gbm program curriculum (mba qualification)

1

Code First Year Courses Class Hours Self-Study Hours ECTS*

First Semester: Core Modules in Management

MBA501 Strategic Management 45 85 5

MBA502 Marketing Management 45 85 5

MBA503 Accounting and Finance 45 85 5

MBA504 Organizational Behaviour and HRM 45 85 5

MBA505 Operations Management 45 85 5

MBA506 Managerial Economics 45 85 5

TOTAL 270 510 30

Second Semester: 8 Specialization Options in Management (Choice of one )

MGBGB 1. Global Business

MBAGB511 Global Business Strategy 35 43 3

MBAGB512 Global Marketing 35 43 3

MBAGB513 Global Investments 35 43 3

MBAGB514 Global Supply Chain Management 35 43 3

MBAGB515 Management of Innovation and Change 35 43 3

Global Business Research and Thesis 390 15

TOTAL 175 605 30

MBAGF 2. Global Finance

MBAGF521 Global Corporate Finance I 35 43 3

MBAGF522 Global Corporate Finance II 35 43 3

MBAGF523 Financial Markets 35 43 3

MBAGF524 Global Investments 35 43 3

MBAGF525 Portfolio & Financial Risk Management 35 43 3

Global Finance Research & Thesis 390 15

TOTAL 175 605 30

MBAMIDA 3. Marketing in the Digital Age

MBAMIDA531 Strategic Marketing in the Digital Age 35 43 3

MBAMIDA532 Social Media and Marketing 35 43 3

MBAMIDA533 Global Marketing 35 43 3

MBAMIDA534 Multichannel Marketing 35 43 3

MBAMIDA535 Marketing Research 35 90 3

Digital Marketing Research and Thesis 390 15

TOTAL 175 605 30

GBM Program Curriculum (MBA Qualification)

