How To Learn To Be A Strategic Manager

Transcription

1 GBM Program Curriculum (MBA Qualification) Code First Year Courses Class Hours Self-Study Hours ECTS* First Semester: Core Modules in Management MBA501 Strategic Management MBA502 Marketing Management MBA503 Accounting and Finance MBA504 Organizational Behaviour and HRM MBA505 Operations Management MBA506 Managerial Economics TOTAL MGBGB Second Semester: 8 Specialization Options in Management (Choice of one ) 1. Global Business MBAGB511 Global Business Strategy MBAGB512 Global Marketing MBAGB513 Global Investments MBAGB514 Global Supply Chain Management MBAGB515 Management of Innovation and Change Global Business Research and Thesis TOTAL MBAGF 2. Global Finance MBAGF521 Global Corporate Finance I MBAGF522 Global Corporate Finance II MBAGF523 Financial Markets MBAGF524 Global Investments MBAGF525 Portfolio & Financial Risk Management Global Finance Research & Thesis TOTAL MBAMIDA 3. Marketing in the Digital Age MBAMIDA531 Strategic Marketing in the Digital Age MBAMIDA532 Social Media and Marketing MBAMIDA533 Global Marketing MBAMIDA534 Multichannel Marketing MBAMIDA535 Marketing Research Digital Marketing Research and Thesis TOTAL

2 MBAHRM 4. Human Resources Management MBAHRM541 Leadership Development & Competency Mgt MBAHRM542 Performance, Compensation, & Total Reward Mgt MBAHRM543 Global Diversity & Cross-Cultural Management MBAHRM544 Human Resources Information Systems MBAHRM545 Business Ethics & Corporate Social Responsibility HRM Research & Thesis TOTAL MBAEI 5. Entrepreneurship and Innovation MBAEI551 Foundations of Entrepreneurship MBAEI552 Creating and Sustaining a Successful Business MBAEI553 Management of Innovation & Change MBAEI554 Entrepreneurship in the Global Market MBAEI555 Entrepreneurship Business Plan Entrepreneurship & Innovation Research & Thesis TOTAL MBASCOM 6. Supply Chain and Operations Management MBASCOM561 Supply Chain Planning & Management MBASCOM562 Global Operations Strategy MBASCOM563 Total Quality Management MBASCOM564 Operations Facilities & Systems Design MBASCOM565 Global Supply Chain Optimization SC & Operations Management Research & Thesis TOTAL MBAICTM 7. ICT Management MBAICTM571 ICT Project Management MBAICTM572 Information Systems & Business Intelligence MBAICTM573 Value Chains, Networks, and Knowledge Mgt MBAICTM574 Enterprise Resource Planning MBAICTM575 Innovation & Technology Management ICT Management Research & Thesis TOTAL MBAHCM 8. Healthcare Management MBAHCM581 Public Health MBAHCM582 Applied Epidemiology MBAHCM583 Quality Management in Healthcare MBAHCM584 Legal Aspects of Healthcare MBAHCM585 Global Healthcare Management Healthcare Management Research & Thesis TOTAL *ECTS = European Credit Transfer and Accumulation System 2

3 MBA MODULE DESCRIPTIONS Strategic Management MBA501 Compulsory Number of ECTS: 5 Upon successful completion of this course the students will be able to: Apply the key concepts and steps in the development of a strategic business plan for new or existing companies including: 1. Assessment and development of companies starting or current business model and strategy 2. Evaluation of companies performance including financials, market share, innovation, and employment. 3. Analysis of companies internal resources and capabilities and external environment including value chain, competitors, industries and markets 4. Development of implementation steps for strategic plans for functional areas such as (but not limited to): marketing, sales, R&D, human resources, accounting, control, production, IT, customer service, and finance. Apply existing theories and conceptual frameworks in elaborating a company s operational performance measures to monitor the effectiveness of the strategy implemented. Develop and propose concrete solutions to the problems companies face when developing strategic business plans to improve performance, such as resistance to change, limited resources, etc., and the importance of employee involvement in the process, and the need to manage the strategic planning process. 3

4 Recommended optional programme components: The basic principle and practice of Strategic Management are addressed in this course. The focus is on the firm, its industry and competitive environment, its long-term direction and strategy, its resources and capabilities, and its prospects for success. The basic concepts and tools of strategic analysis are presented in an integrated approach and applied to real business context. Topics covered include: the concept of corporate strategy, industry analysis, firm analysis, the nature and sources of competitive advantage, corporate strategy, global strategies and the multinational corporation. David, F.R. & David, F.R., Strategic Management: A Competitive Advantage Approach, Concepts & Cases, Pearson, Barney, J.B. and Hesterly, W., Strategic Management and Competitive Advantage, Pearson, Continuous assessment based on case analyses and presntations (40% of final grade). Marketing Management MBA502 Compulsory 2nd Cycle Number of ECTS: 5 4

5 Upon successful completion of this course the student will be able to: Apply the techniques of marketing mix to analyze and propose improvements in a company s competitive position within a given market environment. Develop and apply sound marketing management techniques to demonstrate how organizations proceed in developing long lasting relationship with business partners. Utilize research techniques in analyzing the marketing environment and the competitive position of an organization within it. Examine and critique the practices of real world organization in a given market environment and offer suggestions for areas of improvement. Structure and elaborate a marketing strategy for the competitive position of an organization in the global marketplace. Apply market-oriented philosophy focused on consumer needs and competitive threats to evaluate a company s competitive marketing strategy. Prerequisite and co-requisite: Recommended optional program component: The module introduces the basic concepts and practices of modern marketing as applied in a wide variety of settings, including: product and service firms, consumer and business markets, profit and non-profit organizations, domestic, international, and global firms, as well as small, medium sized, and large businesses. A practical and managerial approach to marketing is adopted throughout the course. Cases are used throughout the module in order to illustrate managerial relevance. Topics covered include: the nature of marketing, the environment of marketing; marketing, understanding the relation between marketing and strategy, society and ethical behavior, marketing strategy, global competition and international marketing strategy, consumer behavior, industrial purchasing and buyer behavior, market segmentation, targeting, and positioning strategies, market communication and promotion strategy. Cravens, D. and Piercy, N., Marketing Management, McGraw-Hill, Mullins, J. and Walker, O., Marketing Management: A strategic Decision-Making Approach, McGraw-Hill, Continuous assessment based on exercises, quizzes and group presentations (40% of final grade). 5

6 Accounting and Finance MBA503 Compulsory Number of ECTS: 5 Upon successful completion of this course the student will be able to: Demonstrate accounting techniques and methods for the formation, dissolution, partner changes, earnings distribution, and liquidation of partnerships. Describe various accounting theories in translating financial statements of a foreign subsidiary to the Euro. Demonstrate and determine the impacts on parent company s financial statements from applying different foreign currency translation methods. Outline and explain the development of consolidation theories, current issues of consolidation, and accounting standards in the E.U. and U.S.A. Prepare consolidated financial statements as of the date of acquisition and for periods subsequent to the date of acquisition for 100% and partially owned subsidiaries. Demonstrate adjustments to consolidated financial statements from intra-entity transactions between the parent company and its 100% or partially owned subsidiaries. Elaborate financial management theories, terminology, concepts, problem-solving and techniques and show how these are used in modern accounting and finance. Apply advanced tools and techniques in analyzing complex accounting and finance problems in a variety of organizations. Recommended optional program components: The focus of this course is on accounting and financial reporting, analysis, interpretation, and decision-making for managers. Topics include constructing, analyzing and interpreting financial statements; analyzing transactions, reporting and analyzing operating income, operating assets, debt financing, owner financing, and off-balance-sheet financing. The course will also focus on Focus on 6

7 analyzing accounting information critical for managerial decision-making. Topics include cost estimation, cost-volume-profit analysis, product costing, activity-based costing and management, operational budgeting, capital budgeting decisions, pricing and target costing, performance evaluation, segment reporting, and balanced scorecard. Bhimani, A., Management Accounting in the Digital Economy, OUP, Bhimani, A., Contemporary Issues in Management Accounting, OUP, Olson, O., Guthrie, J, & Humphrey, C., (Eds), Global Warning: Debating International Developments in New Public Financial Management, Cappelan Akademisk Forlag As, Oslo (1998). Merchant, K., & W Van der Stede, Management Control Systems: Performance Measurement, Evaluation and Incentives, FT/Prentice Hall, Continuous assessment based on exercises, quizzes and group presentations (40% of final grade). Organizational Behavior & HRM MBA504 Compulsory Number of ECTS: 5 Upon successful completion of this course the student will be able to: 7

