the study plan first semester (for non-business students): second
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The Study plan
First semester (for non-business students):
Code Course Communication hours Credit hours Exam hours
Lectures Seminars Total
ACC 111 Financial Accounting
المحاسبة المالية
2 1 3 3 3
ECO 112 Principles of Economics
اإلقتصاد مبادئ
2 1 3 3 3
MGT 113 Principles of Management
دئ اإلدارةامب
2 1 3 3 3
STA 114 Managerial Statistics
اإلداري إلحصاءا
2 1 3 3 3
MAR 115 Principles Of Marketing
مبادئ التسويق
2 1 3 3 3
Total 01 5 01 15 -
Second semester:-
Code Course Communication hours Credit hours Exam hours
Lectures Seminars Total
ACC 211 Cost and Management Accounting
المحاسبة االداريةو التكاليف
2 1 3 3 3
MAR 212 Marketing Management
ادارة التسويق
2 1 3 3 3
MIS 213 Management Information System
نظم المعلومات االدارية
2 1 3 3 3
FIN214 Financial Management
االدارة المالية
2 1 3 3 3
MOB 215 Organizational Behavior
التنظيمي السلوك 2 1 3 3 3
Total 15 5 15 15 -
2
Third semester Code Course Communication hours Credit
hours
Exam hours
Lectures Seminars Total
MHR 311 Human Resource Management
ادارة الموارد البشرية
2 1 3 3 3
PRO 312
Project Management
ادارة المشروعات
2 1 3 3 3
ETP 313 Business Ethics +Social Responsibility
والمسؤلية االجتماعية اخالقيات العمل
2 1 3 3 3
MAG 314 Production and Operation Management
ادارة االنتاج و العمليات
2 1 3 3 3
MEP 315 Entrepreneurship
ريادة االعمال
2 1 3 3 3
Total 10 5 15 15 -
1) 4th
semester: MBA General “5 courses” including Strategic Management ):-
Code Course Communication hours Credit hours Exam hours
Lectures Seminars Total
MAR 411 Strategic Management
دارة االستراتيجيةاال
2 1 3 3 3
MAG 412 Managerial Economics
االقتصاد االداري
2 1 3 3 3
MAG 413 القيادة وإتخاذ القرار
Leadership and Decision-Making
2 0 3 3 3
MAG 414 Total Quality Management
الشاملةادارة الجودة
2 1 3 3 3
MAG 415 Marketing Research
بحوث التسويق
2 1 3 3 3
MAG 416 Corporate Finance
مؤسساتتمويل ال
2 1 3 3 3
MAG 417 International Business
الدولية إدارة االعمال 2 0 3 3 3
3
2) 4th semester: MBA Marketing “5 courses” including Strategic Management Code Course Communication hours Credit hours Exam hours
Lectures Seminars Total
MAR 411 Strategic Management
دارة االستراتيجيةاال
2 1 3 3 3
MAR 412 Marketing Research
بحوث التسويق
2 1 3 3 3
MAR 413 Marketing Strategies التسويقاستراتيجيات
2 1 3 3 3
MAR 414 International Marketing
التسويق الدولي
2 1 3 3 3
MAR 411 Consumer Behavior
سلوك المستهلك
2 1 3 3 3
MAR 416 Product and Brand Management
إدارة المنتج والعالمة التجارية
2 1 3 3 3
MAR 417 Services Marketing
تسويق الخدمات
2 0 3 3 3
MAR 418 Current issues in Marketing
القضايا المعاصرة في التسويق
2 1 3 3 3
3)4th
semester:MBA Human Resources “5 courses” in cluding Strategic
Management: Code Course Communication hours Credit hours Exam hours
Lectures Seminars Total
HR 411 Strategic Management
دارة االستراتيجيةاال
2 0 3 3 3
HR 412 Corporate performance Management
ادارة االداء المؤسسي
2 0 3 3 3
HR 413 Personnel Management in
International Organizations
ادارة االفراد في المؤسسات الدولية
2 1 3 3 3
HR 414 Labor laws & Social Insurance
و التأمينات االجتماعية لالعم قوانين
2 1 3 3 3
HR 411 Human Resource Strategic
Management
لموارد البشريةاالدارة االستراتجية ل
2 0 3 3 3
HR 416 Negotiation Skills and Conflict Management
مهارات التفاوض وإدارة الصراع
2 0 3 3 3
HR 417 Organization Development and
Change
إدارة التغير والتطوير التنظيمي
2 1 3 3 3
4
4) 4th
semester: MBA Project Management “5 courses” including Strategic
Management: Code Course Communication hours Credit hours Exam hours
Lectures Seminars Total
PRO 411 Strategic Management
دارة االستراتيجيةاال
2 0 3 3 3
PRO 412 Project Management noftamrofn
metrya
ادارة المشاريع نظم
2 0 3 3 3
PRO 413 Total quality Management
ادارة الجودة الشاملة
2 0 3 3 3
PRO 414 Project Planning + Scheduling
تخطيط وجدولة المشروعات
2 1 3 3 3
PRO 411 Supply Chain Management
اإلمداد سلسلة إدارة
2 0 3 3 3
PRO 416 Projects Feasibility Study
المشروعي دراسة جدو
2 1 3 3 3
5) 4th semester: MBA Finance “5 courses” including Strategic Management:
Code Course Communication hours Credit
hours
Exam hours
Lectures Seminars Total
FIN 411 Strategic Management
دارة االستراتيجيةاال
2 0 3 3 3
FIN 412 Corporate Finance
تمويل المؤسسات
2 1 3 3 3
FIN 413 Islamic Banking and Finance
التمويل االسالميو الصيرفة
2 1 3 3 3
FIN 414 Financial Institutions and Markets
االسواق والمؤسسات المالية
2 1 3 3 3
FIN 411 International Financial Management
المالية الدوليةاالدارة
2 0 3 3 3
FIN 416 Portfolio Management
االستثماريةادارة المحافظ
2 0 3 3 3
FIN 417 Insurance and Risk Management
ادارة المخاطر والتامين
2 0 3 3 3
5
6) 4th
semester: MBA Entrepreneurship “5 courses” including Strategic
Management:
Code Course Communication hours Credit hours Exam hours
Lectures Seminars Total
ENP 411 Strategic Management
دارة االستراتيجيةاال
2 0 3 3 3
ENP 412 Innovation Management
االبداع إدارة
2 1 3 3 3
ENP 413 Entrepreneurial Finance
التمويل الريادي
2 1 3 3 3
ENP 414 Small and Medium Enterprises
Management
والمتوسطة الصغيرة المشروعات إدارة
2 1 3 3 3
ENP 411 Strategic Alliances
االستراتيجية التحالفات
2 1 3 3 3
ENP 416 New Venture Planning
تخطيط المشروعات الجديدة
2 1 3 3 3
7) 4th
semester: MBA Hospital Management “5 courses” including Strategic
Management Code Course Communication hours Credit hours Exam hours
Lectures Seminars Total
HOS 411 Strategic Management
دارة االستراتيجيةاال
2 0 3 3 3
HOS 412 Supply Chain Management
سلسلة االمدادادارة
2 1 3 3 3
HOS 413 Total Quality Management
الجودة الشاملةادارة
2 0 3 3 3
HOS 414 Health Care Management
ادارة الرعاية الصحية
2 1 3 3 3
HOS 411 Health Crisis Management
إدارة األزمات الصحية
2 0 3 3 3
HOS 416 Health Insurance & Social Security
التامين الصحي و الضمان االجتماعي
2 0 3 3 3
HOS 417 Computer Applications in Hospital
Management
في ادارة المستشفيات التطبيقات الحاسوبية
2 0 3 3 3
7
Description:
Concepts, analysis of accounting transactions, elements of accounting, basic of book keeping and
preparation of financial statements.
Course objectives:
1. Introduce the students to the nature and main users of accounting in business enterprises,
2. Equip the students with the necessary knowledge and skills to keep accounting records
and prepare financial statements.
Learning Outcomes:
By the end of this course the students should be able to:
1-Define accounting, identify business goals and activities, and describe the role of
accounting in making informed decisions.
2-Identify the many users of accounting information in society.
3-Explain the importance of business transactions, money measure, and separate entity to
accounting measurement.
4- Identify the three basic forms of business organization.
Assessment:
Continuous assessment 20
Mid-semester Exam 30
End of semester exam 50 %
Total 100 %
Syllabus content:
Week Topic
1 Accounting and Business Environment
What is accounting
Users of accounting information
Accounting: the basis for business decision
2 Accounting and Business Environment
Financial accounting and Management Accounting
Difference between book-keeping and accounting
Accounting principles
3 Accounting for Business Transactions
Elements of accounting
The accounting equation
The double- entry system
4 Accounting for Business Transactions
The rules of Debit and Credit
Analysis of Business Transactions
5 The Journal
The need for journal
The general journal
The journalizing process
6 Accounting for Merchandising Operations
Merchandising operations
Recording purchases of merchandise
Recording sales of merchandise
Course Title: Financial Accounting
Course Code: ACC111 Semester: 1
Credit Hours: 3(2,1,0) Duration: 15 Weeks
8
Returns of merchandise
7 The ledger
What is ledger
Posting information from journal to ledger
Accounting after posting
8 Mid-Term Exam
9 The Trial balance
Preparing the trial balance
Advantages and limitations of trial balance
10 Correcting a trial balance errors
11 Adjusting Process
Accrual- Basis accounting versus Cash Basis accounting
The accounting period
Revenue principle and matching principle
Prepaid and Accrual
12 Adjusting Process
Prepaid expenses
Prepaid revenues
Accrued expenses
13 Adjusting Process
Accrued revenues
Adjusted trial balance
Exercise
14 Completing the Accounting cycle
Prepare an accounting worksheet
Closing the accounts
Post-closing trial balance
15 Completing the Accounting Cycle
Financial statements (income statement, balance sheet, statement of
cash flows and statement of retained earnings
16 Revision
Resources:
Course Textbook:
Weygand, J. J, Kieso, D. E, Kimmel, P. D, Accounting Principles, John Wiley,8th edition,2007.
Internet website/other learning resources:
1- accaglogal.com
2- publishing@kaplan.co.uk
3- AccountingCoach.com
Additional reading materials:
i- Albrecht W, Stice E, Skousen K, Accounting 8th edition, Southwestern, USA
ii. Needles, B, Anderson, H, Caldwell, J, Principles of Accounting, 6th edition, Houghton Mifflin
Company, USA.
9
Course Title: Principles of Economics
Course Code: ECO112 Semester: 1
Credit Hours: 3(2,1,0) Duration: 15 Weeks Description:
This course is designed to give the student an introduction to modern economics. It is often said
that economics is the study of choice in a world of limited resources. However, the real world is
extremely complex with billions of people making of economic decisions in a year. Therefore, in
order to gain some understanding of an economy, economists build simple models in order to
examine complex economic issues. These models can be analyzed to make both predictions and
policy prescriptions. This course we will present the basic models and show how they are used
with real world application.
Course objectives: 1- Identify the economic phenomena
2- Differentiate between economic systems
Learning Outcomes: By the end of this course students should be able to:
1- Understand tools and methods of economic analysis
2- Understand demand and supply models
Assessment: Continuous assessment 20
Mid-semester Exam 30
End of semester exam 50 %
Total 100 %
Syllabus content:
Week Topic
1 Introduction, Nature of Economics, scope and objectives.
2 Basic definition of economics
3 Economic Problem
4 Factors of Production
5 Economic System
6 Theory of Demand
7 Supply
8 Mid – Term Exam
9 Demand and Supply
10 supply, Demand, and Government Policies
11 Supply elasticity
12 Supply elasticity
13 Determinants of elasticity
14 Revision and presentation
15 General Revision and preparation for exam
Resources:
Course Textbook:
Economics, P. Samuelsson.
Internet website/other learning resources:
Additional reading materials:
Economics, Lispey
10
Course Title: Principles of Management
Course Code: MAG113 Semester: 1
Credit Hours: 3(2,1,0) Duration: 15 weeks Description:: Upon successful completion of this course, the student should be able to state the basic functions of
management, explain the nature of organizations and organizational theories and types
1. Identify management as a distinct activity, knowledge of which can be acquired and
skill in which can be attained.
2. Identify the various approaches or “schools of management” from the Industrial
Revolution to modern era to the study of management.
3. Describe the internal and external environments and their impact on a manager's job.
4. Identify the four fundamental functions that make up the universal management process.
5. Demonstrate a working knowledge of the broad management principles to solve
business problems.
Course Objectives:
The principles learned in this course will allow the student to
effectively work with and through others in an organization. The principles are
relevant to any type of organization or group, empowering the student to lead
others, negotiate, embrace change and better understand the role of business in society.
Learning Outcomes: The intention is for the student to be able to:
1. Work as an effective team member and a leader
2. Look for opportunities to work with and better understand diversepopulations
3. Use problem-solving strategies and critical thinking in real life situations
4. Approach change with enthusiasm
5. Demonstrate understanding of successful planning
Course Assessment:
First test 10% Mid-semester Exam 30% Presentation 10% End of semester exam 50 % Total 100 %
Syllabus Contents:
Week Topic
1 The nature of management
A. List the four functions of management.
B. Define the three skills needed to manage and their
relationship to managerial levels in an organization.
C. Explain the various roles in a manager’s daily routine.
2& 3 The Evolution of Management Thought
A. Theories of management
B. Distinguish between the different historical
perspectives of
C. Management thought.
4 & 5 Environmental Factors Impacting a Manager’s Job
A. List the internal environments and describe their
impact on a managerial performance.
B. List the external environments and describe their
impact on managerial performance.
C. Differentiate between effective and efficient
11
management.
6 & 7 The planning function
A. Define goals and plans and distinguish the relationship
between them.
B. Describe the difference between strategic, tactical, and
Operational plans.
C. Explain the difference between programmed and non-
programmed decision making.
D. Describe and contrast the various decision models and
their applications within a modern business
organization.
8 & 9 The organizing function
A. Explain the fundamental characteristics of organizational concepts.
B. Summarize the difference between functional,
divisional, and matrix approaches to structure.
C. Describe the difference between line and staff positions
within an organizational structure.
D. Define the four stages of the organizational life cycle
E. Explain how size and life cycle influence current
structures.
F. Explain the role of human resources in organizational strategy
planning.
G. Explain the dimension of diversity in modern
organizations and the benefits of being cultural diverse
10 & 11 The leading function
A. Explain the various motivational theories and site their
applications in the modern organization.
B. Relate various leadership models to the modern
organization.
C. Distinguish leadership roles in different organizational
structures.
D. Describe change and its effect upon individuals and
organizations.
12 & 13 The control function
A. Describe control function relationship to the planning
function.
B. Describe the control process
C. Define TQM, continuous improvement, and
benchmarking.
D. Identify three basic control techniques.
E. Describe the types of controls used in organizations.
14 Ethics and social responsibility
15 Revision and presentation
Course Textbook:
Contemporary Management 3rd
edition by Jones
Management by Koontz latest edition
Management by Stephen P. Robbins and Mary Coulter Eighth Edition
12
Course Title: Managerial statistics
Course Code: STA114 Semester: 1
Credit Hours: 3(2,1,0) Duration: 15 Weeks Description:
This course aims to provide students with some basic quantitative methods that can be used in
managerial decision making and introduce the students to operation research.
Statistics involves the study of collection, organization, presentation, analysis and interpretation
of data.
The ultimate goal of business statistics is business improvement through informed action when
faced with uncertain outcomes. In this course we provide an introduction to some of the
statistical analysis methods such as con.dence intervals, hypothesis testing, experimental design
and analysis of variance, and regression analysis to aid business decision-making.
Course Objectives:
1. Summarize a set of data by descriptive statistics,
2. Recognize the circumstances under which a situation could be described by a normal
distribution,
3. Estimate the relationship between two (or more) sets of data,
Learning Outcomes:
1-Use the normal distribution to answer managerial probability questions,
2-Use sample results to make estimates of population parameters,
3-Use sample results to test theories about population parameters,
4-Use sample results from two (or more) sets of data to determine if there are differences
between two (or more) population parameters, Course Assessment:
First test 10%
Mid-semester Exam 30% Presentation 10% End of semester exam 50 %
Total 100 %
Course contents
Week Topic
1 & 2 Descriptive Statistics
3 & 4 Introduction and course overview;
5 & 6 recap of descriptive statistics material;
7 & 8 standard deviation and measures of variability.
13
9 & 10 Probability
11 & 12 Random variables; expected value; variance
13 Normal distribution and normal table; standardizing.
14 Sampling and Estimation
Course Textbook:
• Levine, Stephan, Krehbiel, & Berenson Statistics for Managers, 6th Ed., Prentice-Hall
2010.
14
Course Title: Principles of Marketing
Cores code: MAR115 Semester: 1
Credit hours: 3(2,1,0) Duration: 15 Weeks
Description:
This course introduces the participants to the basic concepts of marketing and how to relate it to
business. It explains the core concepts of marketing .This course emphasize the need for
marketing in a changing and competitive environment. The impact of the IT and economic
globalization is also highlighted in the course. Course Aims:
To explore and further your understanding of marketing principles.
To assess a sound market presence, position, and appropriate target markets for products
and services.
To attain a broader understanding of both the internal and external marketing
environments.
To develop skills that allow continuous learning and adaptation to the dynamic
competitive environment in which you will be working. Learning outcomes:
On successful completion of this module, the student will be able to:
1. Explain the nature of marketing principles.
2. Describe metrics associated with elements of the marketing mix (product, price, place, promotion) in
theory and in practice.
3. Identify what to measure, where to find data and how to construct measures for different roles in
specific industry sectors.
Assessment and evaluation:
First test 10%
Mid-semester Exam 30% Presentation 10% End of semester exam 50 %
Total 100 %
Syllabus Content:
Week Topic
1 Marketing concept / marketing orientation
2 Strategic Marketing
3 Market Segmentation / Targeting
4 Consumer behaviour
5 Case studies
15
6 Pricing factors and strategies
Distribution channels and physical distribution decisions
7 •Marketing intermediaries and their activities
Promotional mix elements
8 •Discuss current marketing issues
International marketing strategies
9 •Marketing trends
10 Social responsibility and ethics in marketing
11 New marketing organizations
12 - 14 Presentations
15 Revision
Course Textbook:
KOTLER, P., ARMSTRONG, G., (2012).Principles of marketing (14ed) Global Edition: Pearson.
Internet website/other learning resources:
thecaseplace.co
17
Course Title: Cost and management accounting
Course Code: ACC211 Semester: 2
Credit Hours: 3(2,1,0) Duration: 15 Weeks
Description:
This course gives students the required skills for using accounting as a managerial tool of
decision making. It describes the behavioral aspects of accounting control system, management
accounting for planning and control, variance analysis and special topics in management
accounting.
Course objectives: by the end of this course students should be able to:
1- Understand the concepts of the planning process.
2- Know how to prepare budget.
3- Know how to calculate the optimum selling prices.
4- Understand the variance analysis.
5- Understand how to minimize cost with cost control techniques.
Learning Outcomes:
By the of this course students should be able to:
1- Set plans for operations activities in the short and long terms. 2- Prepare the different types of budget. 3- Compute and use the break-even points and its applications.
4- Determine and analyze variances.
5- Use cost control techniques to minimize and control costs.
6- Calculate the optimum selling prices.
Assessment: Continuous assessment 20
Mid-semester Exam 30
End of semester exam 50 %
Total 100 %
Syllabus content
Week Topic
1 Introduction to Management Accounting:
definition, nature & scope, concept, importance and process
Introduction to basic cost concepts:
- Variable cost vs. Fixed cost
- Direct cost vs. Indirect cost
- Total cost vs. Unit cost
- Standard cost vs. Actual cost.
2 Management Accounting and Financial Accounting,
Management accounting and cost accounting
3 Cost- Volume – Profit Analysis:
Break-even analysis for single product,
Target profit
Margin of safety.
4 Break- even analysis for multiple products
5 Budgeting and Budgetary Control:
Concept of budget and budgetary control,
Objectives and elements of budget.
6 Budgeting and Budgetary control
18
Resources: Course Textbook:
Charles T.Horngern, Srikant M, Datar, George Foster, Cost Accounting, A managerial
Emphases, Pearson Prentice Hall, 2009.
Other references:
i- Ronald W, Hilton, Management Accounting, Tata Graw Hill, 2009.
ii- ACCA Text Books
Internet website/other learning resources:
1. Accaglobal.com.
2. http://courses.utexas.edu, www.bpp.com, www.wiley.com
Types of budget(fixed and flexible)
Budget period,
Budget centers,
Budget committee.