2

MBAHRM 4. Human Resources Management

MBAHRM541 Leadership Development & Competency Mgt. 35 43 3

MBAHRM542 Performance, Compensation, & Total Reward Mgt. 35 43 3

MBAHRM543 Global Diversity & Cross-Cultural Management 35 43 3

MBAHRM544 Human Resources Information Systems 35 43 3

MBAHRM545 Business Ethics & Corporate Social Responsibility 35 43 3

HRM Research & Thesis 390 15

TOTAL 175 605 30

MBAEI 5. Entrepreneurship and Innovation

MBAEI551 Foundations of Entrepreneurship 35 43 3

MBAEI552 Creating and Sustaining a Successful Business 35 43 3

MBAEI553 Management of Innovation & Change 35 43 3

MBAEI554 Entrepreneurship in the Global Market 35 43 3

MBAEI555 Entrepreneurship Business Plan 35 43 3

Entrepreneurship & Innovation Research & Thesis 390 15

TOTAL 175 605 30

MBASCOM 6. Supply Chain and Operations Management

MBASCOM561 Supply Chain Planning & Management 35 43 3

MBASCOM562 Global Operations Strategy 35 43 3

MBASCOM563 Total Quality Management 35 43 3

MBASCOM564 Operations Facilities & Systems Design 35 43 3

MBASCOM565 Global Supply Chain Optimization 35 43 3

SC & Operations Management Research & Thesis 390 15

TOTAL 175 605 30

MBAICTM 7. ICT Management

MBAICTM571 ICT Project Management 35 43 3

MBAICTM572 Information Systems & Business Intelligence 35 43 3

MBAICTM573 Value Chains, Networks, and Knowledge Mgt. 35 43 3

MBAICTM574 Enterprise Resource Planning 35 43 3

MBAICTM575 Innovation & Technology Management 35 43 3

ICT Management Research & Thesis 390 15

TOTAL 175 605 30

MBAHCM 8. Healthcare Management

MBAHCM581 Public Health 35 43 3

MBAHCM582 Applied Epidemiology 35 43 3

MBAHCM583 Quality Management in Healthcare 35 43 3

MBAHCM584 Legal Aspects of Healthcare 35 43 3

MBAHCM585 Global Healthcare Management 35 43 3

Healthcare Management Research & Thesis 390 15

TOTAL 175 605 30

*ECTS = European Credit Transfer and Accumulation System

3

MBA MODULE DESCRIPTIONS

______________________________________________________________________________

Course unit title: Strategic Management

Course unit code: MBA501

Type of course unit (compulsory, optional): Compulsory

Level of course unit: 2 Cycle

Year of study: 1st

Semester when the course unit is delivered: 1st

Number of ECTS: 5

Name of lecturer:

Learning outcomes of the course unit:

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.

Mode of delivery: Face-to-face

4

Prerequisites and co-requisites:

Recommended optional programme components:

Course contents:

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.

Required reading:

David, F.R. & David, F.R., Strategic Management: A Competitive Advantage Approach, Concepts &

Cases, Pearson, 2014.

Barney, J.B. and Hesterly, W., Strategic Management and Competitive Advantage, Pearson, 2014.

Form of examination: - Continuous assessment based on case analyses and

presntations (40% of final grade).

- A three-hour individual written exam at the end of the

course (60%n of final grade).

(For details on forms of examination please refer to

Chapter 3 of the “Master’s Student Handbook”).

Language of instruction: English

Work placement:

______________________________________________________________________

Course unit title: Marketing Management



Level of course unit: 2nd Cycle

Year of study: 1st


Number of ECTS: 5

Name of lecturer:


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:

Course contents:

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.

Required reading:

Cravens, D. and Piercy, N., Marketing Management, McGraw-Hill, 2012.

Mullins, J. and Walker, O., Marketing Management: A strategic Decision-Making Approach,

McGraw-Hill, 2012.

Form of examination: - Continuous assessment based on exercises, quizzes and

group presentations (40% of final grade).






6

Work placement:

Course unit title: Accounting and Finance




Year of study: 1st


Number of ECTS: 5

Name of lecturer:



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:

Course contents:

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

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.

Required reading:

Bhimani, A., Management Accounting in the Digital Economy, OUP, 2003.

Bhimani, A., Contemporary Issues in Management Accounting, OUP, 2006.

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, 2007.


group presentations (40% of final grade).






Work placement:

Course unit title: Organizational Behavior & HRM




Year of study: 1st


Number of ECTS: 5

Name of lecturer:



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:


Course contents:

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.

Required reading:

Griffin, R.W., and Moorhead, G., Organizational Behavior, South-Western Cencage Learning, 10th

edition, 2008.

Briscoe, D., Schuler, R.S., Claus, L., International Human Resources Management, Routledge, 2009.


presentations (40% of final grade).



9




Work placement:

Course unit title: Operations Management




Year of study: 1st


Number of ECTS: 5

Name of lecturer:



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.



10


Course contents:

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.

Required reading:

Pycraft, M., et al, Operations Management, Pearson Education South Africa, 9th edition, 2007








Work placement:

Course unit title: Managerial Economics




Year of study: 1st


Number of ECTS: 5

Name of lecturer:



Develop the necessary analytical skills for decision-making in the organization.

Develop and apply economic concepts and tools that have direct managerial applications.

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.




Course contents:

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.

Required reading:

Froeb, L.M., et al, Managerial Economics, 3rd Edition, Cengage Learning, 2013.

Form of examination: - Continuous assessment based on exercises and quizzes

(40% of final grade).






Work placement:

12

Second Semester: 8 Specialization Options in Management (Choice of 1):

1. Global Business

Course unit title: Global Business Strategy

Course unit code: MBAGB511

Type of course unit (compulsory, optional): Compulsory Elective


Year of study: 1st

Semester when the course unit is delivered: 2nd

Number of ECTS: 3

Name of lecturer:



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.