8 Recognize the various forms of political activity and to determine when such activity is positive or negative. Use a structure group diagnostic model to analyze and resolve group/team performance problems. Recognize when conflict is good and to properly select a conflict resolution strategy when conflict is dysfunctional. Draw upon various motivational theories to design a motivational program. Develop and use a systematic/structured approach to solve organizational problems. Elaborate and explain the concepts and technique of HRM in an organization. Apply these concepts and techniques to address specific human resources, organizational behavior or management needs at the individual, team, division and/or organizational level. Analyze a company s HRM system, evaluate its strengths and weaknesses and propose changes to improve it. Prerequisites: co-requisites: Recommended optional programme components: This course emphasizes theoretical concepts and practical methods for understanding, analyzing, and predicting individual, group, and organizational behavior (OB). Topics include work motivation, group dynamics, decision making, conflict and negotiation, leadership, power, and organizational culture. Ethical and international considerations are also addressed. The OB part is organized into three segments covering: fundamental perspectives on organizational design, managing change in organizational design, future forms, current issues and applications. The course also examines the role of the human resource professional as a strategic partner in managing today s organizations. Key functions such as recruitment, selection, development, appraisal, retention, compensation, and labor relations are examined. Implications of legal and global environments are appraised and current issues such as diversity training, sexual harassment policies, and rising benefit costs are analyzed. Best practices of employers of choice are considered. Emphasis will be placed on the international and multicultural dimensions of HRM. Griffin, R.W., and Moorhead, G., Organizational Behavior, South-Western Cencage Learning, 10th edition, Briscoe, D., Schuler, R.S., Claus, L., International Human Resources Management, Routledge, Continuous assessment based on case analyses and presentations (40% of final grade). 8

9 Operations Management MBA505 Compulsory Number of ECTS: 5 Upon successful completion of this course the students will be able to: Understand how operational excellence may become a source of sustained competitive advantage in both manufacturing and service operations, for instance through process innovation (e.g. quick response) and process execution (e.g. lean management). Use the product-process matrix to discuss the link between business strategy, and product and process choices. Analyze business processes, identify appropriate performance metrics and use these metrics to improve process performance (output, processing times and productivity). Understand why variability has a detrimental impact on both manufacturing and services operations and apply models to estimate its impact and evaluate alternatives to reduce it. Understand the characteristics, advantages and limits of the most representative manufacturing models such as push and pull. Identify the pillars of lean manufacturing, such as just-in-time and total quality management, and understand how and when they can be applied to service operations. Understand why supply-demand mismatches are a constraint to profitability in industries with volatile demand. Examine the sources of these mismatches, and identify structural remedies and analytical techniques to hedge against demand uncertainty. 9

10 Recommended optional programme components: The module introduces operations as a functional area of management and helps the student understand the link with other functional areas in the organization. Students will learn about the acquisition and allocation of resources to support the production and delivery of goods and services. Both manufacturing and service sectors are covered in the module. Topics addressed include: Understanding the context and challenges of operations management, contemporary issues in operations management, total quality management, lean production management, Just-in-time approaches and business process re-engineering, case studies. Pycraft, M., et al, Operations Management, Pearson Education South Africa, 9th edition, Continuous assessment based on case analyses and presentations (40% of final grade). Managerial Economics MBA506 Compulsory Number of ECTS: 5 Upon successful completion of this course the student will be able to: Develop the necessary analytical skills for decision-making in the organization. Develop and apply economic concepts and tools that have direct managerial applications. 10

11 Use economic models to isolate the relevant elements of a managerial problem, identify their relationships, and formulate them into a managerial model to which decision making tools can be applied. Recommended optional programme components: Managerial Economics is concerned with the application of economic theory and methodology to managerial decision making problems within various organizational settings such as firm or a government agency. The emphasis in this course will be on demand analysis and estimation, production and cost analysis under different market conditions, forecasting and decision making under uncertainty. Students taking this course are expected to have had some exposure to economics and be comfortable with basic algebra. Some knowledge of calculus would also be helpful although not necessary. The purpose of the course is to provide students with a basic understanding of the economic theory and analytical tools that can be used in decision making problems. Students who successfully complete the course will have a good understanding of economic concepts and tools that have direct managerial applications. The course will sharpen their analytical skills through integrating their knowledge of the economic theory with decision making techniques. Students will learn to use economic models to isolate the relevant elements of a managerial problem, identify their relationships, and formulate them into a managerial model to which decision making tools can be applied. Among the topics covered in the course are: price determination in alternative market structures, demand theory, production and cost functions, and decision making under uncertainty. In addition, the course will provide a basic introduction to econometric analysis and its role in managerial decision making. Froeb, L.M., et al, Managerial Economics, 3rd Edition, Cengage Learning, Continuous assessment based on exercises and quizzes (40% of final grade). 11

12 Second Semester: 8 Specialization Options in Management (Choice of 1): 1. Global Business Global Business Strategy MBAGB511 1st Upon successful completion of this course the students will be able to: Demonstrate familiarity with the fundamental concepts of international business. Understand the concepts of strategy and components of the strategic management process. Analyze the forces of competition in a company s external environment and their relationship with strategic opportunities and threats. Identify the company s internal resources and capabilities and utilize these as the basis for formulating a competitive business strategy in the global marketplace. Discuss how a company can build and maintain a competitive advantage through its choice of global, corporate, business or functional level strategies. Identify the range of strategies available to a company. Discuss the nature of strategic changes in an organization Effectively work in teams to present cases and other group work. Recommended optional program components: This course focuses on providing business graduates with relevant skills in global strategic management to advance their skills and abilities so that they can position their organisations strategically and contribute towards an organisation s competitive advantage. The course draws on several different academic disciplines including economics, international economics, strategic 12

13 management, with the central objective of drawing out the implications for the company within the global business environment. Hill C. W.L, International Business, Competing in the Global Marketplace, 7th edition, Illinois: Irwin, McGraw-Hill, Dunning J.H., Lundan S.M., Multinational Enterprises and the Global Economy, 2nd edition, Edward Cheltenham: Elgar Publishing Ltd, Continuous assessment based on exercises and quizzes (40% of final grade). Global Marketing MBAGB512 Upon successful completion of this course the student will be able to: Use research, specific media and targeted copy and design to manage promotional campaigns. Understand consumer behavior and how it relates to effective marketing strategies. Create, build and manage a brand. Take an analytical approach to selling in relation to customer satisfaction. Use communications to connect with target markets and spark them to take action. Understand the impact of international economic, social and political relationships on corporations. 13

14 Develop relationships within international markets and improve international competitiveness. Recommended optional programme components: The course focuses on the alignment of the firm s international marketing strategy and its information technology strategy in order to maximize its Organizational Learning and Knowledge Management abilities at the global level. Topics addressed include : the scope and challenges of international marketing, information technology as enabler of successful international marketing, the international business environment, the impact of culture on international marketing, assessing international market opportunities, developing international marketing strategies, the role of information systems and technology in successful international marketing. Keegan, W.J. and Green, M., Global Marketing, 7 th. Edition, Pearson, Hollensen, S., Global Marketing: A Market-Responsive Approach, Prentice-Hall, 1998 (or later edition). Cundiff, E.W., and Hilger, M.T., Marketing in the International Environment, Prentice-Hall, 1988 (or later edition). - Continuous assessment based on case analyses and presentations (40% of final grade). Global Investments MBAGB513 2nd Cycle 14

15 Upon successful completion of this course the student will be able to: Identify and describe terms and concepts associated with global investments Describe and discuss various global investment opportunities Differentiate between short-term and long-term investments Demonstrate knowledge of corporate rational for the issuance of corporate stocks and bonds Describe and discuss the basic concepts of the stock, bond, and mutual fund markets Describe and discuss the real estate market and the advantages and disadvantages of real estate in an investment portfolio Recommended optional program components: This course is aimed at enabling students understand and master what a good international investment environment entails, what agencies are working at it, including OECD, World bank, IMF and others, and how they do it. While achieving this objective, the course will help students get familiar with concepts involved and try to develop analytical skills. Solnik, B. & McLeavey, D.W., Global Investments, 3 rd. edition, Addison-Wesley Pearson, Continuous assessment based on case analyses and presentations(40% of final grade). Global Supply Chain Management 15