7 Departmental budgets:
Sales budget
Production budget
Materials budget
8 Departmental Budget:
Direct labor,
Overheads budget
Cost of goods sold budget
Expenses budget.
9 Departmental Budget
Cash budget,
Budgeted income statement,
Budgeted balance sheet.
10 Capital Budgeting:
Concepts, purpose and elements of capital budgeting
Payback period
11 Capital Budgeting:
Net present value(NPV)
Internal rate of return(IRR)
12 Standard Costing:
Concepts, nature and purpose and elements
Standard costing for direct material and their variances
13 Standard Costing:
Standard costing for direct labor and variances
Standard costing for overheads and variances.
14 Pricing of Products and Services
15 Management Accounting and Business Decisions
19
Course Title: Marketing Management
Course code: MAR212 Semester: 2
Credit hours: 3(2,1,0) Duration: 15 Weeks
Description:
Develop the over-arching themes of marketing as a process, function and people management
activity for all stakeholders and to provide a strong foundation and knowledge of the marketing
function from the perspective of marketing management.
Enable the student to comprehend the role of marketing management within the business
planning process and the role of strategic marketing management within the wider context of
business strategy to gain competitive advantage in international contexts.
Course Aims: Demonstrate marketing problem solving, based on comprehension of applied marketing theory
and concepts, and how and when to use them.
Develop the ability to produce and present to relevant audiences detailed recommendations to
achieve improvements in marketing management, thus assisting students to be confident in
performing and expressing themselves as emerging professional marketers.
Indicative Course Content: The Marketing Management Process (Transactional Marketing vs Relationship
Marketing)
Identification of the firm’s core competencies
Development of the firm’s competitive advantage
Assessing the external marketing situation (Customer Behaviour, Company analysis and
intelligence, analyzing relationships in the value chain)
Developing and managing marketing strategies for the organization
Establishing, developing and managing buyer-seller relationships
Product and Service decisions in Marketing Management
Pricing decisions in Marketing Management
Distribution decisions in Marketing Management
Communication decisions in Marketing Management
Learning outcomes:
On successful completion of this module, the student will be able to:
1. Critically evaluate the role of marketing within the context of the organization’s overall
business.
2. Identify and critically analyze marketing policies, practices, problems and strategies of an
international organization.
3. Apply and use all key marketing theories and concepts, in a problem-based context to
achieve syntheses and solutions.
4. Each student will be required to write and present a marketing plan Assessment and evaluation: First test 10%
Mid-term exam 30%
Presentation 10%
End-of-semester exam 50%
Total 100%
20
Syllabus Content:
Week Topic
1 Market determination
2 Customer value and satisfaction
3 Product planning and development
4 Strategic marketing decisions
5 Marketing of services
6 Branding
Packaging &labeling
7 Application
8 Product policy
9 Pricing
10 Channels of distribution,
10 Promotion
11 Wholesaling and retailing
12 - 14 Presentations
15 Revision
Course Textbook: KOTLER, P., KELLER, KL (2012) Marketing Management 14thed, Pearson Education
International.
Internet website/other learning resources:
Thecaseplace.com
Marketingteacher.com
21
Course Title: Management Information System
Course Code: MSI 213 Semester: 2
Credit Hours: 3(2,1,0) Duration: 16 weeks
Description:
An introduction to management information systems. Topics include executive information
systems, management information systems, decision support systems, and security and privacy.
Course Objectives: Understand the components and types of computer-based information systems;
Describe the role of information systems in decision making;
Learning Outcomes:
At the end of the course,
Gain hands-on experience on the use of several selected MS DOS (Microsoft
Demonstrate awareness of the ethical and global issues in information systems
Course Assessment:
First test 10%
Mid-term exam 30%
Presentation 10%
End-of-semester exam 50%
Lectures
Week Topic 1. General Concepts of information system
2. Managers and their information needs
3. Managers and their information systems( types of systems)
4. Planning information systems
5. Information systems development
6. Tools and methods of building information system
7. Information system success and failure
8. Information systems security and privacy
9. The ethical and social aspects related to information system
10. Information system departments (ISD)
11. Presentations
12. Presentations
13. Revision
Course Textbook:
Management Information System by Lauden and Lauden latest edition
22
Course Title: Financial Management
Course Code: MSA214 Semester: 2
Credit Hours: 3(2,1,0) Duration: 15 Weeks Description:
The aim of this course is to enable students to understand basic financial management concepts
issues which are necessary for managers to make their decisions and future planning.
Course objectives: By the end of this course students should be able to:
1- understand the role of financial manager in managing financial resources
2- understand the basics of financial planning
3- understand and apply the techniques of working capital management
4- Analyze the financial statements.
Learning Outcomes:
By the end of this course students should be able to:
1- set financial plans in short and long terms.
2- Manage the working capital.
3- Analyze and evaluate the financial positions of firms using different methods.
Assessment:
Continuous assessment 20
Mid-semester Exam 30
End of semester exam 50 %
Total 100 %
Syllabus content:
Week Topic
1 Financial Management Objectives
The nature, purpose and scope of financial management
The relationship between financial management, management
accounting and financial accounting
2 Objectives of Financial Management
shareholders’ wealth maximization
profit maximization
earnings per share growth
functions of financial manager
3 Financial Management Environment
Economic environment for businesses
The nature and role of financial markets and institutions
The nature and role of money and capital markets
The role of financial intermediaries
4 Interest Rates and Required Rate of Returns
Interest rate fundamentals
Required rate of return
5 Financial Statements: taxes, depreciation and cash flow
Basic financial statements
stockholders’ report
management report
cash flow, depreciation and taxes
6 Risk and Rates of Return
Time Value of Money
23
7 Future and Present Value; Ordinary Annuity, Annuity Due and
Perpetuity
8 Effective Annual Interest Rate (EAR)
Loan Amortization
Bonds and Their Valuation
9 The Cost of Capital
• Cost of Debt, Preferred Stock and
10 Payback Period, Net Present Value
(NPV), Internal Rate of Return (IRR), Modified Internal Rate of Return
(MIRR)
11 Payback Period, Net Present Value
(NPV), Internal Rate of Return (IRR), Modified Internal Rate of Return
(MIRR)
12 Cash Flow Estimation and Risk Analysis
13 Capital Structure and Leverage
14 Financial Statement Analysis
Ratio analysis
Liquidity ratio
Debt ratio
Activity ratio
Profitability ratio
15 Distributions to Shareholders: Dividends and Share Repurchases
Resources: Course Textbook:
James, C. Van Horn, Fundamentals of Financial Management, Prentice-Hall, Englewood Cliffs,
New Jersey.
Other references:
i. Brigham and Houston, Principles of Financial Management
ii. ACCA text books
Internet website/other learning resources:
1- accaglobal.com
2- AccountingCoach.com
24
Course Title: Organizational Behavior
Course Code: MAG215 Semester: 2
Credit Hours: 3(2,1,0) Duration: 16Weeks Description: The objective of this course is to acquaint students with an understanding of the structure and function of
human behaviour in organizations. This will include a combination of lectures, tutorials and discussions
that will convey organizational behaviour concepts in the content of everyday work experience.
Course Objectives:
1.To provide a basic knowledge of main ideas and key theories relating to
organizational behaviour;
2. To develop an understanding of these and of related ideas and concepts.
3. To develop skills in diagnosis and problem solving by applying the learned material
to given situations;
4. To develop an interest in, an appreciation of, and a positive attitude toward the
many aspects of the subject matter of management
Learning outcomes:
Effective management of human resources within organizations requires an
understanding of various behaviour and processes. Managers need to know why people behave as they do
in relation to their jobs, their work groups and their organizations. This knowledge of individuals'
perceptions, motivational attitudes and behaviour will enable managers to not only understand themselves
better, but also to adopt appropriate managerial policies and leadership styles to increase their
effectiveness.
The focus of instruction will move progressively through the individual, group and
organizational levels of behaviour and will examine the interrelationships of behaviourial phenomena
among these levels. Additionally, concepts such as motivation, communication and leadership and their
relevance to organizational behaviour will be examined in detail.
Course Assessment:
First test 10% Mid-semester Exam 30% Presentation 10% End of semester exam 50 % Total 100 % Syllabus Contents:
Week Topic
1 What is OB?
2& 3 Individual Behavior: Personality & Values
4 & 5 Individual Perception and Learning
25
Motivation and Rewards
6 & 7 Motivation and Rewards
8 & 9 Decision Making & Ethics
10 Mid Exam
11 Decision Making & Ethics
12 Ethics & Conflict
13 Negotiations
14 Communication in Teams and Organizations
15 Revision
Course Assessment:
First test 10% Mid-semester Exam 30% Presentation 10% End of semester exam 50 % Total 100 % Course Textbook:
1. Organizational Behavior by Robbins Stephen. And Timothy A. Judge 12th edition Prentice Hall
Other references:
1. Baron and Green berg (2000): Behavior in organizations, 5th edition, Prentice Hall of India.
2. Jones and George (2002): Contemporary Management, Mc Graw hill.
3. Miner (2002): Organizational Behavior foundations, Theories and Analyses: Oxford University
press.
4. Mullins J Laurie (1999): Management and Organizational Behavior 2nd Edition, wheeler
publishing.
Internet website/other learning resources:
Thecaseplace.com
27
Course Title: Human Resources Management
Course Code: HR311 Semester: 3
Credit Hours: 3(2,1,0) Duration: 16weeks Description:
The primary objective of this course is to orient students that managing human resources at the
work place is a matter of central concern to all types of managers in whatever type of
organization. Students by the end of this course should gain great knowledge and practice the
techniques of managing HR.
Course Objectives:
During this course, students will be able to decide what staffing needs you have and whether to
use independent contractors or hire employees to fill these needs, recruiting and training the best
employees, ensuring they are high performers, dealing with performance issues, and ensuring
your personnel and management practices conform to various regulations.
Learning Outcomes:
During this course, students will be able to decide what staffing needs you have and whether to
use independent contractors or hire employees to fill these needs, recruiting and training the best
employees, ensuring they are high performers, dealing with performance issues, and ensuring
your personnel and management practices conform to various regulations.
Course Assessment:
First test 10%
Mid-term exam 30%
Presentation 10%
End-of-semester exam 50% Syllabus content
Week Topic
1 Introduction to HRM
2 HRM Planning
3 The job design cycle
4 Recruitment and selection
5 Performance Management system
6 Employees counseling
7 Development programs
8 Motivation
9 Compensation
10 The turnover program
11 Global HRM
12 - 14 Presentations
15 Revision
Course Textbook:
Human Resources Management, Stephen P. Robbins latest edition.
Internet website/other learning resources:
Thecaseplace.com
28
Course Title: Project Management
Course Code: PRO312 Semester:3
Credit Hours: 3(2,1,0) Duration: 15 Weeks
Description:
This course introduces to the students the concepts currently being used in the emerging
professional field of Project Management. Project Management is designed to build and expand
the foundation of knowledge needed by successful managers.
Course Objectives:
Know the most common phases of a project life cycle and the typical project management tasks
associated with each Use the primary planning documents for a project Know the steps required
to plan and manage a project
Learning Outcomes: Understand the nine knowledge areas of project management
Understand the characteristics of a project and its deliverables
Course Assessment:
First test 10%
Mid-term exam 30%
Presentation 10%
End-of-semester exam 50%
Course Contents:
Week Topic
1 Course Introduction
2 Introduction to Project Management
3 The Information system project environment
4 ISPM features
5 ISPM conflicts
6 Project Communication
7 Alternate organization structures
8 Mid Exam
9 Requirement Analysis
10 Software development standards
11 Software development standards
12 Project presentation
13 Project presentation
14 Revision Course Textbook:
A guide to project management body of knowledge (Pmbok guide) by Project Management
Institute (Dec 31, 2008
29
Course Title: Businesses Ethics
Course Code: MAG 313 Semester: 3
Credit Hours: 3(2,1,0) Duration:15 Weeks
Description: Examines the various dynamics of ethical behavior. Focuses on ethics in justice policy,
administration, and research and the impact on individuals and society
Course Aims:
Upon completion of this course, students should be able to
Explain the difference between morals and ethics
Recognize the characteristics of an ethical system and the various systems that apply to
them
Explain the theories of moral development
Describe the origins of the concept of justice and its components
Explain the paradigms of law, the justification for law, and criminal and moral culpability
Discuss the factors that go into making policy in criminal justice
Discern the role of police in society and understand subculture, discretion, duty, and
discrimination
Describe the various types of police corruption and explore the code
Learning Outcomes:
Developing social workers need to engage in interactive styles of education. The
instructor will explain the meanings of key concepts and provide various frameworks for
the resolution of ethical issues. Students will participate in discussions, debates, and role-
plays in order to apply these concepts to social work practice situations. The instructor
will provide case examples drawn from all levels of social work practice. Guest
presenters from various professional groups will provide alternate perspectives on ethical
decision making. Students will make use of both theoretical and applied ethics literature.
Assessment:
Continuous assessment 20
Mid-semester Exam 30
End of semester exam 50 %
Total 100 %
Syllabus content:
Week Topic
1 Introduction to the Course.
2 What is business? What is ethics?
3 What is ethics, Continued.
4 Ethics in Business.
5 The Good life as the goal of ethics.
6 Is it possible to find ethics in business?
7 Finding Ethics in Business:
30
8 Mid Exam
9 Business values—or not: is greed good?
10 Ethics and Legal Professionals
11 Trust and Truth.
12 Advertising and consumer manipulation?
13 Competition and Self-Control.
14 Group Presentations
15 Revision
Resources:
Course Textbook:
Allen, J. (2001). End of life decisions: Using literature to help troubled teenagers cope with end-
of-life decisions. Westport, CN: Greenwood.
Additional reading materials:
American Group Psychotherapy Association (2002). Guidelines for ethics. Retrieved September
14, 2007 from http://www.agpa.org/group/ethicalguide.html.
Anderson, S. K., & Handelsman, M. M. (2009). Ethics for psychotherapists and counselors: A
proactive approach. New York: Wiley.
Association for Specialists in Group Work (n.d.). Group standards. Retrieved September 14,
2009 from http://www.asgw.org.
Internet website/other learning resources:
31
Course Title: Project &Operations Management
Course Code: MAG 314 Semester: 3
Credit Hours: 3(2,1,0) Duration: 16 Weeks
Description:
This course gives you an introduction to the functional area of production and operations
management as practiced in manufacturing industries and the services sector. It includes
decision-making, project management, facility layout in manufacturing and services industries,
waiting lines, quality control, just-in-time systems, forecasting, aggregate planning, inventory
management, materials requirements planning (MRP), and operations scheduling. Introduces to
the students the concepts currently being used in the emerging professional field of Project
Management. Project Management is designed to build and expand the foundation of knowledge
needed by successful managers
Course objectives:
Upon successful completion of this course, you should be able to:
Demonstrate an awareness and an appreciation of the importance of the production,
operations and supply management to the sustainability of an enterprise.
Explain the importance of quality control.
Apply techniques to measure quality control.
Learning Outcomes:
Understand the nine knowledge areas of project management
Know the steps required to plan and manage a project
Use the primary planning documents for a project
Demonstrate a basic understanding of the problems of waiting lines.
Demonstrate an understanding of the principles of just in time systems.
Explain the importance of forecasting.
Demonstrate an understanding of the problems involved in inventory management.
Course Assessment:
First test 10%
Mid-term exam 30%
Second test 10%
End-of-semester exam 50%
Course contents
Week Topic
1 Location Planning
2 Capacity Planning
3 Facilities Layout
4 Aggregate Planning
5 Inventory Control
6 Materials Requirements Planning
32
7 Scheduling
8 Mid Exam
9 Project Control with PERT/CPM
10 Behavioral issues in Operations Management
11 International Issues in Operations Management
12 Service Operations Management
13 Quality Management
14 Group Presentations
15 Revision
Course Textbook: Production and Operations Management
Kumar, S. Anil , Prof. & Head, Deptt. of Commerce & Management, N.M.K.R.V. College for
Women, Bangalore, Karnataka.
N. Suresh , Associate Professor & HOD of Industrial Engineering & Management, MVJ College
of Engg., Bangalore
. A guide to project management body of knowledge (Pmbok guide) by Project Management
Institute (Dec 31, 2008)
Internet website/other learning resources:
POM Journal
http://www.poms.org/education/
33
Course Title: Entrepreneurship
Course Code: MAP 315 Semester: 3
Credit Hours: 3(2,1,0) Duration: 15 weeks Description:
The course is intended to provide students with an introduction to entrepreneurship. To
achieve this, the course will be based on lectures and readings that illustrate the
development of an idea from opportunity recognition through start up to the stage when
outside money is needed.
Course Objectives:
The lectures will identify the skills generally considered necessary for success in an
entrepreneurial venture, with sessions covered by entrepreneurs, practitioners and policy
makers from various fields.
Learning Outcomes:
The course provides students with the opportunity to draw together elements of other
papers in a way that will enable them to see the workings of an organisation as a whole,
rather than as a series of unrelated components. This is illustrated in the business plan
that students have to complete.
Course Assessment:
First test 10%
Mid-term exam 30%
Presentation 10%
End-of-semester exam 50% Syllabus content:
Week Topic
1. Introduction to the Entrepreneurial Process
2. Entrepreneurship and Creativity
3. Entrepreneurial Assessment
4. Starting Your Own Business I
5. Business Plan Development
6. Business Plan Writing
7. Presenting the Business Plan
8. Business Problem - Solving for the Entrepreneur
9. Marketing Plan Development
10. Customer Service for the New Business Start Up
11. Basic Website Development
12. Advanced Website Development
13. Entrepreneurship in Practice
14. Application: Introduction to eBay®
15. Developing Business Opportunities and Plans
16. Taking Innovation to Market
17. Financing Entrepreneurial Operations
Course Textbook: Essentials of entrepreneurship and small business management (6th
edition)
by Norman M. Scarborough (Jan 13, 2010)
35
Course Title: Strategic Management
Course Code: MAG 411 Semester: 4
Credit Hours: 3 Duration: 15-18 weeks (2,1,0)Description:
This course focuses on some of the important current issues in strategic management. It will
concentrate on modern analytical approaches and on enduring successful strategic practices. It is
consciously designed with a technological and global outlook since this orientation in many
ways highlights the significant emerging trends in strategic management. The course is intended
to provide the students with a pragmatic approach that will guide the formulation and
implementation of corporate, business, and functional strategies.
Course Objectives:
To show the importance of both domestic and international companies achieving strategic
competitiveness in order to survive.
To explain how to choose appropriate business policies using the strategic management process.
To understand why strategic management is critical to an organization’s success and future.
To examine the context of globalization and why achieving success in the world-wide
competitive landscape requires specific capabilities without which an organization will stagnate.
To improve the research, innovativeness, and the thinking ability of students by involvement as
working teams in the analysis of major “real-life” business case studies.
