise restraint in their
conduct both inside and outside the
Institute. It is the responsibility of each
student to obtain a copy of the PIM
Student Handbook and familiarize
himself/herself with the regulations,
procedures and guidelines given
therein, and adhere to them in pursuing
the studies and research prescribed by
the Institute.

The grading system currently applicable

in the programme is as follows:

Further Information for Students

To qualify for the MBA Degree the level

of performance required at the end of
Year II is a GPA of 4.0 or better on the
above scale.

Detailed information regarding all the

policies and procedures and regulations
governing the programme is given
in the Student Handbook, which is
given free to registered students. It
is the responsibility of the student to
understand and follow the information
given in this Handbook.

MBA Curriculum
PIM is privileged to offer its clientele
the exposure it has gained both locally
and globally to meet the growing
needs of managerial competencies
and professionalism. The curriculum
is structured around seventeen core
courses and a choice of elective
courses from a wide array of subject
areas. Students are directed to research
and skills development projects in each
required course, leading to a wellconceived final project in the second
year of study.

Marking Scale

Grade

00 - 59
60 - 65
66 - 70
71 - 75
76 - 80
81 - 85
86 - 90
91 - 100

F
C
C+
B
B+
AA
A+

Excellence in Performance
A Merit Pass in the MBA degree is
awarded to a candidate who receives
a GPA of 7 or better, together with a
grade of A for the final project.
The Dr. G C B Wijesinghe Memorial
Gold Medal and Cash Prize by KPMG
Sri Lanka is presented to the Best
Student of a given intake for achieving
the overall highest average in the
Master of Business Administration
Programme.

Credit Requirements
The credit structure of the MBA
Programme is as follows:
Course Type

No.of Credits

Required Core Courses (17)

Elective Courses (04)
Integrative Course in Management
Management Research/Skills/Case Study
Entrepreneurship Skills Project
Total
This is in compliance with SLQF Exit Level 8 requirements

Point
Scale
0
2
3
4
5
6
7
9

34
08
03
15
60

Programme Structure

Required Courses:
Term I (Year 1)
MBA 501 Managing Organizations
MBA 502 Economic Analysis for Business
MBA 503 Business Communication
Term II (Year 1)
MBA 504 Marketing Management
MBA 505 Organizational Behaviour
MBA 506 Managing Business Operations
Term III (Year 1)
MBA 507 Managerial Finance
MBA 508 Human Resource Management
MBA 509 Business Law
Term IV (Year 1)
MBA 510 Information Management
MBA 512 Leadership and Business Development
MBA 517 Management Research Skills
Term I (Year 2)
MBA 513 Strategic Financial Management
MBA 514 International Business
MBA 515 Business Strategy
Term II (Year 2)
MBA 511 Project Management
Elective Course I
Elective Course II
Term III (Year 2)
MBA 516 Entrepreneurship
Elective Course III
Elective Course IV
Term IV (Year 2)
MBA 520 Integrative Course in Management
One of the following
MBA 525 Management Research Project
MBA 526 Management Skills Project
MBA 527 Management Case Study Project
MBA 528 Entrepreneurship Skills Project
MBA 529 Management Research Thesis

10

MBA 501: Managing Organizations

Overview of managing organizations,
evolution of management thinking,
approaches to planning in organizations,
organizing and organizational design,
leading vs. managing in organizations,
control techniques in management,
systems perspective of organizations,
managing change, managing the
human resource in organizations,
organizational culture, balanced
scorecard as a progress tracking tool.
Learning Highlights:
1. Intent, scope and context of
management
2. Managerial roles skills and functions
3. Managing in diverse contexts
4. Managing change
MBA 502: Economic Analysis for
Business
Fundamental economic problems facing
societies and individuals; how modern
markets work; demand and supply
analysis; Government intervention in
the economy; elasticity and business
applications; theory of production and
cost; industry structures from perfect
competition to monopoly and business
strategy.
The macroeconomic environment of
business; national income accounting
and economic growth; international
trade; balance of payments and
exchange rates; implications
for business of Governments
macroeconomic policies - fiscal policy,
monetary policy and exchange rate
policy.
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

5. Balance of payments accounting

6. Government policy and firm-level
responses
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; intercultural 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 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.
MBA 505: Organizational Behaviour
Historical development of the study of
organizational behaviour; perception,
multiple intelligences and personality;
attitude, values and ethics; Theories
of motivation, Zimbardo and Milgram
effects; power, politics and influencing
tactics; team dynamics; conflict and
stress; identification and involvement,
leading to organizational commitment.