16 MBAGB514 Upon successful completion of this course the student will be able to: Develop a systematic framework for analyzing the behavior of large and complex supply chain networks. Recognize the relationship and motivations of suppliers and distributors to ensure supplies of raw materials and markets for finished goods. Utilize information technology and various quantitative and qualitative approaches that reduce production, inventory and transportation costs, and improve service levels and profitability. Apply research skills in order to analyze emerging supply chain management issues. Recommended optional programme components: The course addresses the strategic aspects of supply chain management with a particular focus on the global business environment. Topics covered include: approaches to strategic management, relationship between corporate strategy and purchasing and supply chain management strategy, strategic management of quality and materials flow, strategic management of costs and added value, strategic management of supplier relationships, developments in strategic purchasing and supply chain management practices in global business. Simchi-Levi, D., et al, Designing and Managing the Supply Chain: Concepts, Strategies, and Test Studies, 3rd edition, Mcgraw-Hill, N.Y., Chopra, S. & Meinal, P., Supply Chain Management, 3rd edition, Pearson, Prentice Hall, N.Y., Continuous assessment based on case analyses and presentations (40% of final grade). 16

17 Management of Innovation and Change MBAGB515 2nd Upon successful completion of this course the student will be able to: Understand critically a range of theories and practices of change management. Demonstrate the applicability of organizational change practices in different circumstances. Appreciate the complexities and challenges inherent in planning and managing organizational change. Be familiar with the nature of innovation and how to implement it Research, identify, organize and present relevant materials and arguments in a range of modes. Discuss how to evaluate change using the organization development method. Recommended optional programme components: Managers must have a deep understanding of how innovation works, and how people interact with changed circumstances. Implementation of new ideas, new strategies and new technology is one of the most complex of any organization s tasks. This course introduces the student to the perspective of 17

18 innovation and change in global business. It highlights the tools and techniques necessary to ensure success when bringing new processes and different strategies into an organization operating in the international business environment. Senior, S., Organizational Change, 4th edition, Prentice-Hall, Continuous assessment based on case analyses and presentations (40% of final grade). 2. Global Finance Global Corporate Finance I MBAGF521 Upon successful completion of this course the student will be able to: Describe working capital management and evaluate a company s management of accounts receivable, inventory, and accounts payable over time. Describe how companies raise venture capital, make initial public offering, and use private placement. Describe both long and short-term sources of finance. Describe the workings of the capital market. Apply utility and portfolio theory and the capital asset pricing model. 18

19 Recognize and apply financial ratios in credit and risk management. Describe and apply the effects of gearing on the capital structure of companies using arguments of Modigliani and Miller. Describe possible conflicts of interests between shareholders and bond holder. Describe the use of cross-section analysis of accounting data, inter-firm and inter-industry comparisons, and the management of foreign exchange. Describe the strategic importance of forensic accounting and good corporate governance. Recommended optional program components: This course is designed to allow students to gain a fundamental and sound understanding of the primary sources of finance and the workings of the capital market and the implications of various funding and investment appraisal techniques in managerial decision-making. This will in turn allow students to demonstrate the various techniques of financial analysis and foreign exchange management. Shapiro, A.C. and Balbirer, S.D., Modern Corporate Finance, Prentice-Hall, Continuous assessment based on exercises and quizzes (40% of final grade). Global Corporate Finance II MBAGF522 2nd Cycle 19

20 Following successful completion of this course the students will be able to: Explain the capital structure and analyze how financing decisions influence company value. Describe how dividends are paid and explain factors that affect a company s dividend policy. Compute the value of a firm using different methodologies. Discuss how management uses financial planning models in the planning process and explain what factors determine a company s sustainable growth rate. Identify the key themes in corporate finance and explain the role of finance in an organization. Analyze the interrelationship between finance and governance. Analyze the relationship between strategic decision making and corporate financing decisions. Identify the role of financial contracting in mitigation opportunistic behavior. Understand how companies finance themselves across countries. Have a better understanding of the ownership of corporations. Prerequisites: Global Corporate Finance 1 Recommended optional program components: This advanced course in corporate finance includes capital budgeting, cost funds and capital structure valuation. Topics addressed in the course include the following: -Leasing -Mergers and acquisitions -Takeovers -Business failure -Re-organization -Acquisition A combination of problem-solving and case study methodologies will be used to illustrate theories and techniques helpful in financial analysis and planning. The course examines advanced financial concepts. Brigham, E.F. & Ehrhardt, M.C., Financial Management, Theory and Practice, South-Western Publishers,

21 - Continuous assessment based on exercises and quizzes (40% of final grade). Financial Markets MBAGF523 2nd Cycle Number of ECTS: 4 Upon successful completion of this course the student will be able to: Analyze how the money market provides debt claims for short-term money management. Analyze how the equity and bond markets provide issuers with long-term financing. Elaborate how newly created financial assets are introduced through the primary market. Distinguish the differences between electronic and floor-based equity markets. Have a better appreciation of the regulation of these markets by government. Have a deep appreciation of the profound influence of governmental intervention on the evolution of financial market. Recommended optional program components: 21

22 The course will introduce to the student to the structure, operation, and regulation of modern financial markets. Well-functioning financial markets are essential for the effective allocation and employment of capital. The course will address the mechanisms that have evolved in the equity and debt markets to facilitate effective allocation of capital. It will also review the basic macroeconomic environment in which markets operate and examine the microstructure of the global financial markets. Fabozzi, F..J., Modigliani, F.G., Jones, F.J. Foundations of Financial Markets and Institutions, 4 th edition, Prentice Hall, Continuous assessment based on exercises and quizzes (40% of final grade). Global Investments MBAGF524 2nd Cycle Upon successful completion of this course the student will be able to: Identify and describe terms and concepts associated with global investments. Describe and discuss various global investment opportunities. Differentiate between short-term and long-term investments. Demonstrate knowledge of corporate rational for the issuance of corporate stocks and bonds. Describe and discuss the basic concepts of the stock, bond, and mutual fund markets Describe and discuss the real estate market and the advantages and disadvantages of real estate in an investment portfolio. 22

23 Recommended optional program components: This course is aimed at enabling students understand and master what a good international investment environment entails, what agencies are working at it, including OECD, World bank, IMF and others, and how they do it. While achieving this objective, the course will help students get familiar with concepts involved and try to develop analytical skills. Thus they will find out how international investments became global in a shift that became key to business success today. Solnik, B. & McLeavey, D.W., Global Investments, Pearson, Continuous assessment based on exercises and quizzes (40% of final grade). Portfolio & Financial Risk Management MBAGF525 Upon successful completion of this course the students will be able to: 23

24 Manage investments more effectively. Apply practical frameworks and tools for better asset allocation. Understand risks and opportunities offered by derivatives, hedge funds, real estate and alternate investments. Work more effectively with portfolio managers. Understand the concept of behavioral finance. Recommended optional program components: The course introduces the student to portfolio and financial risk Management. It follows logically from Financial Markets and Global investment courses. After an introduction to financial instruments, trading of securities and the mutual fund industry, the course proposes a detailed presentation of the modern portfolio theory. Topics covered include the following: -Efficient diversification -Efficient market hypothesis and the trade-off between risk and expected return as -Behavioral critiques of theories based on investor rationality -Security analysis and valuation: -Equity and debt securities -Derivative assets. Bodie, Z., Kane, A., and Marcus, A., Essentials of Investments, 7 8h edition, McGraw-Hill/Irwin, Continuous assessment based on exercises and quizzes (40% of final grade). 3. Marketing in the Digital Age Strategic Marketing in the Digital Age MBAMIDA531 24

