The Study plan First semester (for non-business students): Second ...

1

The Study plan

First semester (for non-business students):

Code Course Communication hours Credit hours Exam hours

Lectures Seminars Total

ACC 111 Financial Accounting

المحاسبة المالية

2 1 3 3 3

ECO 112 Principles of Economics

اإلقتصاد مبادئ

2 1 3 3 3

MGT 113 Principles of Management

دئ اإلدارةامب

2 1 3 3 3

STA 114 Managerial Statistics

اإلداري إلحصاءا

2 1 3 3 3

MAR 115 Principles Of Marketing

مبادئ التسويق

2 1 3 3 3

Total 01 5 01 15 -

Second semester:-



ACC 211 Cost and Management Accounting

المحاسبة االداريةو التكاليف

2 1 3 3 3

MAR 212 Marketing Management

ادارة التسويق

2 1 3 3 3

MIS 213 Management Information System

نظم المعلومات االدارية

2 1 3 3 3

FIN214 Financial Management

االدارة المالية

2 1 3 3 3

MOB 215 Organizational Behavior

التنظيمي السلوك 2 1 3 3 3

Total 15 5 15 15 -

2

Third semester Code Course Communication hours Credit

hours

Exam hours


MHR 311 Human Resource Management

ادارة الموارد البشرية

2 1 3 3 3

PRO 312

Project Management

ادارة المشروعات

2 1 3 3 3

ETP 313 Business Ethics +Social Responsibility

والمسؤلية االجتماعية اخالقيات العمل

2 1 3 3 3

MAG 314 Production and Operation Management

ادارة االنتاج و العمليات

2 1 3 3 3

MEP 315 Entrepreneurship

ريادة االعمال

2 1 3 3 3

Total 10 5 15 15 -

1) 4th

semester: MBA General “5 courses” including Strategic Management ‎):-



MAR 411 Strategic Management

دارة االستراتيجيةاال

2 1 3 3 3

MAG 412 Managerial Economics

االقتصاد االداري

2 1 3 3 3

MAG 413 القيادة وإتخاذ القرار

Leadership and Decision-Making

2 0 3 3 3

MAG 414 Total Quality Management

الشاملةادارة الجودة

2 1 3 3 3

MAG 415 Marketing Research

بحوث التسويق

2 1 3 3 3

MAG 416 Corporate Finance

مؤسساتتمويل ال

2 1 3 3 3

MAG 417 International Business

الدولية إدارة االعمال 2 0 3 3 3

3

2) 4th semester: MBA Marketing “5 courses” including Strategic Management Code Course Communication hours Credit hours Exam hours


MAR 411 Strategic Management


2 1 3 3 3

MAR 412 Marketing Research

بحوث التسويق

2 1 3 3 3

MAR 413 Marketing Strategies التسويقاستراتيجيات

2 1 3 3 3

MAR 414 International Marketing

التسويق الدولي

2 1 3 3 3

MAR 411 Consumer Behavior

سلوك المستهلك

2 1 3 3 3

MAR 416 Product and Brand Management

إدارة المنتج والعالمة التجارية

2 1 3 3 3

MAR 417 Services Marketing

تسويق الخدمات

2 0 3 3 3

MAR 418 Current issues in Marketing

القضايا المعاصرة في التسويق

2 1 3 3 3

3)4th

semester:MBA Human Resources “5 courses” in cluding Strategic

Management: Code Course Communication hours Credit hours Exam hours


HR 411 Strategic Management


2 0 3 3 3

HR 412 Corporate performance Management

ادارة االداء المؤسسي

2 0 3 3 3

HR 413 Personnel Management in

International Organizations

ادارة االفراد في المؤسسات الدولية

2 1 3 3 3

HR 414 Labor laws & Social Insurance

و التأمينات االجتماعية لالعم قوانين

2 1 3 3 3

HR 411 Human Resource Strategic

Management

لموارد البشريةاالدارة االستراتجية ل

2 0 3 3 3

HR 416 Negotiation Skills and Conflict Management

مهارات التفاوض وإدارة الصراع

2 0 3 3 3

HR 417 Organization Development and

Change

إدارة التغير والتطوير التنظيمي

2 1 3 3 3

4

4) 4th

semester: MBA Project Management “5 courses” including Strategic

Management: Code Course Communication hours Credit hours Exam hours


PRO 411 Strategic Management


2 0 3 3 3

PRO 412 Project Management ‎ noftamrofn‎

metrya

ادارة المشاريع نظم

2 0 3 3 3

PRO 413 Total quality Management

ادارة الجودة الشاملة

2 0 3 3 3

PRO 414 Project Planning + Scheduling

تخطيط وجدولة المشروعات

2 1 3 3 3

PRO 411 Supply Chain Management ‎

اإلمداد سلسلة إدارة

2 0 3 3 3

PRO 416 Projects Feasibility Study

المشروعي دراسة جدو

2 1 3 3 3

5) 4th semester: MBA Finance “5 courses” including Strategic Management:

Code Course Communication hours Credit

hours

Exam hours


FIN 411 Strategic Management


2 0 3 3 3

FIN 412 Corporate Finance

تمويل المؤسسات

2 1 3 3 3

FIN 413 Islamic Banking and Finance

التمويل االسالميو الصيرفة

2 1 3 3 3

FIN 414 Financial Institutions and Markets

االسواق والمؤسسات المالية

2 1 3 3 3

FIN 411 International Financial Management

المالية الدوليةاالدارة

2 0 3 3 3

FIN 416 Portfolio Management

االستثماريةادارة المحافظ

2 0 3 3 3

FIN 417 Insurance and Risk Management

ادارة المخاطر والتامين

2 0 3 3 3

5

6) 4th

semester: MBA Entrepreneurship “5 courses” including Strategic

Management:



ENP 411 Strategic Management


2 0 3 3 3

ENP 412 Innovation Management

االبداع إدارة

2 1 3 3 3

ENP 413 Entrepreneurial Finance

التمويل الريادي

2 1 3 3 3

ENP 414 Small and Medium Enterprises

Management

والمتوسطة الصغيرة المشروعات إدارة

2 1 3 3 3

ENP 411 Strategic Alliances

االستراتيجية التحالفات

2 1 3 3 3

ENP 416 New Venture Planning

تخطيط المشروعات الجديدة

2 1 3 3 3

7) 4th

semester: MBA Hospital Management “5 courses” including Strategic

Management Code Course Communication hours Credit hours Exam hours


HOS 411 Strategic Management


2 0 3 3 3

HOS 412 Supply Chain Management

سلسلة االمدادادارة

2 1 3 3 3

HOS 413 Total Quality Management

الجودة الشاملةادارة

2 0 3 3 3

HOS 414 Health Care Management

ادارة الرعاية الصحية

2 1 3 3 3

HOS 411 Health Crisis Management

إدارة األزمات الصحية

2 0 3 3 3

HOS 416 Health Insurance & Social Security

التامين الصحي و الضمان االجتماعي

2 0 3 3 3

HOS 417 Computer Applications in Hospital

Management

في ادارة المستشفيات التطبيقات الحاسوبية

2 0 3 3 3

6

Semester one

7

Description:

Concepts, analysis of accounting transactions, elements of accounting, basic of book keeping and

preparation of financial statements.

Course objectives:

1. Introduce the students to the nature and main users of accounting in business enterprises,

2. Equip the students with the necessary knowledge and skills to keep accounting records

and prepare financial statements.

Learning Outcomes:

By the end of this course the students should be able to:

1-Define accounting, identify business goals and activities, and describe the role of

accounting in making informed decisions.

2-Identify the many users of accounting information in society.

3-Explain the importance of business transactions, money measure, and separate entity to

accounting measurement.

4- Identify the three basic forms of business organization.

Assessment:

Continuous assessment 20

Mid-semester Exam 30

End of semester exam 50 %

Total 100 %

Syllabus content:

Week Topic

1 Accounting and Business Environment

What is accounting

Users of accounting information

Accounting: the basis for business decision

2 Accounting and Business Environment

Financial accounting and Management Accounting

Difference between book-keeping and accounting

Accounting principles

3 Accounting for Business Transactions

Elements of accounting

The accounting equation

The double- entry system

4 Accounting for Business Transactions

The rules of Debit and Credit

Analysis of Business Transactions

5 The Journal

The need for journal

The general journal

The journalizing process

6 Accounting for Merchandising Operations

Merchandising operations

Recording purchases of merchandise

Recording sales of merchandise

Course Title: Financial Accounting

Course Code: ACC111 Semester: 1

Credit Hours: 3(2,1,0) Duration: 15 Weeks

8

Returns of merchandise

7 The ledger

What is ledger

Posting information from journal to ledger

Accounting after posting

8 Mid-Term Exam

9 The Trial balance

Preparing the trial balance

Advantages and limitations of trial balance

10 Correcting a trial balance errors

11 Adjusting Process

Accrual- Basis accounting versus Cash Basis accounting

The accounting period

Revenue principle and matching principle

Prepaid and Accrual


Prepaid expenses

Prepaid revenues

Accrued expenses


Accrued revenues

Adjusted trial balance

Exercise

14 Completing the Accounting cycle

Prepare an accounting worksheet

Closing the accounts

Post-closing trial balance

15 Completing the Accounting Cycle

Financial statements (income statement, balance sheet, statement of

cash flows and statement of retained earnings

16 Revision

Resources:

Course Textbook:

Weygand, J. J, Kieso, D. E, Kimmel, P. D, Accounting Principles, John Wiley,8th edition,2007.

Internet website/other learning resources:

1- accaglogal.com

2- [email protected]

3- AccountingCoach.com

Additional reading materials:

i- Albrecht W, Stice E, Skousen K, Accounting 8th edition, Southwestern, USA

ii. Needles, B, Anderson, H, Caldwell, J, Principles of Accounting, 6th edition, Houghton Mifflin

Company, USA.

9

Course Title: Principles of Economics ‎

Course Code: ECO112 Semester: 1

Credit Hours: 3(2,1,0) Duration: 15 Weeks Description:

This course is designed to give the student an introduction to modern economics. It is often said

that economics is the study of choice in a world of limited resources. However, the real world is

extremely complex with billions of people making of economic decisions in a year. Therefore, in

order to gain some understanding of an economy, economists build simple models in order to

examine complex economic issues. These models can be analyzed to make both predictions and

policy prescriptions. This course we will present the basic models and show how they are used

with real world application.

Course objectives: 1- Identify the economic phenomena

2- Differentiate between economic systems

Learning Outcomes: By the end of this course students should be able to:

1- Understand tools and methods of economic analysis

2- Understand demand and supply models

Assessment: Continuous assessment 20



Total 100 %

Syllabus content:

Week Topic

1 Introduction, Nature of Economics, scope and objectives.

2 Basic definition of economics

3 Economic Problem

4 Factors of Production

5 Economic System

6 Theory of Demand

7 Supply

8 Mid – Term Exam

9 Demand and Supply

10 supply, Demand, and Government Policies

11 Supply elasticity

12 Supply elasticity

13 Determinants of elasticity

14 Revision and presentation

15 General Revision and preparation for exam

Resources:

Course Textbook:

Economics, P. Samuelsson.



Economics, Lispey

10

Course Title: Principles of Management

Course Code: MAG113 Semester: 1

Credit Hours: 3(2,1,0) Duration: 15 weeks Description:: Upon successful completion of this course, the student should be able to state the basic functions of

management, explain the nature of organizations and organizational theories and types

1. Identify management as a distinct activity, knowledge of which can be acquired and

skill in which can be attained.

2. Identify the various approaches or “schools of management” from the Industrial

Revolution to modern era to the study of management.

3. Describe the internal and external environments and their impact on a manager's job.

4. Identify the four fundamental functions that make up the universal management process.

5. Demonstrate a working knowledge of the broad management principles to solve

business problems.

Course Objectives:

The principles learned in this course will allow the student to

effectively work with and through others in an organization. The principles are

relevant to any type of organization or group, empowering the student to lead

others, negotiate, embrace change and better understand the role of business in society.

Learning Outcomes: The intention is for the student to be able to:

1. Work as an effective team member and a leader

2. Look for opportunities to work with and better understand diversepopulations

3. Use problem-solving strategies and critical thinking in real life situations

4. Approach change with enthusiasm

5. Demonstrate understanding of successful planning

Course Assessment:

First test 10% Mid-semester Exam 30% Presentation 10% End of semester exam 50 % Total 100 %

Syllabus Contents:

Week Topic

1 The nature of management

A. List the four functions of management.

B. Define the three skills needed to manage and their

relationship to managerial levels in an organization.

C. Explain the various roles in a manager’s daily routine.

2& 3 The Evolution of Management Thought

A. Theories of management

B. Distinguish between the different historical

perspectives of

C. Management thought.

4 & 5 Environmental Factors Impacting a Manager’s Job

A. List the internal environments and describe their

impact on a managerial performance.

B. List the external environments and describe their

impact on managerial performance.

C. Differentiate between effective and efficient

11

management.

6 & 7 The planning function

A. Define goals and plans and distinguish the relationship

between them.

B. Describe the difference between strategic, tactical, and

Operational plans.

C. Explain the difference between programmed and non-

programmed decision making.

D. Describe and contrast the various decision models and

their applications within a modern business

organization.

8 & 9 The organizing function

A. Explain the fundamental characteristics of organizational concepts.

B. Summarize the difference between functional,

divisional, and matrix approaches to structure.

C. Describe the difference between line and staff positions

within an organizational structure.

D. Define the four stages of the organizational life cycle

E. Explain how size and life cycle influence current

structures.

F. Explain the role of human resources in organizational strategy

planning.

G. Explain the dimension of diversity in modern

organizations and the benefits of being cultural diverse

10 & 11 The leading function

A. Explain the various motivational theories and site their

applications in the modern organization.

B. Relate various leadership models to the modern

organization.

C. Distinguish leadership roles in different organizational

structures.

D. Describe change and its effect upon individuals and

organizations.

12 & 13 The control function

A. Describe control function relationship to the planning

function.

B. Describe the control process

C. Define TQM, continuous improvement, and

benchmarking.

D. Identify three basic control techniques.

E. Describe the types of controls used in organizations.

14 Ethics and social responsibility

15 Revision and presentation

Course Textbook:

Contemporary Management 3rd

edition by Jones

Management by Koontz latest edition

Management by Stephen P. Robbins and Mary Coulter Eighth Edition

12

Course Title: Managerial statistics ‎

Course Code: STA114 Semester: 1


This course aims to provide students with some basic quantitative methods that can be used in

managerial decision making and introduce the students to operation research.

Statistics involves the study of collection, organization, presentation, analysis and interpretation

of data.

The ultimate goal of business statistics is business improvement through informed action when

faced with uncertain outcomes. In this course we provide an introduction to some of the

statistical analysis methods such as con.dence intervals, hypothesis testing, experimental design

and analysis of variance, and regression analysis to aid business decision-making.

Course Objectives:

1. Summarize a set of data by descriptive statistics,

2. Recognize the circumstances under which a situation could be described by a normal

distribution,

3. Estimate the relationship between two (or more) sets of data,

Learning Outcomes:

1-Use the normal distribution to answer managerial probability questions,

2-Use sample results to make estimates of population parameters,

3-Use sample results to test theories about population parameters,

4-Use sample results from two (or more) sets of data to determine if there are differences

between two (or more) population parameters, Course Assessment:

First test 10%

Mid-semester Exam 30% Presentation 10% End of semester exam 50 %

Total 100 %

Course contents

Week Topic

1 & 2 Descriptive Statistics

3 & 4 Introduction and course overview;

5 & 6 recap of descriptive statistics material;

7 & 8 standard deviation and measures of variability.