Learning Outcomes:
1. Awareness of the need for strategic management in a gloabal economy and a competitive
Environment,
2. Ability to develop strategic plans for business enterprises
Take-home assignments 20%
Mid-term exam 30%
End-of-semester exam 50%
Total 100 %
Syllabus content:
Week Topic Chapter
1. Introducing Strategic Management
Understand what a strategy is and identify the difference
between business-level and corporate-level strategy
Understand the relationship between strategy formulation and
implementation
Chapter
1
2. Introducing Strategic Management
Describe the determinants of competitive advantage
Recognize the difference between a fundamental and a dynamic
competitive advantage
Understand why we study strategic management
Chapter
1
3. Leading Strategically
Explain how strategic leadership is essential to strategy
formulation and implementation
Understand the relationships among vision, mission, values and
strategy
Understand the roles of vision and mission in deter-mining
strategic purpose and strategic coherence
Chapter
2
4. Leading Strategically Chapter
36
Identify a firm’s stakeholders and explain why such
identification is critical to effective strategy formula-tion and
implementation
Explain how ethics and biases may affect strategic decision-
making
2
5. Examining the Internal Context of Strategy
Explain the internal context of strategy
Identify a firm’s resources and capabilities and explain their role
in its performance
Define dynamic capabilities and explain their role in both
strategic change and a firm’s performance
Chapter
3
6. Examining the Internal Context of Strategy
Explain how value-chain activities are related to firm
performance and competitive advantage
Explain the role of managers with respect to resources,
capabilities, and value-chain activities
Chapter
3
7. Exploring the External Environment: Macro and Industry
Dynamics
Explain the importance of the external context for strategy and
firm performance
Use PESTEL to identify the macro characteristics of the external
context
Identify the major features of an industry and the forces that
affect industry profitability
Chapter
4
8. Exploring the External Environment: Macro and Industry
Dynamics
Understand the dynamic characteristics of the external context
Show how industry dynamics may redefine industries
Use scenario planning to predict the future structure of the
external context
Chapter
4
9. Crafting Business Strategy
Define generic strategies and show how they relate to a firm’s
strategic position
Describe the drivers of low-cost, differentiation, and focus
strategic positions
Identify and explain the risks associated with each generic
strategy position
Show how different positions fit with various stages of the
industry life cycle
Evaluate the quality of the firm’s strategy
Chapter
5
10. Crafting Business Strategy for Dynamic Contexts
Identify the challenges to sustainable competitive advantage in
dynamic contexts
Understand the fundamental dynamics of competition
Evaluate the advantages and disadvantages of choosing a first-
mover strategy
Chapter
6
37
Analyze and develop strategies for managing industry evolution
11. Crafting Business Strategy for Dynamic Contexts
Analyze and develop strategies for technological discontinuities
Analyze and develop strategies for high-speed environmental
change
Explain the implications of a dynamic strategy for the strategy
diamond and strategy implementation
Chapter
6
12. Looking at International Strategies
Define international strategy and identify its implications for the
strategy diamond
Understand why a firm would want to expand internationally and
explain the relationship between international strategy and
competitive advantage
Describe different vehicles for international expansion
Apply different international strategy configurations
Chapter
8
13. Understanding Alliances and Cooperative Strategies
Describe why strategic alliances are important strategy vehicles
Explain the various forms and structures of strategic alliances
Describe the motivations behind alliances and
show how they’ve changed over time
Explain alliances as both business-level and corporate-level
strategy vehicles
Summarize the criteria for successful alliances
Chapter
9
14. Employing Strategy Implementation Levers
Understand the interdependence between strategy formulation
and implementation
Demonstrate how to use organizational structure as a strategy
implementation levers
Understand the use of systems and processes as strategy
implementation levers
Chapter
11
15. Employing Strategy Implementation Levers
Identify the roles of people and rewards as implementation
levers
Explain the dual roles that strategic leadership plays in strategy
implementation
Understand how global and dynamic contexts affect the use of
implementation levers
Chapter
11
Resources:
Course Textbook: Mason A. Carpenter & Gerard Sanders, Strategic Management A Dynamic
Perspective. Prentice Hall, 2007.
Internet website/other learning resource
38
Course Title: Managerial Economics
Course Code: MAG 412 Semester: 4
Credit Hours: 3(2,1,0) Duration: 15 Weeks Description:
This course is designed to provide a working knowledge of economic techniques relevant to
managerial decision making. The course covers topics such demand and supply analysis;
production theory; pricing strategies; strategic behavior; markets; externalities; decisions under
uncertainty; selective issues on international markets; fiscal policies and their effect on business
decision. The course uses a mix of theory and case material.
Objectives:
Managerial economics (also called business economics), is a branch of economics that applies
microeconomic analysis to specific business decisions. As such, it bridges economic theory and
economics in practice. It draws heavily from quantitative techniques such as regression analysis
and correlation, Lagrangian calculus (linear). If there is a unifying theme that runs through most
of managerial economics it is the attempt to optimize business decisions given the firm's
objectives and given constraints imposed by scarcity, for example through the use of operations
research and programming.
Learning Outcomes:
The purpose of this course is to understand the application of the basic economic theories,
concepts, and tools of analysis to management decision making.
Assessment: Take-home assignments 20%
Mid-semester Exam 30%
End of semester Exam 50%
Total: = 100%
Course Contents:
Weeks Topic
1 Introduction
o Scope of Managerial Economics
2 Some basic economic concepts
Opportunity Cost
Marginal Analysis
3 Elasticity and revenue
Elasticity and total revenue
Relation among P, MR and Ep
4 Demand estimation
5 Competitive market equilibrium
Market equilibrium:
Effects of demand and supply curves shifts
Price ceiling
Price floor
6 The Long Run:
Production isoquants
Marginal rate of technical substitution (MRTS)
Returns to scale:
Constant
Increasing
Decreasing
39
Textbook: Managerial Economics, 7th ed., 2008 by D. N. Dwivedi Paperback: 704 pages
Publisher: Vikas Publishing House; 7th edition (2010)
Language: English
ISBN-10: 8125923470
ISBN-13: 978-8125923473
Product Dimensions: 7.4 x 1.1 x 9.5 inches
Shipping Weight: 2.2 pounds
Other References: Internet websites and any useful learning resources
7 Isocost lines
Optimal combinations of factors
Expansion path
8 Cost Analysis and Estimation
Cost types
- fixed costs
- sunk costs
- variable costs
9 Application of cost types:
- technology adoption cost functions
10 Cost Analysis and Estimation
Short run:
total fixed cost
total variable cost
total cost
average variable cost
average fixed cost
average total cost
marginal cost
11 Cost Analysis and Estimation
Long run
total cost
average cost
marginal cost
12 Relation between long & short run cost functions: the envelope curve
Economies of scale
Economies of scope
Learning curve
13 Profit Maximization:
Market Structure Analysis
Perfect Competition
14 Profit Maximization:
Monopoly
Monopolistic Competition
Oligopoly
15 Revision
40
Course Title: Leadership and Decision-Making
Course Code: MAG 413 Semester: 4
Credit Hours: 3(2,1,0) Duration: 15 Weeks Description: The objective of this course is to focus on the basic principles of personal and interpersonal leadership
that can be used in any life arena. We will explore variables that affect productivity, effectiveness, and
efficiency, and a variety of interpersonal skill-sets. Emphasis will be placed on vision, goals & objectives,
motivation, decision-making, time management, power, team building, conflict, ethics, dealing with
change, communication skills, and diversity issues. In addition, we will explore a variety of other topics
including developing your personal leadership style, and organizational politics. Classroom teaching
methods will include lecture, class discussion, videos, oral presentations, written assignments, and group
projects.
Objectives:
. 1. Analyze environments for leadership development.
2. Compare the different decision-making styles.
3. Critique the attributes of effective decision makers.
Learning Outcomes:
1. Identify ways to build and rebuild trust.
2. Explain uses of personal influence and political savvy.
3. Describe the decision-making process in emergency situations
Assessment:
Take-home assignments 20%
Mid-semester Exam 30%
End of semester Exam 50%
Total: = 100%
Course Contents:
Textbook:
Weeks Topic
1 Defining Leadership:
a. Students will begin to develop a personal definition of leadership and evaluate that
definition in light of their current leadership experience and knowledge. This course
will focus on three major content areas of leadership:
2 Personal Leadership
3 Organizational Leadership
4 Global Leadership
5 Personal Leadership Profile
6 Personal Leadership Profile
7 Leadership in the Context of Community:
8 Leadership in the Context of Community:
9 Leadership in the Context of Community:
10 Leadership Theory
11 Leadership Theory
12 Leadership Theory
13 Leadership Concepts:
14 Leadership Concepts:
15 Leadership Concepts:
41
1-Decision Making and Problem Solving Student Guide (IS-241). Latest Edition.
2-Emergency Management Institute. Washington, DC: Federal Emergency
Management Agency.
3-Leadership & Influence Student Guide (IS-240). Latest Edition. Emergency
42
Course Title: Total Quality Management
Course code: PRO 414 Semester: 4
Credit Hours: 3(2,1,0) Duration: 1 semester Description:
In Total Quality Management Fundamentals you will learn concepts and the history of Total
Quality Management. Beginning with the benefits of a total quality solution, the course then
explores the origins of total quality, comparing it with traditional management practices. It then
goes on to teach the learner about the cost of quality, building a quality framework, managing
organizational change and how to prepare for and lead a total quality solution.
Course Objectives:
1. Successfully implement process improvement teams trained to use the various quality tools for
identifying appropriate process improvements.
2. Develop a strategy for implementing TQM in an organization.
Learning Outcomes
By the end of this course, you should be able to:
1. Implement the principles and concepts inherent in a Total Quality Management (TQM)
approach to managing a manufacturing or service organization.
2. Understand the philosophies--including similarities and differences--of the gurus of TQM in
order to better evaluate TQM implementation proposals offered by quality management organiza-
tions and consultants.
Course Assessment:
First test 10%
Mid-term exam 30%
Presentation 10%
End-of-semester exam 50%
Course Contents:
Week Topic
1&2 Total Management Basics
Recognize the fundamental concepts of Total Quality
Management.
Recognize how Total Quality Management differs from
traditional management practices.
3&4 Evolution of quality
Identify key thinkers in the evolution of Total Quality
Management.
Recognize the importance of the two types of quality costs.
Recognize elements of a quality cost reporting system.
5&6 Foundations for Total Quality Management
Use a Trust Integrity Ethics checklist for laying a quality
management foundation.
Recognize the importance of communication in a quality
management framework.
43
7&8 TQM culture
Identify elements of a Total Quality Management
organizational culture.
Recognize elements of total quality structure.
Recognize the best ways to deal with organizational change.
9&10 Preparing for Total Quality Management
Identify steps for assessing your organization’s strategy.
Identify steps for assessing your organization’s tactics.
Identify characteristics of a learning organization for quality
management.
11 Quality Gurus
Recognize roles of the quality leader.
Recognize guidelines for achieving top management support
for a total quality system.
12 Quality problems
13 Quality certification
14 TQM performance measurement
15 Revision
Course Textbook:
Fundamentals of Total Quality Management (Feb. 4, 2005) by Jens J. Dahlgaard, Kai Kristensen
and Ghopal K. Khanji
44
Course Title: Marketing Research
Cores code: MAR 415 Semester: 4
Credit hours: 3(2,1,0) Duration: 15 Weeks
Description:
The use of information to minimize risk in decision making. The skills involved in the steps of
research from determining the purpose, the population of interest, the procedures to use and how
to present results. The use of both secondary and primary data sets; qualitative and quantitative
tools; and application in different contexts. Students practice active learning, problem solving,
and autonomy. Provides marketing knowledge and transferable skills required for professional
marketers.
Course Aims:
Enable students to collect, to use and to analyze marketing information for the purpose of
improved decision making in marketing management.
Equip students with a methodological background.
Learning outcomes:
On successful completion of this module, the student will be able to:
1. Debate the role of quantitative and qualitative marketing research in marketing management
and decision making.
2. Evaluate a range of quantitative and qualitative research methodologies and techniques.
3. Evaluate the role of information in marketing decision-making and in the organisation-wide
information system.
4. Plan, implement and evaluate a marketing research project.
5. Apply facilitation skills in conducting qualitative research.
Assessment and evaluation:
First test 10%
Mid-term exam 30%
Presentation 10%
End-of-semester exam 50%
Total 100%
Syllabus Content:
Week Topic
1 The Role of Marketing Research in Management
Decision Making
2 Definition and the research process
3 Secondary data and Databases
4 Qualitative research
5 Survey research
6 Primary data collection
45
7 Observation
8 Experimentation
9 The concept of measurement attitude and scales
10 Questionnaire design
11 Sampling Issues
12 Data processing and Data analysis
13 Communicating the research results
14 Managing marketing Research
15 Research Ethics
Course Textbook:
Malhotra, N., (2010) Marketing Research: An Applied Orientation sixth ed, Pearson Education
International.
46
Course Title: Corporate Finance
Course Code: MAG 416 Semester: 4
Credit Hours: 3(2,1,0) Duration: 15 Weeks Description: This course focuses at introducing the students the various aspects of corporate finance which facilitates
the decision making domain pertaining to financing, investment and dividend decisions. This course aims
at providing the inputs related to the three major decision areas of financial management of an
organization. This course will give the introduction and conceptual understanding about the various
topics of corporate finance.
Course objective:
The primary objective of this course is to familiarize the student with basic concepts of corporate
finance which is the life blood of any business and its various decision variables in the areas of financing,
investment and dividend decisions.
Learning Outcomes:
By the end of this course students should be able to:
1- Differentiate and compare between types of finance.
2- Compute the cost of each type of finance.
3- Compute the cost of capital.
4- Determine the optimum capital structure for a firm.
5- Valuate stock and bonds.
6- Compute the rate of return and risk affecting it.
7- Set a dividend policy for a company.
Assessment:
Continuous assessment 20%
Mid-semester Exam 30%
End of semester exam 50 %
Total 100 %
Syllabus content:
Week Topic
1 Objectives and Organization
What is finance
The finance function in business: nature, importance and organization
Basic forms of business organizations
2 Financial Institutions, Markets and Rates
Financial Institutions
Financial Markets
47
Functions of financial institutions and markets
Interest rates and required rate of returns
3 Types of Financing
Short, intermediate and long-term financing
Equity and debt
Internal and external financing
Criteria for choosing between sources of financing
4 Short-Term Financing
Nature and sources of short-term financing
Characteristics of short-financing
Trade credit
Types of trade credit
5 Short-Term Financing
Cost of trade credit
Advantages of trade credit
Commercial paper
Markets for commercial paper
6 Short-Term Loans
Unsecured and secured loans
Receivable and inventory loans
Cost of short-term loans: - Simple interest - Discount interest - Interest and compensating
7 Lease Finance
Categories of leasing
Advantages and disadvantages of leasing
Leasing versus borrowing
8 Capital Structure
Basic concepts
Optimal(target) capital structure
Factors affecting capital structure
9 Long-Term Financing: Equity Financing
Common stock
Features of common stock
Right of stockholders
Preference stock: features and right of stockholders
11 Long-Term Financing: Debt Financing
Features of bonds
Types of bonds
Call feature
Long-term loans
11 Cost of Capital
48
What is the cost of financing
Cost of equity financing
Cost of debt financing
Target cost of capital
Weighted-average cost of capital
12 Valuation of stock and bonds: valuation of stock
The dividend discount model
The dividend discount model with on growth
The constant growth-dividend discount model
Estimating expected rate of return
Non-constant growth
13 Valuation of Stock and Bonds
Bonds prices
How bonds prices vary with interest rate
Nominal and real rate of interest
Valuing of bonds
14 Risk and Return
Risk defined and types of risk
Measuring risk
Probability distributions
Variance and standard deviation The relationship between risk and return
15 Dividend Policy
Types of dividends
Declaration of dividend Factors affecting dividends policy
Course Textbook:
Richard A. Brealey, Steward C. Myers, Alan J. Marcus, Fundamentals of Corporate Finance, 5th edition, McGraw- Hill Primis and Custom Publishing 2009
Other references:
i. James, C. Van Horn, Fundamentals of Financial Management, Prentice-Hall, Englewood Cliffs, New Jersey. (November 28, 2008) ...
ii. ACCA text books
Internet website/other learning resources:
1- www.finance-research.net
1- www.wiley.com
49
Course Title: International Business
Course Code: MAG 417 Semester: 4
Credit Hours: 3(2,1,0) Duration: 15 Weeks Description:
This course is a broad survey of the field of international business and provides the foundations
for further specialisation in this field. It begins with a brief overview of international business,
focused on the concept of globalisation. The course will then examine the environment for
international firms, particularly the political, social, economic, technological and other
configurations that support cross-border trade and investment. Amongst others, we will look at
the role of national policies, cultures and business systems, the evolution of international markets
in goods, services and finance,
Course objectives (in measurable terms):
Identify the main features of the international business environment and its main institutions;
Analyse the political, social, and economic and other configurations that support cross-border
trade;
Understand the nature of the multinational firm as an institutional structure for the conduct of
cross-border trade and investment;
Analyse the key decisions that multinational firms make in relation to the choice of markets
and entry strategies;
Learning Outcomes:
Understand the different modes of engagement with international markets and explore the
interconnectedness between these and the economic, legal, governmental, political,
regulatory, cultural and other environments in which expanding companies operate;
Research international business issues and apply theoretical insights to the analysis of such
issues in the context of a complex international business environment;
Assessment:
Continuous assessment 20
Mid-semester Exam 30
End of semester exam 50 %
Total 100 %
Syllabus content:
Week Topic(s)
1
Introduction
The future and challenge of globalisation
Globalisation and economic development
2 Do economic, legal, and political systems matter?
What is culture?
3
How relevant is culture to business?
Ethics and International Business
4 Why do countries trade with each other?
Firms and international trade
50
5 Governments and the regulation of international trade
. The cases for and against free trade
6 . What is foreign direct investment (FDI)?
. Why do countries establish regional trade blocks?
7 1Sudan bilateral agreements
8 Technical and financial studies
9 Med-Term Exam
10 Technical and financial studies
11 The MNC and the domestic company
Does firm strategy matter in international business?
12 Foreign market entry modes
Coordination and control: the challenges of international growth
13 23. Course review and preparing for the final exam
Course Textbook:
Charles W. L. Hill International Business: Competing in the Global Marketplace
51
2) 4th semester: MBA
Marketing “elective
courses” (choose 5
courses):
Course Title: Strategic Management
52
Course Code: MAG 411 Semester: 4
Credit Hours: 3 Duration: 15 weeks Description:
This course focuses on some of the important current issues in strategic management. It will
concentrate on modern analytical approaches and on enduring successful strategic practices. It is
consciously designed with a technological and global outlook since this orientation in many
ways highlights the significant emerging trends in strategic management. The course is intended
to provide the students with a pragmatic approach that will guide the formulation and
implementation of corporate, business, and functional strategies.
Course Objectives:
To show the importance of both domestic and international companies achieving strategic
competitiveness in order to survive.
To explain how to choose appropriate business policies using the strategic management process.
To understand why strategic management is critical to an organization’s success and future.
To examine the context of globalization and why achieving success in the world-wide
competitive landscape requires specific capabilities without which an organization will stagnate.
To improve the research, innovativeness, and the thinking ability of students by involvement as
working teams in the analysis of major “real-life” business case studies.
Learning Outcomes:
1. Awareness of the need for strategic management in a gloabal economy and a competitive
Environment,
2. Ability to develop strategic plans for business enterprises and other GOs and NGOs.
Assessment: Take-home assignments 20%
Mid-term exam 30%
End-of-semester exam 50%
Total 100 %
Syllabus content:
Week Topic Chapter
16. Introducing Strategic Management
Understand what a strategy is and identify the difference
between business-level and corporate-level strategy
Understand the relationship between strategy formulation and
implementation
Chapter
1
17. Introducing Strategic Management
Describe the determinants of competitive advantage
Recognize the difference between a fundamental and a dynamic
competitive advantage
Understand why we study strategic management
Chapter
1
18. Leading Strategically
Explain how strategic leadership is essential to strategy
formulation and implementation
Understand the relationships among vision, mission, values and
strategy
Understand the roles of vision and mission in deter-mining
strategic purpose and strategic coherence
Chapter
2
19. Assessment and strategic control Chapter
2
53
20. Examining the Internal Context of Strategy
Explain the internal context of strategy
Identify a firm’s resources and capabilities and explain their role
in its performance
Define dynamic capabilities and explain their role in both
strategic change and a firm’s performance
Chapter
3
21. Examining the Internal Context of Strategy
Explain how value-chain activities are related to firm
performance and competitive advantage
Explain the role of managers with respect to resources,
capabilities, and value-chain activities
Chapter
3
22. Exploring the External Environment: Macro and Industry
Dynamics
Explain the importance of the external context for strategy and
firm performance
Use PESTEL to identify the macro characteristics of the external
context
Identify the major features of an industry and the forces that
affect industry profitability
Chapter
4
23. Exploring the External Environment: Macro and Industry
Dynamics
Understand the dynamic characteristics of the external context
Show how industry dynamics may redefine industries
Use scenario planning to predict the future structure of the
external context
Chapter
4
24. Crafting Business Strategy
Define generic strategies and show how they relate to a firm’s
strategic position
Describe the drivers of low-cost, differentiation, and focus
strategic positions
Identify and explain the risks associated with each generic
strategy position
Show how different positions fit with various stages of the
industry life cycle
Evaluate the quality of the firm’s strategy
Chapter
5
25. Crafting Business Strategy for Dynamic Contexts
Identify the challenges to sustainable competitive advantage in
dynamic contexts
Understand the fundamental dynamics of competition
Evaluate the advantages and disadvantages of choosing a first-
mover strategy
Analyze and develop strategies for managing industry evolution
Chapter
6
26. Crafting Business Strategy for Dynamic Contexts
Analyze and develop strategies for technological discontinuities
Analyze and develop strategies for high-speed environmental
Chapter
6
54
change
Explain the implications of a dynamic strategy for the strategy
diamond and strategy implementation
27. Looking at International Strategies
Define international strategy and identify its implications for the
strategy diamond
Understand why a firm would want to expand internationally and
explain the relationship between international strategy and
competitive advantage
Describe different vehicles for international expansion
Apply different international strategy configurations
Chapter
8
28. Understanding Alliances and Cooperative Strategies
Describe why strategic alliances are important strategy vehicles
Explain the various forms and structures of strategic alliances
Describe the motivations behind alliances and
show how they’ve changed over time
Explain alliances as both business-level and corporate-level
strategy vehicles
Summarize the criteria for successful alliances
Chapter
9
29. Employing Strategy Implementation Levers
Understand the interdependence between strategy formulation
and implementation
Demonstrate how to use organizational structure as a strategy
implementation levers
Understand the use of systems and processes as strategy
implementation levers
Chapter
11
30. Employing Strategy Implementation Levers
Identify the roles of people and rewards as implementation
levers
Explain the dual roles that strategic leadership plays in strategy
implementation
Understand how global and dynamic contexts affect the use of
implementation levers
Chapter
11
Resources:
Course Textbook: Mason A. Carpenter & Gerard Sanders, Strategic Management A Dynamic
Perspective. Prentice Hall, 2007.
