abest21 accreditation appendixfeb.undip.ac.id/admin/dokumen/31112b19f01015ac2e2caeca02... · 2017....

ABEST21 Accreditation

APPENDIX

“The Kaizen Report 2017 (Format-A)”

FACULTY OF ECONOMICS & BUSINESSDIPONEGORO UNIVERSITY

Address: Jl. Prof. Soedharto SH. Tembalang, Semarang INDONESIA 50272

Phone: +62 24 76486851, 76486853, Fax: +62 24 76486852Web: www.feb.undip.ac.id/en

29 June 2017

DETAILS OF SCHOOL

Name of School : School of Business

Name of Faculty : Faculty of Economics & Business

University : Diponegoro University

Address : Jl. Prof. Soedharto SH. Tembalang, Semarang INDONESIA50272

Phone: +62 24 76486851, 76486853,

Fax: +62 24 76486852

Web: www.feb.undip.ac.id/en

Proposed Program forAccreditation

: Master of Management and Master of Accounting

Dean : Dr. Suharnomo,MSi,

mail: [email protected]

Contact Person : Anis Chariri, PhD, Akt

Email: [email protected]

[email protected]

APPENDIX 1

PUBLICATION

LIST OF PUBLICATIONPeriode June 2016 - May 2017

1. Suharno, Indah Susilowati, Sutrisno Anggoro, Dan Edy Yusuf A.G. 2016. TheFisheries Management For Small-Scaler of Shrimp Fishers in Cilacap UsingBionomics Model. International Journal Of Applied Business And EconomicResearch (IJER) Vol.14 No.10 P. 6915-6920

2. Sri Nawatmi, Miyasto, Dan Akhmad Syakir Kurnia. 2016. The Impact OfGlobalization On Inflation In Indonesia.International Journal Of AppliedBusiness And Economic Research (IJER) Vol.13 No.3 P. 1213-1230.

3. Sucihatiningsih Dian Wisika Prajanti, Indah Susilowati. 2016. The prospect ofintegrated farming system of crops-fish-husbandary as the survival strategy tosecure the farmers’ economy: case study in magelang – Indonesia. InternationalJournal of Economics and Financial Issues, 6(S6) 84-87

4. Shanty Oktavilia, Firmansyah Firmansyah. 2016. The Relationships ofEnvironmental Degradation and Trade Openness in Indonesia. InternationalJournal of Economics and Financial Issues, 6(S6) 125-129

5. Gregorius N. Masdjojo, FX. Sugyanto, Miyasto and R. Mariatmo. 2016. AnEmpirical Study Of Foreign Exchange Reserve Through The Balance OfPayment Of Indonesia Based On The Keynesian And The MonetaryApproach. International Journal Of Applied Business And EconomicResearch (Ijaber). Vol 14. No 11: 7647-7674

6. Firmansyah, Shanty Oktavilia. 2015. Indonesian Economic Structure: An Analysisof Temporal Leontief Inverse. JEPVol.16 No.2 Desember. DOAJ.

7. Agus Budi Santosa, FX. Sugiyanto and Dwi Setia Poerwono. 2017. DornbuschSticky Price Model Test In Explaining The Exchange Rate Fluctuation Of RupianTo American Dollar. International Jounal Of Economic Research (IJER) Vol.14 Issues 4: 1-13.

8. Nuryakin and Berta Bekti Retnawati. 2016. Using Technological RelationalCapabilities to Investigate Marketing Performance in International WoodenMarket . Information (Japan). Vol. 19. No 7A. pp.2555-2564.

9. Sukresna, I.M.a, Hamilton, J.b, Tee, S.b. 2016. Channel relationships from theperspectives of manufacturers and their connecting distributors inIndonesia . Asia Pacific Journal of Marketing and Logistics. Volume 28, Issue3,, Pages 525-546.

10.Hersugondo, Robiyanto, Wahyudi, S., Irene, R.D.P., 2016. The test of day of theweek effect and turn-of-month effect by using a garch approach: Evidence fromIndonesia capital market . International Journal of EconomicResearch.Volume 13, Issue 1, Pages 153-163.

11.Suseno, B.D.ab, Dwiatmadja, C.c.2016. Technology transfer motive of managersin Eastern Asia: Empirical results from manufacture industry in Banten province,Indonesia. Problems and Perspectives in Management. Volume 14, Issue 2,2016, Pages 36-45

12.Bambang Moertono, I. Made Putrawan, Syliviana Murni, Imam Ghozali. 2016.Effect of organizational structure, leadership and trust on job performance ofemployee: a case study on employee at universitas ternama. InternationalReview Of Management And Marketing, 6(4), 711-721.

13.Berta Bekti Retnawati dan Nuryakin. 2016. Developing salesperson performance:the role of customer encountering competency portfolio, relational capital andexcellent customer heterogeneity. International Review Of Management andMarketing, 6 (4) 891-897

14.Naili Farida, Elia Ardyan, dan Nuryakin. 2016. Gender differences in interest inusing electronic money: an application of theory plannedbehaviour. International Review Of Management and Marketing, 6 (4) 898-904

15.Manaf, A., Suharnomo, Yuzal,H., Fisher, M. 2016. Inclusive approach: Aperspective towards more equitable housing provision? Housing, Care andSupport. Volume 19, Issue 3-4, Pages 81-92.

16.Farida, N., Ardyan, E. 2016. Repeat purchase intention of starbucks consumersin Indonesia: A green brand approach. Trziste, Volume 27, Issue 2, Pages 189-202.

17.Farida, N., Ardyan, E., Nuryakin, N. 2016. Gender differences in interest in usingelectronic money: An application of theory planned behavior. InternationalReview of Management and Marketing. Volume 6, Issue 4, Pages 898-903.

18.Kin, N., Farida, N. 2016. Effects of convenience online shopping and satisfactionon repeat-purchase intention among students of higher institutions inIndonesia. Journal of Internet Banking and Commerce. Volume 21, Issue 2,Article number 176, 19p.

19.Farida, N. 2017. Antecedent of innovation and marketing performance in Batikindustry. Advanced Science Letters, Volume 23, Issue 1, Pages 471-474.

20.Widodo, Yuwalliatin, S., Astuti, E.D. 2016. The development design of knowledgequality based on knowledge networking and cross-functional integration towardsSMES’ innovative performance. Journal of Applied Economic Sciences. 10 (8)

21.Widodo, 2016. The implementation of knowledge strategy-based entrepreneurialcapacity to achieve sustainable competitive advantage. Source of theDocument International Business Management, 10 (9), pp. 1581-1591

22.Widjajanti, K., Widodo. 2016. Improving organizational innovation by humancapital, knowledge sharing and organizational learning base. Source of theDocument International Business Management. 10 (9), pp. 1599-1609

23.Nurhayati, Tatiek, Hendar. 2017. Customer Interaction Management Capabilitieson the Micro-Retail Fashion in Indonesia.Journal Of Relationship Marketing.16 (1):1-20.

24.Juliarto, Agung. 2017. Managerial Ownership Infuencing TunnellingBehaviour. Australasian Accounting, Business and Finance Journal. Vol 7(2): 25-46.

25.Nupus, H., Setiadi, R., Soesanto, H. 2016. The effect of social capital on theproduct innovativeness and marketing performance in indonesian furniture smalland medium-sized enterprises. International Review of Management andMarketing. Volume 6, Issue 7 Special Issue,Pages 355-360.

26.Anne Putri, Abdul Rohman, Dan Anis Chariri. 2016. Tax Avoidance, EarningsManagement And Corporate Governance Mechanism ( An Evidence FromIndonesia), International Journal Of Economic Research (IJER) Vol.13 No. 4P. 1931-1934

27.Weli, Imam Ghozali, Dan Agus Purwanto. 2016. The Level Of The EnterpriseSoftware Usage And Firm Performance: User’s Satisfaction As AMediator. Information Vol.19 No. 7b P. 2943-2948

28.Dwi Theresia Hastuti, Imam Ghozali, Etna Nur Afri Yuyetta. 2016. The effect ofinternational financial reporting standars on the real earnings management andinternal control structure as a moderating variable, International Journal OfEconomics And Financial Issues, 2016, 6(4), 1807-1814.