13

9 & 10 Probability

11 & 12 Random variables; expected value; variance

13 Normal distribution and normal table; standardizing.

14 Sampling and Estimation

Course Textbook:

• Levine, Stephan, Krehbiel, & Berenson Statistics for Managers, 6th Ed., Prentice-Hall

2010.

14

Course Title: Principles of Marketing

Cores code: MAR115 Semester: 1

Credit hours: 3(2,1,0) Duration: 15 Weeks

Description:

This course introduces the participants to the basic concepts of marketing and how to relate it to

business. It explains the core concepts of marketing .This course emphasize the need for

marketing in a changing and competitive environment. The impact of the IT and economic

globalization is also highlighted in the course. Course Aims:

To explore and further your understanding of marketing principles.

To assess a sound market presence, position, and appropriate target markets for products

and services.

To attain a broader understanding of both the internal and external marketing

environments.

To develop skills that allow continuous learning and adaptation to the dynamic

competitive environment in which you will be working. Learning outcomes:

On successful completion of this module, the student will be able to:

1. Explain the nature of marketing principles.

2. Describe metrics associated with elements of the marketing mix (product, price, place, promotion) in

theory and in practice.

3. Identify what to measure, where to find data and how to construct measures for different roles in

specific industry sectors.

Assessment and evaluation:

First test 10%

Mid-semester Exam 30% Presentation 10% End of semester exam 50 %

Total 100 %

Syllabus Content:

Week Topic

1 Marketing concept / marketing orientation

2 Strategic Marketing

3 Market Segmentation / Targeting

4 Consumer behaviour

5 Case studies

15

6 Pricing factors and strategies

Distribution channels and physical distribution decisions

7 ‎•Marketing intermediaries and their activities‎

Promotional mix elements‎

8 ‎•Discuss current marketing issues‎

International marketing strategies‎

9 ‎•Marketing trends‎

10 Social responsibility and ethics in marketing

11 New marketing organizations

12 - 14 Presentations

15 Revision

Course Textbook:

KOTLER, P., ARMSTRONG, G., (2012).Principles of marketing (14ed) Global Edition: Pearson.


thecaseplace.co

16

Semester Two

17

Course Title: Cost and management accounting ‏‏‏

Course Code: ACC211 Semester: 2


Description:

This course gives students the required skills for using accounting as a managerial tool of

decision making. It describes the behavioral aspects of accounting control system, management

accounting for planning and control, variance analysis and special topics in management

accounting.

Course objectives: by the end of this course students should be able to:

1- Understand the concepts of the planning process.

2- Know how to prepare budget.

3- Know how to calculate the optimum selling prices.

4- Understand the variance analysis.

5- Understand how to minimize cost with cost control techniques.

Learning Outcomes:

By the of this course students should be able to:

1- Set plans for operations activities in the short and long terms. 2- Prepare the different types of budget. 3- Compute and use the break-even points and its applications.

4- Determine and analyze variances.

5- Use cost control techniques to minimize and control costs.

6- Calculate the optimum selling prices.

Assessment: Continuous assessment 20



Total 100 %

Syllabus content

Week Topic

1 Introduction to Management Accounting:

definition, nature & scope, concept, importance and process

Introduction to basic cost concepts:

- Variable cost vs. Fixed cost

- Direct cost vs. Indirect cost

- Total cost vs. Unit cost

- Standard cost vs. Actual cost.

2 Management Accounting and Financial Accounting,

Management accounting and cost accounting

3 Cost- Volume – Profit Analysis:

Break-even analysis for single product,

Target profit

Margin of safety.

4 Break- even analysis for multiple products

5 Budgeting and Budgetary Control:

Concept of budget and budgetary control,

Objectives and elements of budget.

6 Budgeting and Budgetary control

18

Resources: Course Textbook:

Charles T.Horngern, Srikant M, Datar, George Foster, Cost Accounting, A managerial

Emphases, Pearson Prentice Hall, 2009.

Other references:

i- Ronald W, Hilton, Management Accounting, Tata Graw Hill, 2009.

ii- ACCA Text Books


1. Accaglobal.com.

2. http://courses.utexas.edu, www.bpp.com, www.wiley.com

Types of budget(fixed and flexible)

Budget period,

Budget centers,

Budget committee.

7 Departmental budgets:

Sales budget

Production budget

Materials budget

8 Departmental Budget:

Direct labor,

Overheads budget

Cost of goods sold budget

Expenses budget.

9 Departmental Budget

Cash budget,

Budgeted income statement,

Budgeted balance sheet.

10 Capital Budgeting:

Concepts, purpose and elements of capital budgeting

Payback period

11 Capital Budgeting:

Net present value(NPV)

Internal rate of return(IRR)

12 Standard Costing:

Concepts, nature and purpose and elements

Standard costing for direct material and their variances

13 Standard Costing:

Standard costing for direct labor and variances

Standard costing for overheads and variances.

14 Pricing of Products and Services

15 Management Accounting and Business Decisions

http://courses.utexas.edu/

http://www.bpp.com/

http://www.wiley.com/

19

Course Title: Marketing Management

Course code: MAR212 Semester: 2


Description:

Develop the over-arching themes of marketing as a process, function and people management

activity for all stakeholders and to provide a strong foundation and knowledge of the marketing

function from the perspective of marketing management.

Enable the student to comprehend the role of marketing management within the business

planning process and the role of strategic marketing management within the wider context of

business strategy to gain competitive advantage in international contexts.

Course Aims: Demonstrate marketing problem solving, based on comprehension of applied marketing theory

and concepts, and how and when to use them.

Develop the ability to produce and present to relevant audiences detailed recommendations to

achieve improvements in marketing management, thus assisting students to be confident in

performing and expressing themselves as emerging professional marketers.

Indicative Course Content: The Marketing Management Process (Transactional Marketing vs Relationship

Marketing)

Identification of the firm’s core competencies

Development of the firm’s competitive advantage

Assessing the external marketing situation (Customer Behaviour, Company analysis and

intelligence, analyzing relationships in the value chain)

Developing and managing marketing strategies for the organization

Establishing, developing and managing buyer-seller relationships

Product and Service decisions in Marketing Management

Pricing decisions in Marketing Management

Distribution decisions in Marketing Management

Communication decisions in Marketing Management

Learning outcomes:


1. Critically evaluate the role of marketing within the context of the organization’s overall

business.

2. Identify and critically analyze marketing policies, practices, problems and strategies of an

international organization.

3. Apply and use all key marketing theories and concepts, in a problem-based context to

achieve syntheses and solutions.

4. Each student will be required to write and present a marketing plan Assessment and evaluation: First test 10%

Mid-term exam 30%

Presentation 10%

End-of-semester exam 50%

Total 100%

20

Syllabus Content:

Week Topic

1 Market determination

2 Customer value and satisfaction

3 Product planning and development

4 Strategic marketing decisions

5 Marketing of services

6 Branding

Packaging &labeling

7 Application

8 Product policy

9 Pricing

10 Channels of distribution,

10 Promotion

11 Wholesaling and retailing


15 Revision

Course Textbook: KOTLER, P., KELLER, KL (2012) Marketing Management 14thed, Pearson Education

International.


Thecaseplace.com

Marketingteacher.com

21

Course Title: Management Information System

Course Code: MSI 213 Semester: 2

Credit Hours: 3(2,1,0) Duration: 16 weeks

Description:

An introduction to management information systems. Topics include executive information

systems, management information systems, decision support systems, and security and privacy.

Course Objectives: Understand the components and types of computer-based information systems;

Describe the role of information systems in decision making;

Learning Outcomes:

At the end of the course,

Gain hands-on experience on the use of several selected MS DOS (Microsoft

Demonstrate awareness of the ethical and global issues in information systems

Course Assessment:

First test 10%

Mid-term exam 30%

Presentation 10%


Lectures

Week Topic 1. General Concepts of information system

2. Managers and their information needs

3. Managers and their information systems( types of systems)

4. Planning information systems

5. Information systems development

6. Tools and methods of building information system

7. Information system success and failure

8. Information systems security and privacy

9. The ethical and social aspects related to information system

10. Information system departments (ISD)

11. Presentations

12. Presentations

13. Revision

Course Textbook:

Management Information System by Lauden and Lauden latest edition

22

Course Title: Financial Management

Course Code: MSA214 Semester: 2


The aim of this course is to enable students to understand basic financial management concepts

issues which are necessary for managers to make their decisions and future planning.

Course objectives: By the end of this course students should be able to:

1- understand the role of financial manager in managing financial resources

2- understand the basics of financial planning

3- understand and apply the techniques of working capital management

4- Analyze the financial statements.

Learning Outcomes:

By the end of this course students should be able to:

1- set financial plans in short and long terms.

2- Manage the working capital.

3- Analyze and evaluate the financial positions of firms using different methods.

Assessment:




Total 100 %

Syllabus content:

Week Topic

1 Financial Management Objectives

The nature, purpose and scope of financial management

The relationship between financial management, management

accounting and financial accounting

2 Objectives of Financial Management

shareholders’ wealth maximization

profit maximization

earnings per share growth

functions of financial manager

3 Financial Management Environment

Economic environment for businesses

The nature and role of financial markets and institutions

The nature and role of money and capital markets

The role of financial intermediaries

4 Interest Rates and Required Rate of Returns

Interest rate fundamentals

Required rate of return

5 Financial Statements: taxes, depreciation and cash flow

Basic financial statements

stockholders’ report

management report

cash flow, depreciation and taxes

6 Risk and Rates of Return

Time Value of Money

23

7 Future and Present Value; Ordinary Annuity, Annuity Due and

Perpetuity

8 Effective Annual Interest Rate (EAR)

Loan Amortization

Bonds and Their Valuation

9 The Cost of Capital

• Cost of Debt, Preferred Stock and

10 Payback Period, Net Present Value

(NPV), Internal Rate of Return (IRR), Modified Internal Rate of Return

(MIRR)

11 Payback Period, Net Present Value

(NPV), Internal Rate of Return (IRR), Modified Internal Rate of Return

(MIRR)

12 Cash Flow Estimation and Risk Analysis

13 Capital Structure and Leverage

14 Financial Statement Analysis

Ratio analysis

Liquidity ratio

Debt ratio

Activity ratio

Profitability ratio

15 Distributions to Shareholders: Dividends and Share Repurchases

Resources: Course Textbook:

James, C. Van Horn, Fundamentals of Financial Management, Prentice-Hall, Englewood Cliffs,

New Jersey.

Other references:

i. Brigham and Houston, Principles of Financial Management

ii. ACCA text books


1- accaglobal.com

2- AccountingCoach.com

24

Course Title: Organizational Behavior

Course Code: MAG215 Semester: 2

Credit Hours: 3(2,1,0) Duration: 16Weeks Description: The objective of this course is to acquaint students with an understanding of the structure and function of

human behaviour in organizations. This will include a combination of lectures, tutorials and discussions

that will convey organizational behaviour concepts in the content of everyday work experience.

Course Objectives:

1.To provide a basic knowledge of main ideas and key theories relating to

organizational behaviour;

2. To develop an understanding of these and of related ideas and concepts.

3. To develop skills in diagnosis and problem solving by applying the learned material

to given situations;

4. To develop an interest in, an appreciation of, and a positive attitude toward the

many aspects of the subject matter of management

Learning outcomes:

Effective management of human resources within organizations requires an

understanding of various behaviour and processes. Managers need to know why people behave as they do

in relation to their jobs, their work groups and their organizations. This knowledge of individuals'

perceptions, motivational attitudes and behaviour will enable managers to not only understand themselves

better, but also to adopt appropriate managerial policies and leadership styles to increase their

effectiveness.

The focus of instruction will move progressively through the individual, group and

organizational levels of behaviour and will examine the interrelationships of behaviourial phenomena

among these levels. Additionally, concepts such as motivation, communication and leadership and their

relevance to organizational behaviour will be examined in detail.

Course Assessment:

First test 10% Mid-semester Exam 30% Presentation 10% End of semester exam 50 % Total 100 % Syllabus Contents:

Week Topic

1 What is OB?‎

2& 3 Individual Behavior: Personality & Values

4 & 5 Individual Perception and Learning

25

Motivation and Rewards

6 & 7 Motivation and Rewards

8 & 9 Decision Making & Ethics

10 Mid Exam

11 Decision Making & Ethics ‎

12 Ethics & Conflict

13 Negotiations

14 Communication in Teams and Organizations

15 Revision

Course Assessment:

First test 10% Mid-semester Exam 30% Presentation 10% End of semester exam 50 % Total 100 % Course Textbook:

1. Organizational Behavior by Robbins Stephen. And Timothy A. Judge 12th edition Prentice Hall

Other references:

1. Baron and Green berg (2000): Behavior in organizations, 5th edition, Prentice Hall of India.

2. Jones and George (2002): Contemporary Management, Mc Graw hill.

3. Miner (2002): Organizational Behavior foundations, Theories and Analyses: Oxford University

press.

4. Mullins J Laurie (1999): Management and Organizational Behavior 2nd Edition, wheeler

publishing.


Thecaseplace.com

26

Semester Three

27

Course Title: Human Resources Management

Course Code: HR311 Semester: 3

Credit Hours: 3(2,1,0) Duration: 16weeks Description:

The primary objective of this course is to orient students that managing human resources at the

work place is a matter of central concern to all types of managers in whatever type of

organization. Students by the end of this course should gain great knowledge and practice the

techniques of managing HR.

Course Objectives:

During this course, students will be able to decide what staffing needs you have and whether to

use independent contractors or hire employees to fill these needs, recruiting and training the best

employees, ensuring they are high performers, dealing with performance issues, and ensuring

your personnel and management practices conform to various regulations.

Learning Outcomes:

During this course, students will be able to decide what staffing needs you have and whether to

use independent contractors or hire employees to fill these needs, recruiting and training the best

employees, ensuring they are high performers, dealing with performance issues, and ensuring

your personnel and management practices conform to various regulations.

Course Assessment:

First test 10%

Mid-term exam 30%

Presentation 10%

End-of-semester exam 50% Syllabus content

Week Topic

1 Introduction to HRM

2 HRM Planning

3 The job design cycle

4 Recruitment and selection

5 Performance Management system

6 Employees counseling

7 Development programs

8 Motivation

9 Compensation

10 The turnover program

11 Global HRM


15 Revision

Course Textbook:

Human Resources Management, Stephen P. Robbins latest edition.


Thecaseplace.com

28

Course Title: Project Management

Course Code: PRO312 Semester:3


Description:

This course introduces to the students the concepts currently being used in the emerging

professional field of Project Management. Project Management is designed to build and expand

the foundation of knowledge needed by successful managers.