Internet website/other learning resources
Course Title: Marketing Research
55
Cores code: MAR 412 Semester: 4
Credit hours: 3(2,1,0) Duration: 15 Weeks
Description:
The use of information to minimize risk in decision making. The skills involved in the steps of
research from determining the purpose, the population of interest, the procedures to use and how
to present results. The use of both secondary and primary data sets; qualitative and quantitative
tools; and application in different contexts. Students practice active learning, problem solving,
and autonomy. Provides marketing knowledge and transferable skills required for professional
marketers.
Course Aims:
Enable students to collect, to use and to analyze marketing information for the purpose of
improved decision making in marketing management.
Equip students with a methodological background.
Learning outcomes:
On successful completion of this module, the student will be able to:
1. Debate the role of quantitative and qualitative marketing research in marketing management
and decision making.
2. Evaluate a range of quantitative and qualitative research methodologies and techniques.
3. Evaluate the role of information in marketing decision-making and in the organisation-wide
information system.
4. Plan, implement and evaluate a marketing research project.
5. Apply facilitation skills in conducting qualitative research.
Assessment and evaluation:
First test 10%
Mid-term exam 30%
Presentation 10%
End-of-semester exam 50%
Total 100%
Syllabus Content:
Week Topic
1 The Role of Marketing Research in Management
Decision Making
2 Definition and the research process
3 Secondary data and Databases
4 Qualitative research
5 Survey research
6 Primary data collection
7 Observation
56
8 Experimentation
9 The concept of measurement attitude and scales
10 Questionnaire design
11 Sampling Issues
12 Data processing and Data analysis
13 Communicating the research results
14 Managing marketing Research
15 Research Ethics
Course Textbook:
Malhotra, N., (2010) Marketing Research: An Applied Orientation sixth ed, Pearson Education
International.
Course Title: Marketing strategies
Course Code: MAR 413 Semester: 4
57
Credit Hours: 3(2,1,0) Duration: 15 Weeks Description: The role of strategic marketing management is to help companies better understand customer
preferences, link that knowledge to designing appropriate products and services for selected customers,
and determine appropriate methods to communicate, to capture, and to deliver value. Successful firms are
those that pursue objectives, employ resources, and invest in the future of an organization to consistently
satisfy the needs of customers better than competitors. These ideas apply to both for-profit and not-for-
profit organizations. Objectives: This course is designed with the following goals in mind:
To develop student skill at systematically analyzing pertinent marketing information
To allow student opportunities to make and support student own marketing decisions
Learning Outcomes:
At the completion of this course, students should be able to:
Use the key elements in developing marketing strategy and planning a marketing program.
Enhance problem-solving abilities in operational areas of marketing by providing you with a set of
analytical tools (i.e., frameworks, concepts, models, and techniques).
Assessment: Continuous assessment 20%
Mid-semester Exam 30%
End of semester Exam 50%
Total: = 100%
Course Contents:
Resources: Textbook: Walker, Mullins, Boyd and Larreche, Marketing Strategy (6th edition, 2007).
Other References: Internet websites and any useful learning resources.
WEEKS TOPIC
1 Course Introduction
2 Review of Marketing Elements
3 Review of Marketing Elements
4 Analyze Marketing Opportunities and Planning
5 Analyze Marketing Opportunities and Planning
6 Issues of e-Marketing and Global Marketing
7 Issues of e-Marketing and Global Marketing
8 Mid Exam
9 Managing Integrated Marketing Communications
10 Managing Integrated Marketing Communications
11 Insuring Marketing and Strategic Management Work Together
12 Insuring Marketing and Strategic Management Work Together
13 Insuring Marketing and Strategic Management Work Together
14 Presentations
15 Revision
59
Cores code: MAR414 Semester:4
Credit hours: 3(2,1,0) Duration: 15 Weeks
Description:
This module provides an introduction to International Marketing, and a basic understanding of
how International Marketing differs from Domestic Marketing. In particular, it will acquaint
students with the various macro-environmental forces in the international domain, including
cultural, sociological, economic and, political forces, and the implications of these for each the
various marketing mix decision areas. The module is designed to provide the conceptual and
contextual foundations of International Marketing for anyone wishing to undertake a career in
the modern international business environment, as also those wishing to undertake further
specialized studies in the area of International Marketing.
Course Objective:
The objective of this course is to have knowledge of strategies, adopted in the foreign markets to
succeed with a suitable market plan.
1. International Marketing environment, economic, cultural, legal, technological and political.
2. Process of entering international marketing management, Decision criteria for entry methods
in the international market and the various entry methods for the international market
3. Product policy decisions, Product Standardization and Product Adaptation. Packaging,
Labeling and Positioning.
4. New product development, Adoption and Diffusion of new products, Product line extensions,
International product life cycle.
5. Managing Foreign Distribution--- through distributors and through firm’s presence in the
international market, Types of intermediaries ----Direct and Indirect Channel, Channel
Adaptation, Channel Development.
Learning outcomes:
On successful completion of this module, the student will be able to:
Critically evaluate the role of marketing within the International context of the business.
Identify and critically analyse marketing policies, practices, problems and strategies of an
international organization.
Understand Multinational marketing environments
Assessment and evaluation:
First test 10%
Mid-term exam 30%
Presentation 10%
End-of-semester exam 50%
Total 100%
Syllabus Content:
Week Topic
1 The Scope and Challenge of International Marketing
2 International Marketing Strategy
3 International Marketing Strategy
4 International Marketing Strategy
5 Culture, Management Style, and business Systems
6 Case Study
7 The International Legal Environment: Playing by the roles
8 Mid Exam
9 Case Study
60
10 The foundations of Culture
11 Cultural Dynamics in assessing Global Markets
Case Study
12 Culture, Management Style, and business Systems
13 The Political Environment:A Critical Concern
Curbing Child Labour
Case Study
14 The International Legal Environment: Playing by the roles
Course Textbook: Philip Cateora & John Graam,(2005), International Marketing, Twelfth edition, McGRAW-Hill.
61
Course Title: Consumer Behavior
Cores code: MAR415 Semester: 4
Credit hours: 3(2,1,0) Duration: 15 Weeks
Description: This course is to describe the reasons for the development of consumer behavior as
an academic discipline and an applied science. It discusses the importance of consumer behavior
as an academic discipline and an academic discipline and applied science. It discusses the
importance of consumer behavior research to marketers.
Course Objectives:
The objective of this course is:
To provide students with solid conceptual base for understanding the behavior of
consumers within society and market place.
To develop student's abilities to apply consumer behavior concepts to marketing
problems those are likely to involve consumer consumption with identity and lifestyle
implications.
To extend students understanding of research methodologies that can used to
investigate consumer behavior and guide managerial decision-making
To learn how consumer behavior can be affected by different marketing strategies.
To develop a deeper understanding of consumer behavior by learning about relevant
psychological theories
Learning outcomes:
On successful completion of this module, the student will be able to:
1. Developing understanding of concepts in consumer behaviour.
2. Developing ability to apply the concepts to strategic marketing decisions.
3. Developing ability to conduct research in consumer behaviour.
4. Developing ability to communicate research findings.
Assessment and evaluation:
First test 10%
Mid-term exam 30%
Presentation 10%
End-of-semester exam 50%
Total 100%
Syllabus Content:
Week Topic
1. Introduction to the study of Consumer Behaviour.
Consumer Behaviour: Its Origins and Strategic Applications
2. Consumer Behaviour
Meeting Change and Challenges
3. Consumer Research Process
4. Market Segmentation and Strategic Targeting
5. Consumer Motivation
6. Personality and Consumer Behaviour
7. Consumer Perception
8. Consumer Decision Making
62
9. Consumer Learning
10. Consumer Attitude Formation and Change.
11. Communications and Consumer Behaviour
12. Influences of Culture on Consumers Behaviour
13. Subculture and Consumers Behaviour
14. Cross- Cultural Consumers Behaviour
15. Consumer and Diffusion and Innovations
16. Marketing Ethics and Social responsibility
Course Textbook:
Schiffman, L., Kanuk, L. (2010) Consumer Behavior ,Tenth Edition, Pearson Education
International.
63
Course Title: Services Marketing
Course code: MSR417 Semester: 4
Credit hours: 3(2,1,0) Duration: 15 Weeks
Description:
Although the basic principles are common, the marketing of services differs from that of goods
and requires a distinctive approach with regard to the development and execution of marketing
strategy. Marketers of services more so than those of goods must recognise the service aspects of
their organizations and the ways in which service can be used as a source of competitive
advantage.
Course Aims:
To Introduce the student to the various aspects of service marketing in order to develop
skills in the identification, analysis and solution of opportunities and problems likely to
be encountered in the area.
Enable students to recognize the service aspects of their organizations and the ways in
which service can be used as a source of competitive advantage.
To provide an in-depth appreciation and understanding of the unique challenges inherent
in managing and delivering quality services. Participants will be introduced to and have
the opportunity to work with tools and strategies that address these challenges.
To develop an understanding of the ‘state of the art’ service management thinking.
To promote a customer service-oriented mindset.
Learning outcomes:
On successful completion of this module, the student will be able to:
1. Critique the distinctive challenges involved in the marketing of services, using the services
marketing mix.
2. Debate key issues involved in managing customer satisfaction and service quality,
appreciating the role of employees and consumers in service production, delivery and
consumption.
3. Critically evaluate the sources of competitive advantage in service businesses, explaining key
issues in services such as the management of supply and demand, relationship management, and
the overlap between marketing, operations, and human resources.
4. Critically evaluate how 'service' can be a competitive advantage in managing any organisation.
Assessment and evaluation:
First test 10%
Mid-term exam 30%
Presentation 10%
End-of-semester exam 50%
Total 100%
Syllabus Content:
Week Topic
1 Introduction to Services Marketing and Frameworks for Understanding
Services
Product catalog service
2 Product catalog service
3 Product catalog service
4 Product catalog service
Setting Communication Strategies for Services
64
- Services Specific Issues in Communication Strategies
- Guidelines for Advertising of Services
- Branding & Promotion of Services
5 Marketing Mix III: Distribution
Key Issues
- Distribution Channels for Services
- Internationalization of Service Firms
- Global Distribution Systems
6 Marketing Mix IV: Designing Customer Service Processes
Key Issues
- Trade-off between Marketing Effectiveness and Operations Efficiency
- Full-Service Models Versus Restricted Service Models
- Production-Lining Services
- Increasing Customer Participation
- Managing Supply and Demand, Yield Management
- Flow Charting as a Basic Tool for Understanding & Managing Service
Processes
- Two Basic Strategies: Complexity and Divergence of Service
Operations
8 Marketing Mix V: Designing the Service Environment
Key Issues
- A Theoretical Framework for Understanding the Impact of Service
Environments on Customer Behaviour and Satisfaction
- Engineering Customer Service Experiences
9 Marketing Mix VI: The Service Product
Key Issues
- The Flower of Service - Core and Supplementary Services
- Adding Value via Supplementary Services
9 Marketing Mix VII: Managing Service Personnel
Key Issues
- Importance of Service Personnel
- Conflicts in Boundary-spanning Roles & Implications of Role Stress
- Reducing Role Stress with Marketing and Creating a Climate for
Service
- Selection, Training and Motivation of Service Staff
- Internal Marketing to Build and Foster a Customer Service-oriented
Culture
10 Marketing Implementation I: Understanding Service Quality
Key Issues
- Importance of Quality: The Economics of Customer Retention
65
- The Quality Model: Diagnosing Service Quality Failures
- Dimensions of Quality
- Relationship between Service Quality, Productivity and Profitability
- Effective Membership and Customer Retention Program
11 Marketing Implementation II: Managing Service Quality
Key Issues
- Complaint Management, Service Guarantees and Service Recovery
- TQM Tools Applicable to Services
- Developing & Implementing Effective Customer Feedback Systems
- Customer Churn Diagnostics and Retention Programs
- CRM Strategies
12 Marketing Implementation III: Growth Strategies for Service
Organizations
Key Issues
- Multisite, Multiservice and Multisegment Strategies
- Risk/Return Considerations
Course Textbook: Services Marketing: Integrating Customer Focus Across the Firm Alan Wilson, Valarie A. Zeithaml, Mary Jo Bitner and Dwayne D. Gremler 2012 ISBN-13 978-0-07-7131715 ISBN-10 0-07-713171-1 Internet website/other learning resources:
www.customer-service.com
66
Course Title: Product Management and Trade Mark
Cores code: MAR416 Semester: 4
Credit hours: 3(2,1,0) Duration: 15 Weeks
Description:
This course discusses the detailed steps in procuring, policing, and defending a trademark. We
also explain the logic behind the laws and the strategies set forth.
Course Objectives:
Trademarks and domain name terminology
Learning outcomes:
Research skills
Assessment and evaluation:
First test 10%
Mid-term exam 30%
Presentation 10%
End-of-semester exam 50%
Total 100%
Syllabus Content:
Week Topic
1 Concepts of Trademarks
2 What is a Trademark?
3 Ownership and Use
4 Registration of Trademarks
5 Loss of Trademark Rights
6 Infringement
7 False Designation of Origin (Cont’d)
8 Mid exam
9 Advertising
10 The Concept of Dilution
11 Authors’ and Performers’ Rights
12 Internet Domain Names
13 Trademarks as Speech
14 Remedies
15 Border Control Measures
Course Textbook:
Glynn S. Lunney, Jr., Trademark Monopolies, 48 Emory L.J. 367 (1999
67
Course Title: Current Issues in Marketing
Course Code: MAR418 Semester: 4
Credit Hours: 3(2,1,0) Duration: 4 months Description:
This course particularly focuses on topic related to Ethical, Legal, Social, and Public Policy
Issues in Marketing, Healthcare Marketing, Business Marketing, Green Marketing, Tourism
Marketing, Rural Marketing, and Food Marketing.
Objectives
This course covers contemporary topics in marketing and includes discussion of recent
developments in marketing information systems,
Learning outcomes:
• Identify and critically analyse marketing policies, practices, problems and strategies of an
international organization.
• Understand Multinational marketing environments
Course Assessment:
First test 10%
Mid-term exam 30%
Presentation 10%
End-of-semester exam 50%
Course Contents
Week Topic
1. Introduction to Course and Syllabus Review
2. Intelligent Marketing
3. E-Marketing
4. Relationship Marketing
5. Customer Relationship Management
6. Developing Innovative Brand Communications – In Class Exercise
7. Design Management and Marketing
Cognitive and Emotional Responses to Product Design
Aesthetic Appreciation
8. Mid - Exam
9. Services Marketing
Designing/Renovating a Service – In Class Exercise
10.
New Trends in Marketing
Guerilla Marketing, Buzz Marketing, Experiential Marketing
68
11.
Global Marketing: Some Insights for Going International
12. Marketing as an Academic Career Path
Reading a Scholarly Paper – In Class Exercise
13. Marketing as a Professional Career Path
Where to Start? Promising Sectors- Guest Speaker(s)
14. Final Review
15. Revisions
Course Textbook:
1-Kotler/Keller, Marketing Management, 12th ed., Prentice Hall 2009
2-Social Marketing Quarterly March 2016 22: 3-18, first published on November 18, 2015 doi:
10.1177/1524500415614817
70
Course Title: Strategic Management
Course Code: MAG 411 Semester: 4
Credit Hours: 3 Duration: 15 weeks Description:
This course focuses on some of the important current issues in strategic management. It will
concentrate on modern analytical approaches and on enduring successful strategic practices. It is
consciously designed with a technological and global outlook since this orientation in many
ways highlights the significant emerging trends in strategic management. The course is intended
to provide the students with a pragmatic approach that will guide the formulation and
implementation of corporate, business, and functional strategies.
Course Objectives:
To show the importance of both domestic and international companies achieving strategic
competitiveness in order to survive.
To explain how to choose appropriate business policies using the strategic management process.
To understand why strategic management is critical to an organization’s success and future.
To examine the context of globalization and why achieving success in the world-wide
competitive landscape requires specific capabilities without which an organization will stagnate.
To improve the research, innovativeness, and the thinking ability of students by involvement as
working teams in the analysis of major “real-life” business case studies.
Learning Outcomes:
1. Awareness of the need for strategic management in a gloabal economy and a competitive
Environment,
2. Ability to develop strategic plans for business enterprises and other GOs and NGOs.
Assessment: Take-home assignments 20%
Mid-term exam 30%
End-of-semester exam 50%
Total 100 %
Syllabus content:
Week Topic Chapter
31. Introducing Strategic Management
Understand what a strategy is and identify the difference
between business-level and corporate-level strategy
Understand the relationship between strategy formulation and
implementation
Chapter
1
32. Introducing Strategic Management
Describe the determinants of competitive advantage
Recognize the difference between a fundamental and a dynamic
competitive advantage
Understand why we study strategic management
Chapter
1
33. Leading Strategically
Explain how strategic leadership is essential to strategy
formulation and implementation
Understand the relationships among vision, mission, values and
strategy
Understand the roles of vision and mission in deter-mining
Chapter
2
71
strategic purpose and strategic coherence
34. Leading Strategically
Identify a firm’s stakeholders and explain why such
identification is critical to effective strategy formula-tion and
implementation
Explain how ethics and biases may affect strategic decision-
making
Chapter
2
35. Examining the Internal Context of Strategy
Explain the internal context of strategy
Identify a firm’s resources and capabilities and explain their role
in its performance
Define dynamic capabilities and explain their role in both
strategic change and a firm’s performance
Chapter
3
36. Examining the Internal Context of Strategy
Explain how value-chain activities are related to firm
performance and competitive advantage
Explain the role of managers with respect to resources,
capabilities, and value-chain activities
Chapter
3
37. Exploring the External Environment: Macro and Industry
Dynamics
Explain the importance of the external context for strategy and
firm performance
Use PESTEL to identify the macro characteristics of the external
context
Identify the major features of an industry and the forces that
affect industry profitability
Chapter
4
38. Exploring the External Environment: Macro and Industry
Dynamics
Understand the dynamic characteristics of the external context
Show how industry dynamics may redefine industries
Use scenario planning to predict the future structure of the
external context
Chapter
4
39. Crafting Business Strategy
Define generic strategies and show how they relate to a firm’s
strategic position
Describe the drivers of low-cost, differentiation, and focus
strategic positions
Identify and explain the risks associated with each generic
strategy position
Show how different positions fit with various stages of the
industry life cycle
Evaluate the quality of the firm’s strategy
Chapter
5
40. Crafting Business Strategy for Dynamic Contexts
Identify the challenges to sustainable competitive advantage in
dynamic contexts
Chapter
6
72
Understand the fundamental dynamics of competition
Evaluate the advantages and disadvantages of choosing a first-
mover strategy
Analyze and develop strategies for managing industry evolution
41. Crafting Business Strategy for Dynamic Contexts
Analyze and develop strategies for technological discontinuities
Analyze and develop strategies for high-speed environmental
change
Explain the implications of a dynamic strategy for the strategy
diamond and strategy implementation
Chapter
6
42. Looking at International Strategies
Define international strategy and identify its implications for the
strategy diamond
Understand why a firm would want to expand internationally and
explain the relationship between international strategy and
competitive advantage
Describe different vehicles for international expansion
Apply different international strategy configurations
Chapter
8
43. Understanding Alliances and Cooperative Strategies
Describe why strategic alliances are important strategy vehicles
Explain the various forms and structures of strategic alliances
Describe the motivations behind alliances and
show how they’ve changed over time
Explain alliances as both business-level and corporate-level
strategy vehicles
Summarize the criteria for successful alliances
Chapter
9
44. Employing Strategy Implementation Levers
Understand the interdependence between strategy formulation
and implementation
Demonstrate how to use organizational structure as a strategy
implementation levers
Understand the use of systems and processes as strategy
implementation levers
Chapter
11
45. Employing Strategy Implementation Levers
Identify the roles of people and rewards as implementation
levers
Explain the dual roles that strategic leadership plays in strategy
implementation
Understand how global and dynamic contexts affect the use of
implementation levers
Chapter
11
Resources:
Course Textbook: Mason A. Carpenter & Gerard Sanders, Strategic Management A Dynamic
Perspective. Prentice Hall, 2007.