Course contents:

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

13

management, with the central objective of drawing out the implications for the company within the

global business environment.

Required reading:

Hill C. W.L, International Business, Competing in the Global Marketplace, 7th edition, Illinois: Irwin,

McGraw-Hill, 2008.

Dunning J.H., Lundan S.M., Multinational Enterprises and the Global Economy, 2nd edition, Edward

Cheltenham: Elgar Publishing Ltd, 2008.








Work placement:

Course unit title: Global Marketing




Year of study: 1st


Number of ECTS: 3

Name of lecturer:



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.

14

Develop relationships within international markets and improve international competitiveness.




Course contents:

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.

Required reading:

Keegan, W.J. and Green, M., Global Marketing, 7th. Edition, Pearson, 2013.

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).








Work placement:

__________________________________________________________________________________

Course unit title: Global Investments




Year of study: 1st

15


Number of ECTS: 3

Name of lecturer:



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




Course contents:

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.

Required reading:

Solnik, B. & McLeavey, D.W., Global Investments, 3rd

. edition, Addison-Wesley Pearson, 2008.


presentations(40% of final grade).






Work placement:

__________________________________________________________________________________

Course unit title: Global Supply Chain Management

16




Year of study: 1st


Number of ECTS: 3

Name of lecturer:



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.




Course contents:

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.

Required reading:

Simchi-Levi, D., et al, Designing and Managing the Supply Chain: Concepts, Strategies, and Test

Studies, 3rd edition, Mcgraw-Hill, N.Y., 2007.

Chopra, S. & Meinal, P., Supply Chain Management, 3rd edition, Pearson, Prentice Hall, N.Y., 2006.



17






Work placement:

__________________________________________________________________________________

Course unit title: Management of Innovation and Change




Year of study: 1st


Number of ECTS: 3

Name of lecturer:



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.




Course contents:

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

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.

Required reading:

Senior, S., Organizational Change, 4th edition, Prentice-Hall, 2010.








Work placement:

__________________________________________________________________________________

2. Global Finance

Course unit title: Global Corporate Finance I

Course unit code: MBAGF521



Year of study: 1st


Number of ECTS: 3

Name of lecturer:



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.

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.




Course contents:

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.

Required reading:

Shapiro, A.C. and Balbirer, S.D., Modern Corporate Finance, Prentice-Hall, 2009








Work placement:

Course unit title: Global Corporate Finance II




Year of study: 1st

20


Number of ECTS: 3

Name of lecturer:


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


Course contents:

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.

Required reading:

Brigham, E.F. & Ehrhardt, M.C., Financial Management, Theory and Practice, South-Western

Publishers, 2005.

21








Work placement:

Course unit title: Financial Markets




Year of study: 1st


Number of ECTS: 4

Name of lecturer:



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.




Course contents:

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.

Required reading:

Fabozzi, F..J., Modigliani, F.G., Jones, F.J. Foundations of Financial Markets and Institutions, 4th

edition, Prentice Hall, 2009.








Work placement:

__________________________________________________________________________________

Course unit title: Global Investments




Year of study: 1st


Number of ECTS: 3

Name of lecturer:



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.

23




Course contents:

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.

Required reading:

Solnik, B. & McLeavey, D.W., Global Investments, Pearson, 2008.








Work placement:

__________________________________________________________________________________

Course unit title: Portfolio & Financial Risk Management




Year of study: 1st


Number of ECTS: 3

Name of lecturer:



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.




Course contents:

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.

Required reading:

Bodie, Z., Kane, A., and Marcus, A., Essentials of Investments, 78h

edition, McGraw-Hill/Irwin, 2009.








Work placement:

3. Marketing in the Digital Age

Course unit title: Strategic Marketing in the Digital Age

Course unit code: MBAMIDA531

25

Type of course unit: Compulsory Elective


Year of study: 1


Number of ECTS: 3

Name of lecturer:



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.




Course contents:

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.