Course Objectives:

Know the most common phases of a project life cycle and the typical project management tasks

associated with each Use the primary planning documents for a project Know the steps required

to plan and manage a project

Learning Outcomes: Understand the nine knowledge areas of project management

Understand the characteristics of a project and its deliverables

Course Assessment:

First test 10%

Mid-term exam 30%

Presentation 10%


Course Contents:

Week Topic

1 Course Introduction

2 Introduction to Project Management

3 The Information system project environment

4 ISPM features

5 ISPM conflicts

6 Project Communication

7 Alternate organization structures

8 Mid Exam

9 Requirement Analysis

10 Software development standards

11 Software development standards

12 Project presentation

13 Project presentation

14 Revision Course Textbook:

A guide to project management body of knowledge (Pmbok guide) by Project Management

Institute (Dec 31, 2008

29

Course Title: Businesses Ethics

Course Code: MAG 313 Semester: 3

Credit Hours: 3(2,1,0) Duration:15 Weeks

Description: Examines the various dynamics of ethical behavior. Focuses on ethics in justice policy,

administration, and research and the impact on individuals and society

Course Aims:

Upon completion of this course, students should be able to

Explain the difference between morals and ethics

Recognize the characteristics of an ethical system and the various systems that apply to

them

Explain the theories of moral development

Describe the origins of the concept of justice and its components

Explain the paradigms of law, the justification for law, and criminal and moral culpability

Discuss the factors that go into making policy in criminal justice

Discern the role of police in society and understand subculture, discretion, duty, and

discrimination

Describe the various types of police corruption and explore the code

Learning Outcomes:

Developing social workers need to engage in interactive styles of education. The

instructor will explain the meanings of key concepts and provide various frameworks for

the resolution of ethical issues. Students will participate in discussions, debates, and role-

plays in order to apply these concepts to social work practice situations. The instructor

will provide case examples drawn from all levels of social work practice. Guest

presenters from various professional groups will provide alternate perspectives on ethical

decision making. Students will make use of both theoretical and applied ethics literature.

Assessment:




Total 100 %

Syllabus content:

Week Topic

1 Introduction to the Course.

2 What is business? What is ethics?

3 What is ethics, Continued.

4 Ethics in Business.

5 The Good life as the goal of ethics.

6 Is it possible to find ethics in business?

7 Finding Ethics in Business:

30

8 Mid Exam

9 Business values—or not: is greed good?

10 Ethics and Legal Professionals

11 Trust and Truth.

12 Advertising and consumer manipulation?

13 Competition and Self-Control.

14 Group Presentations

15 Revision

Resources:

Course Textbook:

Allen, J. (2001). End of life decisions: Using literature to help troubled teenagers cope with end-

of-life decisions. Westport, CN: Greenwood.


American Group Psychotherapy Association (2002). Guidelines for ethics. Retrieved September

14, 2007 from http://www.agpa.org/group/ethicalguide.html.

Anderson, S. K., & Handelsman, M. M. (2009). Ethics for psychotherapists and counselors: A

proactive approach. New York: Wiley.

Association for Specialists in Group Work (n.d.). Group standards. Retrieved September 14,

2009 from http://www.asgw.org.


31

Course Title: Project &Operations Management



Description:

This course gives you an introduction to the functional area of production and operations

management as practiced in manufacturing industries and the services sector. It includes

decision-making, project management, facility layout in manufacturing and services industries,

waiting lines, quality control, just-in-time systems, forecasting, aggregate planning, inventory

management, materials requirements planning (MRP), and operations scheduling. Introduces to

the students the concepts currently being used in the emerging professional field of Project

Management. Project Management is designed to build and expand the foundation of knowledge

needed by successful managers

Course objectives:

Upon successful completion of this course, you should be able to:

Demonstrate an awareness and an appreciation of the importance of the production,

operations and supply management to the sustainability of an enterprise.

Explain the importance of quality control.

Apply techniques to measure quality control.

Learning Outcomes:

Understand the nine knowledge areas of project management

Know the steps required to plan and manage a project

Use the primary planning documents for a project

Demonstrate a basic understanding of the problems of waiting lines.

Demonstrate an understanding of the principles of just in time systems.

Explain the importance of forecasting.

Demonstrate an understanding of the problems involved in inventory management.

Course Assessment:

First test 10%

Mid-term exam 30%

Second test 10%


Course contents

Week Topic

1 Location Planning

2 Capacity Planning

3 ‎ Facilities Layout

4 Aggregate Planning

5 Inventory Control

6 Materials Requirements Planning

32

7 ‎ Scheduling

8 Mid Exam

9 Project Control with PERT/CPM

10 Behavioral issues in Operations Management

11 International Issues in Operations Management

12 ‎ Service Operations Management

13 Quality Management

14 Group Presentations

15 Revision

Course Textbook: Production and Operations Management

Kumar, S. Anil , Prof. & Head, Deptt. of Commerce & Management, N.M.K.R.V. College for

Women, Bangalore, Karnataka.

N. Suresh , Associate Professor & HOD of Industrial Engineering & Management, MVJ College

of Engg., Bangalore

. A guide to project management body of knowledge (Pmbok guide) by Project Management

Institute (Dec 31, 2008)


POM Journal

http://www.poms.org/education/

http://www.poms.org/education/

33

Course Title: Entrepreneurship

Course Code: MAP 315 Semester: 3

Credit Hours: 3(2,1,0) Duration: 15 weeks Description:

The course is intended to provide students with an introduction to entrepreneurship. To

achieve this, the course will be based on lectures and readings that illustrate the

development of an idea from opportunity recognition through start up to the stage when

outside money is needed.

Course Objectives:

The lectures will identify the skills generally considered necessary for success in an

entrepreneurial venture, with sessions covered by entrepreneurs, practitioners and policy

makers from various fields.

Learning Outcomes:

The course provides students with the opportunity to draw together elements of other

papers in a way that will enable them to see the workings of an organisation as a whole,

rather than as a series of unrelated components. This is illustrated in the business plan

that students have to complete.

Course Assessment:

First test 10%

Mid-term exam 30%

Presentation 10%

End-of-semester exam 50% Syllabus content:

Week Topic

1. Introduction to the Entrepreneurial Process

2. Entrepreneurship and Creativity

3. Entrepreneurial Assessment

4. Starting Your Own Business I

5. Business Plan Development

6. Business Plan Writing

7. Presenting the Business Plan

8. Business Problem - Solving for the Entrepreneur

9. Marketing Plan Development

10. Customer Service for the New Business Start Up

11. Basic Website Development

12. Advanced Website Development

13. Entrepreneurship in Practice

14. Application: Introduction to eBay®

15. Developing Business Opportunities and Plans

16. Taking Innovation to Market

17. Financing Entrepreneurial Operations

Course Textbook: Essentials of entrepreneurship and small business management (6th

edition)

by Norman M. Scarborough (Jan 13, 2010)

http://www.howardcc.edu/academics/program_information/course_outlines/entr/ENTR100.pdf

















34

4th semester: MBA

General “elective

courses”

35

Course Title: Strategic Management


Credit Hours: 3‏ Duration: 15-18 weeks ‏(2,1,0)Description:

This course focuses on some of the important current issues in strategic management. It will

concentrate on modern analytical approaches and on enduring successful strategic practices. It is

consciously designed with a technological and global outlook since this orientation in many

ways highlights the significant emerging trends in strategic management. The course is intended

to provide the students with a pragmatic approach that will guide the formulation and

implementation of corporate, business, and functional strategies.

Course Objectives:

To show the importance of both domestic and international companies achieving strategic

competitiveness in order to survive.

To explain how to choose appropriate business policies using the strategic management process.

To understand why strategic management is critical to an organization’s success and future.

To examine the context of globalization and why achieving success in the world-wide

competitive landscape requires specific capabilities without which an organization will stagnate.

To improve the research, innovativeness, and the thinking ability of students by involvement as

working teams in the analysis of major “real-life” business case studies.

Learning Outcomes:

1. Awareness of the need for strategic management in a gloabal economy and a competitive

Environment,

2. Ability to develop strategic plans for business enterprises

Take-home assignments 20%

Mid-term exam 30%


Total 100 %

Syllabus content:

Week Topic Chapter

1. Introducing Strategic Management

Understand what a strategy is and identify the difference

between business-level and corporate-level strategy

Understand the relationship between strategy formulation and

implementation

Chapter

1


Describe the determinants of competitive advantage

Recognize the difference between a fundamental and a dynamic

competitive advantage

Understand why we study strategic management

Chapter

1

3. Leading Strategically

Explain how strategic leadership is essential to strategy

formulation and implementation

Understand the relationships among vision, mission, values and

strategy

Understand the roles of vision and mission in deter-mining

strategic purpose and strategic coherence

Chapter

2

4. Leading Strategically Chapter

36

Identify a firm’s stakeholders and explain why such

identification is critical to effective strategy formula-tion and

implementation

Explain how ethics and biases may affect strategic decision-

making

2

5. Examining the Internal Context of Strategy

Explain the internal context of strategy

Identify a firm’s resources and capabilities and explain their role

in its performance

Define dynamic capabilities and explain their role in both

strategic change and a firm’s performance

Chapter

3


Explain how value-chain activities are related to firm

performance and competitive advantage

Explain the role of managers with respect to resources,

capabilities, and value-chain activities

Chapter

3

7. Exploring the External Environment: Macro and Industry

Dynamics

Explain the importance of the external context for strategy and

firm performance

Use PESTEL to identify the macro characteristics of the external

context

Identify the major features of an industry and the forces that

affect industry profitability

Chapter

4


Dynamics

Understand the dynamic characteristics of the external context

Show how industry dynamics may redefine industries

Use scenario planning to predict the future structure of the

external context

Chapter

4

9. Crafting Business Strategy

Define generic strategies and show how they relate to a firm’s

strategic position

Describe the drivers of low-cost, differentiation, and focus

strategic positions

Identify and explain the risks associated with each generic

strategy position

Show how different positions fit with various stages of the

industry life cycle

Evaluate the quality of the firm’s strategy

Chapter

5

10. Crafting Business Strategy for Dynamic Contexts

Identify the challenges to sustainable competitive advantage in

dynamic contexts

Understand the fundamental dynamics of competition

Evaluate the advantages and disadvantages of choosing a first-

mover strategy

Chapter

6

37

Analyze and develop strategies for managing industry evolution


Analyze and develop strategies for technological discontinuities

Analyze and develop strategies for high-speed environmental

change

Explain the implications of a dynamic strategy for the strategy

diamond and strategy implementation

Chapter

6

12. Looking at International Strategies

Define international strategy and identify its implications for the

strategy diamond

Understand why a firm would want to expand internationally and

explain the relationship between international strategy and


Describe different vehicles for international expansion

Apply different international strategy configurations

Chapter

8

13. Understanding Alliances and Cooperative Strategies

Describe why strategic alliances are important strategy vehicles

Explain the various forms and structures of strategic alliances

Describe the motivations behind alliances and

show how they’ve changed over time

Explain alliances as both business-level and corporate-level

strategy vehicles

Summarize the criteria for successful alliances

Chapter

9

14. Employing Strategy Implementation Levers

Understand the interdependence between strategy formulation

and implementation

Demonstrate how to use organizational structure as a strategy

implementation levers

Understand the use of systems and processes as strategy


Chapter

11


Identify the roles of people and rewards as implementation

levers

Explain the dual roles that strategic leadership plays in strategy

implementation

Understand how global and dynamic contexts affect the use of


Chapter

11

Resources:

Course Textbook: Mason A. Carpenter & Gerard Sanders, Strategic Management A Dynamic

Perspective. Prentice Hall, 2007.

Internet website/other learning resource

38

Course Title: Managerial Economics



This course is designed to provide a working knowledge of economic techniques relevant to

managerial decision making. The course covers topics such demand and supply analysis;

production theory; pricing strategies; strategic behavior; markets; externalities; decisions under

uncertainty; selective issues on international markets; fiscal policies and their effect on business

decision. The course uses a mix of theory and case material.

Objectives:

Managerial economics (also called business economics), is a branch of economics that applies

microeconomic analysis to specific business decisions. As such, it bridges economic theory and

economics in practice. It draws heavily from quantitative techniques such as regression analysis

and correlation, Lagrangian calculus (linear). If there is a unifying theme that runs through most

of managerial economics it is the attempt to optimize business decisions given the firm's

objectives and given constraints imposed by scarcity, for example through the use of operations

research and programming.

Learning Outcomes:

The purpose of this course is to understand the application of the basic economic theories,

concepts, and tools of analysis to management decision making.

Assessment: Take-home assignments 20%

Mid-semester Exam 30%

End of semester Exam 50%

Total: = 100%

Course Contents:

Weeks Topic

1 Introduction

o Scope of Managerial Economics

2 Some basic economic concepts

Opportunity Cost

Marginal Analysis

3 Elasticity and revenue

Elasticity and total revenue

Relation among P, MR and Ep

4 Demand estimation

5 Competitive market equilibrium

Market equilibrium:

Effects of demand and supply curves shifts

Price ceiling

Price floor

6 The Long Run:

Production isoquants

Marginal rate of technical substitution (MRTS)

Returns to scale:

Constant

Increasing

Decreasing

39

Textbook: Managerial Economics, 7th ed., 2008 by D. N. Dwivedi Paperback: 704 pages

Publisher: Vikas Publishing House; 7th edition (2010)

Language: English

ISBN-10: 8125923470

ISBN-13: 978-8125923473

Product Dimensions: 7.4 x 1.1 x 9.5 inches

Shipping Weight: 2.2 pounds

Other References: Internet websites and any useful learning resources

7 Isocost lines

Optimal combinations of factors

Expansion path

8 Cost Analysis and Estimation

Cost types

- fixed costs

- sunk costs

- variable costs

9 Application of cost types:

- technology adoption cost functions


Short run:

total fixed cost

total variable cost

total cost

average variable cost

average fixed cost

average total cost

marginal cost


Long run

total cost

average cost

marginal cost

12 Relation between long & short run cost functions: the envelope curve

Economies of scale

Economies of scope

Learning curve

13 Profit Maximization:

Market Structure Analysis

Perfect Competition

14 Profit Maximization:

Monopoly

Monopolistic Competition

Oligopoly

15 Revision

40

Course Title: Leadership and Decision-Making


Credit Hours: 3(2,1,0) Duration: 15 Weeks Description: The objective of this course is to focus on the basic principles of personal and interpersonal leadership

that can be used in any life arena. We will explore variables that affect productivity, effectiveness, and

efficiency, and a variety of interpersonal skill-sets. Emphasis will be placed on vision, goals & objectives,

motivation, decision-making, time management, power, team building, conflict, ethics, dealing with

change, communication skills, and diversity issues. In addition, we will explore a variety of other topics

including developing your personal leadership style, and organizational politics. Classroom teaching

methods will include lecture, class discussion, videos, oral presentations, written assignments, and group

projects.

Objectives:

. 1. Analyze environments for leadership development.

2. Compare the different decision-making styles.

3. Critique the attributes of effective decision makers.

Learning Outcomes:

1. Identify ways to build and rebuild trust.

2. Explain uses of personal influence and political savvy.

3. Describe the decision-making process in emergency situations

Assessment:

Take-home assignments 20%



Total: = 100%

Course Contents:

Textbook:

Weeks Topic

1 Defining Leadership:

a. Students will begin to develop a personal definition of leadership and evaluate that

definition in light of their current leadership experience and knowledge. This course

will focus on three major content areas of leadership:

2 Personal Leadership

3 Organizational Leadership

4 Global Leadership

5 Personal Leadership Profile

6 Personal Leadership Profile

7 Leadership in the Context of Community:



10 Leadership Theory



13 Leadership Concepts:



41

1-Decision Making and Problem Solving Student Guide (IS-241). Latest Edition.

2-Emergency Management Institute. Washington, DC: Federal Emergency

Management Agency.