Internet website/other learning resources
73
Course Title: Corporate Performance Management
Course Code: MAG 412 Semester: 4
Credit Hours: 3(2,1,0) Duration: 15 Weeks Description: This course provides students with knowledge necessary to design and implement an effective
Performance Management (PM) system for a company. Topics covered include advantages and
disadvantages of implementing PM systems; description of the entire PM process; linkage of PM systems
to a reward system and the organization’s strategic plan; how to measure both behavior and results;
various appraisal forms,
Objectives: * Explain performance management (PM) and reward systems in context.
* Show the disadvantages of poorly implemented PM systems.
Learning Outcomes: * Define the characteristics of an ideal PM system.
* Show the linkage of PM systems to the strategic planning process of an organization.
Assessment: Continuous assessment 20%
Mid-semester Exam 30%
End of semester Exam 50%
Total: = 100%
Course Contents:
Resources: Textbook: 1- Herman Aguinis (2009), Performance Management (2nd ed.), Pearson
Higher Education. ISBN-10: 0138146918, ISBN-13: 9780138146917
2-Aguinis, Herman. Performance Management, 3rd edition. Prentice Hall Publishing ISBN: 978-0-13-
2556385 Other References: Internet websites and any useful learning resources.
WEEKS TOPIC
1 Corporate Performance Management: an introduction
2 Performance Planning & Analysis
3 Implementing Performance Management Systems
4 Strategy driven performance management
5 Measuring Results via Scorecards
6 Performance Management and People Development
7 Performance management in action
8 MID EXAM
9 Performance management in action
10 Employee development
11 Team development and coaching
12 Development plans
13 Performance management & reward systems
14 Performance Management and Knowledge Development
15 Performance Consulting
74
Course Title: Personnel Management in International Organizations
Course Code: HR 413 Semester: 4
Credit Hours: 3(2,1,0) Duration: 15 Weeks Description:
This course introduces the functions of personnel/human resource management within an
Organization. Topics include equal opportunity and the legal environment
OBJECIVES
Recruitment and Selection, performance appraisal, employee development, compensation
planning, and employee Relations.
Learning Outcomes:
1- Decide What Staffing Needs
2-Hire Employee to Fill These Needs
3-Recording and Training the Best Employs Ensuring They Are High Performer
Assessment: Continuous assessment 20%
Mid-semester Exam 30%
End of semester Exam 50%
Total: = 100%
Course Contents:
Resources: Textbook:
1- Ralph Christensen , Rood Map To Strategic HR , Amacom , 2005.
2- Dave , Wayne & Mike Unrich , HR From The Outside in , McGraw Hill 2012 .
3- Derek Hall , Laura Tarrington , Personal Management :HR In Action , Prentice Hall ,
1995.
WEEKS TOPIC
1 Basic overview of personal management
2 Getting the best employees
3 Paying employees
4 Providing benefits
5 Training employees
6 Compliance to regulations
7 Assignment
8 ensuring safe work environment
9 Sustains high performance employees
10 General resources
11 Qualified new employees
12 Job description and orientation
13 personnel records
14 Assignment
15 Employees performance appraisal
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4-
Course Title: Labor law & social insurances
Course Code: HR 414 Semester: 4
Credit Hours: 3(2,1,0) Duration: 15 Weeks Description:
This course provides a fundamental working knowledge of the Social Security program as it
Applies to retirement planning. The materials cover the history of Social Security, how to qualify
For benefits, spousal benefits, widow & widower benefits, taxation of benefits, working while
You receive benefits, issues involved in claiming benefits early, and strategies to maximize your
Benefits while developing an income stream in retirement.
For legal course units, a flexible prerequisite requires already having taken the following course
units of the first stage: "Introduction to Legal Sciences", "Law of Obligations" and "Public law I.
Constitutional law and Administrative law".
OBJECIVES
1. Know the history of Social Security
2. Understand the reductions for taking benefits early
3. Be acquainted with the issues involved in the solvency of Social Security
Learning Outcomes:
Estimate your benefits
The course aims at providing a basic knowledge of labour law and social security law. Attention
is being given to those aspects of these law areas which need to be known by every lawyer. The
courses in the later Master track will build upon this basic knowledge
Assessment: Continuous assessment 20%
Mid-semester Exam 30%
End of semester Exam 50%
Total: = 100%
Course Contents:
WEEKS TOPIC
1 GENERAL OVERVIEW AND SCOPE OF THE SUBJECT
2 THE CONCEPT OF LABOR LAW
3 TRADE UNIONISM
4 COLLECTIVE BARGAINING
5 WORKERS PARTICIPATION IN MANAGEMENT
6 LABOUR WELFARE AND SOCIAL SECURITY
7 ILO-CONVENTIONS+ LABOUR ADMINISTRATION
8 WORKMEN’S COMPENSATION SCHEMES+ REDUNDANCY
9 Qualifying for Social Security Benefits
10 How to Find Your Social Security Benefit Amount
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Resources:Textbook: Gwyneth Pitt; Employment law (4th Edn) sweet & Maxwell LondonUk ,2000
(2) Happle, B.A; Employment law (4th edn) sweet &
Maxwell. London Uk
Taking Benefits Before Full Retirement Age
11 Taking Benefits Before Full Retirement Age
How COLAs Affect Benefits
Taxation of Benefits
12 Windfall Elimination Provision & Government Pension Offsets
13 Medicare & Social Security
The Future of Social Security: Solvency Issues and Reform Proposals
14 Strategies for Maximizing Your Social Security
15 Six Pillars of Retirement Income
77
Course Title: HR strategies
Course Code: HR 415 Semester: 4
Credit Hours: 3(2,1,0) Duration: 15 Weeks Description: This course is about both the design and execution of human resource management strategies. This course has two central themes: (1) How to think systematically and strategically about aspects of managing the organization's human assets, and (2) What really needs to be done to implement these policies and to achieve competitive advantage.
OBJECIVES: This course will not get into the technical details of personnel management such as the psychometric aspects of test validation, Emphasizing the Strategic Role of H R Manger in Performing Function of Recruitment, Training, Career Development
Learning Outcomes: Other Contemporary Process within the Organizational Setting. Serve As An Introduction To The Area Of Compensation, Collective Bargaining
Assessment: Continuous assessment 20%
Mid-semester Exam 30%
End of semester Exam 50%
Total: = 100%
Course Contents:
Resources: Textbook:
1-Paul Kearns, HR Strategy, Taylor * Francis, 2nd Edition, 2009 . Dave, Mark And Banw E Beper , The
HR Scorecard, Hanard Press , Ist Edil , 2009.
2-Dave, Justen And Mark Nyman, HR Transformation, MC Graw Hill, Isted 2009.
WEEKS TOPIC
1 Strategy formulation
2 Role of value in strategy formulation
3 Strategy implementation
4 Communicating strategy to staff
5 Competitive strategy
6 Competitive advantages
7 MID- Exam
8 Competitive differentiator
9 Ethics
10 Linking HR to organization strategy
11 Organizational effectives
12 Trends in HR
13 Mission and vision
14 Mission and vision
15 Quality management
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Course Title: Negotiation skills and conflict management
Course Code: HR 416 Semester: 4
Credit Hours: 3(2,1,0) Duration: 15 Weeks Description: Negotiation refers to the process of interacting in order to advance individual interests through joint
action. Contrary to what you might think, negotiations are not confined to the professional world; we
often negotiate in our personal lives. The principles that guide successful negotiations in world politics
are equally
OBJECIVES: You will have developed an understanding of the principles, strategies, and tactics of effective
negotiation, Conflict resolution, and relationship management and enhanced your ability to assess the
impact of interpersonal styles, personality, culture, and other variables that influence
Learning Outcomes: •identify and explain the theory, processes, and practices of negotiation, conflict resolution, and
relationship management;
•identify and explain the principles, strategies, and tactics of effective negotiation and professional
relationship management;•identify and assess the variables in negotiations;
Assessment: Continuous assessment 20%
Mid-semester Exam 30%
End of semester Exam 50%
Total: = 100%
Course Contents:
Resources: Textbook:•Lewicki, Roy J., David M. Saunders, and John W. Minton. Essentials of Negotiation.
2nd ed. Irwin, 2000. This is a new paperback – not the same text as last year.
Moore, Christopher W. The Mediation Process. 2nd ed. Jossey-Bass, 1996.
•Ury, William. Getting Past No: Negotiating with Difficult People. Bantam, 1992
WEEKS TOPIC
1 Introduction and Course Overview
2 What kind of negotiator am I?
3 Distributive and Mixed Motive Bargaining
4 Integrative and Mixed-Motive Bargaining
5 Competitive and Cooperative Styles
6 Negotiating in Context
7 Origins of Conflict—Dispute Prevention—
8 Mid exam
9 Delegating Conflict Management to the Disputant
10 Your Employer's Dispute Resolution
11 Complaint Handling System
12 Conciliation and Mediation
13 Investigation, Arbitration & Exceptionally Difficult People
14 More Negotiating with Difficult People
15 More Negotiating with Difficult People
79
Course Title: Organization development and change
Course Code: HR 413 Semester: 4
Credit Hours: 3(2,1,0) Duration: 15 Weeks Description: This course will examine change in the workplace from multiple perspectives. There will be a review of
forces and factors shaping today’s workplace including three significant external drivers of change today:
1) technology; 2) globalization; 3) company ownership. Discussions will consider various foundational
issues in organizational change management including strategy, diagnosis, motivation, resistance,
communication, interventions and sustainability.
OBJECIVES At the conclusion of this course, students should be able to:
Accurately identify and describe the historical and contemporary transformations impacting the
workplace and how those factors impact organizations and their work.
Learning Outcomes: Recognize common symptoms and reactions to change in the workplace and recommended interventions
to address the reactions/resistance.
Describe the main principles and characteristics of the multiple models for managing organizational
change and apply those models in analyzing organizational change initiatives.
Assessment: Continuous assessment 20%
Mid-semester Exam 30%
End of semester Exam 50%
Total: = 100%
Course Contents:
Resources: Textbook: Palmer, I., Dunford, R., & Akin, G. (2009). Managing organizational change
(2nd Ed.). McGraw-Hill: Irwin, NY. ISBN: 978-0-07-340499-8Kotter, J. and Cohen,D. (2002).The Heart
of Change : Real-Life Stories of How People Change Their Organizations. Boston: Harvard Business
School Press. ISBN: 1578512549 or 9781578512546
WEEKS TOPIC
1 Online Review Syllabus/Introductions
2 Understanding Change
3 Why Organizations Change
4 Diagnosing Change
5 Organizational Diagnosis Team Time
6 Resistance to Change
7 Implementing Change
8 Implementing Change Continued
9 Organizational Diagnosis Team Time
10 Communicating Change
11 Communicating Change Continued…
12 Organizational Diagnosis Team Time
13 Sustaining Change + Thanksgiving
14 Organizational Diagnosis Project
15 Presentations
81
Course Title: Strategic Management
Course Code: MAG 411 Semester: 4
Credit Hours: 3 Duration: 15 weeks Description:
This course focuses on some of the important current issues in strategic management. It will
concentrate on modern analytical approaches and on enduring successful strategic practices. It is
consciously designed with a technological and global outlook since this orientation in many
ways highlights the significant emerging trends in strategic management. The course is intended
to provide the students with a pragmatic approach that will guide the formulation and
implementation of corporate, business, and functional strategies.
Course Objectives:
To show the importance of both domestic and international companies achieving strategic
competitiveness in order to survive.
To explain how to choose appropriate business policies using the strategic management process.
To understand why strategic management is critical to an organization’s success and future.
To examine the context of globalization and why achieving success in the world-wide
competitive landscape requires specific capabilities without which an organization will stagnate.
To improve the research, innovativeness, and the thinking ability of students by involvement as
working teams in the analysis of major “real-life” business case studies.
Learning Outcomes:
1. Awareness of the need for strategic management in a gloabal economy and a competitive
Environment,
2. Ability to develop strategic plans for business enterprises and other GOs and NGOs.
Assessment: Take-home assignments 20%
Mid-term exam 30%
End-of-semester exam 50%
Total 100 %
Syllabus content:
Week Topic Chapter
46. Introducing Strategic Management
Understand what a strategy is and identify the difference
between business-level and corporate-level strategy
Understand the relationship between strategy formulation and
implementation
Chapter
1
47. Introducing Strategic Management
Describe the determinants of competitive advantage
Recognize the difference between a fundamental and a dynamic
competitive advantage
Understand why we study strategic management
Chapter
1
48. Leading Strategically
Explain how strategic leadership is essential to strategy
formulation and implementation
Understand the relationships among vision, mission, values and
strategy
Understand the roles of vision and mission in deter-mining
strategic purpose and strategic coherence
Chapter
2
82
49. Leading Strategically
Identify a firm’s stakeholders and explain why such
identification is critical to effective strategy formula-tion and
implementation
Explain how ethics and biases may affect strategic decision-
making
Chapter
2
50. Examining the Internal Context of Strategy
Explain the internal context of strategy
Identify a firm’s resources and capabilities and explain their role
in its performance
Define dynamic capabilities and explain their role in both
strategic change and a firm’s performance
Chapter
3
51. Examining the Internal Context of Strategy
Explain how value-chain activities are related to firm
performance and competitive advantage
Explain the role of managers with respect to resources,
capabilities, and value-chain activities
Chapter
3
52. Exploring the External Environment: Macro and Industry
Dynamics
Explain the importance of the external context for strategy and
firm performance
Use PESTEL to identify the macro characteristics of the external
context
Identify the major features of an industry and the forces that
affect industry profitability
Chapter
4
53. Exploring the External Environment: Macro and Industry
Dynamics
Understand the dynamic characteristics of the external context
Show how industry dynamics may redefine industries
Use scenario planning to predict the future structure of the
external context
Chapter
4
54. Crafting Business Strategy
Define generic strategies and show how they relate to a firm’s
strategic position
Describe the drivers of low-cost, differentiation, and focus
strategic positions
Identify and explain the risks associated with each generic
strategy position
Show how different positions fit with various stages of the
industry life cycle
Evaluate the quality of the firm’s strategy
Chapter
5
55. Crafting Business Strategy for Dynamic Contexts
Identify the challenges to sustainable competitive advantage in
dynamic contexts
Understand the fundamental dynamics of competition
Evaluate the advantages and disadvantages of choosing a first-
Chapter
6
83
mover strategy
Analyze and develop strategies for managing industry evolution
56. Crafting Business Strategy for Dynamic Contexts
Analyze and develop strategies for technological discontinuities
Analyze and develop strategies for high-speed environmental
change
Explain the implications of a dynamic strategy for the strategy
diamond and strategy implementation
Chapter
6
57. Looking at International Strategies
Define international strategy and identify its implications for the
strategy diamond
Understand why a firm would want to expand internationally and
explain the relationship between international strategy and
competitive advantage
Describe different vehicles for international expansion
Apply different international strategy configurations
Chapter
8
58. Understanding Alliances and Cooperative Strategies
Describe why strategic alliances are important strategy vehicles
Explain the various forms and structures of strategic alliances
Describe the motivations behind alliances and
show how they’ve changed over time
Explain alliances as both business-level and corporate-level
strategy vehicles
Summarize the criteria for successful alliances
Chapter
9
59. Employing Strategy Implementation Levers
Understand the interdependence between strategy formulation
and implementation
Demonstrate how to use organizational structure as a strategy
implementation levers
Understand the use of systems and processes as strategy
implementation levers
Chapter
11
60. Employing Strategy Implementation Levers
Identify the roles of people and rewards as implementation
levers
Explain the dual roles that strategic leadership plays in strategy
implementation
Understand how global and dynamic contexts affect the use of
implementation levers
Chapter
11
Resources:
Course Textbook: Mason A. Carpenter & Gerard Sanders, Strategic Management A Dynamic
Perspective. Prentice Hall, 2007.
Internet website/other learning resources
84
Course Title: Project Management Information System
Course code: PRO 412 Semester: 4
Credit hours: 3(2,1,0) Duration: 15 Weeks
Description: Project managers need many skills above and beyond the technical skills required to implement information
systems. Management of time, scope and cost are vital, as are the “soft” skills of managing the team and
communicating with the stakeholders.
Course Objectives: 1. Prepare for further study in software development (including the fourth year Information Science papers).
2. Prepare to work as professional systems analysts and software developers in a wide range of application
Domains, giving them particular strength in commercial application development.
Learning outcomes: Understand the importance of project management certification
Be exposed to a wide range of practical and theoretical issues related to information systems development. Apply this knowledge in a group situation by developing a prototype information system for an external client.
Describe the process of project integration management
Understand the importance of project scope management and use various techniques to manage scope
Assessment and evaluation:
First test 10%
Mid-term exam 30%
Presentation 10%
End-of-semester exam 50%
Total 100%
Syllabus Content:
Week Topic
1 Program and project portfolio management
The role of the project manager
The project management profession
2 Project Integration Management
3 Project Scope Management
4 Defining the projects and the team: people, organizations and their roles
5 Managing agreements and documents
6 Standard and custom reports
7 Guiding collaboration with policies and workflow diagrams
8 Mid Exam
9 Information for common understanding: a prerequisite for collaboration
10 The cheapest and most reliable way to document and communicate
information
85
11 Armor for defences against political or legal attack
12 A window into the project
13 Improving performance with report cards
14 Educating management
15 Challenges to implementation
Course Textbook: 1-Kerzner, Harold, Project Management Case Studies, 3rd Edition ISBN: 978-0-470
2 –software Ms project planning
3-Schwalbe, Kathy. Managing Information Technology Projects. Thomson Course Technology 2009 Sixth Edition
3-Gray, Clifford F. & Larson, Erik W. Project Management the Managerial Process. McGraw-Hill International
Edition.
86
Course Title: Total Quality Management
Course code: PRO 413 Semester: 4
Credit Hours: 3(2,1,0) Duration: 1 semester Description:
In Total Quality Management Fundamentals you will learn concepts and the history of Total
Quality Management. Beginning with the benefits of a total quality solution, the course then
explores the origins of total quality, comparing it with traditional management practices. It then
goes on to teach the learner about the cost of quality, building a quality framework, managing
organizational change and how to prepare for and lead a total quality solution.
Course Objectives:
1. Successfully implement process improvement teams trained to use the various quality tools for
identifying appropriate process improvements.
2. Develop a strategy for implementing TQM in an organization.
Learning Outcomes
By the end of this course, you should be able to:
1. Implement the principles and concepts inherent in a Total Quality Management (TQM)
approach to managing a manufacturing or service organization.
2. Understand the philosophies--including similarities and differences--of the gurus of TQM in
order to better evaluate TQM implementation proposals offered by quality management organiza-
tions and consultants.
Course Assessment:
First test 10%
Mid-term exam 30%
Presentation 10%
End-of-semester exam 50%
Course Contents:
Week Topic
1&2 Total Management Basics
Recognize the fundamental concepts of Total Quality
Management.
Recognize how Total Quality Management differs from
traditional management practices.
3&4 Evolution of quality
Identify key thinkers in the evolution of Total Quality
Management.
Recognize the importance of the two types of quality costs.
Recognize elements of a quality cost reporting system.
5&6 Foundations for Total Quality Management
Use a Trust Integrity Ethics checklist for laying a quality
management foundation.
Recognize the importance of communication in a quality
management framework.
87
7&8 TQM culture
Identify elements of a Total Quality Management
organizational culture.
Recognize elements of total quality structure.
Recognize the best ways to deal with organizational change.
9&10 Preparing for Total Quality Management
Identify steps for assessing your organization’s strategy.