11

Learning Highlights:
1. Psychological determinants of
behaviour
2. Psychometrics for personality
profiling
3. Organizational values
4. Organizational climate survey
5. Modes of motivation
MBA 506: Managing Business
Operations
Production systems and processes;
meeting customer needs and wants;
design and innovation of socio-technical
systems of operation; information
technology interfaces; core business
and outsourcing; measurement of
performance and productivity; total
quality management; certification of
quality systems; work processes and
layout strategy; planning, execution
and monitoring of projects; logistics
and supply chain management; work
measurement, method study and
ergonomics.
Learning Highlights:
1. Designing and development of
products
2. Quality system design
3. Layout planning
4. Project formulation, implementation
and monitoring
5. Network application
MBA 507: Managerial Finance
Role and function of accounting and
finance; understanding financial
statements; interpretation and
analysis of financial statements; cash
flow statements and working capital
management; sources of finance 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. Investment project evaluation
5. Contribution-analysis for decision
making
6. Shareholder value creation within a
business
MBA 508: Human Resource
Management
Managing people in the context of
change, strategic HRM, employee
selection, employee discipline, training
and development, job design 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
4. Emerging trends
5. Developing a HR scorecard
MBA 509: Business Law
Fundamental concepts of Business
Law; sources of law; the legal and
court system; forms and procedures
in commercial litigation; legal forms
of business organizations; sole
traders, partnerships, syndicates, joint
ventures, agencies and companies;
contract law, tort law, property and
criminal law in relation to business;
intellectual property; the law governing
e-Commerce; banking and insurance
law; securities in lending, hire purchase,
guarantee and indemnity; employment
and labour law and dispute settlement;
mediation, arbitration, 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 510: Information Management
Business and IT; the business value
of ICT, use of IT for competitive
advantage, ICT strategy vis a vis
business strategy, DMS and data
warehouses, the Internet and
e-Business, knowledge management in
organizations, intra-organizational and
global information systems, enterprise
information systems, security and
control.
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 511: Project Management
Introduction to Project Management;
scope, time, cost, quality dimensions
of PM, procurement, integration risk
management; PM office; programme
Management; PM methodologies;
change and configuration management
in PM; project auditing; international
standards and practices in PM.
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. Programme management
5. Project auditing

12

MBA 512: Leadership and Business

Development
Leadership in high performance
organizational cultures; historical,
modern and postmodern leadership
theories; entrepreneurship
development; ethical dimension of
exemplary leaders; building a leadership
pipeline for succession; emergent
leadership in crisis and disaster
management; business modeling and
the business plan; building a high
performance culture of commitment
and competence; business incubators;
design and creation of strategic
business units, innovation and creativity
in organizations.
Learning Highlights:
1. Designing a leadership pipeline
2. Guidelines for ethical practice
3. Business modeling
4. Business plan development
5. Business leader characteristics and
behaviours
MBA 513: Strategic Financial
Management
Understanding finance strategy;
agency theory and stewardship theory;
globalization of finance; sources 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 forecasting
long-term cash flow patterns; 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; global HR
practices.
Learning Highlights:
1. Cross-cultural differences and
adaptation
2. Negotiating strategic alliances/joint
ventures
3. Foreign exchange markets and risk
management techniques
4. Profiling country business settings
and practices
MBA 515: Business Strategy
Business strategy, competition and
winning; business paradigms and
competing for the future; types and
risks of strategies; industry analysis;
company analysis; strategy formulation;
vision, mission and objectives, 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 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
2. Developing entrepreneurship
3. Studying an entrepreneur
4. Opportunity recognition
5. Personal plan for development
MBA 517: Management Research
Skills
Nature and significance of research;
types and characteristics of scientific
research; approaches to research
deductive/inductive and quantitative and
qualitative research; conceptualization
and hypothesis development; process
of operationalization; sampling theory;
data collection instruments and methods
including focus groups; observation
methods and case study; statistical
techniques and presentation of findings.
Learning Highlights:
1. Descriptive, analytical and
diagnostic modes
2. Data gathering approaches
3. Interviewing techniques
4. Data analysis and presentation
MBA 520: Integrative Course in
Management
The Integrative Course in Management
consists of a series of five seminars. At
the end of the seminar series students
are required to sit a Comprehensive
examination of three hour duration.