25 Type of course unit: 1 Upon successful completion of this course the student will be able to: Properly assimilate concepts, theories and models necessary for an understanding of the dynamics of marketing in the information age; Become familiar with the parameters determining an effective global marketing strategy in the information age; Design and implement marketing strategies of an organization operating in a competitive global marketplace; Apply the knowledge gained from the course in better enhancing the overall competitive position of an organization in the global marketplace. Recommended optional program components: The advent of modern information technology (IT) has brought about revolutionary changes in the way businesses are run today. In the field of marketing the influence of IT has included the way in which marketing information is collected, structured and disseminated in a way that allows effective marketing strategies to be executed. The course is structured in a way that responds precisely to the changing dynamics of marketing in the information age. The module will introduce to the student the concepts, theories, and models necessary for a proper understanding of the dynamics of marketing in the information age; familiarize the students with the changing dynamics of marketing in today s global marketplace. It will also provide students with the tools, applications, and frameworks necessary for successful marketing of products and services in today s highly competitive and dynamic information age. It will address specific issues related to proven approaches utilizing modern IT methods that have significantly impacted marketing strategy and management in the information age; the module will also enable the student have a better understanding of the impact of modern information and communication technology on marketing theory and practice. Finally, the module will also enable the student to formulate and implement an effective marketing strategy in a global marketing environment dominated by modern information and communication technology. Chaffey, D., Ellis-Chadwick, F., Digital Marketing: Strategy, Implementation and Practice, 5 th ; edition, Pearson Education,

26 Sheldrake, P., The Business of Influence: Reframing Marketing and PR for the Digital Age, Wiley, Daniel, E. et al, Marketing in the Digital Age, Pearson Education, London, O Connor, J. And Galvin, E., Marketing in the Digital Age,. Edition, Financial Times management, Postman, P. The Marketing Era: Marketing to the Imagination in a Technology-Driven World, McGraw-Hill, N.Y Continuous assessment based on case analyses and presentations (40% of final grade). Social Media and Marketing MBAMIDA532 Upon successful completion of this course the student will be able to: Have a thorough understanding of the impact of social media on marketing Effectively utilize social media as the for developing and implementing a successful marketing strategy in the global marketplace Utilize social media to establish and maintain online presence in the marketplace 26

27 Examine and assess the roles of the consumer, online communities, crowd sourcing, and the impact of new technologies and changing lifestyles on marketing activities. Recommended optional program components: This course covers all things social starting with the philosophy of social media and Marketing, followed by how to develop social media strategy, tactics, and social mobile and finally, how to pull it all together. It will explore a broad range of Internet-based social media and integrating their use into overall strategic marketing efforts. The focus will be on using social media to establish and maintain an effective online presence. Among other topics, the course will examine online advertising, website and search engine optimization, and analytics. Through case studies, discussions, and interactive exercises, the student will be able to learn about the history of communities and how to define and evaluate social media. We will examine and assess the roles of the consumer, online communities, crowd sourcing, and the impact of new technologies and changing lifestyles. Identify market leaders and key tools, and learn how to effectively integrate them into your marketing mix. Barker M., Barker.D., Bormann N., Neher K., Social Media Marketing: A Strategic Approach, Cengage Learning, Zarrella.D.,, The Social Media Marketing Book, O'Reilly Media, Continuous assessment based on case analyses and presentations (40% of final grade). Type of course unit: Global Marketing MBAMIDA

28 Upon successful completion of this course the student will be able to: Use research, specific media and targeted copy and design to manage promotional campaigns. Understand consumer and organizational buyer behavior and how it relates to effective marketing strategies in the global business environment. Create, build and manage a brand. Take an analytical approach to selling in relation to customer satisfaction. Use communications to connect with target markets and spark them to take action. Understand the impact of international economic, social and political relationships on corporations. Develop relationships within international markets and improve international competitiveness. Recommended optional programme components: The course focuses on the alignment of the firm s international marketing strategy and its information technology strategy in order to maximize its organizational learning and knowledge management abilities at the global level. Topics addressed include: the scope and challenges of international marketing, information technology as enabler of successful international marketing, the international business environment, the impact of culture on international marketing, assessing international market opportunities, developing international marketing strategies, the role of information systems and technology in successful international marketing. Kotabe, M., and Helsen, K., International Marketing, 6 th. Edition, Wiley, Keegan, W.J., and Green, M., Global Marketing, 7 th. Edition, Pearson, Cateora, P. et al, International Marketing, Prentice-Hall, Kotabe, M., and Helsen, K., Global Marketing Management, Wiley, Continuous assessment based on case analyses and presentations (40% of final grade). 28

29 Multichannel Marketing MBAMIDA534 Following completion of the course the student will be able to: Have an enhanced understanding of how to effectively interact with customers in a dynamic, information driven global market environment Utilize various channels of communication to bring marketing messages to customers Develop skills in effective utilization of models, techniques, and tools for the definition of sustainable marketing strategies in the international business environment. Recommended optional program components: This course helps the students to understand and interact with customers in a constantly evolving market environment. An integrated, multichannel approach is crucial when customers are switching between a range of technologies on a daily basis. Learn to put together effective multichannel campaigns then measure their success. 29

30 The course presents models, techniques and tools for the definition of sustainable marketing strategies and their deployment in operational plans. It assumes that the adoption of a multichannel perspective - i.e. the need to take into account different media (mass communication channels, Internet, mobile, digital out of home) in setting up a company's value proposition - and of an experience-based paradigm are crucial for the success of a marketing strategy. Arikan.A., Multichannel Marketing: Metrics and Methods for on and Offline Success, Sybex, Tynan K., Multi-channel Marketing, Irwin, Continuous assessment based on case analyses and presentations (40% of final grade). Type of course unit: Marketing Research MBAMIDA535 1 Upon successful completion of this course the student will be able to: Write a management decision problem and a marketing research problem, and discuss the differences between them. Clearly articulate the value in conducting exploratory research to define the research problem. Differentiate between situations that call for surveys and situations that call for observational research.. 30

31 Effectively design and implement data collection instruments including surveys. Develop communication skills in reporting marketing research results. Effectively utilize Acquisition analyses, Diversification analysis, Market-share analyses and Export research in marketing research. Employ qualitative and quantitative research methods in carrying out marketing research. Recommended optional programme components: Dramatic changes in the global business environment coupled with technological advances in data collection, analysis and dissemination are having a profound effect on marketing research. This course presents students with the fundamental concepts and stages of marketing research provided within an overall structural framework, including: how to integrate stages, carry out research in a scientific manner, read and analyse research reports, apply research skills. Hair, J. Jr et al, Essentials of Marketing Research, Pearson, Malhotra, N., Marketing Research: An Applied Orientation, 6 th edition, Prentice-Hall, Continuous assessment based on case analyses and presentations (40% of final grade). 4. Human Resource Management Leadership Development & Competency Management MBAHRM541 Cycle 31

32 Upon successful completion of this course the student will be able to: Effectively assess a leader s actions through the lens provided by these frameworks. Apply these theories and frameworks to become better leaders at work in a range of organizations. Apply specific leadership techniques of visioning, communicating, motivating, managing conflicts and leading change. Understand the cultural basis of leadership practices. Use these techniques in a multicultural, international environment. Develop integrated models of leadership based on credible perspectives, theories, and research findings. Build, lead and effectively manage a team in an organizational setting, and know how to facilitate team performance, etc. Recommended optional programme components: This course provides an introduction to leadership, highlighting historical and contemporary perspectives and research findings. Students will review fundamental leadership approaches and theories and examine the role of leaders in the 21st Century. Students will also study leadership development approaches and the impact of effective and ineffective leadership within organizations. Strategic leadership practices will be identified and direct application will be emphasized at the individual, interpersonal/group, and organizational level. Throughout the course, students will create an integrated model of leadership based on credible perspectives, theory, and research findings. Integrated models can be directly applied to an organization that the student studies throughout the course. Finally, the course addresses teaming as a leadership tool to be used in appropriate situations to maximize individual talent through collective interactions. Students will learn what makes a group a team, how to build and lead a team, and how to facilitate team performance. Structured exercises and assessments carried out both in and outside of the classroom will provide students with teaming experiences that develop their team consultation and facilitation skills. The most recent body of research literature will be used to develop a realistic understanding of what teaming can and cannot do as a leadership tool. 32

33 Allen, S.J., et al, The Little Book of Leadership Development: 50 Ways to Bring Out the Leader in Every Employee, AMACOM, Northhouse, P.G., Introduction to Leadership: Concepts and Practice, Sage Publications, DuBrin, A.J., Leadership: Research Findings, Practice, and Skills, Houghton Mifflin, Continuous assessment based on case analyses and presentations (40% of final grade). Performance, Compensation and Total Reward Management MBAHRM542 Upon successful completion of this course the student will be able to: Analyze performance, compensation, and total rewards system in an organization. Determine levels of compensation relative to performance of individual employees in an organization. Effectively manage performance, compensation, and total reward packages in organizations. Utilize interpersonal communication skills critical for interactions with colleagues and employees. 33