29.Hengky Latan, Christian M. Ringle, Charbel Jose Chiappetta Jabbour. 2016.Whistleblowing intentions among public accountants in indonesia: testing for themoderation effects. Journal of Business Ethics. pp 1–16

30.Muhtar, Abdul Rohman, Anis Chariri. 2016. Opportunistic Behaviour And PublicSpending: The Case Of Indonesia.Corporate Ownership & Control. Vo.14,Issue 1, (Continued 3)

31.Stefani Lily Indarto, Imam Ghozali. 2016. Fraud Diamond: Detection Analysis OnThe Fraudulent Financial Reporting.Risk Governance And Control: FinancialMarkets & Institution, Vol 6. Issue 6 (Continued 1)

32.Suleman H. A. Kahar, Abdul Rohman, Anis Chariri. 2016. ParticipativeBudgeting, Budgetary Slack And Job Satisfaction In The Public Sector. Journalof Applied Business Research (JABR), Volume 32. Number 6

33.K.D Karlina Aprilia, Abdul Rohman, Anis Chariri and Imam Ghozali. 2016. CreditRisk And Earning Management Mediated The Relationship Between CashCompensation And Bank Performance: Evidence From Indonesia. The SocialScience. Vol 11. No 21: 5060-5070

34.Syahril Djaddang, Imam Ghozali and Tarmizi Achmad. 2016. The DeterminantOn Accrual Management And Earning Volatility: A Study Hedge And UnhedgedCompany In Indonesia. The Social Science. Vol 11. No 21: 5071-5079.

35.Zulaikha, Ghozali, I., Hadiprajitno, P.T. 2016. Factors affecting the governmentprocurement fraud: The independent auditor’s point of view evidence fromIndonesia. Corporate Board: Role, Duties and Composition. Volume 12, Issue 3,Pages 61-68.

36.Lilis Sulistyani, Imam Ghozali, Jaka Isgiyarta, 2017. ORGANIZATIONALCONTROL AND PERFORMANCE: AN EMPIRICAL STUDY OF FINANCIALINSTITUTIONS. Corporate Ownership and Control. Volume 14. Issue 3(DOI:10.22495/cocv14i3art6 ).

37.Suratno Suratno, Syahril Djaddang, Imam Ghozali. 2017. The Role of BusinessRisk and Non Debt Tax Shields to Debt to Equity Ratio on Pharmacy ListedCompanies in Indonesia. International Journal of Economics and FinancialIssues. Vol 17 (2): 73-80.

APPENDIX 2

CURRICULUM

CURRICULUM

MASTER OF ACCOUNTING

MISSION STATEMENTThe mission of Master of Accounting Program consistent with the mission andobjectives of the School of Business, and the mission and objectives of DiponegoroUniversity. The mission of the School is to be the centre of excellence ingraduating highly skilled business professionals through innovativeeducation and a broad range of research and community services.



PROGRAM STUDENT LEARNING OUTCOMES AND GOALSA. Our graduates will be critical thinkers and will have an in-depth understanding of

Accounting principles, theories and concepts.Goal 1: Each student will develop a deeper knowledge and understanding of

accounting principles, theories and concepts and be able to identifybusiness and government accounting problems and use the appropriateresearch tools to develop effective solutions to accounting problems.

Goal 2: Each student will be able to analyze emerging developments and theirpossible effect on accounting theory and practice.

B. Our graduates will understand professional responsibilities and ethics.Goal 1: Each student will be able to recognize ethical weaknesses in accounting

situations and be able to propose effective solutions to thoseweaknesses.

Goal 2: Each student will understand his/her professional responsibilities and therole of corporate governance, risk management and internal controls.

C. Our graduates will be proficient in the assessment and use of accountinginformation and technology.Goal 1: Each student will understand the importance and elements of high quality

accounting information and the role of technology.Goal 2: Each student will understand how to assess and use information and

exercise appropriate judgment.

PRE SEMESTERCode Subject Credit

EMA 22601 Financial Accounting 3EMA 22602 Cost and Management Accounting 3EMA 22603 Auditing 3EMA 22604 Business Statistics 3

Total Credit 12

CORPORATE ACCOUNTING SPECIALIZATIONSemester Subject Credit

I 12EMA 22611 Accounting Theory 3EMA 22612 Public Sector Accounting 3EMA 22613 Forensic Accounting 3EMA 22614 Philosophy of Science 3

II 12EMA 22621 Strategic Management Accounting 3EMA 22622 Study of Accounting Standards 3EMA 22623 Accounting Information Systems and Control 3EMA 22700 Research Methodology 3

III 15EMA 22631 Business Analysis and Valuation 3EMA 22632 Governance and Business Ethics 3EMA 22633EMA 22634

Tax Management*Corporate Risk Management*

3

EMA 22701 Research Proposal 3EMA 22702EMA 22703

Quantitative: Multivariate Analysis*Qualitative: Sociology in Accounting*

3

IV 6EMA 22800 Thesis 6

Total Credit* Optional subject

45

GOVERNMENTAL ACCOUNTING SPECIALIZATIONSemester Subject Credit


II 12EMA 22624 Governmental Accounting Systems 3EMA 22625 Governmental Budgeting and Performance Evaluation 3EMA 22626 Administrative Law 3

EMA 22700 Research Methodology 3III 15

EMA 22635 State Financial AuditingEMA 22636 Governance and State Financial Management 3EMA 22637

EMA 22638

Governmental Assets Management*Contemporary Issues in Public Sector Accounting* 3

EMA 22701 Research Proposal 3EMA 22701

EMA 22702

Quantitative: Multivariate Analysis*Qualitative: Sociology of Accounting*

3


Total Credit* Optional Subject

45

FORENSIC ACCOUNTING SPECIALIZATIONSemester Subject Credit


II 12EMA 22627 Internal Control Systems 3EMA 22628 Economic and Technology Cyber Crime 3EMA 22629 Criminal Law 3EMA 22700 Research Methodology 3

III 15EMA 22639 Investigative AuditEMA 22640 Financial Statement Fraud 3EMA 22641EMA 22642

Criminology*Contemporary Issues in Forensic Accounting*

3

EMA 22701 Research Proposal 3EMA 22701EMA 22702

Quantitative: Multivariate Analysis*Qualitative: Sociology of Accounting*

3


Total Credit* Optional Subject

45

MASTER OF MANAGEMENTNEW CURRICULUM

VISIONTo be a learning resource graduating a highly professional in management with a broad

range of knowledge developmentMISSION

To serve community better through development, dissemination and application ofsciences in management

To inspire and implement a broad range of researches To improve and develop a learning environment with outstanding professionalism,

teaching and academic quality.No. Learning Goal Learning Objectives

1Graduates demonstrateprofessional ability in the field ofmanagement and business

The ability to develop rational management solutionsThe ability to develop strategic scenario in management

2

Graduates demonstrate theability to conduct research in thefield of management andbusiness

The ability to design management research.The ability to apply management researchThe ability to disseminate management research

No. Learning Goal Learning Objectives

1To produce quality research inthe field of management andbusiness

Produce research with the funding from relevantinstitutions (The Ministry of Research, Technology andHigher Education)Generate applied research in the field of managementand business with third party funding source.

2To produce quality publicationsin the field of management andbusiness

To publish in national journalTo publish in international journals

No. Learning Goal Learning Objectives

1 Conducting community serviceprojects

Community service in accordance with the thematicareas of scienceCommunity service in accordance with the needs of thecampus environment.

Learning Objective by Course

SUBJECTS

The ability todevelop rationalsolutions in thefield ofmanagement

The ability todevelopstrategicscenario inmanagement

The ability todesignresearch in thefield ofmanagement

The ability toapplymanagementresearch

The ability todisseminatemanagementresearch

Introduction To BusinessManagement √ √Business Communication √ √Entrepreneurship √ √Statistics For Managers √ √ √ √ √Introduction to Economics ForManagers √ √ √ √ √

SEMESTER 1- COURSES (18 credits - 4-6 months)SUBJECTS

Problem Solving and DecisionMaking √ √ √ √ √Marketing Management √ √ √ √ √

Financial Management √ √ √ √ √Human Resources Managementand Ethical Leadership √ √ √ √ √Operational PerformanceManagement √ √ √ √ √Strategic Management √ √ √ √ √Spesialistics (Elective Courses): Marketing Management

SEMESTER 2 - COURSES (12 credits - 4-6 months)Managerial Accounting √ √ √ √ √Strategic Marketing √ √ √ √ √Consumer Behaviour Analysis √ √ √ √ √Marketing Research √ √ √ √ √

SEMESTER 3 - COURSES (12 credits - 4-6 months)

Managerial Economics √ √ √ √ √Sales and Distribution Management √ √ √ √ √Product Portfolio Analysis andBrand Management √ √ √ √ √Seminar in Marketing Management √ √ √ √ √

SEMESTER 4 - COURSES (8 credits - 4-6 months)Thesis Supporting Course √ √ √ √ √Soft Competence for Managers √ √ √ √ √Thesis √ √ √ √ √Spesialistics (Elective Courses): Financial Management