13

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 programme, and
then use the research exercises given
in required courses to explore and
develop their research questions and
background literature.
Required: Approval of research
proposal; submission of paper during
the last term of study; and oral
examination of paper (approximately
one hour).
Length: 15,000 words, excluding
appendices.
MBA 526: Management Skills Project
(MSP)
Through MSP, the student will
demonstrate his/her knowledge and
understanding in a chosen area
of study via a survey of existing
knowledge and identification of a
business or management problem
requiring solutions in a practical setting,
and demonstrate competency in a
chosen area(s) by designing a project,
implementing it and reporting the results
obtained. A wide range of projects
in construction, business, services
and management of organizations is
permitted. Students are advised to
plan for a suitable project early in their
study programme and then use the
skills assignments available in required
courses to prepare for the project
to be undertaken in the last term of
study. Students may search for project
sponsors/funding sources to support the
projects implementation.

Required: Approval of management

skills proposal; submission of project
during the last semester of study;
and oral examination of project
(approximately one hour)
Length: 12,500 words, excluding
appendices.
MBA 527: Management Case Study
Project (MCS)
Through MCS, the student will
demonstrate his/her ability to
examine an organization based on an
overarching theme.
Evidence, both quantitative and
qualitative, will be collected relating to
the selected organization in examining
the identified theme. The collected
information which will be organized
in terms of a well-crafted conceptual
framework and its underpinning theme
will then be narrated in order to develop
the case study which will be undertaken
in the last term of study. Pointed
questions will be listed at the end of the
case study for the reader to explore.
Required: Approval of case study
proposal; submission during the last
semester of study; and oral examination
of case study (approximately one hour)
Length: 12,500 words, excluding
appendices.
MBA 528: Entrepreneurship Skills
Project (ESP)
ESP is specially meant for the student
who intends to start up his own
business, spearhead the startup of a
strategic business in an organization,
plan a specific aspect of business
development, or move into business
consultancy for startup entrepreneurs
or small businesses. It is an opportunity
for the student to demonstrate his/
her knowledge and understanding
of entrepreneurial strategy. In doing
so he/she will make evident his/her
competency in identifying an opportunity

in the market, developing an idea,

crafting strategy for the startup of
a business unit for manufacture or
service, analyzing operational, market
and financial feasibility, and also
executing a project using state of the
art project management knowledge. As
in MBA526 Management Skills Project,
students are advised to plan for such a
venture early in their study programme
by aligning assignment of courses such
as Managing Business Operations,
Leadership and Business Development,
Entrepreneurship, and Small Business
Management towards this end. Students
are also advised to seek sponsors
and partners who would facilitate the
realization of this project.
Required: Approval of entrepreneurship
skills proposal; submission during
the last semester of study; and oral
examination of project (approximately
one hour)
Length: 12,500 words, excluding
appendices.
MBA 529: Management Research
Thesis
Students pursuing the Thesis
option with 20 credits (in lieu of the
Management Research/Skills/Case
Study/Entrepreneurship Skills Project)
may leave out one elective course (2
credits) and the Integrative Course in
Management Course (3 credits), thus
making up for the 5 additional credits
entitled for the Thesis.
Required: Approval of management
research thesis proposal; submission
during the last semester of study;
and oral examination of thesis
(approximately one hour).

Specialization Areas
Specialization areas are Human
Resources Management and Finance.
In order to specialize a student is
required to successfully complete three

14

courses (out of the four required to be

taken, if not following the Thesis option)
from the chosen area of specialization.
Further, his/her Management Research/
Skills/Case Study/Entrepreneurship
Skills Project should also be from the
area of specialization

Residential Workshops
An important feature of programme
delivery is residential workshops.
Usually, they are held in hotels away
from Colombo. These workshops help
students and faculty to examine current
issues in management in a quite and
restful environment of that promotes
creativity in group settings.

Postgraduate 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).

Elective Courses
Specialization Areas

MHR 600 - 609 Human Resource

Management

the strategic management processes of the organization with

emphasis on co-ordination and congruence among the various
HR practices.

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 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 601 Human Resource Development

Human Resources Development is a function of an
organization that provides opportunities for an individual to
improve his/her current and future job performance, while
simultaneously making best use of human capital in order
to improve the efficiency of the organization itself. Excellent
Human Resource Development Systems are integral to
the organizations strategic plan. This course will assist
participants to learn how organizations develop competencies
in people who work in them, so that they would have the ability
and urge to achieve beyond the average.