34 Analyze how high performance management practices support innovation, health and high performance in organizations. Analyze current changes in social and organizational systems and their implications for the practice of management. Analyze and apply management concepts and theories using effective verbal and written communication skills. Recommended optional program components: This course examines the importance of an effective performance management system in helping organizations define and achieve short and long term goals. It explains and reinforces the concept that performance management is not a one-time supervisory event, but an ongoing process of planning, facilitating, assessing, and improving individual and organizational performance. In addition, the course emphasizes the importance of measuring the effectiveness of human resource activities that are designed to enhance individual and organizational performance. In parallel the course will also touch on all areas of compensation and reward management, including grading structures, salary structures and pay scales, allowances, pay reviews, bonus and incentive schemes, benefits and non-financial reward opportunities such as recognition and retention schemes. It will provide delegates with the information and guidance to ensure their salary and grading structure meets business needs, while allowing the company to attract and retain employees in an increasingly competitive market. Armstrong M., Armstrong s Handbook of Reward Management Practice: Improving Performance through Reward, Kogan Page, 3rd edition, London, Hume D., Reward Management:Employee Performance, Motivation and Pay, Wiley-Blackwell, 1st edition, Oxford, Continuous assessment based on case analyses and presentations (40% of final grade). Global Diversity & Cross Cultural Management 34

35 MBAHRM543 1 Upon successful completion of this course the student will be able to: Understand the nature of culture, its influence on behavior, knowledge about specific cultures, Recognizing the differences between cultures and Implementation of structures Effectively manage international projects related to purchasing, communication, export, marketing and human resources that require high levels of language and cross-cultural skills. Effectively integrate proven frameworks, models, and paradigms relevant to working skillfully in today s global business Form an appreciation for the impact of culture on the development of the moral system for evaluating what is right or wrong, good or bad, desirable or not. Become a global leader who not only has the ability to learn the customs, courtesies and business protocols of their counterparts from other countries, but must also understand the national character, management philosophies, and mindsets of the people. Recommended optional program components: The course is aimed at stimulating the intercultural sensitivity, understanding and managing cultural differences in international business. The following topics will be addressed: principles of cultures and mentalities, fundamental elements of intercultural management, working in an international context, getting to know international cultures. Trompenaars, F. and Hampden-Turner, C., Riding the Waves of Culture: Understanding Diversity in Global Business, 3 rd. edition, McGraw-Hill, Thompson, D.C., Cross-Cultural Management: Essential Concepts, SAGE Publications, Continuous assessment based on case analyses and presentations (40% of final grade). 35

36 Human Resource Information System MBAHRM544 Upon successful completion of this course the student will be able to: Effectively analyze an organization s HRIS needs and capacities. Develop criteria for selecting and evaluating HRIS tools. Apply different HRIS system user interface in an organization. Utilize HRIS to support and improve decision-making. Analyze a company s HRIS system, evaluate its strengths and weaknesses, and propose changes to improve it. Develop and implement human resources information systems in an organization Monitor and effectively manage human resources information systems in an organization. Recommended optional program components: 36

37 This course introduces systems, procedures, and project management methodologies associated with human resource information systems. Topics covered include information collection and storage, with emphasis on information use for strategic and organizational human resource planning purposes. Systems planning and implementation are also covered. Topics covered include: Basic concepts, technology, application, and management of human resources information systems, the creation of awareness among upcoming managers of different types of information systems in an organization so as to enable the use of computer resources efficiently for effective decision-making; understand various management information systems operating in an organization particularly in the Human Resource Management functional area and explain its relationship with the various other activities of the organization; how Human Resource Information Systems are bought/developed and implemented for various levels in an organization and explore the use of some common Information Systems development tools.. Kavanagh.M., Thite.M., and Richard Johnson.R., Human Resource Information Systems: Basics, Applications, and Future Directions, 3 rd. edition, SAGE Publications, Badgi.S., Practical guide to Human Resource Information Systems, Phi Learning Pvt. Ltd, New Delhi, Continuous assessment based on case analyses and presentations (40% of final grade). Work placement Business Ethics and Corporate Social Responsibility MBAHRM545 37

38 Upon successful completion of this course the student will be able to: Master the basic theoretical concepts of business ethics, corporate social responsibility, and sustainable development. Effectively analyze and the most central issues surrounding business ethics and sustainable business, Develop tools and skills for effective management of business ethics and sustainable development. Describe and assess theory and application of sustainable management Examine sustainable management from the perspective of design, business models, supply chains, production, and commercialization Assess innovation and entrepreneurship opportunities inspired by sustainability Recommended optional program components: The purpose of the course is to communicate theoretical and practical insights and developments in the fields of business ethics and sustainable business. The student will learn the characteristics of ethical issues in business. Students will become acquainted with the theoretical basis of business ethics: stakeholder-theory, theories of responsibility and normative ethical theory, intercultural ethics; as well as with theories and practices on the implementation of business ethics. The course is interactive, with class discussion, and group assignments, based on a company visit. Griseri, P., and Seppola, N., Business Ethics and Corporate Social Responsibility, South Western CENGAGE Learning, Crane, A., and Matten, D., Business Ethics: A European Perspective, Oxford UP, Continuous assessment based on case analyses and presentations (40% of final grade). Work placement 38

39 5. Entrepreneurship and Innovation Foundations of Entrepreneurship MBAEI551 Upon successful completion of this course the student will be able to: Understand the development of entrepreneurship as a field of study and as a profession. Understand the creative process of opportunity identification and screening. Understand the importance of innovation in the creation of sustainable competitive advantage. Use business models, pro-forma statements and cash flow projections to understand venture processes. Use a number of techniques to test a business model to ensure its viability. Describe a new business in a well-written venture plan. Understand the reasons for a choice of legal formation. Develop and implement an innovative entrepreneurial business initiative. Develop an appreciation of entrepreneurship in fostering innovation and productivity in an organization. Make informed decision about the entrepreneurial ideas that best suit the requirements of the dynamic and highly competitive global marketplace. Recommended optional program components: This course is designed to allow students to understand: the Foundations in Entrepreneurial Management. The course provides aspiring and early stage entrepreneurs with the fundamentals they need to begin their entrepreneurial journey. Students will learn about the importance of entrepreneurship in fostering innovation and productivity along with the latest thinking about the entrepreneurial mindset and how the entrepreneurship ecosystem works. Through a self-assessment of their own strengths and weaknesses, students will identify the expertise and connections they need to build in their networks and begin planning their entrepreneurial journey by setting goals and milestones. Through exposure to the fundamentals of entrepreneurship (including the different types 39

40 of business structures, legal issues like incorporation and intellectual property, and what types of financing to potentially target), students will make decisions on the business structure that is best suited to their venture. They will also have the opportunity to begin building their business by validating their business idea and working on their value proposition and business model with peers and others. Baron. R. and Shane.S., Entrepreneurship: A Process Perspective, South-Western CENGAGE learning, Harper,.D., Foundations of Entrepreneurship and Economic Development, Routledge, Continuous assessment based on case analyses and presentations (40% of final grade). Work placement Creating and Sustaining a Successful Business MBAEI552 Upon successful completion of this course the student will be able to: Have an enhanced understanding of the key models related to the key jobs of a general manager who is capable of effectively integrating the functional areas within an organization. Have a better understanding of the root causes and challenges facing a general manager in an organization. 40

41 Develop effective actions for addressing these problems in an organization. Recommended optional program components: The focus of this course is to introduce models about the key jobs of the general manager, who must integrate the marketing, product development, operations, strategic planning, financial, and human dimensions of the enterprise. We will employ these models throughout the course to understand the root cause of the challenges the general managers in our cases are facing, and to develop action plans for resolving them. During the case discussions, we will seek to answer some of the following questions; which are relevant to start-up companies as well as large, established ones. Topics covered include: asset management, business growth, corporate strategy, customer relationship management, emerging markets, innovation, risk assessment, success. Christensen.C., and Raynor.M., The Innovator s Solution: Creating and Sustaining a Successful Business, Harvard Business Review Press, Blanchard.K., Hutson.D., and Willis.E., The One Minute Entrepreneur: The Secret to Creating and Sustaining a Successful Business, Random House Audio; Unabridged edition, Continuous assessment based on case analyses and presentations (40% of final grade). Work placement Management of Innovation and Change MBAEI553 41