SEMESTER 2 - COURSES (12 credits - 4-6 months)Managerial Accounting √ √ √ √ √Portfolio and InvestmentManagement √ √ √ √ √Business Planning and CorporateBudgeting √ √ √ √ √Research in Finance √ √ √ √ √


Managerial Economics √ √ √ √ √Lialibilities and Assets Management √ √ √ √ √Risk Management √ √ √ √ √Seminar in Financial Management √ √ √ √ √

SEMESTER 4 - COURSES (8 credits - 4-6 months)Thesis Supporting Course √ √ √ √ √Soft Competence for Managers √ √ √ √ √Thesis √ √ √ √ √

Spesialistics (Elective Courses): Human Resources Management

SEMESTER 2 - COURSES (12 credits - 4-6 months)Managerial Accounting √ √ √ √ √Organizational Behaviour Analysis √ √ √ √ √Compensation Management √ √ √ √ √Research in Human ResourcesManagement √ √ √ √ √


Managerial Economics √ √ √ √ √Training and DevelopmentManagement √ √ √ √ √Smart Emotions For Managers √ √ √ √ √

Seminar in Human ResourcesManagement √ √ √ √ √


Spesialistics (Elective Courses): Strategic Management

SEMESTER 2 - COURSES (12 credits - 4-6 months)Managerial Accounting √ √ √ √ √Strategic Planning √ √ √ √ √Competitive Advantage Strategy √ √ √ √ √Research in Strategic Management √ √ √ √ √


Managerial Economics √ √ √ √ √Business Portfolio Analysis √ √ √ √ √Innovation Management andOrganizational Development √ √ √ √ √Seminar in Strategic Management √ √ √ √ √


STUDYGUIDE

2016-2017

MASTER OF MANAGEMENT(M.M.)

UNIVERSITAS DIPONEGOROINDONESIA

2

Table of Contents

FOREWORD ......................................................................................................................................... 4

CURRICULUM...................................................................................................................................... 5

Curriculum for Master in Management (Marketing) ..................................................... 6

Curriculum for Master in Management (Finance) .......................................................... 7

Curriculum for Master in Management (HR) ................................................................... 8

Curriculum for Master in Management (Operation)...................................................... 9

Curriculum for Master in Management (Strategic Management) ........................... 10

Curriculum for Master in Management (Strategic Management for Public

Sector) ...................................................................................................................................... 11

COURSE DESCRIPTION ................................................................................................................. 13

A. MANDATORY SUBJECTS FOR ALL CONCENTRATIONS ................................. 13

SEMESTER I COURSES .......................................................................................... 13

SEMESTER II COURSES......................................................................................... 16

SEMESTER IV COURSES........................................................................................ 16

B. SUBJECTS FOR HUMAN RESOURCES MANAGEMENT MAJOR..................... 25


SEMESTER III COURSES ....................................................................................... 26

C. SUBJECTS FOR MARKETING MAJOR.................................................................. 18



D. SUBJECTS FOR STRATEGIC MANAGEMENT MAJOR ...................................... 33



E. SUBJECTS FOR PUBLIC SECTOR STRATEGIC MANAGEMENT MAJOR...... 37

3



F. SUBJECTS FOR FINANCE MAJOR ........................................................................ 21



4

FOREWORD

Assalamu’alaikumwarahmatullahiwabarakatuh,

The Master of Management Program,

UniversitasDiponegoro (MM Undip) is aware that it is

very important that students know what they can

expect when they start to study at MM Undip. We

would like to keep our connections within and outside

MM Undip informed about what we do and support.

This study guide is presented so students can have

adequate information and consideration about their

study route at MM Undip. It will also help students

who would like to plan part of their study at our

partner universities abroad. Course descriptions,

literatures andECTS conversion were included in this study guide.

We hope that you have found the answers to your questions and/or have been

informed about Undip in general and MM Undip in particular, after going through

this study guide. Please do not hesitate to contact us if you have any questions or

would like to know more about certain topics.

Wassalamu’alaikumwarahmatullahiwabarakatuh.

Dr.Susilo Toto Rahardjo

Head of Master of Management Study Program

5

CURRICULUM

The Master of Management program offers 5 concentrations: Marketing, HRM,

Finance, Strategic Management and Public Sector Strategic Management. Students

can choose their study concentration on the second semester. Therefore, all

students will have the same subjects on their first semester.

On the second semester, students will be grouped based on their concentration.

Students can also start working on their thesis at the beginning of this semester,

since at the start of this semester they will have their thesis supervisors appointed.

The normal study period is 4 semesters (approximately two years); however,

students must not exceed the maximum study period of 8 semesters after their

enrolment.

The following page will present the curriculum for each concentration offered in the

program.

6

Curriculum for Master in Management (Marketing)

Semester 1:

CODE SUBJECT SKS ECTS1 EMM 22 610 Marketing Management III 3 4.52 EMM 22 611 Finance Management III 3 4.53 EMM 22 612 HRM and Ethical Leadership 3 4.54 EMM 22 613 Operations Management III 3 4.55 EMM 22 614 Strategic & Scenario Building Management 3 4.5

Semester 2:

CODE SUBJECT SKS ECTS1 EMM 22 615 Problem Solving and Decision Making 3 4.52 EMM 22 622 Strategic Marketing 3 4.53 EMM 22 623 Consumer Behaviour Analysis 3 4.54 EMM 22 616 Research Project I 3 4.5

Semester 3:

CODE SUBJECT SKS ECTS1 EMM 22 620 Sales and Distribution Management 3 4.52 EMM 22 621 Product Portfolio Analysis and Brand

Management3 4.5

3 EMM 22 617 Research Project II 3 4.5

Semester 4:

CODE SUBJECT SKS ECTS1 EMM 22 618 Thesis Support

Mix Method Research Regression and Path Analysis using

SPSS SEM Analysis using AMOS

0 0

2 EMM 22 619 Thesis 6 93 EMM 22 700 Internship and International Conference 0 0

*Assumption:

1 sks = 36 hours per semester

1 ECTS = 25 hours per semester

7

Curriculum for Master in Management (Finance)

Semester 1:


Semester 2:

CODE SUBJECT SKS ECTS1 EMM 22 615 Problem Solving and Decision Making 3 4.52 EMM 22 630 Portfolio and Investment Management

II3 4.5

3 EMM 22 631 Business Planning and Budgeting 3 4.54 EMM 22 616 Research Project I 3 4.5

Semester 3:

CODE SUBJECT SKS ECTS1 EMM 22 632 Asset and Liability Management II 3 4.52 EMM 22 633 Risk Management II 3 4.53 EMM 22 617 Research Project II 3 4.5

Semester 4:




0 0


*Assumption:



8

Curriculum for Master in Management (HR)

Semester 1:


Semester 2:

CODE SUBJECT SKS ECTS1 EMM 22 615 Problem Solving and Decision Making 3 4.52 EMM 22 640 Organizational Behaviour Analysis 3 4.53 EMM 22 641 Compensation Management 3 4.54 EMM 22 616 Research Project I 3 4.5

Semester 3:

CODE SUBJECT SKS ECTS1 EMM 22 642 Training and Development Management

II3 4.5

2 EMM 22 643 Industrial Relationship Management II 3 4.53 EMM 22 617 Research Project II 3 4.5

Semester 4:




0 0


*Assumption:



9

Curriculum for Master in Management (Operation)Semester 1:


Semester 2:

CODE SUBJECT SKS ECTS1 EMM 22 615 Problem Solving and Decision Making 3 4.52 EMM 22 650 Supply Chain Management 3 4.53 EMM 22 651 Quality Management 3 4.54 EMM 22 616 Research Project I 3 4.5

Semester 3:

CODE SUBJECT SKS ECTS1 EMM 22 652 Operations and Service Industry

Management3 4.5

2 EMM 22 653 Warehouse Management 3 4.53 EMM 22 617 Research Project II 3 4.5

Semester 4:




0 0


*Assumption:



10

Curriculum for Master in Management (Strategic Management)

Semester 1:


Semester 2:

CODE SUBJECT SKS ECTS1 EMM 22 615 Problem Solving and Decision Making 3 4.52 EMM 22 660 Strategic Planning 3 4.53 EMM 22 661 Competitive Advantages Strategic 3 4.54 EMM 22 616 Research Project I 3 4.5

Semester 3:

CODE SUBJECT SKS ECTS1 EMM 22 662 Business Portfolio Analysis 3 4.52 EMM 22 663 Innovation Management and

Organisational Development3 4.5

3 EMM 22 617 Research Project II 3 4.5

Semester 4:




0 0


*Assumption:



11

Curriculum for Master in Management (StrategicManagement

for Public Sector)

Semester 1:


Semester 2:

CODE SUBJECT SKS ECTS1 EMM 22 615 Problem Solving and Decision Making 3 4.52 EMM 22 670 Public Sector Performance Planning and

Evaluation3 4.5

3 EMM 22 671 Public Sector Portfolio and InvestmentManagement

3 4.5

4 EMM 22 616 Research Project I 3 4.5

Semester 3 :

CODE SUBJECT SKS ECTS1 EMM 22 672 Quality Management of Public Sector

Services3 4.5

2 EMM 22 673 Diversity Management 3 4.53 EMM 22 617 Research Project II 3 4.5

Semester 4 :




0 0


12

*Assumption:



13

COURSE DESCRIPTIONA. MANDATORY SUBJECTS FOR ALL CONCENTRATIONS

SEMESTER I COURSES

(EMM 22 610) Marketing Management III (3 sks/ 4.5 ects)

This subject focuses on providing students with an understanding of the principles

of marketing and marketing management. It is designed to develop analytical and

decision making skills in marketing. Students will learn the marketing concept and

be introduced to frameworks to analyse: product markets; marketing tools and

strategies such as segmentation, differentiation and targeting; and positioning

tactics using the marketing mix (product, price, promotion and distribution

channels). The goal is to develop students’ marketing mind and awaken their new

perspectives in viewing the world.

References:

Kotler, Philip and Keller, L. Kevin. 2015. Marketing Management (15th

Edition). Prentice Hall.

(EMM 22 611) FINANCIAL MANAGEMENT(3 sks/ 4.5 ects)

The course has three main objectives:

Develop an understanding of the tools that are used to value investmentprojects and companies (valuation).

Understand the basic issues involved in how firms should raise funds for theirreal investments (financing).

Evaluate how investment and financing decisions are related.

Emphasis will be placed on appreciating the limitations and challenges that are

faced when applying the theoretical framework of corporate finance to real world

problems.

14

References:

Brealey, R. A., Myers, S. C., and F. Allen, 2014, Principles of Corporate

Finance, 11 th edition, McGraw-Hill.

(EMM 22 612) HRM & Ethical Leadership (3 sks/ 4.5 ects)

The purpose of this course is to enhance in the students the awareness and

understanding of the importance and function of Human Resources Management

and Leadership.

The focus of this subject is to gain better in-depth understanding on factors

affecting HR management aspects nowadays such as changing workforce

composition (The aging and retirement of many workers,the increasing diversity of

the workplace (both racial/ethnic and other factors), and the growth of work-life

issues) as well as globalisation. In an increasingly globalized world, it is essential

for largenational companies and also international companies to bring the human

resource function within core corporate strategy.

The course also explores the many facets of leadership and leadership development

in teams and organizations and the processes by which people affect change in a

variety of roles and situations.

References:

Dessler, G. 2014. Human Resource Management 14th Ed. Pearson Education

Armstrong, M. & Taylor, S. 2014. Armstrong’s handbook of Human Resource

Management Practice. 13th revised edition. Kogan Page Ltd

(EMM 22 613) Operations Management III(3 sks/ 4.5 ects)

The course is designed to provide a solid foundation and deeper understanding of

how the operations function contributes to ensuring effective and efficient flow of

materials and information within and outside the organization.

The course draw on broad managerial perspective emphasizing the strategic impact

of the operations decisions and the interfaces between operations and the other

15

functional areas of the organization. We will look at the operations function in both

service and manufacturing context and investigate how it provides sustainable

competitive advantage along the dimensions of cost, quality, delivery, flexibility and

innovation.

The course will introduce students to several decision making areas in operations,

including operations and supply chain strategy, process design, innovation, quality

management, inventory management and project management. Cases will be used

to learn how these concepts might be applied within organisation.

References:

Jacobs, F.R. Chase, Richard, (2013). Operations and Supply Chain

Management 14th ed. McGraw-Hill/Irwin.

Jay Heizer, Barry Render, Chuck Munson, (2016). Principles of Operations

Management: Sustainability and Supply Chain Management, 10th ed.

Pearson Education.

(EMM 22 614) Strategic and Scenario Building Management(3 sks/

4.5 ects)

This course provides students with knowledge, basic concepts, and skills in strategic

management. The ultimate goal is to formulate and implement a business strategy

for not-for-profit and for profit companies.

References:

Hitt, M.A;Ireland, R. D; Hoskisson, R.E. (2014), Strategic Management:

Concepts and Cases: Competitiveness and Globalization. Cengage Learning

Fred David (2010), Strategic management: concepts and cases . 13 th

edition. Prentice-Hall

16

SEMESTER II COURSES

(EMM 22 615) Problem Solving and Decision Making (3 sks/ 4.5

ects)

This course will examine current research on reasoning, problem solving, decision

making as well as other topics such as happiness, morality, and public policy.

Decision makers need to be able to think effectively about the inputs into a decision

analysis, whether to trust the analysis, and how to use the outputs to guide actions

by themselves and their firms. And, most important of all, decision makers need to

know how to make effective, unaided intuitive decisions, and to recognize the limits

on their intuitive skills.

References:

Ariely, Dan (2009). Predictably Irrational: The Hidden Forces That Shape Our

Decisions. New York: Harper Perennial.

Russo, J.E., &Schoemaker, P.J.H. (2002). Winning Decisions: Getting It Right

the First Time. New York: Doubleday.

Selected Journals

SEMESTER IV COURSES

(EMM 22 618) Thesis Support (0 SKS/0 ECTS)Students are obliged to enrol in thesis support course throughout their study

period. The thesis support class includes:

1. Mix Method Research2. Regression and Path Analysis using SPSS3. SEM Analysis using AMOS

17

Students are obliged to demonstrate evidence that they have taken all the thesis

support classes before they can be allowed to proceed to the thesis examination

stage.

(EMM 22 619) Thesis (6 SKS/12 ECTS)The student will conduct research under appropriate academic supervision and

submit the work in the form of a thesis of at least 50,000 words.

(EMM 22 700) Company Visit and International Conference

(0 SKS / 0 ECTS)

It allows the students an opportunity to see the company and to learn more about

the position, thelong-term career opportunities, the company’s employees, the

company itself, and the localcommunity. Company visit is conducted in domestic

and overseas.

The International Conference is the premier event for students who want to hear

powerful keynote speakers and international presenters representing the global

profession. Students are presented with a number of concurrent sessions on today’s

current issues and trends, industry best practices seeking to address common

challenges, and knowledge-sharing opportunities.

18

B. SUBJECTS FOR MARKETING MAJOR

SEMESTER II COURSES

(EMM 22 616) Research Project I (3 SKS/ 4.5 ECTS)

This subject helps students in planning and designing their research topics on

marketing area.

The course provides students with the introductory skills to both evaluate and carry

out research in social sciences particularly in marketing. They will acquire the skills

required to recognize research problems, review literature that informs the

problem, interpret results and draw conclusions about research problems, and

apply research methods in the broader context of one’s professional work.

References:

Creswell, J. W. (2003). Research design: Qualitative, quantitative, and mixed

methods approaches (2nded.).Thousand Oaks, CA: Sage.

Singleton, R. A. & Straits, B. C. (2005). Approaches to Social Research

(4thed.). New York: Oxford University Press.

Uma Sekaran and Roger Bougie. Research Methods For Business: A Skill

Building Approach. Wiley

(EMM 22 620) Strategic Marketing (3 SKS/ 4.5 ECTS)

This course will develop students’ competencies in the creative, analytic, and

systematic use of marketing concepts and methods in the design, evaluation, and

implementation of marketing strategy and marketing driven business strategies of

organizations in the rapidly changing and complex global business environment

programs.

References:

Aaker, D. Strategic Market Management 10th Edition. N.Y. John Wiley and

Sons. 2013

19

(EMM 22 621) Consumer Behaviour Analysis (3 SKS/ 4.5 ECTS)

The primary goal of this course is to enhance student understanding of consumer

behaviour. The psychology of the consumer includes some intuitive and some non-

intuitive ideas about how consumers behave. A primary goal of this course is to

train the intuition, to think more about how consumers perceive and respond to

marketers. Many of the psychological theories and insights are particularly useful

for strategy, brand positioning, and marketing communication decisions.

References:

Barry J. Babin&Eric Harris (2015). CB7, 7th Edition.

Cengage

SEMESTER III COURSES

(EMM 22 622) Sales and Distribution Management (3 SKS/ 4.5 ECTS)

Globalisation, increased competition, rapid transformation in communication &

information technology and need for higher level of customer orientation have

made sales and distribution management extremely important.