MHR 605 Contemporary Issues in Human Resource

Management
The aim of this course is to provide an up-to-date analysis of
the diverse and complex range of issues currently confronting
the field of human resource management. Further, there is
a strong focus on applying current theories and models to
successful companies within the global and local context. In
addition, the latest research in the field of HRM is used to
demonstrate topical issues from a strategic and innovative
perspective. The course is more suitable for candidates who
have substantial work experience in HRM.

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.

MBF 610 - 619 Finance

MBF 610 Cost Analysis for Management
Managing costs, which is largely within the control domain
of management, is of prime importance in managing
organizations. A systematic analysis of costs is the precursor
to effective cost management 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.

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

15

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 615 Principles of Islamic Finance

This course deals with what a finance practitioner should know
about Islamic Finance in the Sri Lankan context. It commences
with the interpretation of Islamic Finance as part of a plural
financial system where different varieties of economic justice
can co-exist and influence each other. The course focuses
on the different types of Islamic financial products available
and their uses in different types of financing arrangements.
The course also examines some of the real challenges for
practitioners in practising Islamic Finance in Sri Lanka.
MBF 616 Corporate Governance
This course examines the principles, policies and practices
pertaining to the subject area of corporate governance in
the local and international context. Course contents include:
examination of different models and theories of corporate
governance; application of these models and theories in
practice; the regulatory framework; impact of multidisciplinary
insights from the fields of economics, law, sociology,
and psychology; corporate governance mechanisms and
their application; and contemporary issues in corporate
governance.

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).

16

Other Areas of Study

MMK 624 International Marketing

The focus of this course is to examine marketing from a global
perspective. It examines the effects of international trade
and the political, legal, financial and cultural environment on
making marketing decisions. Further, it studies the analysis
and design of marketing strategies within the uncertain
and dynamic international environment. The course will
be enriched with case studies and will be of benefit to local
managers who are required to perform in an intensely
globalized environment.

MMK 620 - 629 Marketing

MMK 620 Consumer Behaviour
The term behaviour includes thinking, feeling and action
patterns of consumers in response to value propositions
made by organizations. The study of consumer behaviour will
help organizations to get under the skin of the customer and
develop strategies that work in the market place. This course
will enable participants to recognize and understand the
intra and interpersonal and environmental factors that shape
consumer behaviour and apply the knowledge gathered in the
development and adoption of marketing plans.

MEO 630 - 639 Entrepreneurship and

Business Operations
MEO 630 Small Business Management
With the potent economy, numerous investment opportunities,
and a strong sense of competitive nature in the corporate
world, the day today running of a small business may seem
daunting. In this course, topics which include market research
techniques, feasibility studies, site analysis, financing
alternatives which have already been dealt within the MBA
curriculum are integrated into the practical task of facing
challenges of small business management including start-up
and operation of a growing enterprise.

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.

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.

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.

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.

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.

17

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.

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.

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.

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.

MEO 635 Business Analytics

This course stresses on key tools in Business Analytics that
can impact the performance of a business. An interactive
learning approach is adopted to deliver the course. Topics
are presented in a pragmatic manner, making it simple
to understand and apply in a corporate environment.
Lectures, presentations, case analysis, group presentations,
discussions, and videos are used appropriately as methods of
delivery. Assignments are given on issues related to local and
global organizations. Hence participants get an opportunity to
apply the knowledge gained into practical situations.

MBX 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 640 - 649 General Management

MBX 640 Business Negotiation Skills
This course aims at making participants better negotiators.
Firstly, it will increase the awareness of participants of
the negotiation process in general and that of their own
negotiating behaviour and the implicit working assumptions.
Secondly, the course will provide an operational framework
and analytical tools for preparing for and conducting
negotiations. Finally, it will help them improve their skills in
negotiation, joint decision-making, and joint problem solving,
and help them to keep refining those skills.

18

MBX 645 Topics in Business Law

This builds on the basic Business Law course which has
provided participants with a fair knowledge pertaining to the
law relating to Business and Commercial Law in Sri Lanka.
It is an advanced course in Business Law which focuses
on selected current issues facing senior managers with
emphasis on the corporate and financial services sector. The
course subjects/topics have been specially selected to target
these identified current issues and it will be blended with
presentations by experts in the field of law.