42 2nd Upon successful completion of this course the students will be able to: Understand critically a range of theories and practices of change management. Apply organizational change practices in different circumstances. Appreciate the complexities and challenges inherent in planning and managing organizational change. Be familiar with the nature of innovation and how to implement it. Research, identify, organize and present relevant materials and arguments in a range of modes. Discuss how to evaluate change using the organization development method. Recommended optional programme components: Managers must have a deep understanding of how innovation works, and how people interact with changed circumstances. Implementation of new ideas, new strategies and new technology is one of the most complex of any organization s tasks. This course introduces the student to the perspective of innovation and change in global business. It highlights the tools and techniques necessary to ensure success when bringing new processes and different strategies into an organization operating in the international business environment. Senior, S., Organizational Change, 4th edition, Prentice-Hall, Continuous assessment based on case analyses and presentations (40% of final grade). 42

43 Entrepreneurship in the Global Market MBAEI554 2nd Upon successful completion of this course the student will be able to: Have an enhanced knowledge of the theoretical underpinnings of entrepreneurship in the global market. Competently generate and develop ideas for an international entrepreneurial business venture. Have the necessary skills and tools to create and sustain an international entrepreneurial business. Become thoroughly familiar with ethical and sustainability issues surrounding entrepreneurship in the international business environment. Competently manage human resources in entrepreneurial businesses in the global marketplace. Analyze the conditions for entrepreneurship in various countries. Analyze how different countries require different strategies for entrepreneurial business ventures Identify possible sources and characteristics of viable entrepreneurial business opportunities in international context. Develop alternative business concepts for pursuing viable entrepreneurial opportunities in the global market. Identify the types of human, information, and financial resources required for launching and managing a new entrepreneurial venture. Recommended optional programme components: This course addresses themes related to entrepreneurship across borders in different parts of the world. This development represents a new type of entrepreneurship whereby instead of focusing on one country entrepreneurs often look for and develop new business ventures in the global marketplace. The course will introduce students to the theory and reality of taking an entrepreneurial business global in both established and emerging markets. The course will examine the particular challenges and 43

44 possibilities of developing an entrepreneurial business in the global marketplace. The course also examines different types of entrepreneurial ventures involving small, medium size, and large organizations across the globe. Specific themes addressed include: theories of international entrepreneurship; cultural imperatives of global entrepreneurship; innovation and business opportunities in developed and emerging markets; ethical and sustainability issues in global entrepreneurial ventures; ideas generation and management of human resources in global entrepreneurial businesses, etc. Carraher, S., and Welsh, D., Global Entrepreneurship,. Edition, Kendall Hunt Publishing, Welsh, D., and Carreher, S., Case Studies in Global Entrepreneurship, Kendall Hunt Publishing, Travis, T., Doing Business Anywhere: The Essential Guide to Going Global, Wiley, Foley, J.F., The Global Entrepreneur:Taking Your Business International,. Edition, Jamric Press International, Continuous assessment based on case analyses and presentations (40% of final grade). Entrepreneurship Business Plan MBAEI555 Learning outcomes of the course unit 44

45 Upon successful completion of this course the student will be able to: Have a comprehensive knowledge of the importance of business plan in an entrepreneurial venture. Develop an entrepreneurial business plan in small and medium size companies Implement, monitoring and adjusting the entrepreneurial business plan in a small and mediumsized organization. Recommended optional program components: This course is designed to highlight the development and application of the ideas and concepts of entrepreneurship and small business. It should be of value to participants who have an interest in developing their own concern, working for a smaller business or possibly to those who are interested in the entrepreneurial approach within larger organizations. At some stage in a future business career, all students will be involved with small business, whether as owner, employee, supplier or customer and, likewise, all are likely to be involved in preparing business plans. This course will give an insight into the development and planning of small and medium sized companies. Aulet.B., Disciplined Entrepreneurship: 24 Steps To A Successful Startup, Wiley, 2013 Abrams.R.,, Successful Business Plan: Secrets & Strategies, 5 th ; edition, Planning Shop, Barringer.B., Preparing Effective Business Plan: An Entrepreneurial Approach, Prentice- Hall, Hazelgren.B., and Covello.J.,, The complete book of Business Plans: Simple steps to writing Powerful Business plan,. Edition, Sourcebooks, Continuous assessment based on case analyses and presentations (40% of final grade). Work placement 6. Supply Chain and Operations Management 45

46 Supply Chain Planning and Management MBASCOM561 2nd Upon successful completion of this course the student will be able to: Have a thorough understanding of supply chain planning and management in the global market. Integrate various supply chain management entities in an organization. Plan and manage an integrated supply chain activity in an organization. Monitor and evaluate an integrated supply chain function in an organization. Recommended optional program components: This course addresses basic concepts and strategies adopted in the SCM. The primary focus is to develop a good understanding of strategic, tactical and operational issues of SCM and become familiar with the integration of various SCM entities. Topics include: supply chain strategy, e-procurement, supply chain risk management, supply chain coordination & integration, value of information (sharing), global SCM, customer value and SCM, dynamic pricing, coordinated product design chain and SC, supply chain performance measures, apply analytical methodologies through EXCEL in planning demand and supply in a supply chain and the role of transportation and evaluate the strengths and weaknesses of different modes of transportation. Chopra.S., and Meindl.P., Supply chain Management, Prentice Hall; 5 edition, 2012 Chopra.S., Supply Chain Management: Strategy, Planning and Operations, Prentice Hall; 5th edition,

47 Form of examination; - Continuous assessment based on case analyses and presentations (40% of final grade). Work placement Global Operations Strategy MBASCOM562 2nd Upon successful completion of this course the student will be able to: Apply concepts and applications of quantitative and qualitative models in Operations Management. Effectively model, manage, and optimize operations decisions in manufacturing and service organizations. Utilize a variety of quantitative and qualitative methods and tools used in managing and improving operations decisions. Develop and implement a global operations strategy. Evaluate a viable global operations strategy. Recommended optional program components: 47

48 This course provides students with the basic concepts of global operations strategies used in a competitive global market. Students learn how to build global operations strategies by examining economic theories that allow international businesses to thrive and stay ahead of the competition. The course also provides case studies where students investigate the foundations of international business management and strategy concepts. Course topics include operational planning & execution, planning for market entry, global supply chain strategy, import & export intermediaries, supplier, distributor contracts, service networks and competitive strategies, alternate methods of market entry, foreign direct investment and competitive advantages, Prof. Gong.Y, Global Operations Strategy: Fundamentals and Practice, Springer, London & New York, Continuous assessment based on case analyses and presentations (40% of final grade). Work placement Total Quality Management MBASCOM563 2nd Cycle Upon successful completion of this course the student will be able to: 48

49 Understand terminology, methods and tools which are essential for the quality practitioner, planner, and decision-maker. Effectively apply techniques and methods of total quality management, continuous improvement, six-sigma quality, and statistical process control. Recommended optional programme components: The course examines the concept of Total Quality Management (TQM) in the modern organization and assesses the role of information technology in effectively implementing a TQM strategy in the global market. The aim is to familiarize the student with quality philosophy, techniques and application in a modern enterprise. Topics covered include: fundamentals of TQM, customer-oriented product development, quality management systems. The student will be able to learn the various tools of TQM such as Six Sigma, quality functions development, cost effective design, cost of quality, Keizen, process management, ISO 9001:2000, etc.. Throughout the course lectures will be supplemented by up-to-date case materials from organizations. Goetsch, D.L., and Davis, S., Quality Management for Organizational Excellence: Introduction to Total Quality, 7 th. Edition, Prentice-Hall, Foster, F.T., Managing Quality: An Integrative Approach, 5 th. Edition, Prentice-Hall, 2012 Pyzdek, T., and Keller, P., The Six Sigma Handbook, 4 th. Edition, McGraw-Hill, Continuous assessment based on case analyses and presentations (40% of final grade). Operations Facilities and Systems Design MBASCOM564 49