Required reading:

Chaffey, D., Ellis-Chadwick, F., Digital Marketing: Strategy, Implementation and Practice, 5th;

edition, Pearson Education, 2012.

26

Sheldrake, P., The Business of Influence: Reframing Marketing and PR for the Digital Age, Wiley,

2011.

Daniel, E. et al, Marketing in the Digital Age, Pearson Education, London, 2001.

O’Connor, J. And Galvin, E., Marketing in the Digital Age, 2nd

. Edition, Financial Times

management, 2000.

Postman, P. The Marketing Era: Marketing to the Imagination in a Technology-Driven World,

McGraw-Hill, N.Y. 1998.








Work placement:

__________________________________________________________________________________

Course unit title: Social Media and Marketing




Year of study: 1st


Number of ECTS: 3

Name of lecturer:



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

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.




Course contents:

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.

Required reading:

Barker M., Barker.D., Bormann N., Neher K., Social Media Marketing: A Strategic Approach,

Cengage Learning, 2012.

Zarrella.D.,, The Social Media Marketing Book, O'Reilly Media, 2009.








Work placement:

Course unit title: Global Marketing




Year of study: 1

28


Number of ECTS: 3

Name of lecturer:



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.




Course contents:

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.

Required reading:

Kotabe, M., and Helsen, K., International Marketing, 6th. Edition, Wiley, 2014.

Keegan, W.J., and Green, M., Global Marketing, 7th. Edition, Pearson, 2013.

Cateora, P. et al, International Marketing, Prentice-Hall, 2012.

Kotabe, M., and Helsen, K., Global Marketing Management, Wiley, 2010.



29






Work placement:

__________________________________________________________________________________

Course unit title: Multichannel Marketing




Year of study: 1st


Number of ECTS: 3

Name of lecturer:


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.




Course contents:

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.

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.

Required reading:

Arikan.A., Multichannel Marketing: Metrics and Methods for on and Offline Success, Sybex, 2008.

Tynan K., Multi-channel Marketing, Irwin, 1994.








Work placement:

Course unit title: Marketing Research




Year of study: 1


Number of ECTS: 3

Name of lecturer:



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.

.

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.




Course contents:

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.

Required reading:

Hair, J. Jr et al, Essentials of Marketing Research, Pearson, 2012.

Malhotra, N., Marketing Research: An Applied Orientation, 6th edition, Prentice-Hall, 2006








Work placement:

___________________________________________________________________________

4. Human Resource Management

Course unit title: Leadership Development & Competency Management

Course unit code: MBAHRM541


Level of course unit: 2nd

Cycle

Year of study: 1st

32


Number of ECTS: 3

Name of lecturer:



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.




Course contents:

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.

Required reading:

33

Allen, S.J., et al, The Little Book of Leadership Development: 50 Ways to Bring Out the Leader in

Every Employee, AMACOM, 2011.

Northhouse, P.G., Introduction to Leadership: Concepts and Practice, Sage Publications, 2009.

DuBrin, A.J., Leadership: Research Findings, Practice, and Skills, Houghton Mifflin, 2006.








Work placement:

__________________________________________________________________________________

Course unit title: Performance, Compensation and

Total Reward Management




Year of study: 1st


Number of ECTS: 3

Name of lecturer:



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.

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.




Course contents:

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.

Required reading:

Armstrong M., Armstrong’s Handbook of Reward Management Practice: Improving Performance

through Reward, Kogan Page, 3rd edition, London, 2010.

Hume D., Reward Management:Employee Performance, Motivation and Pay, Wiley-Blackwell,

1st edition, Oxford, 1995.








Work placement:

Course unit title: Global Diversity & Cross Cultural Management

35




Year of study: 1


Number of ECTS: 3

Name of lecturer:



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.




Course contents:

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.

Required reading:

Trompenaars, F. and Hampden-Turner, C., Riding the Waves of Culture: Understanding Diversity in

Global Business, 3rd

. edition, McGraw-Hill, 2012.