3-Leadership & Influence Student Guide (IS-240). Latest Edition. Emergency

42

Course Title: Total Quality Management

Course code: PRO 414 Semester: 4

Credit Hours: 3(2,1,0) Duration: 1 semester Description:

In Total Quality Management Fundamentals you will learn concepts and the history of Total

Quality Management. Beginning with the benefits of a total quality solution, the course then

explores the origins of total quality, comparing it with traditional management practices. It then

goes on to teach the learner about the cost of quality, building a quality framework, managing

organizational change and how to prepare for and lead a total quality solution.

Course Objectives:

1. Successfully implement process improvement teams trained to use the various quality tools for

identifying appropriate process improvements.

2. Develop a strategy for implementing TQM in an organization.

Learning Outcomes

By the end of this course, you should be able to:

1. Implement the principles and concepts inherent in a Total Quality Management (TQM)

approach to managing a manufacturing or service organization.

2. Understand the philosophies--including similarities and differences--of the gurus of TQM in

order to better evaluate TQM implementation proposals offered by quality management organiza-

tions and consultants.

Course Assessment:

First test 10%

Mid-term exam 30%

Presentation 10%


Course Contents:

Week Topic

1&2 Total Management Basics

Recognize the fundamental concepts of Total Quality

Management.

Recognize how Total Quality Management differs from

traditional management practices.

3&4 Evolution of quality

Identify key thinkers in the evolution of Total Quality

Management.

Recognize the importance of the two types of quality costs.

Recognize elements of a quality cost reporting system.

5&6 Foundations for Total Quality Management

Use a Trust Integrity Ethics checklist for laying a quality

management foundation.

Recognize the importance of communication in a quality

management framework.

43

7&8 TQM culture

Identify elements of a Total Quality Management

organizational culture.

Recognize elements of total quality structure.

Recognize the best ways to deal with organizational change.

9&10 Preparing for Total Quality Management

Identify steps for assessing your organization’s strategy.

Identify steps for assessing your organization’s tactics.

Identify characteristics of a learning organization for quality

management.

11 Quality Gurus

Recognize roles of the quality leader.

Recognize guidelines for achieving top management support

for a total quality system.

12 Quality problems

13 Quality certification

14 TQM performance measurement

15 Revision

Course Textbook:

Fundamentals of Total Quality Management (Feb. 4, 2005) by Jens J. Dahlgaard, Kai Kristensen

and Ghopal K. Khanji

http://www.amazon.com/Jens-J.-Dahlgaard/e/B001KDV0PA/ref=sr_ntt_srch_lnk_1?_encoding=UTF8&qid=1305801074&sr=1-1-spell

44

Course Title: Marketing Research

Cores code: MAR 415 Semester: 4


Description:

The use of information to minimize risk in decision making. The skills involved in the steps of

research from determining the purpose, the population of interest, the procedures to use and how

to present results. The use of both secondary and primary data sets; qualitative and quantitative

tools; and application in different contexts. Students practice active learning, problem solving,

and autonomy. Provides marketing knowledge and transferable skills required for professional

marketers.

Course Aims:

Enable students to collect, to use and to analyze marketing information for the purpose of

improved decision making in marketing management.

Equip students with a methodological background.

Learning outcomes:


1. Debate the role of quantitative and qualitative marketing research in marketing management

and decision making.

2. Evaluate a range of quantitative and qualitative research methodologies and techniques.

3. Evaluate the role of information in marketing decision-making and in the organisation-wide

information system.

4. Plan, implement and evaluate a marketing research project.

5. Apply facilitation skills in conducting qualitative research.


First test 10%

Mid-term exam 30%

Presentation 10%


Total 100%

Syllabus Content:

Week Topic

1 The Role of Marketing Research in Management

Decision Making

2 Definition and the research process

3 Secondary data and Databases

4 Qualitative research

5 Survey research

6 Primary data collection

45

7 Observation

8 Experimentation

9 The concept of measurement attitude and scales

10 Questionnaire design

11 Sampling Issues

12 Data processing and Data analysis

13 Communicating the research results

14 Managing marketing Research

15 Research Ethics

Course Textbook:

Malhotra, N., (2010) Marketing Research: An Applied Orientation sixth ed, Pearson Education

International.

46

Course Title: Corporate Finance


Credit Hours: 3(2,1,0) Duration: 15 Weeks Description: This course focuses at introducing the students the various aspects of corporate finance which facilitates

the decision making domain pertaining to financing, investment and dividend decisions. This course aims

at providing the inputs related to the three major decision areas of financial management of an

organization. This course will give the introduction and conceptual understanding about the various

topics of corporate finance.

Course objective:

The primary objective of this course is to familiarize the student with basic concepts of corporate

finance which is the life blood of any business and its various decision variables in the areas of financing,

investment and dividend decisions.

Learning Outcomes:


1- Differentiate and compare between types of finance.

2- Compute the cost of each type of finance.

3- Compute the cost of capital.

4- Determine the optimum capital structure for a firm.

5- Valuate stock and bonds.

6- Compute the rate of return and risk affecting it.

7- Set a dividend policy for a company.

Assessment:

Continuous assessment 20%



Total 100 %

Syllabus content:

Week Topic

1 Objectives and Organization

What is finance

The finance function in business: nature, importance and organization

Basic forms of business organizations

2 Financial Institutions, Markets and Rates

Financial Institutions

Financial Markets

47

Functions of financial institutions and markets

Interest rates and required rate of returns

3 Types of Financing

Short, intermediate and long-term financing

Equity and debt

Internal and external financing

Criteria for choosing between sources of financing

4 Short-Term Financing

Nature and sources of short-term financing

Characteristics of short-financing

Trade credit

Types of trade credit


Cost of trade credit

Advantages of trade credit

Commercial paper

Markets for commercial paper

6 Short-Term Loans

Unsecured and secured loans

Receivable and inventory loans

Cost of short-term loans: - Simple interest - Discount interest - Interest and compensating

7 Lease Finance

Categories of leasing

Advantages and disadvantages of leasing

Leasing versus borrowing

8 Capital Structure

Basic concepts

Optimal(target) capital structure

Factors affecting capital structure

9 Long-Term Financing: Equity Financing

Common stock

Features of common stock

Right of stockholders

Preference stock: features and right of stockholders

11 Long-Term Financing: Debt Financing

Features of bonds

Types of bonds

Call feature

Long-term loans

11 Cost of Capital

48

What is the cost of financing

Cost of equity financing

Cost of debt financing

Target cost of capital

Weighted-average cost of capital

12 Valuation of stock and bonds: valuation of stock

The dividend discount model

The dividend discount model with on growth

The constant growth-dividend discount model

Estimating expected rate of return

Non-constant growth

13 Valuation of Stock and Bonds

Bonds prices

How bonds prices vary with interest rate

Nominal and real rate of interest

Valuing of bonds

14 Risk and Return

Risk defined and types of risk

Measuring risk

Probability distributions

Variance and standard deviation The relationship between risk and return

15 Dividend Policy

Types of dividends

Declaration of dividend Factors affecting dividends policy

Course Textbook:

Richard A. Brealey, Steward C. Myers, Alan J. Marcus, Fundamentals of Corporate Finance, 5th edition, McGraw- Hill Primis and Custom Publishing 2009

Other references:

i. James, C. Van Horn, Fundamentals of Financial Management, Prentice-Hall, Englewood Cliffs, New Jersey. (November 28, 2008) ...

ii. ACCA text books


1- www.finance-research.net

1- www.wiley.com

http://www.finance-research.net/


49

Course Title: International Business ‎



This course is a broad survey of the field of international business and provides the foundations

for further specialisation in this field. It begins with a brief overview of international business,

focused on the concept of globalisation. The course will then examine the environment for

international firms, particularly the political, social, economic, technological and other

configurations that support cross-border trade and investment. Amongst others, we will look at

the role of national policies, cultures and business systems, the evolution of international markets

in goods, services and finance,

Course objectives (in measurable terms):

Identify the main features of the international business environment and its main institutions;

Analyse the political, social, and economic and other configurations that support cross-border

trade;

Understand the nature of the multinational firm as an institutional structure for the conduct of

cross-border trade and investment;

Analyse the key decisions that multinational firms make in relation to the choice of markets

and entry strategies;

Learning Outcomes:

Understand the different modes of engagement with international markets and explore the

interconnectedness between these and the economic, legal, governmental, political,

regulatory, cultural and other environments in which expanding companies operate;

Research international business issues and apply theoretical insights to the analysis of such

issues in the context of a complex international business environment;

Assessment:




Total 100 %

Syllabus content:

Week Topic(s)

1

Introduction

The future and challenge of globalisation

Globalisation and economic development

2 Do economic, legal, and political systems matter?

What is culture?

3

How relevant is culture to business?

Ethics and International Business

4 Why do countries trade with each other?

Firms and international trade

50

5 Governments and the regulation of international trade

. The cases for and against free trade

6 . What is foreign direct investment (FDI)?

. Why do countries establish regional trade blocks?

7 1Sudan bilateral agreements

8 Technical and financial studies

9 Med-Term Exam

10 Technical and financial studies

11 The MNC and the domestic company

Does firm strategy matter in international business?

12 Foreign market entry modes

Coordination and control: the challenges of international growth

13 23. Course review and preparing for the final exam

Course Textbook:

Charles W. L. Hill International Business: Competing in the Global Marketplace

51

2) 4th semester: MBA

Marketing “elective

courses” (choose 5

courses):


52


Credit Hours: ‏3‏ Duration: 15 weeks Description:







Course Objectives:









Learning Outcomes:


Environment,

2. Ability to develop strategic plans for business enterprises and other GOs and NGOs.


Mid-term exam 30%


Total 100 %

Syllabus content:

Week Topic Chapter





implementation

Chapter

1






Chapter

1





strategy



Chapter

2

19. Assessment and strategic control Chapter

2

53




in its performance



Chapter

3






Chapter

3


Dynamics


firm performance


context



Chapter

4


Dynamics




external context

Chapter

4



strategic position


strategic positions


strategy position


industry life cycle


Chapter

5



dynamic contexts



mover strategy


Chapter

6




Chapter

6

54

change





strategy diamond






Chapter

8







strategy vehicles


Chapter

9



and implementation





Chapter

11



levers


implementation



Chapter

11

Resources:



Internet website/other learning resources

Course Title: Marketing Research

55

Cores code: MAR 412 Semester: 4


Description:

The use of information to minimize risk in decision making. The skills involved in the steps of

research from determining the purpose, the population of interest, the procedures to use and how

to present results. The use of both secondary and primary data sets; qualitative and quantitative

tools; and application in different contexts. Students practice active learning, problem solving,

and autonomy. Provides marketing knowledge and transferable skills required for professional

marketers.

Course Aims:

Enable students to collect, to use and to analyze marketing information for the purpose of

improved decision making in marketing management.

Equip students with a methodological background.

Learning outcomes:


1. Debate the role of quantitative and qualitative marketing research in marketing management

and decision making.

2. Evaluate a range of quantitative and qualitative research methodologies and techniques.

3. Evaluate the role of information in marketing decision-making and in the organisation-wide

information system.

4. Plan, implement and evaluate a marketing research project.

5. Apply facilitation skills in conducting qualitative research.


First test 10%

Mid-term exam 30%

Presentation 10%


Total 100%

Syllabus Content:

Week Topic

1 The Role of Marketing Research in Management

Decision Making

2 Definition and the research process

3 Secondary data and Databases

4 Qualitative research

5 Survey research

6 Primary data collection

7 Observation

56

8 Experimentation

9 The concept of measurement attitude and scales

10 Questionnaire design

11 Sampling Issues

12 Data processing and Data analysis

13 Communicating the research results

14 Managing marketing Research

15 Research Ethics

Course Textbook:

Malhotra, N., (2010) Marketing Research: An Applied Orientation sixth ed, Pearson Education

International.

Course Title: Marketing strategies

Course Code: MAR 413 Semester: 4

57

Credit Hours: 3(2,1,0) Duration: 15 Weeks Description: The role of strategic marketing management is to help companies better understand customer

preferences, link that knowledge to designing appropriate products and services for selected customers,

and determine appropriate methods to communicate, to capture, and to deliver value. Successful firms are

those that pursue objectives, employ resources, and invest in the future of an organization to consistently

satisfy the needs of customers better than competitors. These ideas apply to both for-profit and not-for-

profit organizations. Objectives: This course is designed with the following goals in mind:

To develop student skill at systematically analyzing pertinent marketing information

To allow student opportunities to make and support student own marketing decisions

Learning Outcomes:

At the completion of this course, students should be able to:

Use the key elements in developing marketing strategy and planning a marketing program.

Enhance problem-solving abilities in operational areas of marketing by providing you with a set of

analytical tools (i.e., frameworks, concepts, models, and techniques).

Assessment: Continuous assessment 20%



Total: = 100%

Course Contents:

Resources: Textbook: Walker, Mullins, Boyd and Larreche, Marketing Strategy (6th edition, 2007).

Other References: Internet websites and any useful learning resources.

WEEKS TOPIC

1 Course Introduction

2 Review of Marketing Elements

3 Review of Marketing Elements

4 Analyze Marketing Opportunities and Planning

5 Analyze Marketing Opportunities and Planning

6 Issues of e-Marketing and Global Marketing

7 Issues of e-Marketing and Global Marketing

8 Mid Exam

9 Managing Integrated Marketing Communications

10 Managing Integrated Marketing Communications

11 Insuring Marketing and Strategic Management Work Together



14 Presentations

15 Revision

58

Course Title: International Marketing

59

Cores code: MAR414 Semester:4


Description:

This module provides an introduction to International Marketing, and a basic understanding of

how International Marketing differs from Domestic Marketing. In particular, it will acquaint

students with the various macro-environmental forces in the international domain, including

cultural, sociological, economic and, political forces, and the implications of these for each the

various marketing mix decision areas. The module is designed to provide the conceptual and

contextual foundations of International Marketing for anyone wishing to undertake a career in

the modern international business environment, as also those wishing to undertake further

specialized studies in the area of International Marketing.

Course Objective:

The objective of this course is to have knowledge of strategies, adopted in the foreign markets to

succeed with a suitable market plan.

1. International Marketing environment, economic, cultural, legal, technological and political.

2. Process of entering international marketing management, Decision criteria for entry methods

in the international market and the various entry methods for the international market

3. Product policy decisions, Product Standardization and Product Adaptation. Packaging,

Labeling and Positioning.

4. New product development, Adoption and Diffusion of new products, Product line extensions,

International product life cycle.

5. Managing Foreign Distribution--- through distributors and through firm’s presence in the

international market, Types of intermediaries ----Direct and Indirect Channel, Channel

Adaptation, Channel Development.

Learning outcomes:


Critically evaluate the role of marketing within the International context of the business.

Identify and critically analyse marketing policies, practices, problems and strategies of an

international organization.

Understand Multinational marketing environments


First test 10%

Mid-term exam 30%

Presentation 10%


Total 100%

Syllabus Content:

Week Topic

1 The Scope and Challenge of International Marketing

2 International Marketing Strategy



5 Culture, Management Style, and business Systems

6 Case Study

7 The International Legal Environment: Playing by the roles

8 Mid Exam

9 Case Study

60

10 The foundations of Culture

11 Cultural Dynamics in assessing Global Markets

Case Study

12 Culture, Management Style, and business Systems

13 The Political Environment:A Critical Concern

Curbing Child Labour

Case Study

14 The International Legal Environment: Playing by the roles

Course Textbook: Philip Cateora & John Graam,(2005), International Marketing, Twelfth edition, McGRAW-Hill.