MIT 651 Applications in Data Base Management

Database management systems provide efficient mechanisms
for storage and manipulation of vast amounts of data, and
have now become an integral part of modern software
systems. They are now moving from traditional applications
to new areas including multimedia databases, geographic
information systems and data warehouses. This course will
help participants to contribute from the end users point of
view to the technical specialists for the successful design
and development of complex databases used in business
solutions.

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.

MIT 652 Data Mining Applications for CRM

At present, an unprecedented level of emphasis is given
to CRM (Customer Relationship Marketing). Key to CRM
is knowledge about customers with technical craftsman
needed to perform creative data mining operations from a
mass of data with a view to relationship building. This course
will expose participants to essential features of CRM), the
building blocks of a CRM programme, data mining skills
to build, improve and maintain such a value generating
programme and application of CRM skills in enhancing the
firms profitability.

MBX 647 e-Business

As e-Commerce increasingly creeps into all facets of everyday
life it becomes necessary to understand how e-business
evolved, the technologies and business models that drive it,
the threat it poses to traditional business models and how it
is likely to grow in the future. This course will provide insights
into how e-business operates and attempts to answer the
queries posed above.

MIT 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.

MIT 650 - 659 Information Technology

MIT 650 Big Data Analytics
Big data is the description used to encompass the huge
amounts of data that is common to many businesses. It has
been described as the next frontier for innovation, competition
and productivity in business. It is essential for companies to
embrace it so that they can understand their customers better,
develop new products and cut operational costs. This course
has been designed to develop professionals who can become
data scientists capable of working with massive amounts of
data now common to many businesses.

MEC 660 - 669 Economic Theory and Policy

MEC 660 Economic Policy for Business
Economic policies are pursued by the authorities to achieve
multiple objectives of development. They seek, fundamentally,
to promote economic growth with equitable distribution of
incomes. These objectives are achieved principally through
the private sector using regulations, service delivery systems
and, most importantly, through macroeconomic policies.
Businessmen need to understand these policies both in
their current setting as well as in anticipated future trends.
This course will focus on how such policies affect business
performance.

19

MEC 661 Economic and Social Infrastructure for

Business Performance
Economic infrastructure encompasses the energy sector,
roads and highways, railways, telecommunication, water
supply, drainage and irrigation systems, whereas social
infrastructure refers to the countrys skills level, work ethic,
legal framework and labour relations. While business
decisions have to be based on a correct assessment of the
availability of these facilities, not only currently but also in the
future, there is also opportunity for private investment in these
areas. This course examines these aspects in depth.

MEC 662 International Agreements on Trade and Services

International agreements on trade and services promote
orderly trade relations and provide a mechanism for dispute
settlement. Business performance in Sri Lanka is significantly
influenced by the opportunities and challenges posed
by the international community, including BRICS, which
operates within a system of multilateral, regional and bilateral
agreements on trade and services. This course exposes
the participants to a wide range of international agreements
with emphasis on implications that will accrue to them as
businessmen from Sri Lanka.
Special Topics
Any other course of relevance may be introduced from time to
time.

20

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 quality 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
PIMs research studies fall into three
categories:
a) Faculty research,
b) Research projects funded by the
Institute, and
c) Student research resulting from
their theses, research papers, policy
reports and field projects. They
are published through Research
Papers, Case Studies, Research
Abstracts and the Institutes
quarterly Sri Lankan Journal of

21

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.

PIM maintains formal links with industry,

commerce and Government through
representation in the Institutes Board
of Management and Boards of Study,
and the Directors and the core faculty
members membership/participation
in similar institutional arrangements
elsewhere. A number of awards are
available to students who perform
well in course work and research.
Some of them are from donations and
endowments to the Institute.

As a matter of policy, the Institute

undertakes management consultancy
assignments which are likely to
contribute towards the improvement
of the content and skills of faculty
teaching through exposure to practical
management problems. In the past,
several management consultancies
have been successfully completed
in such areas as corporate planning,
organizational restructuring, job
analysis and remuneration policy,

22

training & development and institutional

development. The clients included both
public and private sector institutions
engaged in manufacturing, services
such as banking, finance, insurance,
urban development, and special
services aimed at improving the quality
of life of disadvantaged social groups.