50 Upon successful completion of this course the student will be able to: Design and implement effective operations facilities and systems. Analyze and propose alternative operations designs and systems based on industry best practice. Carry out a comprehensive evaluation of existing operations facilities and propose solutions for improvement. Recommended optional program components: This course will enable students to learn analytical skills to evaluate the influence of markets, raw materials, labor, government policy etc on strategic decisions for location of manufacturing and service facilities in a dynamic global economy. To provide the analytical skills for the design of layouts which optimize performance, minimize operating costs, and support strategic marketing and business objectives. Orwell.J., Jennette.S., Operation Management, HBSS Publishing, Dennis.A., Haley Wixom.B.,and Roth.R., Systems Analysis and Design, Wiley Global Education; 4 th. edition, Continuous assessment based on case analyses, exercises, and presentations (40% of final grade). 50

51 Work placement Global Supply Chain Optimization MBASCOM565 Upon successful completion of this course the students will be able to: Develop and implement a systematic framework for analyzing the behavior of large and complex supply chain networks. Categorize and build upon the relationship and motivations of suppliers and distributors to ensure supplies of raw materials and markets for finished goods. Utilize information technology and various quantitative and qualitative approaches that reduce production, inventory and transportation costs, and improve service levels and profitability. Develop an understanding of how to exploit special problem structure and tailor appropriate optimization methodologies to effectively solve supply chain models. Implement a systematic framework for optimizing supply chain activities in organizations operating in the global marketplace. Recommended optional programme components: Effective and efficient management of the Supply Chain has become even more important in recent years given that product life cycles are shrinking and competition is growing in intensity. Demand planning and optimizing supply network activities represents a great challenge as well as a tremendous opportunity for today s organizations. This course will provide students with a hands-on understanding of the strategic role of Supply Chain Management (SCM), how to manage and improve supply chain processes and performance. Students will explore important supply chain metrics, the primary tradeoffs in making supply chain decisions, and the basic tools for effective and efficient supply chain management, production planning and inventory control, order fulfillment and supply 51

52 chain coordination. Specific software tools such as SAP SCM system will be utilized to illustrate planning and optimizing the supply chain. Several recent and influential innovations such as revenue management, vendor managed inventories, revenue sharing, radio frequency identification (RFID) and supply chain software solutions will be discussed. Guenes, J., and Pardalos, P.M. (eds.), Supply Chain Optimization, Springer, Poirier, C., and Reiter, S.E., Supply Chain Optimization: Building the Strongest Total Business Network, Berret-Koehler Publishers, Continuous assessment based on case analyses, exercises, and presentations (40% of final grade). 5. ICT Management ICT Project Management MBAICTM571 1 Upon successful completion of this course the student will be able to: Identify desirable characteristics of effective project managers. 52

53 Apply appropriate methodologies to develop a project schedule. Aapply business and organizational principles and techniques to utilize the appropriate roles and responsibilities of the ICT project team. Develop the various parts of a project plan using industry-standard tools and project management methodologies Forecast time, resource, and budgeting requirements for a project to coordinate the work within a project team and meet project objectives. Apply procurement management tools and techniques to the process of solicitation, contract administration, and cost reimbursement. Define customer and business requirements to identify project scope and evaluate methods for minimizing and managing scope creep. Recommended optional programme components: The course is aimed at introducing students to the project management culture using information and communication technology (ICT) as a new paradigm for getting organized in the organization. It provides both a theoretical and practical overview of project management as it relates to technologyoriented projects. The course exposes the student to project management principles, techniques and tools that are used to guide traditional business-oriented ICT projects, as well as those adaptations that are designed to support the development of more creative ICT projects. A set of project outputs that are based on best-practice and industry standards will be developed by students, as a training tool in preparation for undertaking real ICT-oriented projects. Jamal, T., ICT Project Management, ebook, Kerzner, H.R., Project Management: A Systematic Approach to Planning, Scheduling and Control, Wiley, Kerzner, HR., Project Management Case Studies, Wiley, Hill, G.M., The Complete Project Management Methodology and Tool Kit, Auerback, London, Continuous assessment based on case analyses, exercises, and presentations (40% of final grade). 53

54 Information Systems and Business Intelligence MBAICTM572 Upon successful completion of this course the course the student will be able to: Understand the critical concepts and terminologies in information systems. Understand the role of non-it managers in information systems planning, systems development, and hardware and software selection. Define problems and the current environment for existing business systems in the areas of accounting, finance, marketing, and manufacturing. Know the important business functions provided by typical business software such as Customer Relationship Management (CRM) and Enterprise Resource Planning (ERP). Understand the technical aspect of telecommunication systems and internet as well as their roles in business environment. Become familiar with the investigative methods for building and designing computer based information systems. Appreciate the trends, ethical, security, and globalization issues in information technology. Use software tools to analyze and solve business problems Recommended optional program components: 54

55 This course is intended to provide an integrative foundation in the field of business intelligence at the operational, tactical, and strategic levels. Topics such as value chain, customer service management, business process analysis and design, transaction processing systems, management information systems, and executive information systems will be covered, along with other topics relevant to the field of business intelligence. Sharda.R., Delen.D., and Turban.E., Business Intelligence and Analytics: Systems for Decision Support, 10 th. Edition, Prentice-Hall, Laudon, K.C. and Laudon, J.P., Management Information Systems: Managing the Digital Firm, 11 th. Edition, Person, N.Y., Continuous assessment based on exercises, quizzes, and presentations (40% of final grade). Work placement Value Chain, Networks, and Knowledge Management MBAICTM573 Upon successful completion of this course the student will be able to: 55

56 Effectively evaluate value chains, networks, and knowledge management activities in an organization. Design and implement a value chain and knowledge management system in an organization. Carry out an evaluation of a knowledge management system in an organization and propose measures for improvement. Evaluate an organization s external value chain and network and propose measures for improvement. Recommended optional program components: This course is to conceptualize knowledge management in value chains, integrating the concepts of communication (networks) and learning as integral parts of an effective knowledge management which induce changes and action. The main purpose of the course is to : Learn the basic definition and theories of Value chain, Networks and Knowledge management, Defines value chain as the whole range of activities involved in the design, production and marketing of a product., The input-outputstructure of the chain, linking the flow of tangible resources with the flow of intangible knowledge, the spatial structure of production- and distribution networks (territoriality),the governance-structure and the related power relations between the actors of the value chain, which determine the distribution of financial, material and personal resources along the chain and an embeddedness of actors within an institutional framework. Oliveira.A., and Gimeno.A.,, Managing Supply Chain Networks: From Value Chain to Value Network, Pearson Part of the FT Press Operations Management series, Liebowitz, J., (ed.), Knowledge Management Handbook: Collaboration and Social Networking,. Edition, CRC Press, Groff.T., Jones.T,Introduction to Knowledge Management, Routledge, Erickson.S., Rothberg.H., Carr. C., Knowledge-sharing in Value-Chain Networks: Certifying Collaborators for Effective Protection processes, in Advances in Competitiveness Research, American Society for Competitiveness, London, Continuous assessment based on exercises, quizzes and presentations (40% of final grade). 56

57 Work placement Enterprise Resource Planning MBAICTM574 Upon completion of this course the student will be able to: Examine systematically the planning mechanisms in an enterprise, and identify all component in an ERP system and the relationships among the components Analyze production planning in an ERP system, and systematically develop plans for an enterprise. Use methods to determine the correct purchasing quantity and right time to buy an item, and apply these methods to material management. Understand the difficulties of a manufacturing execution system, select a suitable performance measure for different objectives, and apply priority rules to shop floor control. Use ERP to enhance the organization s competitive position in the marketplace Use ERP software in analyzing the organization s competitive position. Recommended optional program components: The focus of this course is on illustrating procurement, production, and sales business processes using ERP software. Student will be able to understand the fundamentals of enterprise resource planning (ERP) systems concepts, and the importance of integrated information systems in an organization, provides an overview of the managerial and technical issues in planning, designing, implementing, and extending enterprise systems and technologies. The focus of the course is managerial with some technical content and several hands-on exercises involving enterprise software from the industryleader SAP. This course will also be of interest to students of information systems, accounting, industrial engineering, technology management and related disciplines as well as managers and practitioners who need an understanding of the use and impact of modern technologies on business organizations. 57