Identify steps for assessing your organization’s tactics.
Identify characteristics of a learning organization for quality
management.
11 Quality Gurus
Recognize roles of the quality leader.
Recognize guidelines for achieving top management support
for a total quality system.
12 Quality problems
13 Quality certification
14 TQM performance measurement
15 Revision
Course Textbook:
Fundamentals of Total Quality Management (Feb. 4, 2005) by Jens J. Dahlgaard, Kai Kristensen
and Ghopal K. Khanji
88
Course Title: Scheduling and project planning
Course code: PRO414 Semester: 4
Credit hours: 3(2,1,0) Duration: 15 Weeks Description: Project Management is the act of bringing diverse and often complex components together to create a
product or (in the case of construction management) build a facility to meet the desired needs of the
client. Measuring whether or not that project is a success is the goal of project controls. The schedule
becomes a tool to quantify delay claims and resolve disputes. The first step in this process is to establish the plan against which performance will be measured.
Course Objectives:
1 -Create and Schedule Tasks and Project Constraint and Deadlines
2- Monitor Progress and Reschedule Work
Learning outcomes:
1-Understand the Key Concepts Relating to Management Projects Learn how to use a step-by
2-step, phase based approach for successful projects
Assessment and evaluation:
First test 10%
Mid-term exam 30%
Presentation 10%
End-of-semester exam 50%
Total 100%
Syllabus Content:
Week Topic
1 Bases for project schedule
2 Project objective and scope
3 Project milestones and budget
4 Basic network diagramming
5 Cornerstones of project management
6 Phases of project management
7 Scheduling - front end
8 Assignment
9 Project recourses availability
10 The critical path
11 Project schedule tools
12 Project schedule tools
13 Expanded network diagramming
14 The bar chat
15 Assignment
Course Textbook: 1-James pluers, project planning and scheduling and control, 5th edition, mcgrowlilly 2010
2-Brian Cooke and peter Williams, constructor planning, programming and control, wilecy, 2009
3-Martin brook, estimating tendering and construction work, 4th edition routtedge, 2008
89
Course Title: Supply Chain Management
Course Code: PRO414 Semester: 4
Credit Hours: 3(2,1,0) Duration: 14 Weeks
Description:
This course introduces the concept of Supply Chain management and evaluates the core
Fundamentals of Logistics within commerce. From corporate giants to small businesses, product
Manufacturing industries operating within all verticals constantly strive to optimize logistics and
Operations techniques and practices. In addition to identifying supply chain trends and evolution,
The relationship between domestic and foreign goods supply is explored..
Course objectives:
After completion of this course the students will be aware of:
The course will generally be useful for students pursuing careers involving Operations, Business
Logistics and Management. Managers who want to explore opportunities for cost reduction
through Supply Chain efficiency, and students who are interested in understanding how
optimization can improve revenue streams, will find this course beneficial. While the general
nature of the course is not heavily analytical, basic economic and management knowledge is
essential..
Learning Outcomes:
In addition to supporting an understanding of the Supply Chain Management concept, this course
Will strive to evaluate current trends, growth opportunities, global patterns and niche markets,
Within the area of Logistics.
Course Assessment:
First test 10%
Mid-term exam 30%
Presentation 10%
End-of-semester exam 50%
Lectures
Week Topic
1. Supply Chain management within organizations.
“What is a Supply Chain?”
“What is supply and demand?”
2. The nature of firms, evolution of Supply Chain
Management. Supply Chain drivers and metrics
“How has technology influenced Supply Chains?”
3. The role of Supply Chain management within fortune
500 companies. Responses to growing economies.
Case Discussion (XBOX)
Project Discussion
4. Design and development of a Supply Chain network.
“What must be considered when designing a Supply
Chain (domestic vs. global)?”
5. Measuring and analyzing the value and efficiency of
a domestic and global Supply Chains network.
90
6. Planning for supply and demand within a Supply
Chain.
“How is demand forecasted?”
Mid-Term Case Discussion (Wal-Mart)
7. Economic effect of supply chains within corporate America.
Case Discussion (Crocs)
8. Mid-Term Exam
9. Economic effect of supply chains within corporate America.
Case Discussion (Crocs)
10. Barriers of overall Supply Chains. Coordination
within a Supply Chain.
Case Discussion (BMW)
“Effect of forecasting, replenishment, management?”
11. Pricing and revenue management in a Supply Chain.
Understanding managerial levers, hidden costs, and
the impact of promotions and discounts.
“How are pricing decisions made on all levels of the
Supply Chain?”
12. Major barriers faced by Supply Chain networks in
North America. Ensuring Sustainability.
“What is required to maintain Supply Chain
Sustainability?”
Case Discussion (Mattel)
13. Revision Managing variability within a Supply Chain network.
“How does a Supply Chain adjust for change?”
14. Trends in the market, growth opportunities and areas
which will gain focus.
“Information Technology in Supply Chain
Management. What’s next?”
15. • Revision
Course Textbook:
Supply Chain Management (US Edition)- Fifth Edition
Sunil Chopra Pearson Education Publishing
ISBN-10: 0132743957
91
Course Title: Project Feasibility Study
Course code: PRO 416 Semester: 4
Credit hours: 3(3,1,0) Duration: 15 Weeks
Description: Provides the knowledge and skills to develop a feasibility plan for a new business venture that will
be the basis for developing a business plan.
Course Objectives: a. Assess their own decision to become an entrepreneur
b. Evaluate their entrepreneurial tendencies
c. Appraise what it takes to successfully develop a venture idea
d. Analyze the process of moving from an idea to an actual entrepreneurial venture.
e. Develop an understanding of managing and growing an entrepreneurial venture.
Learning outcomes: Understand and explain central concepts, models and methods in project
Management and project work
Understand the guiding requirements in a project
Understand how group dynamics affect project work
Understand how knowledge is created, disseminated and
Assessment and evaluation:
First test 10%
Mid-term exam 30%
Presentation 10%
End-of-semester exam 50%
Total 100%
Syllabus Content:
Week Topic
1 Introduction
2 What is Entrepreneurship?
3 Feasibility Analysis Process
4 Opportunity Recognition & Entrepreneurial Research
5 Opportunity Recognition & Entrepreneurial Research
6 Creating Your Idea – Preliminary Model
7 Defining your Industry
8 Mid Exam
9 Market Who?
10 Financial Research
11 Competitive Analysis
12 Venture Structure and the Future
13 Just an Idea or an Opportunity?: Analysis
14 Presentation
15 Revision
Course Textbook:
1. Barringer and Ireland Entrepreneurship ISBN-10: 0136083536 ISBN-13: 9780136083535
2. Fast Trac Booklet and Software Venture Planning Workbook 2004 Edition
93
Course Title: Strategic Management
Course Code: MAG 411 Semester: 4
Credit Hours: 3 Duration: 15 weeks Description:
This course focuses on some of the important current issues in strategic management. It will
concentrate on modern analytical approaches and on enduring successful strategic practices. It is
consciously designed with a technological and global outlook since this orientation in many
ways highlights the significant emerging trends in strategic management. The course is intended
to provide the students with a pragmatic approach that will guide the formulation and
implementation of corporate, business, and functional strategies.
Course Objectives:
To show the importance of both domestic and international companies achieving strategic
competitiveness in order to survive.
To explain how to choose appropriate business policies using the strategic management process.
To understand why strategic management is critical to an organization’s success and future.
To examine the context of globalization and why achieving success in the world-wide
competitive landscape requires specific capabilities without which an organization will stagnate.
To improve the research, innovativeness, and the thinking ability of students by involvement as
working teams in the analysis of major “real-life” business case studies.
Learning Outcomes:
1. Awareness of the need for strategic management in a gloabal economy and a competitive
Environment,
2. Ability to develop strategic plans for business enterprises and other GOs and NGOs.
Assessment: Take-home assignments 20%
Mid-term exam 30%
End-of-semester exam 50%
Total 100 %
Syllabus content:
Week Topic Chapter
61. Introducing Strategic Management
Understand what a strategy is and identify the difference
between business-level and corporate-level strategy
Understand the relationship between strategy formulation and
implementation
Chapter
1
62. Introducing Strategic Management
Describe the determinants of competitive advantage
Recognize the difference between a fundamental and a dynamic
competitive advantage
Understand why we study strategic management
Chapter
1
63. Leading Strategically
Explain how strategic leadership is essential to strategy
formulation and implementation
Understand the relationships among vision, mission, values and
strategy
Understand the roles of vision and mission in deter-mining
strategic purpose and strategic coherence
Chapter
2
94
64. Leading Strategically
Identify a firm’s stakeholders and explain why such
identification is critical to effective strategy formula-tion and
implementation
Explain how ethics and biases may affect strategic decision-
making
Chapter
2
65. Examining the Internal Context of Strategy
Explain the internal context of strategy
Identify a firm’s resources and capabilities and explain their role
in its performance
Define dynamic capabilities and explain their role in both
strategic change and a firm’s performance
Chapter
3
66. Examining the Internal Context of Strategy
Explain how value-chain activities are related to firm
performance and competitive advantage
Explain the role of managers with respect to resources,
capabilities, and value-chain activities
Chapter
3
67. Exploring the External Environment: Macro and Industry
Dynamics
Explain the importance of the external context for strategy and
firm performance
Use PESTEL to identify the macro characteristics of the external
context
Identify the major features of an industry and the forces that
affect industry profitability
Chapter
4
68. Exploring the External Environment: Macro and Industry
Dynamics
Understand the dynamic characteristics of the external context
Show how industry dynamics may redefine industries
Use scenario planning to predict the future structure of the
external context
Chapter
4
69. Crafting Business Strategy
Define generic strategies and show how they relate to a firm’s
strategic position
Describe the drivers of low-cost, differentiation, and focus
strategic positions
Identify and explain the risks associated with each generic
strategy position
Show how different positions fit with various stages of the
industry life cycle
Evaluate the quality of the firm’s strategy
Chapter
5
70. Crafting Business Strategy for Dynamic Contexts
Identify the challenges to sustainable competitive advantage in
dynamic contexts
Understand the fundamental dynamics of competition
Evaluate the advantages and disadvantages of choosing a first-
Chapter
6
95
mover strategy
Analyze and develop strategies for managing industry evolution
71. Crafting Business Strategy for Dynamic Contexts
Analyze and develop strategies for technological discontinuities
Analyze and develop strategies for high-speed environmental
change
Explain the implications of a dynamic strategy for the strategy
diamond and strategy implementation
Chapter
6
72. Looking at International Strategies
Define international strategy and identify its implications for the
strategy diamond
Understand why a firm would want to expand internationally and
explain the relationship between international strategy and
competitive advantage
Describe different vehicles for international expansion
Apply different international strategy configurations
Chapter
8
73. Understanding Alliances and Cooperative Strategies
Describe why strategic alliances are important strategy vehicles
Explain the various forms and structures of strategic alliances
Describe the motivations behind alliances and
show how they’ve changed over time
Explain alliances as both business-level and corporate-level
strategy vehicles
Summarize the criteria for successful alliances
Chapter
9
74. Employing Strategy Implementation Levers
Understand the interdependence between strategy formulation
and implementation
Demonstrate how to use organizational structure as a strategy
implementation levers
Understand the use of systems and processes as strategy
implementation levers
Chapter
11
75. Employing Strategy Implementation Levers
Identify the roles of people and rewards as implementation
levers
Explain the dual roles that strategic leadership plays in strategy
implementation
Understand how global and dynamic contexts affect the use of
implementation levers
Chapter
11
Resources:
Course Textbook: Mason A. Carpenter & Gerard Sanders, Strategic Management A Dynamic
Perspective. Prentice Hall, 2007.
Internet website/other learning resources
96
Course Title: Corporate Finance
Course Code: FIN 412 Semester: 4
Credit Hours: 3(2,1,0) Duration: 15 Weeks Description: This course is introduction to Corporate Finance. It will cover some of the theory and practice of decision-making
within the corporation, as well as assorted other topics; we will not attempt to cover the whole of this vast subject.
Basic courses in Microeconomics and Statistics are prerequisites. Introductory accounting is also needed but may be
taken concurrently.
Course objective:
The primary objective of this course is to familiarize the student with basic concepts of corporate finance which is
the life blood of any business and its various decision variables in the areas of financing, investment and dividend
decisions.
Learning Outcomes:
By the end of this course students should be able to:
Differentiate and compare between types of finance.
Compute the cost of each type of finance.
Compute the cost of capital.
Determine the optimum capital structure for a firm.
Valuate stock and bonds.
Compute the rate of return and risk affecting it.
Set a dividend policy for a company.
Assessment:
Continuous assessment 20%
Mid-semester Exam 30%
End of semester exam 50 %
Total 100 %
Syllabus content:
Week Topic
1 Objectives and Organization
What is finance
The finance function in business: nature, importance and organization
Basic forms of business organizations
2 Financial Institutions, Markets and Rates
Financial Institutions
Financial Markets
Functions of financial institutions and markets
Interest rates and required rate of returns
3 Types of Financing
Short, intermediate and long-term financing
Equity and debt
Internal and external financing
97
Criteria for choosing between sources of financing
4 Short-Term Financing
Nature and sources of short-term financing
Characteristics of short-financing
Trade credit
Types of trade credit
5 Short-Term Financing
Cost of trade credit
Advantages of trade credit
Commercial paper
Markets for commercial paper
6 Short-Term Loans
Unsecured and secured loans
Receivable and inventory loans
Cost of short-term loans: - Simple interest - Discount interest - Interest and compensating
7 Lease Finance
Categories of leasing
Advantages and disadvantages of leasing
Leasing versus borrowing
8 Capital Structure
Basic concepts
Optimal(target) capital structure
Factors affecting capital structure
9 INVESTMENT BANKING PROCESS AND BEST PRACTICES,
11 INTERVIEW SKILLS AND RESUME REVISION
11 Sell-side Process
12 Sell-side Process
13 Valuation of Stock and Bonds
Bonds prices
How bonds prices vary with interest rate
Nominal and real rate of interest
Valuing of bonds
14 Risk and Return
Risk defined and types of risk
Measuring risk
Probability distributions
Variance and standard deviation The relationship between risk and return
15 Dividend Policy
Types of dividends
98
Declaration of dividend Factors affecting dividends policy
Course Textbook:
Richard A. Brealey, Steward C. Myers, Alan J. Marcus, Fundamentals of Corporate Finance, 5th edition, McGraw- Hill Primis and Custom Publishing
Other references:
i. James, C. Van Horn, Fundamentals of Financial Management, Prentice-Hall, Englewood Cliffs, New Jersey.
ii. ACCA text books
Internet website/other learning resources:
1- www.finance-research.net
2- www.wiley.com
99
Course Title: Islamic Banking and Finance
Course code: FIN 413 Semester: 4
Credit hours: 3(2,1,0) Duration: 15 Weeks
Description: Over the recent decades, Islamic banking and finance has emerged as a viable way of financial
intermediation. It has gained credibility and has spread worldwide and is the preferred way of banking for
one fifth of the world’s population. The syllabus is structured and designed to offer an overall
understanding of theories and principles of Islamic Finance in a current context.
Course Objectives: 1- Grasp the functioning of debt-like and equity-like Islamic finance techniques
2-Critically reflect upon and assess the similarities and differences between conventional
Finance and Islamic finance
3-Evaluate both structural and product-specific challenges for Islamic finance - Undertake
Independent study individually on a chosen course topic
Learning outcomes: 1- Understand and evaluate the theoretical concepts underpinning Islamic banking and finance
Transactions
2-Understand the legal and regulatory setting for Islamic banking and finance in Germany in a
Comparative manner
3-Examine the financial products offered through Islamic Finance
Assessment and evaluation: First test 10%
Mid-term exam 30%
Presentation 10%
End-of-semester exam 50%
Total 100%
Syllabus Content:
Week Topic
1 Introduction to Islamic Economics
2 The concept of Islamic finance
3 The Concept of Shariah and Fiqh
4 Contemporary Islamic economic thought
5 Basic principles of Islamic law and finance
6 Principle of ibaḥa aṣliyya
Prohibition of ḥaram activities
7 Prohibition of Riba, Gharar and Maisir
Principle of "risk sharing"
8 Mid Exam
9 Evolution and market trends of Islamic banking and finance
10 Sharia Boards and Corporate Governance
Requirements, roles and responsibilities
11 Sharia standards of the Accounting and Auditing Organization for Islamic
Financial Institutions (AAOIFI)
Sharia boards and internal sharia advisors in the context of contemporary
corporate governance systems
100
12 Islamic modern finance
13 Islamic capital markets
Islamic mutual funds (indexes and screening methods, "purification" methods)
Sukuk (asset backed and asset based Sukuk, various case studies)
Derivatives and risk mitigation techniques
14 Takaful and Re-takaful
Legal and regulatory framework
15 Corporate social responsibility / Micro financing
Current issues and challenges in Islamic finance / Outlook
Course Textbook: 1-Ayub, Muhammad, Understanding Islamic Finance, West Sussex 2007
2-Ebert, Hans-Georg/Thiessen, Friedrich, Das islamkonforme Finanzgeschäft. Aspekte von
Islamic Finance für den deutschen Privatkundenmarkt, Stuttgart 2010
3-El-Gamal, Mahmoud, Islamic Finance. Law, Economics and Practice, Cambridge 2006
4-Gassner, Michael/Wackerbeck, Philipp, Islamic Finance, 2nd ed., Köln 2010
101
Course Title: Financial Institutions and Market
Course Code: FIN414 Semester: 4
Credit Hours: 3(2,1,0) Duration: 16weeks
Description: This course analyses the role of financial institutions in allocating resources and exerting corporate
governance over firms. It covers financial system, commercial banks, specialized banks, Islamic banks,
central banks, non-banking financial institutions, money and capital markets, financial instruments
markets and international financial institutions and trade.
Course objectives:
• Understand the economic principles underlying the emergence, evolution and operation of
financial institutions
• Understand how financial institutions affect resources allocation and economic activity.
Understand the different types of financial institutions, markets and instruments.
Learning Outcomes:
• Understand how financial institutions affect resources allocation and economic activity.
Understand the different types of financial institutions, markets and instruments
Course Assessment:
First test 10% Mid-semester Exam 30% Presentation 10% End of semester exam 50 % Total 100 % Syllabus Contents:
Week Topic
1 Financial System
Components of financial system
Functions of financial system
The role of financial system in modern economics
Basic concepts and terminology of borrowings
Money: functions, importance and types
2 Financial Institutions
Financial institutions defined
Types of financial institutions(Banks, Insurance Companies and Others)
Functions and operations of financial institutions
3 Commercial Banks
Definition and functions of commercial banks
Sources and uses of funds in commercial banks
Commercial banks operations
Liquidity and profitability in commercial banks
Balance sheet of commercial bank
4 Specialized Banks
Definition, emergence and functions
102
The need for specialized bank
Sources and uses of funds in specialized banks
Specialized bank operations
Types of specialized banks: industrial, development, real estate, export
and agricultural banks
The difference between specialized and commercial banks
5 Islamic banks
Concept and emergence of Islamic banks
Functions of Islamic banks
Sources and uses of funds in Islamic banks
Islamic financing tools: Murabaha, Mudaraba, musharka and Salam
The different between Islamic and traditional banks
6 Central Banks
Definition, structure and independence
Functions of central banks
Responding to financial crisis and policy co-ordination
Regulation and supervision of markets and institutions
7 Non-Bank Institutions
Investment banks
Mutual funds
Brokerage houses
9 Non- Bank Financial institutions
Insurance companies
Pension funds
Credit unions
10 Financial Markets: Money Markets
Definition, nature, importance and structure
Characteristics of money markets
Functions of money markets
Money markets instruments
11 Financial markets: Capital Markets
Definition, nature, importance and structure
Instruments
Stock Exchange: primary and secondary markets
organized and unorganized markets
12 Financial Markets:
Equity markets
Debt markets
Derivatives markets
International markets
13 Foreign Exchange Markets
Framework of international trade and international capital movements
Importance of foreign exchange to the assets goods markets
Short and long factors affecting interest rate
103
14 International financial institutions
World bank
International monetary fund
International trade
15 International Financial Institutions
International financial centers and international financial innovation
World Trade Organization(WTO)
Regional economic integration and financial internationalization.
16 Khartoum Stock Exchange
Course Textbook:
Financial Markets and Institutions by Jeff Madura, 8th edition, Thomson- South- Western Publishing,
2008.