Over a period of two decades, PIM has

accumulated a wealth of experience
in adult learning, research and
consultancy. Most of the teachers of the
Institute today have been at the task for
many years, and hence they form a core
team of academics who set standards,
integrate locally-found knowledge into
regular curricula, and coordinate among
the many faculty members with speed
and flexibility.
Our faculty team comprises permanent
teachers, teachers on contract and
visiting academics/professionals.
Dr. Arosha Adikaram

Dr. Ajantha Dharmasiri

B.Sc. Eng. (Moratuwa), MBA (PIM-USJ), Ph.D.

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

Human Resource Management,

Organizational Behaviour, Managing
Organizations, Business Communication
Ms. Sakunthala Durairatnam

B.Sc. (Pera.), M.Sc. (USJ), MBA (PIM-USJ),

M.I.Chem.C; C. Chem

Quality and Productivity Management

Mr. Ravi Edirisinghe

MBA (PIM-USJ), FCMA (UK), ACCA (UK),

CMILT

Strategic Financial Management, Corporate

Business Finance
Dr. Anura Ekanayake

BA (Econ) (Hons), M.Sc. (Agri.) (Pera.), Ph.D.

(Econ) (ANU)

Economics

BBA (Col.), MA (Labour Studies) (Col.), Ph.D.

(Col.)

Mr. Bradley Emerson

Prof. W M Abeyratne Bandara

Prof. David Evans

Accounting and Finance

Organizational Behaviour, Leadership,

Education Management

Human Resource Management

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

Mr. Indrajit Aponso

BSc. (Col.), MA in Economics (Col.), M.Phil.

Financial Economics (Hong Kong)

Economics

FCIB (UK), MBA (PIM-USJ)

Banking and Finance

BA (Hons.), M.Sc., Dip.Ed.

Mr. Harsha Fernando

LLM(Lond.), MBA(NTU-MIT), Attorney at Law

Business Negotiations

Mr. Sisira Athuraliyage

Dr. Lloyd Fernando

Computing and IT, IT for CRM

Public Administration, Economics

B.Sc. Phy. Sc. (Ruhuna), M.Sc. Comp. Sc. (Col.)

Dr. Traci Carte

B.Sc. (Wright State), MBA, Ph.D. (Georgia)

Management Information Systems

Mr. Aruna Dayanatha

MBA (PIM-USJ), MBCS (UK), MACS (AUS),

MCPM (SL), AMIPM (SL)

Organizational Behaviour, Human Resource

Development
Ms. Gayani De Alwis

M.Sc. (Reading), MBA (PIM-USJ), MCILT (UK)

M.Sc. (Moscow), Ph.D. (Sussex)

Prof. Mangala Fonseka

B.Sc. (Col.), MBA (Col.), Ph.D. (PIM-USJ),

FCMA, FCMA (UK), CGMA

Management Accounting, Quantitative

Analysis
Mr. Mario Fonseka

FCMA (UK), CGMA, Dip. M (UK), FCMA (SL),

MBA (PIM-USJ)

Managerial Finance and Cost Analysis &

Management

Managing Business Operations

Prof. Tilak Fonseka

BA (Cey.), LLB (Col.), MBA (PIM-USJ), MA

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

Economics, General Management,Strategic

Management, Research Methods
Dr. Nilakshi Galahitiyawa

B.Sc. (USJ), M.Sc. (USJ), Ph.D. (Malaysia)

Research Methods in Management

Dr. T L Gunaruwan

B.Sc. (Col.), M.Sc. (AIT), Ph.D. (Paris), ACMA

(UK)

Industrial and Infrastructural Policy,

Transport and Energy Economics, Foreign
Investment, Environmental Economics
Dr. Penelope Hood

Cert. Ed., D.M.S. (Ed.), M.Sc. (Ed. Man.), Ph.D.,

Education Management, Organizational

Behaviour, Quantitative Research
Mr. Mafaz Ishaq

M.Sc. (Econ.), M.Sc. (Eng.), B.Sc. (Eng.), CISA

Managing Information and IT Strategy

Prof. J A S K Jayakody

B.Sc. (USJ), MBA (PIM-USJ), Ph.D. (PIM-USJ)

Research Methods

Mr. Sanjeev Jayaratnam

C.Eng., MBCS, MCIM, B.Sc. (Manchester), MBA

(PIM-USJ)

Information Technology

Dr. A K L Jayawardana

B.Tech. (Madras), MBA (PIM-USJ), Ph.D.