Thompson, D.C., Cross-Cultural Management: Essential Concepts, SAGE Publications, 2008.



36






Work placement:

__________________________________________________________________________________

Course unit title: Human Resource Information

System




Year of study: 1st


Number of ECTS: 3

Name of lecturer:



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.




Course contents:

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..

Required reading:

Kavanagh.M. , Thite.M., and Richard Johnson.R., Human Resource Information Systems: Basics,

Applications, and Future Directions, 3rd

. edition, SAGE Publications, 2014.

Badgi.S., Practical guide to Human Resource Information Systems, Phi Learning Pvt. Ltd , New

Delhi, 2012.








Work placement

Course unit title: Business Ethics and Corporate Social

Responsibility




Year of study: 1st


Number of ECTS: 3

Name of lecturer:


38


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




Course contents:

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.

Required reading:

Griseri, P., and Seppola, N., Business Ethics and Corporate Social Responsibility, South Western

CENGAGE Learning, 2010.

Crane, A., and Matten, D., Business Ethics: A European Perspective, Oxford UP, 2004.








Work placement

39

5. Entrepreneurship and Innovation

Course unit title: Foundations of Entrepreneurship

Course unit code: MBAEI551



Year of study: 1st


Number of ECTS: 3

Name of lecturer:



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.




Course contents:

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

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.

Required reading:

Baron. R. and Shane.S., Entrepreneurship: A Process Perspective, South-Western CENGAGE

learning, 2007.

Harper,.D., Foundations of Entrepreneurship and Economic Development, Routledge, 2003.








Work placement

Course unit title: Creating and Sustaining a

Successful Business




Year of study: 1st


Number of ECTS: 3

Name of lecturer:



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.

41

Develop effective actions for addressing these problems in an organization.




Course contents:

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.

Required reading:

Christensen.C., and Raynor.M., The Innovator’s Solution: Creating and Sustaining a Successful

Business, Harvard Business Review Press, 2013.

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, 2008.








Work placement

Course unit title: Management of Innovation and Change




Year of study: 1st

42


Number of ECTS: 3

Name of lecturer:



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.




Course contents:

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.

Required reading:

Senior, S., Organizational Change, 4th edition, Prentice-Hall, 2010.








Work placement:

_____________________________________________________________________________

43

Course unit title: Entrepreneurship in the Global Market




Year of study: 1st


Number of ECTS: 3

Name of lecturer:



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.




Course contents:

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

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.

Required reading:

Carraher, S., and Welsh, D., Global Entrepreneurship, 2nd

. Edition, Kendall Hunt Publishing, 2014.

Welsh, D., and Carreher, S., Case Studies in Global Entrepreneurship, Kendall Hunt Publishing, 2011.

Travis, T., Doing Business Anywhere: The Essential Guide to Going Global, Wiley, 2007.

Foley, J.F., The Global Entrepreneur:Taking Your Business International, 2nd

. Edition, Jamric Press

International, 2004.








Work placement:

__________________________________________________________________________________

Course unit title: Entrepreneurship Business Plan




Year of study: 1st


Number of ECTS: 3

Name of lecturer:

Learning outcomes of the course unit

45


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 medium-

sized organization.




Course contents:

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.

Required reading:

Aulet.B., Disciplined Entrepreneurship: 24 Steps To A Successful Startup, Wiley, 2013

Abrams.R.,, Successful Business Plan: Secrets & Strategies, 5th; edition, Planning Shop, 2010.

Barringer.B., Preparing Effective Business Plan: An Entrepreneurial Approach, Prentice- Hall, 2008.

Hazelgren.B., and Covello.J., , The complete book of Business Plans: Simple steps to writing

Powerful Business plan, 2nd

. Edition, Sourcebooks, 2006.