58 Wagner. B.,and Monk E.,, Enterprise Resource Planning, Cengage Learning, 3 rd. edition, Sumner.M.,, Enterprise Resource Planning, Prentice-Hall, Continuous assessment based on exercises, quizzes and presentations (40% of final grade). Innovation and Technology Management MBAICTM575 Upon successful completion of this course the student will be able to: Identify and critically analyze technology and innovation management issues Evaluate technologies and innovations and select appropriate strategies to manage them Apply tools and techniques to real business situations, cases and simulations Understand the major tools that are used increasingly to assist innovation management, both at the project level and at the level of organizational development. Understand the central role of learning in innovation and in innovation management. Stimulate and inform a strategic perspective on the role of innovation, and in particular to increase understanding of: 58

59 1. The characteristics of innovation processes and the factors that shape and drive innovation; 2. The potential roles of incremental and disruptive innovation in creating and sustaining firm competitiveness Understand the sources of innovation competence in firms and how these competences are developed, and in particular to increase understanding of: 1. Why some firms are more successfully innovative than others; 2. The many different sources of knowledge and capability used for innovation and the strategies for accessing them. Recommended optional program components: The course addresses fundamental issues in the management of information technology. Students will learn how to identify, acquire and implement new information technology to sustain an organization s competitive strategy. Participants will also learn how to plan IT options to address important competitive needs of the organization. Other themes covered in the course include: market driven and technology driven product development, risk management, successful leadership models, effective IT management techniques and styles, team approaches to problem solving, competitive analysis and distribution strategies in the global market place. Carayannis, E.G. (ed.), Innovation, Technology, and Knowledge Management, Springer, Sun, H. (Ed.), Management of Technological Innovation in Developed and Developing Countries, Intechopen, Tastogi, P.N., Management of Technology and Innovation: Competing Through Technological Excellence,. Edition, SAGE Publications, Dodgson, M., Gann, D.M., and Slater, A. (eds.), The Management of Technological Innovation: Strategy and Practice, Oxford University Press, Recommended Reading: International Journal of Innovation and Technology Management (various issues). - Continuous assessment based on exercises, quizzes and presentations (40% of final grade). 59

60 6. Healthcare Management Public Health MBAHCM581 Upon successful completion of the course the student will be able to: Asses health status of the country for larger administrative units and for specific groups at higher risk than the general public Analyze trends in socio-demographic variables related to public health Analyze current and potential threats to public health Analyze resources and assets to support public health, etc. Prerequisite and co-requisite: Recommended optional program component: This course provides an introduction and historical overview of public health and the core concepts that represent the foundation of the current public health field. Students will also be able to examine some fundamental ethical issues in public health research and practice. The course provides the student with fundamental insight into essential public health functions and how they are performed; surveillance, research and control of risks and threats to public health. The student will also learn about health promotion, development of policies and institutional capacity for public health planning 60

61 and management; strengthening of public health regulation and enforcement capacity; as well as human resources development and training in public health Scutchfield, F.D., and Keck, C.W., Principles of Public Health Practice, 3rd edition. Delmar Thompson Learning, Detels, R., et al, Oxford Textbook of Public Health, 5th. Ed., Oxford University Press, Continuous assessment based on case analyses and presentations (40% of final grade). Applied Epidemiology MBAHCM582 Upon successful completion of this course the student will be able to: Analyze the measures which are generally used to describe the health of populations or groups of people within a given population. Use scientific methods and procedure to assess potential associations of different personal and social characteristics, exposure and the occurrence of diseases and other relevant health issues. Analyze epidemiological problems in a population using core scientific principle and procedures. Analyze the impact of microbial diseases on the health of a population. Gain an understanding of epidemiology and prevention of chronic diseases in a population or groups within the population. 61

62 Prerequisite and co-requisite: Recommended optional program component: The course is an introduction to the principles of epidemiology, including: 1. the use of descriptive measures to describe the health of populations or groups of people within the population, 2. approaches to assessing potential associations between personal characteristics, behaviors, or exposures and the occurrence of disease or other adverse health outcomes, 3. the basics of study design, including case-control studies and cohort studies and attendant approaches to defining case or exposure status. Students will be able to examine core principles of epidemiology and statistical evaluation of the impact of microbial diseases on the health of community- and clinic-based populations. The epidemiology and prevention of chronic diseases will be emphasized. Brownson, R.C. & Pettiti, D.B., Applied Epidemiology: Theory and Practice, Oxford University Press, Continuous assessment based on case studies and presentations (40% of final grade). Quality Management in Healthcare MBAHCM583 62

63 Upon successful completion of the course the student will be able to: Assess the major quality improvement initiatives that focus on populations or communities, including those used by managed care organizations and public health agencies. Analyze and discuss the role of research and public policy in improving quality Apply quality management methods and skills in a case analysis. Evaluate major principles and concepts used in defining and measuring quality. Assess the role of leadership, organizational culture and teams in effective quality improvement. Examine principles and processes in total quality management, including continuous quality improvement and Six Sigma and show how it applies to the healthcare sector. Analyze the use of outcomes and outcomes measurement in quality management. Understand information management and technology in quality improvement. Analyze factors that influence and improve consumer and patient satisfaction. Summarize the legal and regulatory environment pertinent to quality improvement, including current issues of medical errors and patient safety. Examine methods and initiatives to improve quality in hospitals, nursing homes, and physician practices and available information to compare providers. Prerequisite and co-requisite: Recommended optional program component: The course examines methods and tools for managing quality in healthcare, including developments in quality improvement, and outcomes measurement in hospitals, physician practices, nursing homes, managed care and public health, as well as legal and policy issues. The course focuses on the effects of sophisticated quality and health outcome measures as used by individuals, employers and insurers to compare the results of various providers. The course will cover the forces of the smarter external customers and internal pressures to justify costs, continuous quality improvement, risk management, and changes demanding creative healthcare marketing techniques. Lighter, D.E., and Fair, D.C., Quality Management in Health Care: Principles and Practices, Jones & Bartlett Publishing, Sudbury, MA, Continuous assessment based on case analyses and presentations (40% of final grade). 63

64 Legal Aspects of Healthcare Management MBAHCM584 Upon successful completion of this course the student will be able to: Assess the structure of the legal system, and the sources of laws, regulations, and guidelines and how these affect various healthcare environments, and healthcare workers, management, and allied professionals. Analyze the many legal issues that confront professionals working in healthcare organizations. Evaluate various contracts, legal reporting requirements, and risk-reduction strategies. Demonstrate an awareness of the rights, responsibilities, and duties of various health care professionals. Demonstrate a strong foundation of health law knowledge that is essential while working in the health care industry. Employ a working knowledge of various human resource issues as they apply in fields of healthcare. Prerequisite and co-requisite: Recommended optional program component: This course provides an overview of the legal issues facing the healthcare industry. It examines principles and practical applications of the laws that affect the operational decisions of healthcare providers that impact the development of markets for healthcare products and services. The course provides clear legal explanations, definitions, and case examples, which will result in the student gaining a better understanding of the legal aspects of healthcare. It provides a basic working knowledge of health law that is comprehensive and inclusive of a wide variety of healthcare legal issues. 64

65 Pozgar, G.D., Legal Aspects of Healthcare Administration, Jones & Bartlett Publishing, Sudury, MA, Continuous assessment based on case analyses and presentations (40% of final grade). Global Healthcare Management MBAHCM585 Cycle Upon successful completion of this course the student will be able to: Critically assess the international environment of healthcare and evaluate how it influences international healthcare management and cooperation. Develop and implement an international healthcare strategy. Develop ways of successfully managing international healthcare projects and cooperation between teams with different cultural backgrounds. Appreciate the role of culture in international healthcare management and collaboration. Understand the key concepts in international human resource management and international organizational behavior in the healthcare sector. Have an enhanced understanding of human resources management within the context of international healthcare management and collaboration 65

66 Prerequisite and co-requisite: Recommended optional program component: This focus of this course is to enable students critically analyze the international environment of healthcare and consider the crucial factors that influence international management and cross-border strategy formulation and implementation within the healthcare sector. This module examines the critical aspects of international healthcare management and cooperation across borders. Heltz, C., Global Health Care: Issues and Policies, Jones & Bartlett, Continuous assessment based on case analyses and presentations (40% of final grade). 66