(Canberra)

Productivity and Quality Management,

General Management
Mr. Ravi Jayawardena

MCIM (UK), MBA (PIM-USJ)

Marketing Management

Dr. (Ms.) Pavithra Kailasapathy

BBA (Col.), CTHE (Col.), AMIPM (Sri Lanka),

MSBA (UMass, Amherst), MS in HRM (New
School), Ph.D. (Melbourne)

Human Resource Management

Ms. Gamithri Karunasena
BBA (Col.), MBA (PIM-USJ)

Business Communication

23

Mr. K A I Kalyanaratne

BA (Cey), MBA/HRM (PIM-USJ), ACIT (UK)

Quality and Productivity Management

Dr. Amal Karunaratna

B.Sc. (Flinders), MBA (Adelaide), M.Com.

(Bond), Ph.D. (sydney)
Associate Professor (Adj.), University of Adelaide

International Business and Marketing

Dr. (Mrs.) Shamala Kumar

BA (The South), MA (Illinois), Ph.D. (Purdue)

Socio-Psychology, Gender Issues in HRM

Prof. Uditha Liyanage

Dip.M, FCIM, MBA (PIM-USJ), Ph.D. (PIM-USJ)

Marketing Management, Consumer

Behaviour, Strategic Marketing, Marketing
Communication, Business Strategy
Dr. Jacob Mankidy

MHR (Michigan State), Ph.D. (Mumbai), Ph.D.

(Bombay)

Human Resources Management

Dr. D Udaya Mohan

B.B.Mgt. HRM (Kelaniya), MBA(PIM-USJ), PhD

in HRD (UPM-Malaysia)

Prof. Carol Reade

BA (Wisconsin, USA), MA (Sophia U., Japan),

Ph.D. (LSE, UK)

Organization Theory and Behaviour,

HRM in Multinational Corporations,
Japanese Management and Corporate
Culture
Mr. Carlton Samarajiwa

BA (Cey.), B.Ed. (Queensland), Dip. Ed.

(London), Dip. TEFL (Sydney)

Management Communication
Dr. (Mrs) D N Samudrage,

B.Com (Special) (USJ), M.Sc.(Bus. Admin.)

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

Human Resource Management

B.Sc. (Col.) Dip. RID (Neth.), MBA (Col.), SLAS

Cl. I

Public Administration, Policy, General

Management
Mr. Sunil Wijesinha

FCMA (UK), C.Eng., MI Prod. Eng. (UK), MBA

(PIM-USJ)

Operations Management, Corporate

Planning, Productivity and Quality
Management
Dr. Dinuka Wijetunga

Accounting and Finance

Mr. W A Wijewardena

B.Sc. Accounting (Special) (USJ), MBA (PIMUSJ); Ph.D. (Finance) (Colombo)

Prof. Satish Shinde

M.Sc., MBA, Ph.D. (Pune)

Banking and Finance

Prof. H H D N P Opatha

Project Management

B.Eng. (Hons) (London), AMIE (SL), FCMA (UK),

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

Mr. Leslie Uduwavidane

BA (Kelaniya), MSsc (Kelaniya), MBA (PIM-USJ),

Managing Organizations, Service Marketing

Dr. Travis Perera

Dr. Wickrema Weerasooria

Operations Management, Human Resource

Management, Entrepreneurship, Leadership
and Bsuiness Development, Organizational
Behaviour

Business, Banking and Insurance Law

MIED (UK), MBA (PIM-USJ), Ph.D. (PIM-USJ)

Mr. Lalith Weeratunga

B.Sc. (Mktg.) (USJ), MBA (PIM-USJ), Ph.D.

(Melbourne)

Dr. Arul Sivagananathan

Human Resources Management

Information Technology

Prof. (Ms.) D S N P Senaratne

Human Resource Management,

Organizational Behaviour

B.Sc. Bus. Adm. (Sri J.), M.Sc. HRM (Sri J.),

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

Mr. Senaka Weerasooria

B.Sc. (ANU), MIT (Canberra)

LLB. (Pera.), Ph.D. (London), Attorney-at-Law

24

Consumer Behaviour

BA (Hons), PGD in Applied Statistics (Sri J.),

M.Sc. (Econ.) (York)

Economics, Public Administration

Prof. M J Xavier

B.Tech. (Chemical), M.Tech. (Chemical), Ph.D.