61

Course Title: Consumer Behavior



Description: This course is to describe the reasons for the development of consumer behavior as

an academic discipline and an applied science. It discusses the importance of consumer behavior

as an academic discipline and an academic discipline and applied science. It discusses the

importance of consumer behavior research to marketers.

Course Objectives:

The objective of this course is:

To provide students with solid conceptual base for understanding the behavior of

consumers within society and market place.

To develop student's abilities to apply consumer behavior concepts to marketing

problems those are likely to involve consumer consumption with identity and lifestyle

implications.

To extend students understanding of research methodologies that can used to

investigate consumer behavior and guide managerial decision-making

To learn how consumer behavior can be affected by different marketing strategies.

To develop a deeper understanding of consumer behavior by learning about relevant

psychological theories

Learning outcomes:


1. Developing understanding of concepts in consumer behaviour.

2. Developing ability to apply the concepts to strategic marketing decisions.

3. Developing ability to conduct research in consumer behaviour.

4. Developing ability to communicate research findings.


First test 10%

Mid-term exam 30%

Presentation 10%


Total 100%

Syllabus Content:

Week Topic

1. Introduction to the study of Consumer Behaviour.

Consumer Behaviour: Its Origins and Strategic Applications

2. Consumer Behaviour

Meeting Change and Challenges

3. Consumer Research Process

4. Market Segmentation and Strategic Targeting

5. Consumer Motivation

6. Personality and Consumer Behaviour

7. Consumer Perception

8. Consumer Decision Making

62

9. Consumer Learning

10. Consumer Attitude Formation and Change.

11. Communications and Consumer Behaviour

12. Influences of Culture on Consumers Behaviour

13. Subculture and Consumers Behaviour

14. Cross- Cultural Consumers Behaviour

15. Consumer and Diffusion and Innovations

16. Marketing Ethics and Social responsibility

Course Textbook:

Schiffman, L., Kanuk, L. (2010) Consumer Behavior ,Tenth Edition, Pearson Education

International.

63

Course Title: Services Marketing

Course code: MSR417 Semester: 4


Description:

Although the basic principles are common, the marketing of services differs from that of goods

and requires a distinctive approach with regard to the development and execution of marketing

strategy. Marketers of services more so than those of goods must recognise the service aspects of

their organizations and the ways in which service can be used as a source of competitive

advantage.

Course Aims:

To Introduce the student to the various aspects of service marketing in order to develop

skills in the identification, analysis and solution of opportunities and problems likely to

be encountered in the area.

Enable students to recognize the service aspects of their organizations and the ways in

which service can be used as a source of competitive advantage.

To provide an in-depth appreciation and understanding of the unique challenges inherent

in managing and delivering quality services. Participants will be introduced to and have

the opportunity to work with tools and strategies that address these challenges.

To develop an understanding of the ‘state of the art’ service management thinking.

To promote a customer service-oriented mindset.

Learning outcomes:


1. Critique the distinctive challenges involved in the marketing of services, using the services

marketing mix.

2. Debate key issues involved in managing customer satisfaction and service quality,

appreciating the role of employees and consumers in service production, delivery and

consumption.

3. Critically evaluate the sources of competitive advantage in service businesses, explaining key

issues in services such as the management of supply and demand, relationship management, and

the overlap between marketing, operations, and human resources.

4. Critically evaluate how 'service' can be a competitive advantage in managing any organisation.


First test 10%

Mid-term exam 30%

Presentation 10%


Total 100%

Syllabus Content:

Week Topic

1 Introduction to Services Marketing and Frameworks for Understanding

Services

Product catalog service

2 Product catalog service



Setting Communication Strategies for Services

64

- Services Specific Issues in Communication Strategies

- Guidelines for Advertising of Services

- Branding & Promotion of Services

5 Marketing Mix III: Distribution

Key Issues

- Distribution Channels for Services

- Internationalization of Service Firms

- Global Distribution Systems

6 Marketing Mix IV: Designing Customer Service Processes

Key Issues

- Trade-off between Marketing Effectiveness and Operations Efficiency

- Full-Service Models Versus Restricted Service Models

- Production-Lining Services

- Increasing Customer Participation

- Managing Supply and Demand, Yield Management

- Flow Charting as a Basic Tool for Understanding & Managing Service

Processes

- Two Basic Strategies: Complexity and Divergence of Service

Operations

8 Marketing Mix V: Designing the Service Environment

Key Issues

- A Theoretical Framework for Understanding the Impact of Service

Environments on Customer Behaviour and Satisfaction

- Engineering Customer Service Experiences

9 Marketing Mix VI: The Service Product

Key Issues

- The Flower of Service - Core and Supplementary Services

- Adding Value via Supplementary Services

9 Marketing Mix VII: Managing Service Personnel

Key Issues

- Importance of Service Personnel

- Conflicts in Boundary-spanning Roles & Implications of Role Stress

- Reducing Role Stress with Marketing and Creating a Climate for

Service

- Selection, Training and Motivation of Service Staff

- Internal Marketing to Build and Foster a Customer Service-oriented

Culture

10 Marketing Implementation I: Understanding Service Quality

Key Issues

- Importance of Quality: The Economics of Customer Retention

65

- The Quality Model: Diagnosing Service Quality Failures

- Dimensions of Quality

- Relationship between Service Quality, Productivity and Profitability

- Effective Membership and Customer Retention Program

11 Marketing Implementation II: Managing Service Quality

Key Issues

- Complaint Management, Service Guarantees and Service Recovery

- TQM Tools Applicable to Services

- Developing & Implementing Effective Customer Feedback Systems

- Customer Churn Diagnostics and Retention Programs

- CRM Strategies

12 Marketing Implementation III: Growth Strategies for Service

Organizations

Key Issues

- Multisite, Multiservice and Multisegment Strategies

- Risk/Return Considerations

Course Textbook: Services Marketing: Integrating Customer Focus Across the Firm Alan Wilson, Valarie A. Zeithaml, Mary Jo Bitner and Dwayne D. Gremler 2012 ISBN-13 978-0-07-7131715 ISBN-10 0-07-713171-1 Internet website/other learning resources:

www.customer-service.com

http://www.customer-service.com/

66

Course Title: Product Management and Trade ‎Mark



Description:

This course discusses the detailed steps in procuring, policing, and defending a trademark. We

also explain the logic behind the laws and the strategies set forth.

Course Objectives:

Trademarks and domain name terminology

Learning outcomes:

Research skills


First test 10%

Mid-term exam 30%

Presentation 10%


Total 100%

Syllabus Content:

Week Topic

1 Concepts of Trademarks

2 What is a Trademark?

3 Ownership and Use

4 Registration of Trademarks

5 Loss of Trademark Rights

6 Infringement

7 False Designation of Origin (Cont’d)

8 Mid exam

9 Advertising

10 The Concept of Dilution

11 Authors’ and Performers’ Rights

12 Internet Domain Names

13 Trademarks as Speech

14 Remedies

15 Border Control Measures

Course Textbook:

Glynn S. Lunney, Jr., Trademark Monopolies, 48 Emory L.J. 367 (1999

67

Course Title: Current Issues in Marketing

Course Code: MAR418 Semester: 4

Credit Hours: 3(2,1,0) Duration: 4 months Description:

This course particularly focuses on topic related to Ethical, Legal, Social, and Public Policy

Issues in Marketing, Healthcare Marketing, Business Marketing, Green Marketing, Tourism

Marketing, Rural Marketing, and Food Marketing.

Objectives

This course covers contemporary topics in marketing and includes discussion of recent

developments in marketing information systems,

Learning outcomes:

• Identify and critically analyse marketing policies, practices, problems and strategies of an

‎international organization.‎

• ‎ Understand Multinational marketing environments ‎

Course Assessment:

First test 10%

Mid-term exam 30%

Presentation 10%


Course Contents

Week Topic

1. Introduction to Course and Syllabus Review

2. Intelligent Marketing

3. E-Marketing

4. Relationship Marketing

5. Customer Relationship Management

6. Developing Innovative Brand Communications – In Class Exercise

7. Design Management and Marketing

Cognitive and Emotional Responses to Product Design

Aesthetic Appreciation

8. Mid - Exam

9. Services Marketing

Designing/Renovating a Service – In Class Exercise

10.

New Trends in Marketing

Guerilla Marketing, Buzz Marketing, Experiential Marketing

68

11.

Global Marketing: Some Insights for Going International

12. Marketing as an Academic Career Path

Reading a Scholarly Paper – In Class Exercise

13. Marketing as a Professional Career Path

Where to Start? Promising Sectors- Guest Speaker(s)

14. Final Review

15. Revisions

Course Textbook:

1-Kotler/Keller, Marketing Management, 12th ed., Prentice Hall 2009

2-Social Marketing Quarterly March 2016 22: 3-18, first published on November 18, 2015 doi:

10.1177/1524500415614817

69

3) 4th

semester: MBA

Human resource

“elective course”

(choose 5 courses):

70










Course Objectives:









Learning Outcomes:


Environment,



Mid-term exam 30%


Total 100 %

Syllabus content:

Week Topic Chapter





implementation

Chapter

1






Chapter

1





strategy


Chapter

2

71





implementation


making

Chapter

2




in its performance



Chapter

3






Chapter

3


Dynamics


firm performance


context



Chapter

4


Dynamics




external context

Chapter

4



strategic position


strategic positions


strategy position


industry life cycle


Chapter

5



dynamic contexts

Chapter

6

72



mover strategy





change



Chapter

6



strategy diamond






Chapter

8







strategy vehicles


Chapter

9



and implementation





Chapter

11



levers


implementation



Chapter

11

Resources:




73

Course Title: Corporate Performance Management


Credit Hours: 3(2,1,0) Duration: 15 Weeks Description: This course provides students with knowledge necessary to design and implement an effective

Performance Management (PM) system for a company. Topics covered include advantages and

disadvantages of implementing PM systems; description of the entire PM process; linkage of PM systems

to a reward system and the organization’s strategic plan; how to measure both behavior and results;

various appraisal forms,

Objectives: * Explain performance management (PM) and reward systems in context.

* Show the disadvantages of poorly implemented PM systems.

Learning Outcomes: * Define the characteristics of an ideal PM system.

* Show the linkage of PM systems to the strategic planning process of an organization.




Total: = 100%

Course Contents:

Resources: Textbook: 1- Herman Aguinis (2009), Performance Management (2nd ed.), Pearson

Higher Education. ISBN-10: 0138146918, ISBN-13: 9780138146917‎

2-Aguinis, Herman. Performance Management, 3rd edition. Prentice Hall Publishing ISBN: 978-0-13-

2556385 Other References: Internet websites and any useful learning resources.

WEEKS TOPIC

1 Corporate Performance Management: an introduction

2 Performance Planning & Analysis

3 Implementing Performance Management Systems

4 Strategy driven performance management

5 Measuring Results via Scorecards

6 Performance Management and People Development

7 Performance management in action

8 MID EXAM

9 Performance management in action

10 Employee development

11 Team development and coaching

12 Development plans

13 Performance management & reward systems

14 Performance Management and Knowledge Development

15 Performance Consulting

74

Course Title: Personnel Management in International Organizations

Course Code: HR 413 Semester: 4


This course introduces the functions of personnel/human resource management within an

Organization. Topics include equal opportunity and the legal environment

OBJECIVES

Recruitment and Selection, performance appraisal, employee development, compensation

planning, and employee Relations.

Learning Outcomes:

1- Decide What Staffing Needs

2-Hire Employee to Fill These Needs

3-Recording and Training the Best Employs Ensuring They Are High Performer




Total: = 100%

Course Contents:

Resources: Textbook:

1- Ralph Christensen , Rood Map To Strategic HR , Amacom , 2005.

2- Dave , Wayne & Mike Unrich , HR From The Outside in , McGraw Hill 2012 .

3- Derek Hall , Laura Tarrington , Personal Management :HR In Action , Prentice Hall ,

1995.

WEEKS TOPIC

1 Basic overview of personal management

2 Getting the best employees

3 Paying employees

4 Providing benefits

5 Training employees

6 Compliance to regulations

7 Assignment

8 ensuring safe work environment

9 Sustains high performance employees

10 General resources

11 Qualified new employees

12 Job description and orientation

13 personnel records

14 Assignment

15 Employees performance appraisal

75

4-

Course Title: Labor law & social insurances



This course provides a fundamental working knowledge of the Social Security program as it

Applies to retirement planning. The materials cover the history of Social Security, how to qualify

For benefits, spousal benefits, widow & widower benefits, taxation of benefits, working while

You receive benefits, issues involved in claiming benefits early, and strategies to maximize your

Benefits while developing an income stream in retirement.

For legal course units, a flexible prerequisite requires already having taken the following course

units of the first stage: "Introduction to Legal Sciences", "Law of Obligations" and "Public law I.

Constitutional law and Administrative law".

OBJECIVES

1. Know the history of Social Security

2. Understand the reductions for taking benefits early

3. Be acquainted with the issues involved in the solvency of Social Security

Learning Outcomes:

Estimate your benefits

The course aims at providing a basic knowledge of labour law and social security law. Attention

is being given to those aspects of these law areas which need to be known by every lawyer. The

courses in the later Master track will build upon this basic knowledge




Total: = 100%

Course Contents:

WEEKS TOPIC

1 GENERAL OVERVIEW AND SCOPE OF THE SUBJECT

2 THE CONCEPT OF LABOR LAW

3 TRADE UNIONISM

4 COLLECTIVE BARGAINING

5 WORKERS PARTICIPATION IN MANAGEMENT

6 LABOUR WELFARE AND SOCIAL SECURITY

7 ILO-CONVENTIONS+ LABOUR ADMINISTRATION

8 WORKMEN’S COMPENSATION SCHEMES+ REDUNDANCY

9 Qualifying for Social Security Benefits

10 How to Find Your Social Security Benefit Amount

76

Resources:Textbook: Gwyneth Pitt; Employment law (4th Edn) sweet & Maxwell LondonUk ,2000

(2) Happle, B.A; Employment law (4th edn) sweet &

Maxwell. London Uk

Taking Benefits Before Full Retirement Age

11 Taking Benefits Before Full Retirement Age

How COLAs Affect Benefits

Taxation of Benefits

12 Windfall Elimination Provision & Government Pension Offsets

13 Medicare & Social Security

The Future of Social Security: Solvency Issues and Reform Proposals

14 Strategies for Maximizing Your Social Security

15 Six Pillars of Retirement Income

77

Course Title: HR strategies


Credit Hours: 3(2,1,0) Duration: 15 Weeks Description: This course is about both the design and execution of human resource management strategies. This course has two central themes: (1) How to think systematically and strategically about aspects of managing the organization's human assets, and (2) What really needs to be done to implement these policies and to achieve competitive advantage.

OBJECIVES: This course will not get into the technical details of personnel management such as the psychometric aspects of test validation, Emphasizing the Strategic Role of H R Manger in Performing Function of Recruitment, Training, Career Development

Learning Outcomes: Other Contemporary Process within the Organizational Setting. Serve As An Introduction To The Area Of Compensation, Collective Bargaining




Total: = 100%

Course Contents:

Resources: Textbook:

1-Paul Kearns, HR Strategy, Taylor * Francis, 2nd Edition, 2009 . Dave, Mark And Banw E Beper , The

HR Scorecard, Hanard Press , Ist Edil , 2009.