Work placement

6. Supply Chain and Operations Management

46

Course unit title: Supply Chain Planning and

Management

Course unit code: MBASCOM561



Year of study: 1st


Number of ECTS: 3

Name of lecturer:



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.




Course contents:

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.

Required reading:

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,

2003

47

Form of examination; - Continuous assessment based on case analyses and







Work placement

Course unit title: Global Operations Strategy Course unit code: MBASCOM562



Year of study: 1st


Number of ECTS: 3

Name of lecturer:



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.




Course contents:

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,

Required reading:

Prof. Gong .Y, Global Operations Strategy: Fundamentals and Practice , Springer, London & New

York, 2013.








Work placement

Course unit title: Total Quality Management




Year of study: 1st


Number of ECTS: 3

Name of lecturer:



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.




Course contents:

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.

Required reading:

Goetsch, D.L., and Davis, S., Quality Management for Organizational Excellence: Introduction to

Total Quality, 7th. Edition, Prentice-Hall, 2012.

Foster, F.T., Managing Quality: An Integrative Approach, 5th. Edition, Prentice-Hall, 2012

Pyzdek, T., and Keller, P., The Six Sigma Handbook, 4th. Edition, McGraw-Hill, 2014.








Work placement:

__________________________________________________________________________________

Course unit title: Operations Facilities and Systems

Design Course unit code: MBASCOM564

50



Year of study: 1st


Number of ECTS: 3

Name of lecturer:



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.




Course contents:

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.

Required reading:

Orwell.J., Jennette.S., Operation Management, HBSS Publishing, 2011.

Dennis.A., Haley Wixom.B.,and Roth.R., Systems Analysis and Design, Wiley Global Education; 4th.

edition, 2008.

Form of examination: - Continuous assessment based on case analyses,

exercises, and presentations (40% of final grade).






51

Work placement

Course unit title: Global Supply Chain Optimization




Year of study: 1st


Number of ECTS: 3

Name of lecturer:



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.




Course contents:

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

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.

Required reading:

Guenes, J., and Pardalos, P.M. (eds.), Supply Chain Optimization, Springer, 2010.

Poirier, C., and Reiter, S.E., Supply Chain Optimization: Building the Strongest Total Business

Network, Berret-Koehler Publishers, 1996.








Work placement:

___________________________________________________________________________

5. ICT Management

Course unit title: ICT Project Management

Course unit code: MBAICTM571



Year of study: 1


Number of ECTS: 3

Name of lecturer:



Identify desirable characteristics of effective project managers.

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.




Course contents:

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 technology-

oriented 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.

Required reading:

Jamal, T., ICT Project Management, eBook, 2010.

Kerzner, H.R., Project Management: A Systematic Approach to Planning, Scheduling and Control,

Wiley, 2009.

Kerzner, HR., Project Management Case Studies, Wiley, 2009.

Hill, G.M., The Complete Project Management Methodology and Tool Kit, Auerback, London, 2009.








54

Work placement:

__________________________________________________________________________________

Course unit title: Information Systems and Business

Intelligence Course unit code: MBAICTM572



Year of study: 1st


Number of ECTS: 3

Name of lecturer:


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




Course contents:

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.

Required reading:

Sharda.R. , Delen.D., and Turban.E., Business Intelligence and Analytics: Systems for Decision

Support, 10th. Edition, Prentice-Hall, 2014.

Laudon, K.C. and Laudon, J.P., Management Information Systems: Managing the Digital Firm, 11th.

Edition, Person, N.Y., 2009.

Form of examination: - Continuous assessment based on exercises, quizzes, and







Work placement

Course unit title: Value Chain, Networks, and

Knowledge Management




Year of study: 1st


Number of ECTS: 3

Name of lecturer:



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.




Course contents:

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-output-

structure 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.

Required reading:

Oliveira.A., and Gimeno.A.,, Managing Supply Chain Networks: From Value Chain to Value

Network, Pearson Part of the FT Press Operations Management series, 2014.