Other references:
i. FMF, Fabozzi, Modiglini and Feri, Foundations of Financial Markets and Institutions, Prentice Hall, 2th
edition, 1998
Internet website/other learning resources:
1- AccountingCoach.com 2- www.wiley.com
104
Course Title: International Business
Course code: FIN 415 Semester: 4
Credit hours: 3(2,1,0) Duration: 15 Weeks Description: In this course we will - the economic concepts and principles and to enable them to use them to address
business problems in a globalized economic environment.
Course Objectives: Companies operating globally are different from their domestic counterparts due to their expose to
foreign exchange fluctuations, political risks, etc. In this course we will address the distinct risk exposures
multinationals face (as opposed to purely domestic firms), the available financial tools they use to address
them, their capital budgeting, their tax and working capital management, their capital structure, their
investment decisions, and the specificity of their valuation. We will further look into the perspective of
the international investor
Learning outcomes: In relation to the above two viewpoints we will explore the structure of the international financial
markets. We will discuss who the main players are, what the major instruments are, and what the structure
of these markets is. We will also look into the main determinants of foreign exchange fluctuations.
Assessment and evaluation: First test 10%
Mid-term exam 30%
Presentation 10%
End-of-semester exam 50%
Total 100%
Syllabus Content:
Week Topic
1 Introduction
2 Global Financial Markets
3 Foreign Exchange Theory
4 How forward markets reflect expectations of future spot rate?
5 How do spot and forward markets align with interest rate and expected inflation
differentials?
6 Foreign Exchange Exposure
7 Introduce the three main operating exposures experienced by firms.
8 Mid Exam
9 Financing The Global Firm
10 Determinants of the financial structure of the foreign subsidiaries.
11 Foreign Investments
12 Managing Capital Internationally
13 Measuring equity market performance across borders. The international CAPM.
14 What are the differences between tax systems around the globe?
15 Revision
Course Textbook: Hill, C. W. L. (2011). International Business: Competing in the Global Marketplace (8th ed.).
McGraw-
Hill. Fundamentals of Multinational Finance,” by M. Mofett, A. Stonehill, and D. Eiteman, published by Addison
Wesley, First Edition, 2003.
105
Course Title: Portfolio Management
Course Code: FIN416 Semester: 4
Credit Hours: 3(2,1,0) Duration: 4 months
Description: Students are directed through a broad and critical evaluation of the various investment strategies and
management techniques for maximizing returns on portfolios, considering different economic
environments and individual objectives. Analysis and valuation of equity securities, the influence of
business cycles, economic factors, and government policies, and risks and returns of investments are
studied.
Course Objectives: 1. Develop an understanding of the theoretical constructs of investments and portfolio analysis.
2. Develop practical applications of investments and portfolio analysis.
3. Develop the student's ability to research investment vehicles, analyze said vehicles and the
management of portfolios.
Learning outcomes: 1. The student will demonstrate familiarity with the second step of the EIC
Framework through readings, discussion, and assigned learning activities. The focus will be on
industry classification schemes and key characteristics in industry analysis.
2. The student will demonstrate familiarity with the third and final step of the EIC
Framework through readings, discussion, and assigned learning activities. The focus will be on
measuring earnings, forecasting earnings, and applied valuation.
Course Assessment: First test 10%
Mid-term exam 30%
Presentation 10%
End-of-semester exam 50%
Syllabus content:
Week Topic
1 Overview of Investments and Portfolio Analysis.
2 Markets for Securities and Taxes
3 Risk and Return
4 Economic Analysis
4 Industry Analysis
5 Company Analysis
6 Bond Analysis
7 Derivatives
8 Mid Exam
9 Technical Analysis
10 Portfolio Analysis
11 Portfolio Selection
12 - 14 Managed Portfolios
15 Final exam Course Textbook: Fischer, Donald E. And Ronald J. Jordan (1995), Security Analysis and
Portfolio Management, 6th ed., Upper Saddle River, NJ: Prentice
106
Course Title: Insurance& Risk management
Course Code: FIN 417 Semester: 4
Credit Hours: 3(2,1,0) Duration: 4 months
Pre-requisites: none
Course overview:
The course is structured around the five main formal components of the Risk Management
Process-Titlely, Risk Management Planning, Risk Identification, Risk Qualification and
Quantification, Risk Response Planning, and Risk Monitoring and Control. Each component is
covered sequentially with its respective application of inputs, tools and techniques, and outputs. Course Objectives:
1. Achieve and maintain a reduced cost of risk (both insurance and self-insurance)
Without placing the Institute in a position of risk exposure that could have a significant
Impact on its financial security and its Mission.
2. Evaluate and assess all risks of loss and need for insurance related to the
Specific performance objective.
Learning outcomes:
1. Modify or eliminate identifiable conditions and practices which may cause loss
Whenever possible.
2. Purchased insurance coverage using the following guidelines:
• While a competitive atmosphere is desired, continuity of Relationship with insurance sources is
advantageous and will be maintained unless there is a significant reason for making a change
• Selection is based on quality of protection, services provided, and cost.
Course Assessment: First test 10%
Mid-term exam 30%
Presentation 10%
End-of-semester exam 50%
Syllabus content:
Week Topic
1 Introduction to the concept of Risk Management
2 History and Definitions of Risk
3 General Risk Relationships
4 Risk Management-Process
4 Risk Planning
5 Risk Identification
6 Risk Qualification
7 Risk Quantification
8 Risk Response Planning
9 Risk Monitoring
10 Risk Control
11 Introduction to the concept of Insurance
12 - 14 Insurance
15 Final exam Course Textbook: The essentials of risk management by Michel Crouhy, Dan Galai and Robert
Mark (Dec 14, 2005)
108
Course Title: Strategic Management
Course Code: ENP 411 Semester: 4
Credit Hours: 3 Duration: 15weeks Description:
This course focuses on some of the important current issues in strategic management. It will
concentrate on modern analytical approaches and on enduring successful strategic practices. It is
consciously designed with a technological and global outlook since this orientation in many
ways highlights the significant emerging trends in strategic management. The course is intended
to provide the students with a pragmatic approach that will guide the formulation and
implementation of corporate, business, and functional strategies.
Course Objectives:
To show the importance of both domestic and international companies achieving strategic
competitiveness in order to survive.
To explain how to choose appropriate business policies using the strategic management process.
To understand why strategic management is critical to an organization’s success and future.
To examine the context of globalization and why achieving success in the world-wide
competitive landscape requires specific capabilities without which an organization will stagnate.
To improve the research, innovativeness, and the thinking ability of students by involvement as
working teams in the analysis of major “real-life” business case studies.
Learning Outcomes:
1. Awareness of the need for strategic management in a gloabal economy and a competitive
Environment,
2. Ability to develop strategic plans for business enterprises and other GOs and NGOs.
Assessment: Take-home assignments 20%
Mid-term exam 30%
End-of-semester exam 50%
Total 100 %
Syllabus content:
Week Topic Chapter
76. Introducing Strategic Management
Understand what a strategy is and identify the difference
between business-level and corporate-level strategy
Understand the relationship between strategy formulation and
implementation
Chapter
1
77. Introducing Strategic Management
Describe the determinants of competitive advantage
Recognize the difference between a fundamental and a dynamic
competitive advantage
Understand why we study strategic management
Chapter
1
78. Leading Strategically
Explain how strategic leadership is essential to strategy
formulation and implementation
Understand the relationships among vision, mission, values and
strategy
Understand the roles of vision and mission in deter-mining
Chapter
2
109
strategic purpose and strategic coherence
79. Leading Strategically
Identify a firm’s stakeholders and explain why such
identification is critical to effective strategy formula-tion and
implementation
Explain how ethics and biases may affect strategic decision-
making
Chapter
2
80. Examining the Internal Context of Strategy
Explain the internal context of strategy
Identify a firm’s resources and capabilities and explain their role
in its performance
Define dynamic capabilities and explain their role in both
strategic change and a firm’s performance
Chapter
3
81. Examining the Internal Context of Strategy
Explain how value-chain activities are related to firm
performance and competitive advantage
Explain the role of managers with respect to resources,
capabilities, and value-chain activities
Chapter
3
82. Exploring the External Environment: Macro and Industry
Dynamics
Explain the importance of the external context for strategy and
firm performance
Use PESTEL to identify the macro characteristics of the external
context
Identify the major features of an industry and the forces that
affect industry profitability
Chapter
4
83. Exploring the External Environment: Macro and Industry
Dynamics
Understand the dynamic characteristics of the external context
Show how industry dynamics may redefine industries
Use scenario planning to predict the future structure of the
external context
Chapter
4
84. Crafting Business Strategy
Define generic strategies and show how they relate to a firm’s
strategic position
Describe the drivers of low-cost, differentiation, and focus
strategic positions
Identify and explain the risks associated with each generic
strategy position
Show how different positions fit with various stages of the
industry life cycle
Evaluate the quality of the firm’s strategy
Chapter
5
85. Crafting Business Strategy for Dynamic Contexts
Identify the challenges to sustainable competitive advantage in
dynamic contexts
Chapter
6
110
Understand the fundamental dynamics of competition
Evaluate the advantages and disadvantages of choosing a first-
mover strategy
Analyze and develop strategies for managing industry evolution
86. Crafting Business Strategy for Dynamic Contexts
Analyze and develop strategies for technological discontinuities
Analyze and develop strategies for high-speed environmental
change
Explain the implications of a dynamic strategy for the strategy
diamond and strategy implementation
Chapter
6
87. Looking at International Strategies
Define international strategy and identify its implications for the
strategy diamond
Understand why a firm would want to expand internationally and
explain the relationship between international strategy and
competitive advantage
Describe different vehicles for international expansion
Apply different international strategy configurations
Chapter
8
88. Understanding Alliances and Cooperative Strategies
Describe why strategic alliances are important strategy vehicles
Explain the various forms and structures of strategic alliances
Describe the motivations behind alliances and
show how they’ve changed over time
Explain alliances as both business-level and corporate-level
strategy vehicles
Summarize the criteria for successful alliances
Chapter
9
89. Employing Strategy Implementation Levers
Understand the interdependence between strategy formulation
and implementation
Demonstrate how to use organizational structure as a strategy
implementation levers
Understand the use of systems and processes as strategy
implementation levers
Chapter
11
90. Employing Strategy Implementation Levers
Identify the roles of people and rewards as implementation
levers
Explain the dual roles that strategic leadership plays in strategy
implementation
Understand how global and dynamic contexts affect the use of
implementation levers
Chapter
11
Resources:
Course Textbook: Mason A. Carpenter & Gerard Sanders, Strategic Management A Dynamic
Perspective. Prentice Hall, 2007.
Internet website/other learning resources
111
Course Title: Innovation Management
Course Code: FIN 412 Semester: 4
Credit Hours: 3(2,1,0) Duration: 4 months
Description:
The purpose of this course is to introduce students to the main issues in the management of
innovation. A study of the most recent trends and ideas in management and their practical
application is carried out. Although the economic power of the geographic regions, nations, and
organizations is built by the continuous development of its intellectual,
Course Objectives:
Adapt innovation management tools and techniques to different people and situations
Learn how to evaluate different options and formulate and develop strategy
Diagnose, analyze, interpret and articulate managerial challenges
Learning outcomes:
Understand major concepts of innovation
Understand the process of innovation
Course Assessment: First test 10%
Mid-term exam 30%
Presentation 10%
End-of-semester exam 50%
Syllabus content:
Week Topic
1 Innovation Management: Introduction.
2 Innovation Management: Introduction.
The context of innovation and the role of the state.
3 The context of innovation and the role of the state.
Managing intellectual property.
4 Building the innovative organization.
4 Sources of innovation.
5 Innovation networks.
6 Decision making under uncertainty
7 Developing an innovation strategy.
8 Managing organizational knowledge.
9 Management of R&D. Managing R&D projects.
10 Managing the new product development team
11 Group project presentations
12 - 14 Exploiting new ventures
15 Capturing the benefits of innovation. Course Textbook:
Paul Trott. Innovation Management and New Product Development. 3rd
Ed. 2008.
Joe Tidd and John Bessant. Managing Innovation: Integrating Technological, Market, and
Organizational Change. 4th
Ed. 2009.
112
Course Title: Entrepreneurial Finance
Course Code: FIN 413 Semester: 4
Credit Hours: 3(2,1,0) Duration: 4 months
Description: We will explore topics though class discussion of real case situations faced by entrepreneurs and
financiers, contributions by outside experts and instructor-led discussion. Approximately equal time will
be given each week to concepts and frameworks, case discussion, and visitor presentations.
Course Objectives:
Recognize an opportunity worthy of financing.
Value an opportunity. Understand the difference between the funder’s perspectives and those of the company being financed.
Learning outcomes:
Use different financing techniques. Understand the importance of options
Use strategic partnering
Operate international
Course Assessment:
First test 10%
Mid-term exam 30%
Presentation 10%
End-of-semester exam 50%
Syllabus content:
Week Topic
1 Review concepts of valuation for entrepreneurial ventures and possible
funding sources for them.
2 Discuss types of investments and planning horizons.
Introduce tools for analysis
3 Consider opportunities from the point of view of the founder, management
team and funder. Revisit valuation concepts
4 Model opportunities. Consider relevant capital structures. Value options.
4 Examine VC funding and how it works.
5 Consider funding rounds and the business of funding.
6 Consider the challenges of managing and funding growth.
7 Discuss term sheets and the concept of Due Diligence.
8 Consider liquidity events such as Initial Public Offerings, sales and
mergers.
9 Examine later stage financing, including mezzanine financing and buy-
outs.
10 Consider international growth.
11 Consider corporate and strategic venture funds.
12 - 14 presentations
15 Final exam
Course Textbook: Entrepreneurial Finance by Leach and Melicher, 2nd edition.
113
Course Title: Small and Medium Enterprises Management
Course Code: FIN 414 Semester: 4
Credit Hours: 3(2,1,0) Duration: 4 months
Description: Provide the practical knowledge for the preparation of business plans for the development of new
products, processes and services and for the financing of new enterprises.
Course Objectives: 1) Provide understanding of entrepreneurship, that is, initiating an innovative new business venture and
developing it into a self-sustaining and profitable enterprise
(2) Provide understanding of the process whereby a person decides to become an entrepreneur, screens
opportunities, selects an appropriate product/market target, obtains the necessary resources, and launches
a new enterprise
Learning outcomes: To provide students with basic information on the formation, operation and management of small and
medium-sized enterprises in the Slovak Republic and the European Union
Course Assessment: First test 10%
Mid-term exam 30%
Presentation 10%
End-of-semester exam 50%
Syllabus content:
Week Topic
1 Introduction to small and medium enterprises
2 Legal status of small and medium-sized enterprises.
3 Legal status of small and medium-sized enterprises.
4 The classification of SMEs according to the EU, the creation of small and
medium-sized enterprises.
4 The classification of SMEs according to the EU, the creation of small and
medium-sized enterprises.
5 The financial needs and resources of small and medium-sized enterprises.
6 The financial needs and resources of small and medium-sized enterprises
7 Personal particulars of the operation of small and medium- sized enterprises.
8 Mid Exam
9 Transfer obligations of SMEs.
10 Supporting institutes for the development of small and - medium sized
enterprises in the Slovak part of the country, respectively EU.
11 Economic information system for the needs of small and medium-sized
enterprises.
12 - 14 The position of SMEs in the area of SR
15 Final exam
Course Textbook: (1) Robert A. Baron and Scott H. Shane, Entrepreneurship, second edition, Thompson Southwestern,
2008 ISBN 0-324-36558-6
(2) Selected cases (handouts)PORVAZNÍK, J. Celostný manažment : Piliere kompetentnosti v riadení.
Bratislava: Sprint, 1999. 493 p. ISBN 80-88848-36-9
114
Course Title: Strategic Alliances
Course Code: FIN 415 Semester: 4
Credit Hours: 3(2,1,0) Duration: 4 months Description: The goal of the course is to show that companies can use confrontation as well as cooperation strategies and models of development. During the course students will learn about different levels of competitiveness and different types of strategic alliances in the global economy.
Course Objectives: Student obtains general knowledge concerning competitiveness in macro-, mezo- and microeconomic approaches (countries, sectors and enterprises). The student has knowledge in the field of economic sciences, in particular those relating to strategic alliances, the creation, management and collaboration among partners.
Learning outcomes: Student has fundamental knowledge of business entity management on international market, including knowledge connected with marketing concepts and tools used in management. Course Assessment:
First test 10%
Mid-term exam 30%
Presentation 10%
End-of-semester exam 50%
Syllabus content:
Week Topic
1 The idea of trust in the making of economic society. Trust as a fundamental
component of strategic alliances in business
2 The idea of trust in the making of economic society. Trust as a fundamental
component of strategic alliances in business
3 Introduction to competitiveness - main definitions and classifications
4 Competitiveness on the macroeconomics level - two directions of macro
competitiveness research: theory of economic
growth and exchange theory,
4 competitiveness of factors and competitiveness of results, factors determining the
economy competitive potential, measures of the economy competitive potential
and competitive position of a country
5 Rankings of international competitiveness of countries - The Global
Competitiveness Report, World Competitiveness
6 Competitiveness of sectors - M.E. Porter’ s diamond model, competitive
advantage and main competitive strategies
7 Competitiveness of enterprises (theoretical issues) - competitive advantage of
enterprises (types and sources), potential
8 Mid Exam
9 General characteristics of strategic alliances;
10 Analysis of case studies related to the first typological approach
11 Typology of alliances II: common integration alliance, pseudo-concentration
alliance, complementary alliance
12 - 14 The idea of global network corporation
15 Meetings with entrepreneurs and professionals
Course Textbook: 1. Fukuyama F., Trust: The Social Virtues and The Creation of Prosperity, A Free Press Paperbacks
Book, New York 1996.
2. Porter M.E., Competitive Advantage: Creating and Sustaining Superior Performance, The Free Press,
New York 1985
115
Course Title: The new project planning
Course Code: FIN 416 Semester: 4
Credit Hours: 3(2,1,0) Duration: 4 months
Description: The topic of this subject is acquaint students with the preparation and management of projects with a
particular focus on project planning, monitoring progress on the project, completion of the project and
subsequent project management (monitoring reports, modification of the project budget, project
accounting, etc.). During the seminar will be the preparation and processing of project applications for
subsidies from EU funds and design methods for the management of the selected project
Course Objectives: 1- Utilize the use of a structured approach for each and every unique project undertaken including
2-utilizing project management concepts, tools, and techniques
3- Understand the project management lifecycle and be knowledgeable on the various phases from
Project initiation through closure.
Learning outcomes: The course deals with the principles and methodology of planning and project management practice in
designing the project team and project manager's choice, creating a network graph and staged model of
the project, project risk analysis, and epistemological bases of technological and methodological aspects
of the design and implementation of new applications and services and labor issues and creative
management team
Course Assessment: First test 10%
Mid-term exam 30%
Presentation 10%
End-of-semester exam 50%
Syllabus content:
Week Topic
1 Methodology of planning and project management
2 Methodology of planning and project management, Pre-investment phase; investment
phase, the use phase of evaluation and pilot operation and preparation of productive
operation, productive phase of operation, customer service, maitenance and upgrade
applications / services.
3 Standards of STN ISO 9000 - a rocess consisting, of a set of coordinated and controlled
activities carried out to achieve the objective corresponding to specific requirements,
including time, cost and resource constraints.
4 Methodology of planning and project management - creating the project team and project
manager choice, vision - mission of a project, project selection, the requirements of
stakeholders, conversion requirements for "smart" objectives, generating project tasks of
"smart" goals.
5 Stakeholder requirements, conversion requirements of the main objective, the generation
and development tasks of the main objectives.
6 Network graph model and phase model of the project, the project risk matrix analysis of
force fields, the use of software tools.
7 technological and epistemological assumptions and methodological aspects in the design of
new applications and services, business models and their role in the development of new
services and applications.
116
8 Life cycle services/applications, different life-cycle stages (phases) - to produce a product
idea through the service/application management methodology development services and
applications.
9 Risk analysis in the development of services/applications, brainstorming ,Gordon's method ,
the method of analysis of statistical variability, stability ,process capability, respectively.
Product characteristics (SPC - Statistical Process Control, SQC - Statistical Quality Control,
Diagnosis Cause-Effect Diagnosics, Ishikawa Diagram (Fishbone Diagram).