2-Dave, Justen And Mark Nyman, HR Transformation, MC Graw Hill, Isted 2009.

WEEKS TOPIC

1 Strategy formulation

2 Role of value in strategy formulation

3 Strategy implementation

4 Communicating strategy to staff

5 Competitive strategy

6 Competitive advantages

7 MID- Exam

8 Competitive differentiator

9 Ethics

10 Linking HR to organization strategy

11 Organizational effectives

12 Trends in HR

13 Mission and vision

14 Mission and vision

15 Quality management

78

Course Title: Negotiation skills and conflict ‎management


Credit Hours: 3(2,1,0) Duration: 15 Weeks Description: Negotiation refers to the process of interacting in order to advance individual interests through joint

action. Contrary to what you might think, negotiations are not confined to the professional world; we

often negotiate in our personal lives. The principles that guide successful negotiations in world politics

are equally

OBJECIVES: You will have developed an understanding of the principles, strategies, ‎and tactics of effective

negotiation, ‎Conflict resolution, and relationship management and enhanced your ability to assess the

impact ‎of interpersonal styles, personality, culture, and other variables that influence

Learning Outcomes: •identify and explain the theory, processes, and practices of negotiation, conflict resolution, and

relationship management;

•identify and explain the principles, strategies, and tactics of effective negotiation and professional

relationship management;‎‎‎‎‎‎•identify and assess the variables in negotiations;‎




Total: = 100%

Course Contents:

Resources: Textbook:•Lewicki, Roy J., David M. Saunders, and John W. Minton. Essentials of Negotiation.

2nd ed. Irwin, 2000. This is a new paperback – not the same text as last year.

Moore, Christopher W. The Mediation Process. 2nd ed. Jossey-Bass, 1996.‎

•Ury, William. Getting Past No: Negotiating with Difficult People. Bantam, 1992

WEEKS TOPIC

1 Introduction and Course Overview

2 What kind of negotiator am I?

3 Distributive and Mixed Motive Bargaining

4 Integrative and Mixed-Motive Bargaining

5 Competitive and Cooperative Styles

6 Negotiating in Context

7 Origins of Conflict—Dispute Prevention—‎

8 Mid exam

9 Delegating Conflict Management ‎to the Disputant

10 Your Employer's Dispute Resolution

11 Complaint Handling System

12 Conciliation and Mediation

13 Investigation, Arbitration & Exceptionally Difficult People

14 More Negotiating with Difficult People

15 More Negotiating with Difficult People

79

Course Title: Organization development and change


Credit Hours: 3(2,1,0) Duration: 15 Weeks Description: This course will examine change in the workplace from multiple perspectives. There will be a review of

forces and factors shaping today’s workplace including three significant external drivers of change today:

1) technology; 2) globalization; 3) company ownership. Discussions will consider various foundational

issues in organizational change management including strategy, diagnosis, motivation, resistance,

communication, interventions and sustainability.

OBJECIVES At the conclusion of this course, students should be able to:

Accurately identify and describe the historical and contemporary transformations impacting the

workplace and how those factors impact organizations and their work.

Learning Outcomes: Recognize common symptoms and reactions to change in the workplace and recommended interventions

to address the reactions/resistance.

Describe the main principles and characteristics of the multiple models for managing organizational

change and apply those models in analyzing organizational change initiatives.




Total: = 100%

Course Contents:

Resources: Textbook: Palmer, I., Dunford, R., & Akin, G. (2009). Managing organizational change

(2nd Ed.). McGraw-Hill: Irwin, NY. ISBN: 978-0-07-340499-8Kotter, J. and Cohen,D. (2002).The Heart

of Change : Real-Life Stories of How People Change Their Organizations. Boston: Harvard Business

School Press. ISBN: 1578512549 or 9781578512546

WEEKS TOPIC

1 Online Review Syllabus/Introductions

2 Understanding Change

3 Why Organizations Change

4 Diagnosing Change

5 Organizational Diagnosis Team Time

6 Resistance to Change

7 Implementing Change

8 Implementing Change Continued


10 Communicating Change

11 Communicating Change Continued…


13 Sustaining Change + Thanksgiving

14 Organizational Diagnosis Project

15 Presentations

80

.

4) 4th

semester: MBA

project management

“elective courses”

(choose 5 courses):

81










Course Objectives:









Learning Outcomes:


Environment,



Mid-term exam 30%


Total 100 %

Syllabus content:

Week Topic Chapter





implementation

Chapter

1






Chapter

1





strategy



Chapter

2

82




implementation


making

Chapter

2




in its performance



Chapter

3






Chapter

3


Dynamics


firm performance


context



Chapter

4


Dynamics




external context

Chapter

4



strategic position


strategic positions


strategy position


industry life cycle


Chapter

5



dynamic contexts



Chapter

6

83

mover strategy





change



Chapter

6



strategy diamond






Chapter

8







strategy vehicles


Chapter

9



and implementation





Chapter

11



levers


implementation



Chapter

11

Resources:




84

Course Title: Project Management ‎ Information System



Description: Project managers need many skills above and beyond the technical skills required to implement information

systems. Management of time, scope and cost are vital, as are the “soft” skills of managing the team and

communicating with the stakeholders.

Course Objectives: 1. Prepare for further study in software development (including the fourth year Information Science papers).

2. Prepare to work as professional systems analysts and software developers in a wide range of application

Domains, giving them particular strength in commercial application development.

Learning outcomes: Understand the importance of project management certification

Be exposed to a wide range of practical and theoretical issues related to information systems development. Apply this knowledge in a group situation by developing a prototype information system for an external client.

Describe the process of project integration management

Understand the importance of project scope management and use various techniques to manage scope


First test 10%

Mid-term exam 30%

Presentation 10%


Total 100%

Syllabus Content:

Week Topic

1 Program and project portfolio management

The role of the project manager

The project management profession

2 Project Integration Management

3 Project Scope Management

4 Defining the projects and the team: people, organizations and their roles

5 Managing agreements and documents

6 Standard and custom reports

7 Guiding collaboration with policies and workflow diagrams

8 Mid Exam

9 Information for common understanding: a prerequisite for collaboration

10 The cheapest and most reliable way to document and communicate

information

85

11 Armor for defences against political or legal attack

12 A window into the project

13 Improving performance with report cards

14 Educating management

15 Challenges to implementation

Course Textbook: 1-Kerzner, Harold, Project Management Case Studies, 3rd Edition ISBN: 978-0-470

2 –software Ms project planning

3-Schwalbe, Kathy. Managing Information Technology Projects. Thomson Course Technology 2009 Sixth Edition

3-Gray, Clifford F. & Larson, Erik W. Project Management the Managerial Process. McGraw-Hill International

Edition.

86



Credit Hours: 3(2,1,0) Duration: 1 semester Description:

In Total Quality Management Fundamentals you will learn concepts and the history of Total

Quality Management. Beginning with the benefits of a total quality solution, the course then

explores the origins of total quality, comparing it with traditional management practices. It then

goes on to teach the learner about the cost of quality, building a quality framework, managing

organizational change and how to prepare for and lead a total quality solution.

Course Objectives:

1. Successfully implement process improvement teams trained to use the various quality tools for

identifying appropriate process improvements.


Learning Outcomes

By the end of this course, you should be able to:

1. Implement the principles and concepts inherent in a Total Quality Management (TQM)

approach to managing a manufacturing or service organization.

2. Understand the philosophies--including similarities and differences--of the gurus of TQM in

order to better evaluate TQM implementation proposals offered by quality management organiza-

tions and consultants.

Course Assessment:

First test 10%

Mid-term exam 30%

Presentation 10%


Course Contents:

Week Topic



Management.





Management.








87

7&8 TQM culture









management.

11 Quality Gurus




12 Quality problems



15 Revision

Course Textbook:




88

Course Title: Scheduling and project planning

Course code: PRO414 Semester: 4

Credit hours: 3(2,1,0) Duration: 15 Weeks Description: Project Management is the act of bringing diverse and often complex components together to create a

product or (in the case of construction management) build a facility to meet the desired needs of the

client. Measuring whether or not that project is a success is the goal of project controls. The schedule

becomes a tool to quantify delay claims and resolve disputes. The first step in this process is to establish the plan against which performance will be measured.

Course Objectives:

1 -Create and Schedule Tasks and Project Constraint and Deadlines

2- Monitor Progress and Reschedule Work

Learning outcomes:

1-Understand the Key Concepts Relating to Management Projects Learn how to use a step-by

2-step, phase based approach for successful projects


First test 10%

Mid-term exam 30%

Presentation 10%


Total 100%

Syllabus Content:

Week Topic

1 Bases for project schedule

2 Project objective and scope ‎

3 Project milestones and budget

4 Basic network diagramming

5 Cornerstones of project management ‎

6 Phases of project management

7 Scheduling - front end ‎

8 Assignment ‎

9 Project recourses availability ‎

10 The critical path ‎

11 Project schedule tools ‎

12 Project schedule tools ‎

13 Expanded network diagramming

14 The bar chat ‎

15 Assignment

Course Textbook: 1-James pluers, project planning and scheduling and control, 5th edition, mcgrowlilly 2010

2-Brian Cooke and peter Williams, constructor planning, programming and control, wilecy, 2009

3-Martin brook, estimating tendering and construction work, 4th edition routtedge, 2008

89

Course Title: Supply Chain Management ‎

Course Code: PRO414 Semester: 4


Description:

This course introduces the concept of Supply Chain management and evaluates the core

Fundamentals of Logistics within commerce. From corporate giants to small businesses, product

Manufacturing industries operating within all verticals constantly strive to optimize logistics and

Operations techniques and practices. In addition to identifying supply chain trends and evolution,

The relationship between domestic and foreign goods supply is explored..

Course objectives:

After completion of this course the students will be aware of:

The course will generally be useful for students pursuing careers involving Operations, Business

Logistics and Management. Managers who want to explore opportunities for cost reduction

through Supply Chain efficiency, and students who are interested in understanding how

optimization can improve revenue streams, will find this course beneficial. While the general

nature of the course is not heavily analytical, basic economic and management knowledge is

essential..

Learning Outcomes:

In addition to supporting an understanding of the Supply Chain Management concept, this course

Will strive to evaluate current trends, growth opportunities, global patterns and niche markets,

Within the area of Logistics.

Course Assessment:

First test 10%

Mid-term exam 30%

Presentation 10%


Lectures

Week Topic

1. Supply Chain management within organizations.

“What is a Supply Chain?”

“What is supply and demand?”

2. The nature of firms, evolution of Supply Chain

Management. Supply Chain drivers and metrics

“How has technology influenced Supply Chains?”

3. The role of Supply Chain management within fortune

500 companies. Responses to growing economies.

Case Discussion (XBOX)

Project Discussion

4. Design and development of a Supply Chain network.

“What must be considered when designing a Supply

Chain (domestic vs. global)?”

5. Measuring and analyzing the value and efficiency of

a domestic and global Supply Chains network.

90

6. Planning for supply and demand within a Supply

Chain.

“How is demand forecasted?”

Mid-Term Case Discussion (Wal-Mart)

7. Economic effect of supply chains within corporate America.

Case Discussion (Crocs)

8. Mid-Term Exam



10. Barriers of overall Supply Chains. Coordination

within a Supply Chain.

Case Discussion (BMW)

“Effect of forecasting, replenishment, management?”

11. Pricing and revenue management in a Supply Chain.

Understanding managerial levers, hidden costs, and

the impact of promotions and discounts.

“How are pricing decisions made on all levels of the

Supply Chain?”

12. Major barriers faced by Supply Chain networks in

North America. Ensuring Sustainability.

“What is required to maintain Supply Chain

Sustainability?”

Case Discussion (Mattel)

13. Revision Managing variability within a Supply Chain network.

“How does a Supply Chain adjust for change?”

14. Trends in the market, growth opportunities and areas

which will gain focus.

“Information Technology in Supply Chain

Management. What’s next?”

15. • Revision

Course Textbook:

Supply Chain Management (US Edition)- Fifth Edition

Sunil Chopra Pearson Education Publishing

ISBN-10: 0132743957

91

Course Title: Project Feasibility Study ‏‏‏



Description: Provides the knowledge and skills to develop a feasibility plan for a new business venture that will

be the basis for developing a business plan.

Course Objectives: a. Assess their own decision to become an entrepreneur

b. Evaluate their entrepreneurial tendencies

c. Appraise what it takes to successfully develop a venture idea

d. Analyze the process of moving from an idea to an actual entrepreneurial venture.

e. Develop an understanding of managing and growing an entrepreneurial venture.

Learning outcomes: Understand and explain central concepts, models and methods in project

Management and project work

Understand the guiding requirements in a project

Understand how group dynamics affect project work

Understand how knowledge is created, disseminated and


First test 10%

Mid-term exam 30%

Presentation 10%


Total 100%

Syllabus Content:

Week Topic

1 Introduction

2 What is Entrepreneurship?

3 Feasibility Analysis Process

4 Opportunity Recognition & Entrepreneurial Research

5 Opportunity Recognition & Entrepreneurial Research

6 Creating Your Idea – Preliminary Model

7 Defining your Industry

8 Mid Exam

9 Market Who?

10 Financial Research

11 Competitive Analysis

12 Venture Structure and the Future

13 Just an Idea or an Opportunity?: Analysis

14 Presentation

15 Revision

Course Textbook:

1. Barringer and Ireland Entrepreneurship ISBN-10: 0136083536 ISBN-13: 9780136083535

2. Fast Trac Booklet and Software Venture Planning Workbook 2004 Edition

92

5) 4th

semester: MBA

Finance “elective

courses” (choose 5

courses):

93










Course Objectives:









Learning Outcomes:


Environment,



Mid-term exam 30%


Total 100 %

Syllabus content:

Week Topic Chapter





implementation

Chapter

1






Chapter

1





strategy



Chapter

2

94




implementation


making

Chapter

2




in its performance



Chapter

3






Chapter

3


Dynamics


firm performance


context



Chapter

4


Dynamics




external context

Chapter

4



strategic position


strategic positions


strategy position


industry life cycle


Chapter

5



dynamic contexts



Chapter

6

95

mover strategy





change



Chapter

6



strategy diamond






Chapter

8







strategy vehicles


Chapter

9



and implementation





Chapter

11



levers


implementation



Chapter

11

Resources:




96

Course Title: Corporate Finance

Course Code: FIN 412 Semester: 4

Credit Hours: 3(2,1,0) Duration: 15 Weeks Description: This course is introduction to Corporate Finance. It will cover some of the theory and practice of decision-making

within the corporation, as well as assorted other topics; we will not attempt to cover the whole of this vast subject.

Basic courses in Microeconomics and Statistics are prerequisites. Introductory accounting is also needed but may be

taken concurrently.

Course objective:

The primary objective of this course is to familiarize the student with basic concepts of corporate finance which is

the life blood of any business and its various decision variables in the areas of financing, investment and dividend

decisions.

Learning Outcomes:


Differentiate and compare between types of finance.

Compute the cost of each type of finance.

Compute the cost of capital.

Determine the optimum capital structure for a firm.

Valuate stock and bonds.

Compute the rate of return and risk affecting it.

Set a dividend policy for a company.