The purpose of this course is to acquaint the students with the concepts which are

helpful in developing and managing sales force and marketing channels so as to

gain competitive advantage.

The course is designed to familiarise students with the concepts, techniques and

the practical aspects of the key decision making variables in distribution

channel management

References:

Johnsons, Eugene, David L. KurtrzdanEberhand E Scheuining, 2006. “Sales

Management : Concepts, Practices and Cases”, McGraw Hill

Anne Coughlan, Erin Anderson, Louis W. Stern, 2013. Marketing Channels

7th ed: Pearson

20

(EMM 22 623) Product Portfolio Analysis and Brand Management (3

SKS/ 4.5 ECTS)

The purpose of the Product and Brand Management subject is to give student a

fundamental understanding of how to build, measure, and manage a brand.

As products, pricing and distribution increasingly become commodities, the new

competitive arena is brand value, which creates long-term profitable brand

relationships. Building brand equity involves managing brands within the context of

other brands, as well as managing brands over multiple categories, over time, and

across multiple market segments.

References:

Kevin Keller. Strategic Brand Management, Prentice Hall 2nd Edition.

Kevin Keller. Best Practice Cases in Branding: Lessons from the World’s

Strongest Brands, Prentice Hall.

(EMM 22 617) Research Project II (3 SKS/ 4.5 ECTS)

This subject aim to help students to get further understanding on review of relevant

literature, major research propositions, theoretical rationale, hypotheses, research

methods and data analysis strategies, empirical results, value-added contributions

to theory, research, and practice in marketing, study limitations, and directions for

future research.

References:







Selected journals.

21

C. SUBJECTS FOR FINANCE MAJOR

SEMESTER II COURSES


This subject helps students in planning and designing their research topics in the

area of finance. Student will acquire the skills required to recognize research

problems, reviewliterature that informs the problem, interpret results and draw

conclusions about research problems,and apply research methods in the broader

context of one’s professional work.

References:






Building Approach. Wiley.

Journals and articles on public sector strategic management topics.

(EMM 22 630) Portfolio and Investment Management II (3 SKS/ 4.5

ECTS)

The goal of this course is to expose students to the fundamental concepts of

investment theoryand financial markets. This will include an introduction to portfolio

theory, asset pricing and theanalytical tools of portfolio management.

References:

Bodie, Kane, Marcus. 2016. Essentials of Investments, 10th Edition, McGraw-

Hill.

22

(EMM 22 631) Business Planning and Budgeting (3 SKS/ 4.5 ECTS)

This course discusses the strategy and the technical preparation of business

plan and budgeting, including sales budget, production budget, income

budget and cash budget in manufacturing, trade and services company.

References:

Jae K. 2011. Budgeting Basics and Beyond4th edition. Wiley.

Mullins, J., Komisar, R. 2009. Getting to Plan B. Boston, MA: Harvard

Business Press.

(MKD07) Managerial Accounting (3 SKS/ 4.5 ECTS)

This course focuses on communication and decision making within an organization.

The overall objective of the course is to provide student with the concepts and tools

needed to understand, apply, and explain accounting information for managerial

decisions.

References:

Noreen, Brewer, and Garrison (2010). Managerial Accounting for Managers

2nd edition, McGraw-Hill.


(EMM 22 632) Asset and Liability Management II (3 SKS/ 4.5 ECTS)

This course covers the knowledge, skills and judgement necessary to understand

investment and asset liability modelling with an emphasis on practical issues. It

coversthe design and monitoring of investment strategies for a range of liability

profilesincluding life insurance, general insurance. There is anemphasis on

investment and asset issues of relevance for the management ofliabilities.

23

References:

DahlanSiamat. 2005. ManajemenLembagaKeuangan. LembagaPenerbit.

FEUI 2005.

BambangDjinarto. Banking Asset Liability Management

Strategidanpengelolaan Dana,GramediaPustakaUtama, Jakarta.

Ziemba, W. T., and J. M. Mulvey. 1998. Worldwide Asset and Liability

Modeling. Cambridge University Press.

(EMM 22 633) Risk Management (3 SKS/ 4.5 ECTS)

This course will examine the way in which business and society make an

assessment of, control and transfer risk. It will focus on risk management,

insurance and risk retention, and implementation of risk management in

business.

The goal of this course is to engage students in active discovery of risk

management principles. Students will be prepared to function in a business

environment, developing an awareness of the challenges, the tools, and the

process of designing and implementing a risk management program.

References:

Hull, J., C. 2015. Risk Management and Financial Institutions 4thed, John

Wiley & Sons.

Harrington, Scott E, &Niehaus, Gregory R. 2003.Risk Management and

Insurance, McGraw Hill.

(EMM 22 617)Research Project II (3 SKS/ 4.5 ECTS)

This subject aim to help students to get further understanding on review of

relevant literature, major research propositions, theoretical rationale,

hypotheses, research methods and data analysis strategies, empirical

24

results, value-added contributions to theory, research, and practice in

finance, study limitations, and directions for future research.

References: Creswell, J. W. (2003). Research design: Qualitative, quantitative, and mixed






Selected journals.

25

D. SUBJECTS FOR HUMAN RESOURCES MANAGEMENT MAJOR

SEMESTER II COURSES


This subject helps students in planning and designing their research topics.

The course should provide students with the introductory skills to both evaluate and

carry out research in social sciences particularly in HRM area. Students will acquire

the skills required to recognize research problems, review literature that informs

the problem, interpret results and draw conclusions about research problems, and

apply research methods in the broader context of one’s professional work.

References:







(EMM 22 640) Organisational Behaviour Analysis (3 SKS/ 4.5 ECTS)

What is an organization? Why do we need organizations? How do we feel and

behave differently in different groups, teams, and organizations? Why? How do

teams and organizations influence our emotions, decisions, and actions? How do

organisations impact your life as a student, as an employee, and as a customer? In

these roles, do you like some organizations more than others? Why?

Organizational Behaviour is a field of study that explores answers to these

questions. Through readings, discussions, exercises, and simulations, students will

learn how individuals, groups, and organizations affect each other’s behaviours and

26

how to design organizational processes, structures, and culture that maximize the

performance and well-being of employees, teams, and the organization.

References:

Stephen P. Robbins and Timothy A. Judge (2016). Organizational Behavior

(17th edition) Pearson.

(EMM 22 641) Compensation Management (3 SKS/ 4.5 ECTS)

The aim of this course is to increase students’ knowledge and comprehension about

the compensation function. Upon completion, the student should be able to

recognise how pay decisions help the organisation achieve a competitive

advantage. Specifically, the student will be able to analyze, integrate, and apply the

knowledge to solve compensation related problems in organizations.

Topics in this subject includes wage and salary administration in private and public

organisations; total compensation systems; interrelationship among employee

performance, intrinsic and extrinsic rewards, perceived equitable payments, and

employee satisfaction; employee benefits and employee incentive programs.

References:

Milkovich, G.T., and Newman, J.M. (2011). Compensation, 10th ed. Boston:

McGraw-Hill Irwin, Inc.

Milkovich, G.T., Newman, J.M., and Milkovich, C. (2009). Cases in

Compensation, 10th ed. Homewood, IL: Irwin.


(EMM 22 642) Training and Development Management II (3 SKS/

4.5 ECTS)

In this course, the student will learn how to:

identify training and development needs through needs assessments,

27

analyze jobs and tasks to determine training and development objectives,

create appropriate training objectives,

design effective training and development programs using different

techniques or methods,

implement a variety a different training and development activities, and

evaluate the effectiveness and efficiency of training and development

programs.

References:

Raymond A. Noe. 2010. Employee Training and Development. McGraw-

Hill/Irwin

(EMM 22 643) Industrial Relationship Management (3 SKS/ 4.5

ECTS)

The Course intends to educate and create awareness among the students about

various aspects of Industrial Relations. Students are expected to be able to handle

this delicate subject with maturity, objectivity and understandings. To gain

knowledge of concepts, issues and legal framework of Industrial Relations.

References:

G. D. Green (1994). Industrial Relations: Text and Case Studies. Pitman

Trevor Colling&Mike Terry, (2010). Industrial Relations: Theory and Practice.

John Wiley & Sons

Related rules on Labor Law in Indonesia

(EMM 22 617) Research Project II (3 SKS/ 4.5 ECTS)This subject aim to help students to get further understanding on review of relevant



to theory, research, and practice in human resource management, study

limitations, and directions for future research.

28

Because of time constraints, the research topics and assigned readings are not

comprehensive. Thus, students are strongly encouraged to pursue supplemental

readings to extend their knowledge of theory and research in human resource

management.