(Culcutta)

Marketing Management

University Administration
Vice-Chancellor

Postgraduate Institute of
Management

Prof. Sampath Amaratunga

Director, Postgraduate Institute of

Management
Dr. Ajantha S Dharmasiri

Dean, Faculty of Applied Sciences

Prof. Sudantha Liyanage

Dean, Faculty of Arts

Prof. P. Athukorale

Dean, Faculty of Graduate Studies

Director

Dr. Ajantha S Dharmasiri

Deputy Bursar

Mr. P G Maithrieratne

Senior Assistant Registrar

Mr. Jayantha Ranapura

Programme Director, Public Policy

Dr. Lloyd Fernando

Prof. (Ms.) Swarna Piyasiri

Head, Research Centre

Dean, Faculty of Management Studies

and Commerce

Manager, Training & Publications

Dr. U Anura Kumara

Prof. Sisira Jayakody

Mr. K A I Kalyanaratne

Dean, Faculty of Medical Science

Relationship Manager

Registrar

Coordinator, Specialized Programmes

Librarian

Coordinator, MPA Programmes

Bursar

Systems Analyst

Prof. (Ms.) S Yasawardena

Mr. K G Britto

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

Mrs. A I N Pasqual

Mr. Leslie Uduwavidane

Mr. Jayantha Newunhelle

Mr. Sohan Fernando

Mr. Shantha Eliwalatenna

Assistant Librarian

Ms. Anusha Abeywardena

25

Board of Management
Postgraduate Institute of
Management
Director

PIM (Chairman)

Dr. Ajantha S Dharmasiri

Secretary
Ministry of Higher Education
Mr. Piyasena Ranepura,
Secretary
Ministry of Public Administration and Home
Affairs
Rep: Mr. B P P S Abeygunaratne,
Addl. Secretary
Secretary
Ministry of Finance and Planning
Rep: Ms. N Godakanda, Director General

Director General
National Institute of Business Management
Dr. E A Weerasinghe

Mr. Ravi Edirisinghe

President
Institute of Chartered Accountants of
Sri Lanka
Mr. Arjuna Herath

Consultant, Asian Development Bank

Vice President, Freight-links International

Mr. Harsha Fernando

Dr. Saman Kelegama

Executive Director, Institute of Policy Studies

President
Institution of Engineers, Sri Lanka
Dr. S B Wijekoon

Dr. Travis Perera

Chairman
Ceylon Chamber of Commerce
Mr. Suresh Shah

Advisor to H. E. President,
Insurance Ombudsman of Sri Lanka

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

Sri Lanka Institute of Development Administration

Mr. Wasantha Deshapriya

26

Senior Consultant, PIM

Dr. Wickrema Weerasooria

Board of Study

Board of Study

Business Administration

Public Administration

Dr. Ajantha S Dharmasiri

Dr. Ajantha S Dharmasiri

Prof. Sampath Amaratunge

Dr. Lloyd Fernando

Director, PIM (Chairman)

Vice Chancellor,
University of Sri Jayewardenepura

Prof. Uditha Liyanage

Professor in Management, PIM

Mr. Eardley Perera

Director, PIM (Chairman)

Program Director, Public Policy

Prof. A K W Jayawardane

Vice Chancellor, University of Moratuwa

Dr. Indrajit Coomaraswamy

Company Director/Consultant

Former Director, Economic Affairs,

Commonwealth Secretariat

Dr. Travis Perera

Dr. Wickrema Weerasooria

Senior Consultant, PIM

Mr. Moksevi Prelis

Advisor to H. E. President,
Insurance Ombudsman of Sri Lanka

Company Director and Chairman of Capital Trust

Securities (Pvt.) Ltd.

Dr. Jayampathy Wickramaratne

Dr. Arul Sivagananathan

Mr. W A Wijewardena

Managing Director, Hayleys Business Solutions

(Pvt.) Ltd. and Hayleys BPO

Presidents Counsel

President, Business Management School

27

The Intent of the PIMA is as follows:

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,

Intent
To transform PIM Alumni into a
community of thought-leaders that will
shape the nations socio-economic
fabric.

Continuous Professional
Development (CPD) programs for
its members.
A Series of Public Interest
Programs (PIP) to address issues
of interest that are topical and
significant to Management.
A series of programmes titled
Developing Managers for the
Future.
Presentation of Achievers
Award in order to recognize the
outstanding achievers among the
members of PIMA.

28

100 meters