10 Implementation of the development of new services / applications , an effective system of
reporting, performance monitoring development services/applications in specific terms,
objective analysis, plan and actual deviations, planning and implementation of alternatives
simulations, developing and applying management interventions , review the objectives of
development services/applications, the mechanism monitoring (in terms of quality, time and
cost, and their symbiosis), phase of practical realization and implementation of new
applications/services.
11 Use of software tools - the use of different tools to compile a network graph, namely in
determining the appropriate time to use appropriate tools.
Choosing the creative team that will work on the project, working with people and resolving
conflicts with others.
12 -
14
The procedure for the presentation of the project and the negotiations with the client
(customer).
15 Final exam
Course Textbook: A Guide to the Project management Body of Knowledge, 2000 Edition, Project Management Institute,
USA, (norma ANSI/PMI 99-001-2000)
Hermochová Soňa, Teambuilding, Praha 2006
Kerzner Herold, Project Management, New York 1998
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Course Title: Strategic Management
Course Code: HOS 411 Semester: 4
Credit Hours: 3 Duration: 15 weeks Description:
This course focuses on some of the important current issues in strategic management. It will
concentrate on modern analytical approaches and on enduring successful strategic practices. It is
consciously designed with a technological and global outlook since this orientation in many
ways highlights the significant emerging trends in strategic management. The course is intended
to provide the students with a pragmatic approach that will guide the formulation and
implementation of corporate, business, and functional strategies.
Course Objectives:
To show the importance of both domestic and international companies achieving strategic
competitiveness in order to survive.
To explain how to choose appropriate business policies using the strategic management process.
To understand why strategic management is critical to an organization’s success and future.
To examine the context of globalization and why achieving success in the world-wide
competitive landscape requires specific capabilities without which an organization will stagnate.
To improve the research, innovativeness, and the thinking ability of students by involvement as
working teams in the analysis of major “real-life” business case studies.
Learning Outcomes:
1. Awareness of the need for strategic management in a gloabal economy and a competitive
Environment,
2. Ability to develop strategic plans for business enterprises and other GOs and NGOs.
Assessment: Take-home assignments 20%
Mid-term exam 30%
End-of-semester exam 50%
Total 100 %
Syllabus content:
Week Topic Chapter
91. Introducing Strategic Management
Understand what a strategy is and identify the difference
between business-level and corporate-level strategy
Understand the relationship between strategy formulation and
implementation
Chapter
1
92. Introducing Strategic Management
Describe the determinants of competitive advantage
Recognize the difference between a fundamental and a dynamic
competitive advantage
Understand why we study strategic management
Chapter
1
93. Leading Strategically
Explain how strategic leadership is essential to strategy
formulation and implementation
Understand the relationships among vision, mission, values and
strategy
Understand the roles of vision and mission in deter-mining
strategic purpose and strategic coherence
Chapter
2
119
94. Leading Strategically
Identify a firm’s stakeholders and explain why such
identification is critical to effective strategy formula-tion and
implementation
Explain how ethics and biases may affect strategic decision-
making
Chapter
2
95. Examining the Internal Context of Strategy
Explain the internal context of strategy
Identify a firm’s resources and capabilities and explain their role
in its performance
Define dynamic capabilities and explain their role in both
strategic change and a firm’s performance
Chapter
3
96. Examining the Internal Context of Strategy
Explain how value-chain activities are related to firm
performance and competitive advantage
Explain the role of managers with respect to resources,
capabilities, and value-chain activities
Chapter
3
97. Exploring the External Environment: Macro and Industry
Dynamics
Explain the importance of the external context for strategy and
firm performance
Use PESTEL to identify the macro characteristics of the external
context
Identify the major features of an industry and the forces that
affect industry profitability
Chapter
4
98. Exploring the External Environment: Macro and Industry
Dynamics
Understand the dynamic characteristics of the external context
Show how industry dynamics may redefine industries
Use scenario planning to predict the future structure of the
external context
Chapter
4
99. Crafting Business Strategy
Define generic strategies and show how they relate to a firm’s
strategic position
Describe the drivers of low-cost, differentiation, and focus
strategic positions
Identify and explain the risks associated with each generic
strategy position
Show how different positions fit with various stages of the
industry life cycle
Evaluate the quality of the firm’s strategy
Chapter
5
100. Crafting Business Strategy for Dynamic Contexts
Identify the challenges to sustainable competitive advantage in
dynamic contexts
Understand the fundamental dynamics of competition
Evaluate the advantages and disadvantages of choosing a first-
Chapter
6
120
mover strategy
Analyze and develop strategies for managing industry evolution
101. Crafting Business Strategy for Dynamic Contexts
Analyze and develop strategies for technological discontinuities
Analyze and develop strategies for high-speed environmental
change
Explain the implications of a dynamic strategy for the strategy
diamond and strategy implementation
Chapter
6
102. Looking at International Strategies
Define international strategy and identify its implications for the
strategy diamond
Understand why a firm would want to expand internationally and
explain the relationship between international strategy and
competitive advantage
Describe different vehicles for international expansion
Apply different international strategy configurations
Chapter
8
103. Understanding Alliances and Cooperative Strategies
Describe why strategic alliances are important strategy vehicles
Explain the various forms and structures of strategic alliances
Describe the motivations behind alliances and
show how they’ve changed over time
Explain alliances as both business-level and corporate-level
strategy vehicles
Summarize the criteria for successful alliances
Chapter
9
104. Employing Strategy Implementation Levers
Understand the interdependence between strategy formulation
and implementation
Demonstrate how to use organizational structure as a strategy
implementation levers
Understand the use of systems and processes as strategy
implementation levers
Chapter
11
105. Employing Strategy Implementation Levers
Identify the roles of people and rewards as implementation
levers
Explain the dual roles that strategic leadership plays in strategy
implementation
Understand how global and dynamic contexts affect the use of
implementation levers
Chapter
11
Resources:
Course Textbook: Mason A. Carpenter & Gerard Sanders, Strategic Management A Dynamic
Perspective. Prentice Hall, 2007.
Internet website/other learning resources
Course Title: Supply Chain management
CourseCode: HOS 412 Semester: 4
121
Credit Hours: 3(2,1,0) Duration: 15 Weeks
Description:
This course introduces the concept of Supply Chain management and evaluates the core
Fundamentals of Logistics within commerce. From corporate giants to small businesses, product
Manufacturing industries operating within all verticals constantly strive to optimize logistics and
Operations techniques and practices. In addition to identifying supply chain trends and evolution,
The relationship between domestic and foreign goods supply is explored.
Course objectives:
After completion of this course the students will be aware of:
The course will generally be useful for students pursuing careers involving Operations, Business
Logistics and Management. Managers who want to explore opportunities for cost reduction
Through Supply Chain efficiency, and students who are interested in understanding how
Optimization can improve revenue streams, will find this course beneficial. While the general
Nature of the course is not heavily analytical, basic economic and management knowledge is
Essential.
Learning Outcomes:
In addition to supporting an understanding of the Supply Chain Management concept, this course
Will strive to evaluate current trends, growth opportunities, global patterns and niche markets,
Within the area of Logistics.
Course Assessment:
First test 10%
Mid-term exam 30%
Presentation 10%
End-of-semester exam 50%
Lectures
Week Topic
16. Supply Chain management within organizations.
“What is a Supply Chain?”
“What is supply and demand?”
17. The nature of firms, evolution of Supply Chain
Management. Supply Chain drivers and metrics
“How has technology influenced Supply Chains?”
18. The role of Supply Chain management within fortune
500 companies. Responses to growing economies.
Case Discussion (XBOX)
Project Discussion
19. Design and development of a Supply Chain network.
“What must be considered when designing a Supply
Chain (domestic vs. global)?”
20. Measuring and analyzing the value and efficiency of
a domestic and global Supply Chains network.
21. Planning for supply and demand within a Supply
Chain.
“How is demand forecasted?”
Mid-Term Case Discussion (Wal-Mart)
122
22. Economic effect of supply chains within corporate America.
Case Discussion (Crocs)
23. Mid-Term Exam
24. Economic effect of supply chains within corporate America.
Case Discussion (Crocs)
25. Barriers of overall Supply Chains. Coordination
within a Supply Chain.
Case Discussion (BMW)
“Effect of forecasting, replenishment, management?”
26. Pricing and revenue management in a Supply Chain.
Understanding managerial levers, hidden costs, and
the impact of promotions and discounts.
“How are pricing decisions made on all levels of the
Supply Chain?”
27. Major barriers faced by Supply Chain networks in
North America. Ensuring Sustainability.
“What is required to maintain Supply Chain
Sustainability?”
Case Discussion (Mattel)
28. Revision Managing variability within a Supply Chain network.
“How does a Supply Chain adjust for change?”
29. Trends in the market, growth opportunities and areas
which will gain focus.
“Information Technology in Supply Chain
Management. What’s next?”
30. • Revision
Course Textbook:
Supply Chain Management (US Edition)- Fifth Edition
Sunil Chopra Pearson Education Publishing
ISBN-10: 0132743957
Course Title: Total Quality Management
Course Code: HOS 413 Semester: 4
123
Credit Hours: 3(2,1,0) Duration: 1 semester Description: In Total Quality Management Fundamentals you will learn concepts and the history of Total Quality
Management. Beginning with the benefits of a total quality solution, the course then explores the origins of
total quality, comparing it with traditional management practices. It then goes on to teach the learner about the
cost of quality, building a quality framework, managing organizational change and how to prepare for and lead
a total quality solution.
Course objectives:
1-Implement the principles and concepts inherent in a Total Quality Management (TQM) approach to
managing a manufacturing or service organization.
2. Successfully implement process improvement teams trained to use the various quality tools for identifying
appropriate process improvements.
Learning Outcomes: By the end of this course, you should be able to:
1. Understand the philosophies--including similarities and differences--of the gurus of TQM in order to better
evaluate TQM implementation proposals offered by quality management organizations and consultants.
2. Develop a strategy for implementing TQM in an organization.
Course Assessment:
First test 10%
Mid-term exam 30%
Presentation 10%
End-of-semester exam 50%
Course Contents:
Week Topic
1&2 Total Management Basics
Recognize the fundamental concepts of Total Quality
Management.
Recognize how Total Quality Management differs from
traditional management practices.
3&4 Evolution of quality
Identify key thinkers in the evolution of Total Quality
Management.
Recognize the importance of the two types of quality costs.
Recognize elements of a quality cost reporting system.
5&6 Foundations for Total Quality Management
Use a Trust Integrity Ethics checklist for laying a quality
management foundation.
Recognize the importance of communication in a quality
management framework.
7&8 TQM culture
Identify elements of a Total Quality Management
organizational culture.
Recognize elements of total quality structure.
Recognize the best ways to deal with organizational change.
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9&10 Preparing for Total Quality Management
Identify steps for assessing your organization’s strategy.
Identify steps for assessing your organization’s tactics.
Identify characteristics of a learning organization for quality
management.
11 Quality Gurus
Recognize roles of the quality leader.
Recognize guidelines for achieving top management support
for a total quality system.
12 Quality problems
13 Quality certification
14 TQM performance measurement
15 Revision
Course Textbook:
Fundamentals of Total Quality Management (Feb. 4, 2005) by Jens J. Dahlgaard, Kai Kristensen
and Ghopal K. Khanji
125
Course Title: Health care management
Course code: PRO 414 Semester: 4
Credit hours: 3(3,1,0) Duration: 15 Weeks Description:
This course offers students opportunities to learn about health administration careers by hearing
from and interacting with health care managers working in a variety of organizations
Course Objectives:
•Differentiate the roles of clinicians and managers in a variety of health care organizations.
•Identify skills and competencies required for various health administration jobs.
•Know about interactions amongst health care administrators.
Learning outcomes:
• Identify the major structural forces affecting the delivery of health services and understand how
these forces affect the role of the health services manager.
• Understand how to motivate individuals to perform effectively in health services organizations.
• Understand the implications of current trends to the delivery of health care services.
Assessment and evaluation:
First test 10%
Mid-term exam 30%
Presentation 10%
End-of-semester exam 50%
Total 100%
Syllabus Content:
Week Topic
1 Introduction
2 Hospital and Health System Administration (public and private)
3 Healthcare Financial Management
4 Health Care Services
5 Understanding Healthcare Reform Issues
6 Health Promotion, Education, Outreach, Program Development and Evaluation
7 Ambulatory Care and Medical Group Practice Management
8 Mid Exam
9 Healthcare Business Development, Marketing and Public Relations
10 Pharmaceutical and Medical Device Industry Opportunities
11 Non-profit Community Health Organization Management
12 Veterans Administration and Military Health System
13 Creating and Managing the Future
14 Work & Organizational Design
15 Any Remaining Case Study Presentations
Course Textbook: 1-Llewellyn AB & Holt, R. (2007). The everything career tests book. Avon, MA: Adams Media.
2-Stephen M. Shortell and Arnold D. Kaluzny, Health Care Management, Organization Design and Behavior,5th 2-
Edition, Delmar Thompson Learning, Albany, N.Y., 2006. [Note: The 4th edition of this book is also acceptable]
126
Course Title: Health Crisis Management
Course code: PRO 415 Semester: 4
Credit hours: 3(2,1,0) Duration: 15 Weeks
Description: The course provides an analysis of the players involved; coordination with governmental emergency
management; legal requirements; employee disaster awareness and preparedness; disaster mitigation and
response; business resumption considerations and public policy considerations and community outreach
Course Objectives: To provide students with the knowledge and resources required to understand the steps required in the
development of a comprehensive approach to emergency planning, response and recovery for companies
of all sizes.
Learning outcomes: To provide the resources required to develop collaboration and coordination with the emergency service
providers representing various sectors including county, state, and federal agencies, the military,
environmental agencies, medical and health services providers, law enforcement, and volunteer and
community groups.
Assessment and evaluation:
First test 10%
Mid-term exam 30%
Presentation 10%
End-of-semester exam 50%
Total 100%
Syllabus Content:
Week Topic
1 INTRODUCTION
What Is an Emergency?
2 What Is Emergency Management?
Making the "Case" for Emergency Management
3 Form the Team
Establish Authority
4 Issue a Mission Statement
Establish a Schedule and Budget
5 Review Internal Plans and Policies
Meet with Outside Groups
Identify Codes and Regulations
6 Identify Critical Products, Services and Operations
Identify Internal Resources and Capabilities
Identify External Resources
Do an Insurance Review
7 Conduct a Vulnerability Analysis
List Potential Emergencies
8 Mid Exam
9 Estimate Probability
Assess the Potential Human Impact
Assess the Potential Property Impact
Assess the Potential Business Impact
Assess Internal and External Resources
10 Plan Components
Executive Summary
127
Emergency Management Elements
Emergency Response Procedures
Support Documents
11 Identify Challenges and Prioritize Activities
Write the Plan
Establish a Training Schedule
Continue to Coordinate with Outside Organizations
Maintain Contact with other Corporate Offices
12 Integrate the Plan into Company Operations
Conduct Training
Planning Considerations
Training Activities
Employee Training
Evaluate and Modify the Plan
13 EMERGENCY MANAGEMENT CONSIDERATIONS
Direction and Control
Emergency Management Group (EMG)
Incident Command System (ICS)
14 Emergency Operations Center (EOC)
Planning Considerations
Security
Coordination of Outside Response
15 Communications
Contingency Planning
Emergency Communications
Family Communications
Notification
Warning
Life Safety
Evacuation Planning
Evacuation Routes and Exits
Course Textbook: Barton, Laurence. CRISIS IN ORGANIZATIONS:
MANAGING AND COMMUNICATING IN THE HEAT OF CHAOS, South-Western Publishing Co.,
Cincinnati, Ohio, 1993.
128
Course Title: Health insurance & social security
Course code: PRO 416 Semester: 4
Credit hours: 3(2,1,0) Duration: 15 Weeks Description: During this course, students are expected to gain definition risk and insurance, understanding
How to work social insurance.
Course Objectives:
-Understanding of insurance company operations
- Understanding of Hungarian private insurance system
- Competence in evaluate of Hungarian social insurance system problems
Learning outcomes:
- The most important types of insurance
- Types of insurers and main features of insurance company operations
- The principles of Hungarian social insurance systems, health and pension schemas.
Assessment and evaluation:
First test 10%
Mid-term exam 30%
Presentation 10%
End-of-semester exam 50%
Total 100%
Syllabus Content:
Week Topic
1 Introduction
2 Risk in our society. Meaning of risk. Chance of Loss. Peril And hazard. Basic categories
of risk. Type of pure risk. Burden of risk on Society. Methods of handling risk.
3 Types of insurers and marketing systems. Insurance company operations
4 Life and Insurance and risk. Definition of insurance. Basic characteristics of insurance.
5 Requirements of an insurable risk. Adverse selection and insurance. Types of insurance.
6 Benefits and costs of insurance on society. Health insurance. Types of life
Insurance. Individual health insurance. Group life and health insurance.
7 Personal property insurance: homeowner and auto insurance.
8 Mid Exam
9 Insurance market in Hungary: a brief history and market development
10 Institutions and insurance business in Hungary Definition of insurance activities.
Insurance companies. Statutes for insurance companies. Insurance intermediaries.
11 Classification of insurance branches. Technical provisions.
129
Solvency margin and security capital. Investments regulations.
12 Social security in Hungary: health insurance. Social security contribution.
Provisions and services of the Health Insurance Fund. Basic dilemma.
13 Social security in Hungary: pension system. General characteristics: SSPS or tree/two
pillar system. Old-age pension system. Disability pensions. Widow’s pension. Orphan’s
allowance.
14 Private pension funds (voluntary and mandatory types). Challenges. Course summary
15 Revision
Course Textbook: -REJDA, George E.: Principles of Risk Management and Insurance. 10th ed. (Pearson
International Edition) Pearson Addison Wesley, 2008 [selected chapters: 1-7. 2-148. pp and 210-243. pp]
- Social Security Hungary 2007, MABISZ Yearbook 2013
Course Title: Computer applications
Course code: HOS 417 Semester: 4
Credit hours: 3(2,1,0) Duration: 15 Weeks Description: Medicine systems worldwide are under tremendous pressure on all fronts – cost, quality of care, Access, and
efficiency. Chronic disease and complex health conditions are on the increase, demand for efficient and effective care
delivery is outpacing supply, Course Objectives: Challenges facing Medicine executives relative to HIT in different institutional settings. Exposure to emerging new
technologies in HIT such as robotics, tile-medicine, and social media. Case studies which highlight implementation
challenges and success with health information technology implementations
Learning outcomes: 1. Understand and appreciate the role and value of information technologies in potentially revolutionizing healthcare
delivery, administration, education, and research;
2. Distinguish the various types of healthcare information, including knowledge, data, sources, processes
3. Identify major health informatics applications and develop basic skills for healthcare IT product procurement; Assessment and evaluation:
First test 10%
Mid-term exam 30%
Presentation 10%
End-of-semester exam 50%
Total 100%
Syllabus Content: Week Topic
1 Introduction
2 National Perspectives and Emerging Issues; E-Prescribing; Disease/Demographic
Surveillance Systems; Intro to Excel
3 Functions of Health Information Systems; Hardware, Software, and the Roles of
Support Personnel; Budgeting with Excel
4 Strategic Planning While Effecting and Leading Change in Health Care
Organizations; Graphing with Excel
5 National Perspectives: Impacts for Professional Development and Tracking Quality
of Patient Care
6 Case Studies in Patient-Care/Clinical Decision-Support Systems and Genomics
7 Case Study in Imaging/Simulation Systems: Detection and Treatment of Breast
Cancer
8 Mid Exam
9 7.Case Study in Occupational Safety and Health/Environmental Assessment Systems;
Intro to Organizing Data with Access
10 Impact of Systems on Health Care, Care Providers, and Organizations; Building
Tables in Access
130
11 Ethical and Legal Issues (Training, Security, Confidentiality, Informed Consent,
HIPAA); Queries in Access
12 Electronic Health Records; Proposing, Reporting, and Refereeing Evaluation Studies;
Reports in Access
13 Role of Information Systems in Medical Education
14 Defence of Term Project
15 Revision
Course Textbook: Buntin, M. B., et al. "The Benefits of Health Information Technology: A Review Of The
Recent Literature Shows Predominantly Positive Results." Health Affairs 30, no. 3 (2011): 464–71.
Marczak, J., et al. "Addressing Systemic Challenges to Social Inclusion in Health Care: Initiatives of the Private Sector." (This resource may not render correctly in a screen reader.PDF) Americas Society. Whitepaper, March 7, 2011
Course link: https://cb.hbsp.harvard.edu/cbmp/access/32848868
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