References:







Selected journals.

29

E. SUBJECTS FOR OPERATIONS MANAGEMENT MAJOR

SEMESTER II COURSES


This subject helps students in planning and designing their research topics for their

thesis.The courseshould provide students with the introductory skills to both

evaluate and carry out research in social sciences particularly in Operation

Management area. Student will acquire the skills required to recognize research




References:





Journals and articles on operation management topics.

30

(EMM 22 650) Supply Chain Management (3 SKS/ 4.5 ECTS)

This course focuses on management and improvement of supply chain processes

and performance. It will be valuable for students who would like to pursue a career

in consulting or take a position in operations, marketing or finance functions in a

manufacturing or distribution firm. This course explore important supply chain

metrics, primary tradeoffs in making supply chain decisions, and basic tools for

effective and efficient supply chain management, production planning and inventory

control, order fulfillment and supply chain coordination. We will also investigate

topics such as global supply chain design, logistics, and outsourcing, several other

recent supply chain innovations.

The class format includes lectures, case discussions, guest speakers, and simulation

games. The content covers both quantitative and qualitative materials. The cases

will feature high-tech companies as well as firms in more traditional industries such

as apparel and manufacturing.

References:

S. Chopra and P. Meindl (2010),Supply Chain Management 4th Edition.

Prentice Hall.

(EMM 22 651) Quality Management (3 SKS/ 4.5 ECTS)

The idea behind this course is to provide a framework for organizing and managing

a continuous improvement program. By the time student complete this course, they

should be able to:

• Describe key elements of effective quality control and improvement

programs.

• Apply structured problem-solving methods and tools to improve quality.

• Identify current trends and benchmark organizations related to quality

management.

References:

Evans, J.R. & Lindsay, W.M. (2008). Managing for quality and performance

excellence, 7th ed. Minneapolis: South-West.

31


(EMM 22 652) Operations and Service Industry (3 SKS/ 4.5 ECTS)

The strategic and tactical problems of managing the operations function in the

service environment are examined in this course. Topics include capacity

management and workforce planning, lean thinking, and the role of operations in

defining and delivering a competitive advantage in services and service design

thinking.

Since the functional areas of business have high levels of interdependence in the

service environment, this course also examines the interface between operations

and other functional areas. The course will be taught using case studies, guest

speakers, and two small student-based projects.

References:

David Parker (2012). Service Operations Management: The Total Experience.

Edward Elgar Publishing

(EMM 22 653) Warehouse Management (3 SKS/ 4.5 ECTS)

The aim of this subject is to provide students with analytical skills that are

necessary for the understanding of inventory and warehousing management

knowledge and principles. This subject emphasises the importance of the roles and

functions of inventory and warehousing operations in logistics and supply chain

management. This subject also provides students with the basic knowledge and

skills regarding the design and management of warehousing operations.

Recommended Textbook

Bowersox, D.J., Closs, D.J., Cooper, M.B., &Bowersox, J.C. (2013). Supply

Chain Logistics Management. (4 th ed.), McGraw Hill/Irwin.

References

Arnold, J.R., Chapman, S.N. (2012). The Introduction to Materials

Management. (7 th ed.), Prentice-Hall.

32

Coyle, J.J., Jr. Langley, C.J., Novack, R.A, & Gibson, B.J. (2013). Managing

Supply Chains: A Logistics Approach. (9 th ed.), McGrawHill.

Edward, F. (2002). World-Class Warehousing and Material Handling.

(International ed.), McGraw-Hill.

Muller, M. (2011). Essentials of Inventory Management. (2 nd ed.), American

Management Association.

Simchi-Levi, D., Kaminsky, P., &Simchi-Levi, E. (2007). Designing and

Managing the Supply Chain: Concepts, Strategies and Case Studies. (3 rd

ed.), McGraw-Hill.

Stock, J. & Lambert, D. (2001). Strategic Logistics Management. (4 th ed.),

McGraw-Hill.

Further Readings

International Journal of Logistics Management

International Journal of Physical Distribution and Management

Journal of Business Logistics

Journal of Purchasing and Supply Management

Journal of Supply Chain Management





to theory, research, and practice in operation management, study limitations, and

directions for future research.

References:





33



Selected journals.

F. SUBJECTS FOR STRATEGIC MANAGEMENT MAJOR

SEMESTER II COURSES


This subject helps students in planning and designing their research topics for their

thesis.

The courseshould provide students with the introductory skills to both evaluate and

carry out research in social sciences particularly in Strategic Management area. You

will acquire the skills required to recognize research problems, reviewliterature that

informs the problem, interpret results and draw conclusions about research

problems,and apply research methods in the broader context of one’s professional

work.

References:







Journals and articles on strategic management topics.

(EMM 22 660 ) Strategic Planning (3 SKS/ 4.5 ECTS)

This course focuses on the theory and practice of strategic planning and introduces

basic concepts of the planning process. It aims to utilise strategic planning to build

34

organizations that function more creatively and effectively. Strategic planning will

be viewed as a tool that can be used for organizational management and effective

governance. All facets of the strategic planning process will be examined, including:

development of a guiding mission, recognition of emerging trends and issues,

identification of strategic options, implementation of appropriate strategies, and

evaluation of organizational performance.

References:

Roger Kaufman, 1992, Strategic Planning Plus an organizational Guide, New

Delhi

Kaplan, Robert S, & David P. Norton, 2006, Strategy Maps: Converting

Intangible Assets into Tangible outcomes, Boston, MA:Harvard Business

School Press

Bryson, JM. (2011) Strategic Planning for Public and Nonprofit Organizations,

4th Ed. JosseyBass

Niven, Paul, 2006, Balanced Scorecard Step by Step: Maximizing

Performance and Maintaining Results, Hoboken, NJ: John Wiley& Sons,

Inc.

Harvard Business School Cases on Strategic Planning.

(EMM 22 661) Strategy of Competitive Advantages (3 SKS/ 4.5

ECTS)

To be effective, business leaders must understand the factors responsible for their

firm’s past performance and be able to identify those changes (inside or outside the

firm) that are most likely to help or hurt future performance. In this course, we

introduce modern strategy frameworks and

methodologies to help you develop the skills needed to be a successful manager

with responsibility for the performance of a firm or business unit within a firm. This

subject use cases and readings to explore a wide range of strategic problems,

focusing particularly on the sources of competitive advantage and the interaction

between industry structure and organizational capabilities.

35

This course is distinctive in emphasizing the perspective of the general manager in

ensuring the firm’s success. The general manager’s role is unique in that he or she

must be attuned to both the external (market) and internal (organizational) forces

that shape firm performance. For this reason,general managers must have a deep

understanding not only of economic processes outside the firm but also of

managerial processes inside the firm.

References:

Besanko, Dranove, Shanley, and Schaefe. 2013. Economics of Strategy, 6th

Edition, Wiley.

Selected Readings


(EMM 22 662) Business Portfolio Analysis (3 SKS/ 4.5 ECTS)

This course provides studentswith comprehensive knowledge of the subject

and a set of tools designed to assist them in theinvestment decision-making

process at the portfolio manager level.

References:

Running Money: Professional Portfolio Management, by Stewart,

Heisler&Piros McGraw Hill, 2011

(EMM 22 663) Innovation Management and Organisational

Development (3 SKS/ 4.5 ECTS)

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

36

built by the continuous development of its intellectual, technical, and

scientific talent realized through their innovation efforts, the innovation

management is one of the most challenging tasks as many of the innovative

ideas fail to be commercialized. Therefore, the course aims to equip students

with relevant skills, tools and techniques necessary to manage innovation at

strategic and operational levels.

References:

Ahmed, P. and Shepherd, C. 2010. Innovation Management: Context,

Strategies, Systems, and Processes. New York, NY: Pearson Prentice Hall.

Joe Tidd and John Bessant. 2009. Managing Innovation: Integrating

Technological, Market, and Organizational Change 4th Ed.





to theory, research, and practice in strategic management, study limitations, and

directions for future research.

References:







Selected journals.

37

G. SUBJECTS FOR PUBLIC SECTOR STRATEGIC MANAGEMENT

MAJOR

SEMESTER II COURSES


This subject helps students in planning and designing their research topics. It

provides students with the introductory skills to both evaluate and carry out

research in social sciences particularly in the area of Public Sector Strategic

Management. Student will acquire the skills required to recognize research




References:






Building Approach. Wiley.

Journals and articles on public sector strategic management topics.

(EMM 22 670) Public Sector Performance Planning and

Evaluation (3 SKS/ 4.5 ECTS)

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

38

activities that are designed to enhance the performance of public organization and

its employee.