Liebowitz, J., (ed.), Knowledge Management Handbook: Collaboration and Social Networking, 2nd

.

Edition, CRC Press, 2012.

Groff.T., Jones.T ,Introduction to Knowledge Management, Routledge, 2003.

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, 2003.








http://www.ftpress.com/authors/bio/d5ef5809-016e-4095-8579-a171499a0753

http://www.ftpress.com/authors/bio/08d252cc-199a-4304-a4ed-9dd9a49f4373

57

Work placement

Course unit title: Enterprise Resource Planning Course unit code: MBAICTM574



Year of study: 1st


Number of ECTS: 3

Name of lecturer:


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.




Course contents:

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 industry-

leader 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.

58

Required reading:

Wagner. B.,and Monk E., , Enterprise Resource Planning, Cengage Learning, 3rd

. edition, 2008.

Sumner.M.,, Enterprise Resource Planning, Prentice-Hall, 2005.








Work placement:

__________________________________________________________________________________

Course unit title: Innovation and Technology

Management




Year of study: 1st


Number of ECTS: 3

Name of lecturer:



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:

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.




Course contents:

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.

Required reading:

Carayannis, E.G. (ed.), Innovation, Technology, and Knowledge Management, Springer, 2014.

Sun, H. (Ed.), Management of Technological Innovation in Developed and Developing Countries,

Intechopen, 2012.

Tastogi, P.N., Management of Technology and Innovation: Competing Through Technological

Excellence, 2nd

. Edition, SAGE Publications, 2009.

Dodgson, M., Gann, D.M., and Slater, A. (eds.), The Management of Technological Innovation:

Strategy and Practice, Oxford University Press, 2008.

Recommended Reading:

International Journal of Innovation and Technology Management (various issues).





60




Work placement:

6. Healthcare Management

Course unit title: Public Health

Course unit code: MBAHCM581



Year of study: 1st


Number of ECTS: 3

Name of lecturer:


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.




Course contents:

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

61

and management; strengthening of public health regulation and enforcement capacity; as well as

human resources development and training in public health

Required reading:

Scutchfield, F.D., and Keck, C.W., Principles of Public Health Practice, 3rd edition. Delmar

Thompson Learning, 2009.

Detels, R., et al, Oxford Textbook of Public Health, 5th. Ed., Oxford University Press, 2011.








Work placement:

Course unit title: Applied Epidemiology




Year of study: 1st


Number of ECTS: 3

Name of lecturer:



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.


62



Course contents:

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.

Required reading:

Brownson, R.C. & Pettiti, D.B., Applied Epidemiology: Theory and Practice, Oxford University Press,

1998.

Form of examination: - Continuous assessment based on case studies and







Work placement:

__________________________________________________________________________________

Course unit title: Quality Management in Healthcare




Year of study: 1st


Number of ECTS: 3

Name of lecturer:


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.




Course contents:

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.

Required reading:

Lighter, D.E., and Fair, D.C., Quality Management in Health Care: Principles and Practices, Jones &

Bartlett Publishing, Sudbury, MA, 2004.








Work placement:

64

__________________________________________________________________________________

Course unit title: Legal Aspects of Healthcare Management




Year of study: 1st


Number of ECTS: 3

Name of lecturer:



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.




Course contents:

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.

Required reading:

65

Pozgar, G.D., Legal Aspects of Healthcare Administration, Jones & Bartlett Publishing, Sudury, MA,

2012.








Work placement:

__________________________________________________________________________________

Course unit title: Global Healthcare Management



Level of course unit: 2nd

Cycle

Year of study: 1st


Number of ECTS: 3

Name of lecturer:



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


66



Course contents:

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.

Required reading:

Heltz, C., Global Health Care: Issues and Policies, Jones & Bartlett, 2007.








Work placement:

__________________________________________________________________________________

gbm program curriculum (mba qualification)

Documents