Assessment:

Continuous assessment 20%



Total 100 %

Syllabus content:

Week Topic

1 Objectives and Organization

What is finance

The finance function in business: nature, importance and organization

Basic forms of business organizations

2 Financial Institutions, Markets and Rates

Financial Institutions

Financial Markets

Functions of financial institutions and markets

Interest rates and required rate of returns

3 Types of Financing

Short, intermediate and long-term financing

Equity and debt

Internal and external financing

97

Criteria for choosing between sources of financing


Nature and sources of short-term financing

Characteristics of short-financing

Trade credit

Types of trade credit


Cost of trade credit

Advantages of trade credit

Commercial paper

Markets for commercial paper

6 Short-Term Loans

Unsecured and secured loans

Receivable and inventory loans

Cost of short-term loans: - Simple interest - Discount interest - Interest and compensating

7 Lease Finance

Categories of leasing

Advantages and disadvantages of leasing

Leasing versus borrowing

8 Capital Structure

Basic concepts

Optimal(target) capital structure

Factors affecting capital structure

9 INVESTMENT BANKING PROCESS AND BEST PRACTICES,

11 INTERVIEW SKILLS AND RESUME REVISION

11 Sell-side Process

12 Sell-side Process

13 Valuation of Stock and Bonds

Bonds prices

How bonds prices vary with interest rate

Nominal and real rate of interest

Valuing of bonds

14 Risk and Return

Risk defined and types of risk

Measuring risk

Probability distributions

Variance and standard deviation The relationship between risk and return

15 Dividend Policy

Types of dividends

98

Declaration of dividend Factors affecting dividends policy

Course Textbook:

Richard A. Brealey, Steward C. Myers, Alan J. Marcus, Fundamentals of Corporate Finance, 5th edition, McGraw- Hill Primis and Custom Publishing

Other references:

i. James, C. Van Horn, Fundamentals of Financial Management, Prentice-Hall, Englewood Cliffs, New Jersey.

ii. ACCA text books


1- www.finance-research.net

2- www.wiley.com

http://www.finance-research.net/


99

Course Title: Islamic Banking and Finance‏‏‏

Course code: FIN 413 Semester: 4


Description: Over the recent decades, Islamic banking and finance has emerged as a viable way of financial

intermediation. It has gained credibility and has spread worldwide and is the preferred way of banking for

one fifth of the world’s population. The syllabus is structured and designed to offer an overall

understanding of theories and principles of Islamic Finance in a current context.

Course Objectives: 1- Grasp the functioning of debt-like and equity-like Islamic finance techniques

2-Critically reflect upon and assess the similarities and differences between conventional

Finance and Islamic finance

3-Evaluate both structural and product-specific challenges for Islamic finance - Undertake

Independent study individually on a chosen course topic

Learning outcomes: 1- Understand and evaluate the theoretical concepts underpinning Islamic banking and finance

Transactions

2-Understand the legal and regulatory setting for Islamic banking and finance in Germany in a

Comparative manner

3-Examine the financial products offered through Islamic Finance

Assessment and evaluation: First test 10%

Mid-term exam 30%

Presentation 10%


Total 100%

Syllabus Content:

Week Topic

1 Introduction to Islamic Economics

2 The concept of Islamic finance

3 The Concept of Shariah and Fiqh

4 Contemporary Islamic economic thought

5 Basic principles of Islamic law and finance

6 Principle of ibaḥa aṣliyya

Prohibition of ḥaram activities

7 Prohibition of Riba, Gharar and Maisir

Principle of "risk sharing"

8 Mid Exam

9 Evolution and market trends of Islamic banking and finance

10 Sharia Boards and Corporate Governance

Requirements, roles and responsibilities

11 Sharia standards of the Accounting and Auditing Organization for Islamic

Financial Institutions (AAOIFI)

Sharia boards and internal sharia advisors in the context of contemporary

corporate governance systems

100

12 Islamic modern finance

13 Islamic capital markets

Islamic mutual funds (indexes and screening methods, "purification" methods)

Sukuk (asset backed and asset based Sukuk, various case studies)

Derivatives and risk mitigation techniques

14 Takaful and Re-takaful

Legal and regulatory framework

15 Corporate social responsibility / Micro financing

Current issues and challenges in Islamic finance / Outlook

Course Textbook: 1-Ayub, Muhammad, Understanding Islamic Finance, West Sussex 2007

2-Ebert, Hans-Georg/Thiessen, Friedrich, Das islamkonforme Finanzgeschäft. Aspekte von

Islamic Finance für den deutschen Privatkundenmarkt, Stuttgart 2010

3-El-Gamal, Mahmoud, Islamic Finance. Law, Economics and Practice, Cambridge 2006

4-Gassner, Michael/Wackerbeck, Philipp, Islamic Finance, 2nd ed., Köln 2010

101

Course Title: Financial Institutions and Market

Course Code: FIN414 Semester: 4

Credit Hours: 3(2,1,0) Duration: 16weeks

Description: This course analyses the role of financial institutions in allocating resources and exerting corporate

governance over firms. It covers financial system, commercial banks, specialized banks, Islamic banks,

central banks, non-banking financial institutions, money and capital markets, financial instruments

markets and international financial institutions and trade.

Course objectives:

• Understand the economic principles underlying the emergence, evolution and operation of

financial institutions

• Understand how financial institutions affect resources allocation and economic activity.

Understand the different types of financial institutions, markets and instruments.

Learning Outcomes:

• Understand how financial institutions affect resources allocation and economic activity.

Understand the different types of financial institutions, markets and instruments

Course Assessment:

First test 10% Mid-semester Exam 30% Presentation 10% End of semester exam 50 % Total 100 % Syllabus Contents:

Week Topic

1 Financial System

Components of financial system

Functions of financial system

The role of financial system in modern economics

Basic concepts and terminology of borrowings

Money: functions, importance and types

2 Financial Institutions

Financial institutions defined

Types of financial institutions(Banks, Insurance Companies and Others)

Functions and operations of financial institutions

3 Commercial Banks

Definition and functions of commercial banks

Sources and uses of funds in commercial banks

Commercial banks operations

Liquidity and profitability in commercial banks

Balance sheet of commercial bank

4 Specialized Banks

Definition, emergence and functions

102

The need for specialized bank

Sources and uses of funds in specialized banks

Specialized bank operations

Types of specialized banks: industrial, development, real estate, export

and agricultural banks

The difference between specialized and commercial banks

5 Islamic banks

Concept and emergence of Islamic banks

Functions of Islamic banks

Sources and uses of funds in Islamic banks

Islamic financing tools: Murabaha, Mudaraba, musharka and Salam

The different between Islamic and traditional banks

6 Central Banks

Definition, structure and independence

Functions of central banks

Responding to financial crisis and policy co-ordination

Regulation and supervision of markets and institutions

7 Non-Bank Institutions

Investment banks

Mutual funds

Brokerage houses

9 Non- Bank Financial institutions

Insurance companies

Pension funds

Credit unions

10 Financial Markets: Money Markets

Definition, nature, importance and structure

Characteristics of money markets

Functions of money markets

Money markets instruments

11 Financial markets: Capital Markets

Definition, nature, importance and structure

Instruments

Stock Exchange: primary and secondary markets

organized and unorganized markets

12 Financial Markets:

Equity markets

Debt markets

Derivatives markets

International markets

13 Foreign Exchange Markets

Framework of international trade and international capital movements

Importance of foreign exchange to the assets goods markets

Short and long factors affecting interest rate

103

14 International financial institutions

World bank

International monetary fund

International trade

15 International Financial Institutions

International financial centers and international financial innovation

World Trade Organization(WTO)

Regional economic integration and financial internationalization.

16 Khartoum Stock Exchange

Course Textbook:

Financial Markets and Institutions by Jeff Madura, 8th edition, Thomson- South- Western Publishing,

2008.

Other references:

i. FMF, Fabozzi, Modiglini and Feri, Foundations of Financial Markets and Institutions, Prentice Hall, 2th

edition, 1998


1- AccountingCoach.com 2- www.wiley.com


104

Course Title: International Business

Course code: FIN 415 Semester: 4

Credit hours: 3(2,1,0) Duration: 15 Weeks Description: In this course we will - the economic concepts and principles and to enable them to use them to address

business problems in a globalized economic environment.‎

Course Objectives: Companies operating globally are different from their domestic counterparts due to their expose to

foreign exchange fluctuations, political risks, etc. In this course we will address the distinct risk exposures

multinationals face (as opposed to purely domestic firms), the available financial tools they use to address

them, their capital budgeting, their tax and working capital management, their capital structure, their

investment decisions, and the specificity of their valuation. We will further look into the perspective of

the international investor

Learning outcomes: In relation to the above two viewpoints we will explore the structure of the international financial

markets. We will discuss who the main players are, what the major instruments are, and what the structure

of these markets is. We will also look into the main determinants of foreign exchange fluctuations.

Assessment and evaluation: First test 10%

Mid-term exam 30%

Presentation 10%


Total 100%

Syllabus Content:

Week Topic

1 Introduction

2 Global Financial Markets

3 Foreign Exchange Theory

4 How forward markets reflect expectations of future spot rate?

5 How do spot and forward markets align with interest rate and expected inflation

differentials?

6 Foreign Exchange Exposure

7 Introduce the three main operating exposures experienced by firms.

8 Mid Exam

9 Financing The Global Firm

10 Determinants of the financial structure of the foreign subsidiaries.

11 Foreign Investments

12 Managing Capital Internationally

13 Measuring equity market performance across borders. The international CAPM.

14 What are the differences between tax systems around the globe?

15 Revision

Course Textbook: Hill, C. W. L. (2011). International Business: Competing in the Global Marketplace (8th ed.).

McGraw-

Hill. Fundamentals of Multinational Finance,” by M. Mofett, A. Stonehill, and D. Eiteman, published by Addison

Wesley, First Edition, 2003.

105

Course Title: Portfolio Management

Course Code: FIN416 Semester: 4

Credit Hours: 3(2,1,0) Duration: 4 months

Description: Students are directed through a broad and critical evaluation of the various investment strategies and

management techniques for maximizing returns on portfolios, considering different economic

environments and individual objectives. Analysis and valuation of equity securities, the influence of

business cycles, economic factors, and government policies, and risks and returns of investments are

studied.

Course Objectives: 1. Develop an understanding of the theoretical constructs of investments and portfolio analysis.

2. Develop practical applications of investments and portfolio analysis.

3. Develop the student's ability to research investment vehicles, analyze said vehicles and the

management of portfolios.

Learning outcomes: 1. The student will demonstrate familiarity with the second step of the EIC

Framework through readings, discussion, and assigned learning activities. The focus will be on

industry classification schemes and key characteristics in industry analysis.

2. The student will demonstrate familiarity with the third and final step of the EIC

Framework through readings, discussion, and assigned learning activities. The focus will be on

measuring earnings, forecasting earnings, and applied valuation.

Course Assessment: First test 10%

Mid-term exam 30%

Presentation 10%


Syllabus content:

Week Topic

1 Overview of Investments and Portfolio Analysis.

2 Markets for Securities and Taxes

3 Risk and Return

4 Economic Analysis

4 Industry Analysis

5 Company Analysis

6 Bond Analysis

7 Derivatives

8 Mid Exam

9 Technical Analysis

10 Portfolio Analysis

11 Portfolio Selection

12 - 14 Managed Portfolios

15 Final exam Course Textbook: Fischer, Donald E. And Ronald J. Jordan (1995), Security Analysis and

Portfolio Management, 6th ed., Upper Saddle River, NJ: Prentice

106

Course Title: Insurance& Risk management



Pre-requisites: none

Course overview:

The course is structured around the five main formal components of the Risk Management

Process-Titlely, Risk Management Planning, Risk Identification, Risk Qualification and

Quantification, Risk Response Planning, and Risk Monitoring and Control. Each component is

covered sequentially with its respective application of inputs, tools and techniques, and outputs. Course Objectives:

1. Achieve and maintain a reduced cost of risk (both insurance and self-insurance)

Without placing the Institute in a position of risk exposure that could have a significant

Impact on its financial security and its Mission.

2. Evaluate and assess all risks of loss and need for insurance related to the

Specific performance objective.

Learning outcomes:

1. Modify or eliminate identifiable conditions and practices which may cause loss

Whenever possible.

2. Purchased insurance coverage using the following guidelines:

• While a competitive atmosphere is desired, continuity of Relationship with insurance sources is

advantageous and will be maintained unless there is a significant reason for making a change

• Selection is based on quality of protection, services provided, and cost.


Mid-term exam 30%

Presentation 10%


Syllabus content:

Week Topic

1 Introduction to the concept of Risk Management

2 History and Definitions of Risk

3 General Risk Relationships

4 Risk Management-Process

4 Risk Planning

5 Risk Identification

6 Risk Qualification

7 Risk Quantification

8 Risk Response Planning

9 Risk Monitoring

10 Risk Control

11 Introduction to the concept of Insurance

12 - 14 Insurance

15 Final exam Course Textbook: The essentials of risk management by Michel Crouhy, Dan Galai and Robert

Mark (Dec 14, 2005)

http://www.amazon.com/Michel-Crouhy/e/B001IQXDE0/ref=sr_ntt_srch_lnk_1?qid=1305800388&sr=1-1

http://www.amazon.com/Dan-Galai/e/B001IQXDCC/ref=sr_ntt_srch_lnk_1?qid=1305800388&sr=1-1

http://www.amazon.com/Robert-Mark/e/B001IQWB2U/ref=sr_ntt_srch_lnk_1?qid=1305800388&sr=1-1

http://www.amazon.com/Robert-Mark/e/B001IQWB2U/ref=sr_ntt_srch_lnk_1?qid=1305800388&sr=1-1

107

6) 4th semester: MBA

Entrepreneurship


(choose 5 courses):

108


Course Code: ENP 411 Semester: 4

Credit Hours: ‏3‏ Duration: 15weeks Description:







Course Objectives:









Learning Outcomes:


Environment,



Mid-term exam 30%


Total 100 %

Syllabus content:

Week Topic Chapter





implementation

Chapter

1






Chapter

1





strategy


Chapter

2

109





implementation


making

Chapter

2




in its performance



Chapter

3






Chapter

3


Dynamics


firm performance


context



Chapter

4


Dynamics




external context

Chapter

4



strategic position


strategic positions


strategy position


industry life cycle


Chapter

5



dynamic contexts

Chapter

6

110



mover strategy





change



Chapter

6



strategy diamond






Chapter

8







strategy vehicles


Chapter

9



and implementation





Chapter

11



levers


implementation



Chapter

11

Resources:




111

Course Title: Innovation Management



Description:

The purpose of this course is to introduce students to the main issues in the management of

innovation. A study of the most recent trends and ideas in management and their practical

application is carried out. Although the economic power of the geographic regions, nations, and

organizations is built by the continuous development of its intellectual,

Course Objectives:

Adapt innovation management tools and techniques to different people and situations

Learn how to evaluate different options and formulate and develop strategy

Diagnose, analyze, interpret and articulate managerial challenges

Learning outcomes:

Understand major concepts of innovation

Understand the process of innovation


Mid-term exam 30%

Presentation 10%


Syllabus content:

Week Topic

1 Innovation Management: Introduction.‎

2 Innovation Management: Introduction.‎

The context of innovation and the role of the ‎state.‎

3 The context of innovation and the role of the ‎state.

Managing intellectual property. ‎

4 Building the innovative organization.‎

4 Sources of innovation.‎

5 Innovation networks.‎

6 Decision making under uncertainty

7 Developing an innovation strategy.‎

8 Managing organizational knowledge.‎

9 Management of R&D. Managing R&D projects.‎

10 Managing the new product development team‎

11 Group project presentations

12 - 14 Exploiting new ventures‎

15 Capturing the benefits of innovation.‎ Course Textbook:

Paul Trott. Innovation Management and New Product Development. 3rd

Ed. 2008.