References:

Merchant, A. K. & Van der Stede, W. A. 2011. Management Control

Systems: Performance Measurement, Evaluation and Incentives, 3rd Edition,

Pearson Education Limited.

(EMM 22 671) Public Sector Portfolio and Investment

Management (3 SKS/ 4.5 ECTS)

The goal of this course is to expose students to the fundamental concepts of

investment theory in a capacity-constrained environments and provide an overview

and discussion of the main issues related to each key topic, highlighting useful

literature and financial markets.

References:

R. Allen, R. Hemming and B. H. Potter. 2013. The international handbook of

public fnancial management. New York:Palgrave Macmillan

Mark Miller, Shakira Mustapha. 2016. Public investment management: A

public financial management introductory guide. London: Overseas

Development Institute

Bodie, Kane, Marcus. 2016.Essentials of Investments, 10th Edition, McGraw-

Hill.

39


(EMM 22 672) Quality Management of Public Sector Services (3

SKS/ 4.5 ECTS)

Understanding both organizational strategies and the media are the first steps in

shaping and influencing public opinion. Effective communication strategies depend

on understanding two things: what we are trying to communicate, and how the

media function. With this in mind, this course explores the practical applications of

marketing and communications strategies and the theoretical foundations of those

operations. Students will analyze how the relevant players to news coverage (e.g.,

organization leaders, press officers, reporters, producers and columnists) interact in

the creation of content.

References:

Kathy Bonk, Henry Griggs, Emily Tynes, Phil Sparks . 2013. The Jossey-Bass

Guide to Strategic Communications for Nonprofits

Aaker, D. 2013. Strategic Market Management 10th Edition. N.Y. John Wiley

and Sons.

Jason Salzman. 2003. Making the News: A Guide for Nonprofits and Activists.

(EMM 22 673) Diversity Management (3 SKS/ 4.5 ECTS)

This course will focus on diversity beyond just race/ethnicity and gender, and

examine dimensions of religion, skill level, physical ability, communication styles,

and multi-generations in the workplace.

Understanding diversity and learning how to manage its

complexity is among the most important challenges faced by public organisation.

There is a need to remove barrier and make student understand the changing

nature of the workforce. The need for cultural competency for public administrators

will also be examined.

The purpose of this subject is to provide student with the knowledge and

understanding required to meet the challenges presented by the increasingly

40

diverse society. This subject will go much more into depth to understand many of

the more subtle ways in which “nonmainstream” groups can face barriers to full and

equal participation in decision-making and opportunities for advancement and

growth. Furthermore, steps needed to dismantle these barriers will also be

discussed.

References:

Mitchell F. Rice. 2010. Diversity and Public Administration: Theory,

Issues, and Perspectives. London: Routledge.





to theory, research, and practice in public sector strategic management, study

limitations, and directions for future research.

References:







Selected journals.

APPENDIX 3

ACADEMIC AND NON-ACADEMIC

ACTIVITIES

Academic Activities2016-2017

Name of activity Socialization for Web-Based Academic Information System(SIMAWEB)

Date of Activity 22-25 April 2016Number of participants : 215 participantsVenue MM FEB UNDIPTheme SIMAWEB SocializationSpeaker 1. Dr. Indi Djastuti, MS

2. SidiqMuh. Asnan, ST, MM3. PujiSutrisno

Agency / Company MM FEB UndipEvent Description Providing understanding to students related to Academic

Information System as well as an overall introduction to theacademic environment.

Name of activity Company Visit as part of the MM FEB Undip Alumni Forum

(FAMMU)Date of Activity Tuesday, 10 Mei 2016Number of participants 47 participantsVenue HQ PT. Djarum Kudus

Jl. Jend. AchmadYani No.19 Kudus Jawa TengahTheme Company VisitSpeaker YohanesHandojo, SE, MMCompany PT. DjarumEvent Description Provides an overview to the students about the situation and

condition of the company and the company's competitiveenvironment, understanding the development of science and itsapplication, especially in the field of management in a company.

Name of activity National Seminar Strengthening Competence to Reap

Global PotentialDate of Activity Saturday, 21 May 2016Number of participants Floor 6, Pasca Sarjana Building, UNDIPVenue 34 participantsTheme Strengthening Competence to Reap Global PotentialSpeaker 1. Drs. Randi Anto, MBA ( Director, Human Capital and Asset

Management, PT. Bank Rakyat Indonesia)2. Popy Rufaidah, SE, MBA, Ph.D (Head of MM Program, FEB

Unpad)3. Pardiman, SE, MM (Director of Finance, PT. Petrokimia

Gresik)4. Dr. Rer. Nat Siswo Sumardiono, ST, MT (Undip Researcher)

Event Description Implementation of the concept of "Good Governance" (i.e.participation, consensus orientation, accountability,transparency, responsive, effective and efficient, equality andinclusiveness, and law enforcement) in governance systems andprocesses at higher education institutions.

Name of activity Company Visit as part of the MM FEB Undip Alumni Forum(FAMMU)

Date of Activity Wednesday, 25 May 2016Venue National Electricity Company (PLN) Head Office

Jl. Pemuda No. 93 SemarangNumber of participants 26 participantsTheme Company VisitSpeaker PLNAgency / Company PT. PLNEvent Description Provides an overview to the students about the situation and

condition of the company and the company's competition,knowing the development of science and its application,especially the field of management in a company.

Name of activity Company Visit as part of the MM FEB Undip AlumniForum(FAMMU)

Date of Activity Wednesday, 25 May 2016Venue PT. Sido Muncul Head Office

Jl. Soekarno Hatta, KM 28 Kecamatan Bergas, Klepu, JawaTengah

Number of participants 26 participantsTheme Company VisitSpeaker PT. Sido MunculAgency / Company PT. Sido MunculEvent Description Provides an overview to the students about the situation and


Name of activity Workshop on Preparation of KKNI-Based CurriculumDate of Activity 10-21 July 2016Venue Laras Asri Resort and SpaNumber of participants 57 participantsTheme Preparation of KKNI-Based CurriculumEvent Description Conduct a comprehensive evaluation of the implementation of

teaching and learning activities after the establishment ofcurriculum and syllabus.

Name of activity Visitation Activities for ABEST21 AccreditationDate of Activity 17 September 2016Venue MM FEBUndip

Jl. Erlangga Tengah No. 17 SemarangNumber of participants 30 orangTheme ABEST 21 AccreditationAsessor 1. Fumio Itoh, Ph.D

2. Prof. CristantiusDwiatmaja, SE, ME, Ph.D3. IrwanTrinugroho, SE, MS., Ph.D

Event Description Improving the education &management quality in the Faculty ofEconomics and Business Undipespecially in the Master StudyProgram

Activity Benefits Obtain formal recognition by ABEST 21 on the competence ofstudy program in conducting academic activities due to meetingthe quality standard and produce the graduates according toABEST 21 standard.

Name of activity Capital Market National Seminar KSPM MM UNDIP 2016Date of Activity Saturday, 29 October 2016Venue Gd. Lab. Kewirausahaan Fakultas Ekonomika dan BasinsNumber of participants 200 participantsTheme Capital Market and Investment Environment ; The Excitement,

The Risks, and The ChallengesSpeakers 1. Nur Satyo Kurniawan (OJK)

2. Muhammad Abdi Kristanto (TICMI-IDX)3. Yahuda NawaYanukrisna (Danareksa Sekuritas)4. Ellen May

Event Description This seminar describes the role and function of OJK in IndonesiaCapital Market, Career in Capital Market, Investment Productsand Likes Work in Capital Market

Activity Benefits 1. Giving insight and knowledge about capital market2. Supporting facilities for people who want to enter the

world of capital market.

Name of activity Workshop on Preparation of Course Outlines(RPS) Based on theIndonesian National Qualification Framework (KKNI)

Date of Activity 11-13 October 2016Venue Hotel Laras Asri

Jl. Jendral Sudirman No. 335 SalatigaNumber of participants 55 participantsTheme Preparation of KKNI Based CurriculumEvent Description Conduct a comprehensive evaluation of the implementation of

teaching and learning activities after the establishment ofcurriculum and syllabus.

Activity Benefits Produce the KKNI-based curriculum that will be used in teachingand learning process.

Name of activity International Writing and Publication Training by HIMA MMUNDIP

Date of Activity Saturday, 17 December 2016Venue Main Examination Hall Floor 1 MM FEB UNDIPNumber of participants 100 participantsTheme International Writing and Publication Training by HIMA MM

UNDIPSpeakers 1. Dr. Robiyanto, MM

2. Siti Puryandani, S.E.,M.SiEvent DescriptionActivity Benefits 1. Adding students’ insight and knowledge on international

writing and publication2. Students come and learn on how to write for international

publications

Name of activity Communal Feast (Syukuran) for Accreditation ResultDate of Activity 13 January 2017Venue MM FEB UndipNumber of participants 100 participantsTheme Communal Feast (Syukuran) for Accreditation ResultSpeakers 1. Dr. Suharnomo, MSi

2. Prof. Dr. Yos Johan Utama, SH, M.HumEvent Description Communal Feast (Syukuran) for Accreditation ResultActivity Benefits As a form of gratitude to all parties who assist the process of

Accreditation in MM UNDIP

Following is the documentation of the event: :

Name of activity General Lecture and New Students Orientation (Batch50) MM FEB UNDIP

Date of Activity 11 February 2017Venue Gd. Serba Guna Program Magister Akuntansi UNDIP

Jl. Hayam Wuruk SemarangNumber of participants 135 participantsTheme General Lecture and Student OrientationSpeakers 1. Drs. Randi Anto, MBA

2. Dr. Robiyanto, SE, MMEvent Description Present material about professional work in the banking sector as

well as introduction of article writing for international journalsActivity Benefits Provide supplies and information about teaching and learning

activities in the Master Program Management UNDIP

Name of activity Guest Lecture from PT. Inspirasi Insan IndonesiaDate of Activity Saturday, 18 March 2017Venue Ruang Sidang Utama MM UNDIPNumber of participants 39 participantsTheme Training and Development ManagementSpeaker Taufik Dharmawan, SHInstitution Director of PT. Inspirasi Insan IndonesiaEvent Description Teaching and learning activities conducted by guest lecturersActivity Benefits Adding insight in the field of Human Resources Management

especially Training and Development for students of MM UNDIP

Name of activity KKL / Company Visit MM FEB UNDIP to PT. DjarumDate of Activity Thursday, 20 April 2017Venue PT. Djarum Kudus Head Office

Jl. Jend. AchmadYani No.19 Kudus Jawa TengahNumber of participants 52 participantsTheme Company VisitSpeaker 1. YohanesHandojo, SE, MM

2. J. Wahyu WardhanaInstitutions PT. DjarumEvent Description Provides an overview to the students about the situation and


Activity Benefits 1. Students can compare the theory obtained with itsapplication in the world of work

2. Improving the ability and experience of MM Undipstudents in understanding the company as a whole.

3. Strengthening the bond between Alumni and MM Undip

Name of activity KKL Company Visit MM UNDIP to PT. PhaprosDate of Activity 27 April 2017Venue PT. PhaprosTbk

Jl. Simongan No.131 Bongsari, SemarangNumber of participants 30 participantsTheme Company VisitSpeaker Drs. Ec. Hadiri, MMInstitution PT. PhaprosEvent Description Provides an overview to the students about the situation and



2. Improving the ability and experience of MM Undip studentsin understanding the company as a whole.


Name of activity KKL Company Visit MM FEB UNDIP to PT. AST IndonesiaDate of Activity Thursday, 18 May 2017Venue PT. AST INDONESIA

Jl. Raya Semarang-Kendal KM 12 Blok A-01 KITWNumber of participants 40 participantsTheme Company VisitSpeaker 1. Mr. Kazutaka Horita

2. Mr. Kenichiro SasakiInstitutions PT. AST INDONESIAEvent Description Provides an overview to the students about the situation and



2. Improving the ability and experience of MM Undip studentsin understanding the company as a whole.


Name of activity Blood DonorDate of Activity Monday, 15 May 2017Venue MM FEB Undip LobbyNumber of participants 48 participantsTheme Darahku Bukti Cinta Untuk SesamaEvent Description Blood donation activities to meet the blood supply in times of

emergencyActivity Benefits Meet the society’s need for blood

Name of activity Alumni GatheringDate of Activity Saturday, 21 May 2016Venue LT. 6 Gd Pasca Sarjana UNDIP

Jl. Imam Barjo, SemarangNumber of participants 100 participantsTheme Alumni GatheringEvent Description Activity to strengthening bond among alumniActivity Benefits Strengthening networks

Name of activity Break Fasting with OrphanageDate of Activity Friday, 9 June 2017Venue Mushola Assalam MM UNDIPNumber of participants 80 participantsTheme Gain Blessings, Share HappinessEvent Description Break Fasting with Ar-Rodiyah OrphanageActivity Benefits 1. As a form of social activities in the Holy Month of

Ramadan2. Motivate students to participate in social activities3. Raising the awareness of the students of MM Undip in

Social Management

Training Activities MM FEB Undip2016-2017

1. On 25 March and 22 April 2017, 07.30 – 09.30 WIB Mendeley Training and Turnitin Introduction are followed by students in the batch 49th

and 50th

2. On 29 April and 6 May 2017, 07.30 – 09.30 WIB Paraphrasing training is attended by students in the batch 49th and 50th

3. On 13 & 20 May 2017 and 3rd & 10th June 2017, 07.30 - 09.30 WIB The Word Prezi training is followed by students in the batch 49th and 50th

4. On 19 and 26 August 2016, 07.30 - 09.30 WIB Mix Method Training& Paraphrasing training is followed by students in the batch 49th

and 50th.

5. On 9 & 16 September 2016 and 14 & 21 October 2016, 07.30 - 09.30 WIB Training on Regression and Path Analysis with SPSS was attended by students in the

batch 49th and 50th.

6. On 11 & 18 November 2016 and 9 & 16 December 2016, 07.30 - 09.30 WIB The training of SEM Analysis Method with AMOS was followed by studentsbatch 49

and 50.

These activities take place in the Hall and seminar room at Pleburan Campus, FEB Undip.

Mendeley and Turnitin Training

Word Prezi Training

Paraphrasing Training

Mix Method Training

Regression and Path Analysis using SPSS

Regression and Path Analysis using AMOS

INVESTIGATIVE AUDIT WORKSHOP BY SOTARDUGA HUTABARAT (BPKP-PERWAKILAN JAWA TENGAH-STATE DEVELOPMENT AUDIT AGENCY JAWA TENGAH)

Research Methodology Workshop by Professor Imam Ghozali

2

MAKSI Curriculum Workshop

4

Curriculum Workshop: How to design student semesterplan study (Rencana Pembelajaran Semester.

5

CASaFA(Center forAccountability, ShariahandForensicAccountingStudies) Unitofthe Center ofExcellence (CoE) onFacultyEconomicsand Business

AUDIT INTERNAL WORKSHOP BY PROFESIONALFROM PT. PEGADAIAN & AUDIT CONSULTAN

6

GRADUATION CEREMONY AT MASTER PROGRAMEVENT BY STUDENTS MASTER OF ACCOUNTING FACULTY ECONOMICS AND BUSINESSDIPONEGORO UNIVERSITY

Monitoring Join Programwith STAR IDBScholarship Program byBPKP

7

Early meeting between MAKSI and State AccountabilityRevitalization (STAR BPKP) to finalize the MoU of theestablishment of Center of Excellence (COE)

APPENDIX 4

FACILITIES

AND

FUTURE IMPROVEMENT

A. ENTREPREUNERSHIP CENTRE

B. BANK OF INDONESIA CORNER

C. BLOMMBERG ROOM

Facility built between2016-2017

Mushola As-Salam

Officially established on 13 May 2017 using funds from Bank Rakyat Indonesia withthe amounts of Rp. 290.000.000,00. This event were attended by the topmanagements from Bank BRI Semarang, officials from FEB Undip and MM FEB Undip,staffs and from MM FEB Undip’s student association (HIMMA) Program MagisterManajemen Universitas Diponegoro.

FACIITIES-NEXT IMPROVEMENT

1. LiftThe ground breaking activity will be held on August 2017 to December 2017. The totalfund is Rp. 2.000.000.000,00 originated from:

1) Central Government Rp. 800.000.000,002) PT. DjarumRp. 1.200.000.000,00Following are the blueprint of MM FEB Undip elevator.

2. Parking Lot RenovationWill be realised on 2018. The total area for renovation is 500 m2. Following arethe designs of the new parking lots.

3. CafetariaWill be realised on 2018 with total building area 500 m2. Following are the designs of thenew cafetaria.

4. Class Room RenovationThere will be 4 classrooms that will be renovates into lecture theatre room. The designare as follows:

5. Main Meeting Room RenovationThere will be 3 classrooms in MM 4th floor that will be functioned as open classroomwith the capacity of 150 person. The design are as follows:

abest21 accreditation appendixfeb.undip.ac.id/admin/dokumen/31112b19f01015ac2e2caeca02... · 2017....

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