Joe Tidd and John Bessant. Managing Innovation: Integrating Technological, Market, and

Organizational Change. 4th

Ed. 2009.

112

Course Title: Entrepreneurial Finance



Description: We will explore topics though class discussion of real case situations faced by entrepreneurs and

financiers, contributions by outside experts and instructor-led discussion. Approximately equal time will

be given each week to concepts and frameworks, case discussion, and visitor presentations.

Course Objectives:

Recognize an opportunity worthy of financing.‎

Value an opportunity.‎ Understand the difference between the funder’s perspectives and those of the ‎company being financed.‎

Learning outcomes:

Use different financing techniques.‎ Understand the importance of options

Use strategic partnering

Operate international

Course Assessment:

First test 10%

Mid-term exam 30%

Presentation 10%


Syllabus content:

Week Topic

1 Review concepts of valuation for entrepreneurial ventures and possible

‎funding sources for them. ‎

2 Discuss types of investments and planning horizons.‎

Introduce tools for analysis‎

3 Consider opportunities from the point of view of the founder, management

‎team and funder.‎ Revisit valuation concepts‎

4 Model opportunities.‎ Consider relevant capital structures.‎ Value options.‎

4 Examine VC funding and how it works.‎

5 Consider funding rounds and the business of funding.‎

6 Consider the challenges of managing and funding growth.

7 Discuss term sheets and the concept of Due Diligence.‎

8 Consider liquidity events such as Initial Public Offerings, sales and

mergers.

9 ‎Examine later stage financing, including mezzanine financing and buy-

‎outs.‎

10 ‎Consider international growth.‎

11 ‎Consider corporate and strategic venture funds.‎

12 - 14 presentations

15 Final exam

Course Textbook: Entrepreneurial Finance by Leach and Melicher, 2nd edition.‎

113

Course Title: Small and Medium Enterprises ‎Management



Description: Provide the practical knowledge for the preparation of business plans for the development of new

products, ‎ processes and services and for the financing of new enterprises.‎

Course Objectives: 1) Provide understanding of entrepreneurship, that is, initiating an innovative new business venture and

developing it into a self-sustaining and profitable enterprise

(2) Provide understanding of the process whereby a person decides to become an entrepreneur, screens

opportunities,‎ selects an appropriate product/market target, obtains the necessary resources, and launches

a new enterprise

Learning outcomes: To provide students with basic information on the formation, operation and management of small and

medium-sized enterprises in the Slovak Republic and the European Union


Mid-term exam 30%

Presentation 10%


Syllabus content:

Week Topic

1 ‎Introduction to small and medium enterprises ‎

2 Legal status of small and medium-sized enterprises.

3 Legal status of small and medium-sized enterprises. ‎

4 The classification of SMEs according to the EU, the creation of ‎small and

‎medium-sized enterprises. ‎

4 The classification of SMEs according to the EU, the creation of ‎small ‎and

‎medium-sized enterprises. ‎

5 The financial needs and resources of small and medium-sized ‎enterprises. ‎

6 The financial needs and resources of small and medium-sized ‎enterprises‎

7 Personal particulars of the operation of small and medium- sized ‎enterprises. ‎

8 Mid Exam

9 Transfer obligations of SMEs. ‎

10 Supporting institutes for the development of small and -‎‎‎‎‎ medium sized

‎enterprises in the Slovak part of the country, respectively EU. ‎

11 Economic information system for the needs of small and medium-‎‎‎‎‎‎sized

‎enterprises. ‎

12 - 14 The position of SMEs in the area of SR

15 Final exam

Course Textbook: (1) Robert A. Baron and Scott H. Shane, Entrepreneurship, second edition, Thompson Southwestern,

2008 ISBN 0-324-36558-6‎

(2) Selected cases (handouts)PORVAZNÍK, J. Celostný manažment : Piliere kompetentnosti v riadení.

Bratislava: Sprint, 1999. 493 p. ISBN 80-88848-36-9

114

Course Title: Strategic Alliances ‏‏‏


Credit Hours: 3(2,1,0) Duration: 4 months Description: The goal of the course is to show that companies can use confrontation as well as cooperation strategies and models of development. During the course students will learn about different levels of competitiveness and different ‎types of strategic alliances in the global economy.‎

Course Objectives: Student obtains general knowledge concerning competitiveness in macro-, mezo- and microeconomic approaches (countries, sectors and enterprises). The student has knowledge in the field of economic sciences, in particular those relating to strategic alliances, the creation, management and collaboration among partners.‎

Learning outcomes: Student has fundamental knowledge of business entity management on international market, including knowledge connected with marketing concepts and tools used in management.‎ Course Assessment:

First test 10%

Mid-term exam 30%

Presentation 10%


Syllabus content:

Week Topic

1 The idea of trust in the making of economic society. Trust as a fundamental

component of strategic alliances in business

2 The idea of trust in the making of economic society. Trust as ‎a fundamental

component of strategic alliances in business

3 Introduction to competitiveness - main definitions and classifications

4 Competitiveness on the macroeconomics level - two directions of macro

competitiveness research: theory of economic

growth and exchange theory,

4 competitiveness of factors and competitiveness of results, factors determining ‎the

economy competitive potential, measures of the economy competitive potential

and ‎competitive position of a ‎country

5 Rankings of international competitiveness of countries - The Global

Competitiveness Report, World Competitiveness

6 Competitiveness of sectors - M.E. Porter’ s diamond model, competitive

advantage and main competitive strategies

7 Competitiveness of enterprises (theoretical issues) - competitive advantage of

enterprises (types and sources), potential

8 Mid Exam

9 General characteristics of strategic alliances;

10 Analysis of case studies related to the first typological approach

11 Typology of alliances II: common integration alliance, pseudo-concentration

alliance, complementary alliance

12 - 14 The idea of global network corporation

15 ‎ Meetings with entrepreneurs and professionals

Course Textbook: 1. Fukuyama F., Trust: The Social Virtues and The Creation of Prosperity, A Free Press Paperbacks

Book, New York 1996.

2. Porter M.E., Competitive Advantage: Creating and Sustaining Superior Performance, The Free Press,

New York 1985

115

Course Title: The new project planning



Description: The topic of this subject is acquaint students with the preparation and management of projects with a

particular focus on project planning, monitoring progress on the project, completion of the project and

subsequent project management (monitoring reports, modification of the project budget, project

accounting, etc.). During the seminar will be the preparation and processing of project applications for

subsidies from EU funds and design methods for the management of the selected project

Course Objectives: 1- Utilize the use of a structured approach for each and every unique project undertaken including

2-utilizing project management concepts, tools, and techniques

3- Understand the project management lifecycle and be knowledgeable on the various phases from

Project initiation through closure.‎

Learning outcomes: The course deals with the principles and methodology of planning and project management practice in

designing the project team and project manager's choice, creating a network graph and staged model of

the project, project risk analysis, and epistemological bases of technological and methodological aspects

of the design and implementation of new applications and services and labor issues and creative

management team


Mid-term exam 30%

Presentation 10%


Syllabus content:

Week Topic

1 ‎Methodology of planning and project management‎

2 Methodology of planning and project management, Pre-investment phase; investment

phase, the use phase of evaluation and pilot operation and preparation of productive

operation, productive phase of operation, customer service, maitenance and upgrade

applications / services.

3 ‎Standards of STN ISO 9000 - a rocess consisting, of a set of coordinated ‎and controlled

activities carried out to achieve the objective corresponding to ‎specific requirements,

including time, cost and resource constraints. ‎

4 Methodology of planning and project management - creating the project ‎team and project

manager choice, vision - mission of a project, project ‎selection, the requirements of

stakeholders, conversion requirements for ‎‎"smart" objectives, generating project tasks of

"smart" goals. ‎

5 ‎Stakeholder requirements, conversion requirements of the main ‎objective, ‎the generation

and development tasks of the main objectives. ‎

6 ‎Network graph model and phase model of the project, the ‎project ‎risk ‎matrix analysis of

force fields, the use of software tools. ‎

7 ‎technological and epistemological assumptions ‎and ‎methodological ‎aspects ‎in the design of

new applications and ‎services, ‎business models and ‎their role ‎in the development of new

services ‎and ‎applications. ‎

116

8 ‎Life cycle services/applications, different life-cycle stages (phases) -‎‎‎‎ ‎to ‎produce a product

idea ‎through ‎the ‎service/application ‎management ‎methodology development ‎services ‎and

‎applications. ‎

9 ‎Risk analysis in ‎the ‎development ‎of ‎services/applications, ‎brainstorming ‎‎,Gordon's method ,

‎the ‎method ‎of ‎analysis of statistical ‎variability, stability ‎‎,process ‎capability, ‎respectively.

‎‎‎Product characteristics ‎‎(SPC - Statistical ‎Process ‎Control, SQC ‎‎- ‎Statistical ‎Quality Control,

‎Diagnosis Cause-‎Effect ‎Diagnosics, ‎Ishikawa ‎Diagram ‎‎(Fishbone Diagram). ‎

10 ‎Implementation of the development of ‎new ‎services ‎‎/ ‎applications ‎‎, ‎an ‎effective ‎system ‎of

‎reporting, ‎performance ‎monitoring ‎development ‎services/applications ‎in ‎specific terms,

‎objective ‎analysis, plan ‎and actual ‎deviations, ‎planning ‎and ‎implementation ‎of ‎alternatives

‎simulations, ‎developing ‎and ‎applying ‎management ‎interventions , ‎review ‎the ‎objectives ‎of

‎development ‎services/applications, the ‎mechanism ‎monitoring ‎‎(in ‎terms ‎of ‎quality, time and

‎cost, and their ‎symbiosis), phase ‎of ‎practical ‎realization ‎and ‎implementation of ‎new

‎applications/services. ‎

11 ‎Use of software tools - the use ‎of ‎different ‎tools ‎to ‎compile ‎a ‎network ‎graph, namely in

determining ‎the ‎appropriate ‎time ‎to ‎use ‎appropriate ‎tools. ‎

Choosing the creative team that will ‎work ‎on ‎the ‎project, ‎working ‎with ‎people ‎and resolving

conflicts with others. ‎

12 -

14

‎The procedure for the ‎presentation ‎of ‎the ‎project ‎and ‎the ‎negotiations ‎with ‎the client

(customer).‎

15 Final exam

Course Textbook: A Guide to the Project management Body of Knowledge, 2000 Edition, Project Management Institute,

USA, (norma ANSI/PMI 99-001-2000)

Hermochová Soňa, Teambuilding, Praha 2006

Kerzner Herold, Project Management, New York 1998

117

7) 4th

semester: MBA

Hospital management


(choose 5 courses):

118


Course Code: HOS 411 Semester: 4








Course Objectives:









Learning Outcomes:


Environment,



Mid-term exam 30%


Total 100 %

Syllabus content:

Week Topic Chapter





implementation

Chapter

1






Chapter

1





strategy



Chapter

2

119




implementation


making

Chapter

2




in its performance



Chapter

3






Chapter

3


Dynamics


firm performance


context



Chapter

4


Dynamics




external context

Chapter

4



strategic position


strategic positions


strategy position


industry life cycle


Chapter

5



dynamic contexts



Chapter

6

120

mover strategy





change



Chapter

6



strategy diamond






Chapter

8







strategy vehicles


Chapter

9



and implementation





Chapter

11



levers


implementation



Chapter

11

Resources:




Course Title: Supply Chain management

CourseCode: HOS 412 Semester: 4

121


Description:

This course introduces the concept of Supply Chain management and evaluates the core

Fundamentals of Logistics within commerce. From corporate giants to small businesses, product

Manufacturing industries operating within all verticals constantly strive to optimize logistics and

Operations techniques and practices. In addition to identifying supply chain trends and evolution,

The relationship between domestic and foreign goods supply is explored.

Course objectives:

After completion of this course the students will be aware of:

The course will generally be useful for students pursuing careers involving Operations, Business

Logistics and Management. Managers who want to explore opportunities for cost reduction

Through Supply Chain efficiency, and students who are interested in understanding how

Optimization can improve revenue streams, will find this course beneficial. While the general

Nature of the course is not heavily analytical, basic economic and management knowledge is

Essential.

Learning Outcomes:

In addition to supporting an understanding of the Supply Chain Management concept, this course

Will strive to evaluate current trends, growth opportunities, global patterns and niche markets,

Within the area of Logistics.

Course Assessment:

First test 10%

Mid-term exam 30%

Presentation 10%


Lectures

Week Topic

16. Supply Chain management within organizations.

“What is a Supply Chain?”

“What is supply and demand?”

17. The nature of firms, evolution of Supply Chain

Management. Supply Chain drivers and metrics

“How has technology influenced Supply Chains?”

18. The role of Supply Chain management within fortune

500 companies. Responses to growing economies.

Case Discussion (XBOX)

Project Discussion

19. Design and development of a Supply Chain network.

“What must be considered when designing a Supply

Chain (domestic vs. global)?”

20. Measuring and analyzing the value and efficiency of

a domestic and global Supply Chains network.

21. Planning for supply and demand within a Supply

Chain.

“How is demand forecasted?”

Mid-Term Case Discussion (Wal-Mart)

122



23. Mid-Term Exam



25. Barriers of overall Supply Chains. Coordination

within a Supply Chain.

Case Discussion (BMW)

“Effect of forecasting, replenishment, management?”

26. Pricing and revenue management in a Supply Chain.

Understanding managerial levers, hidden costs, and

the impact of promotions and discounts.

“How are pricing decisions made on all levels of the

Supply Chain?”

27. Major barriers faced by Supply Chain networks in

North America. Ensuring Sustainability.

“What is required to maintain Supply Chain

Sustainability?”

Case Discussion (Mattel)

28. Revision Managing variability within a Supply Chain network.

“How does a Supply Chain adjust for change?”

29. Trends in the market, growth opportunities and areas

which will gain focus.

“Information Technology in Supply Chain

Management. What’s next?”

30. • Revision

Course Textbook:

Supply Chain Management (US Edition)- Fifth Edition

Sunil Chopra Pearson Education Publishing

ISBN-10: 0132743957


Course Code: HOS 413 Semester: 4

123

Credit Hours: 3(2,1,0) Duration: 1 semester Description: In Total Quality Management Fundamentals you will learn concepts and the history of Total Quality

Management. Beginning with the benefits of a total quality solution, the course then explores the origins of

total quality, comparing it with traditional management practices. It then goes on to teach the learner about the

cost of quality, building a quality framework, managing organizational change and how to prepare for and lead

a total quality solution.

Course objectives:

1-Implement the principles and concepts inherent in a Total Quality Management (TQM) approach to

managing a manufacturing or service organization.

2. Successfully implement process improvement teams trained to use the various quality tools for identifying

appropriate process improvements.

Learning Outcomes: By the end of this course, you should be able to:

1. Understand the philosophies--including similarities and differences--of the gurus of TQM in order to better

evaluate TQM implementation proposals offered by quality management organizations and consultants.


Course Assessment:

First test 10%

Mid-term exam 30%

Presentation 10%


Course Contents:

Week Topic



Management.





Management.








7&8 TQM culture





124





management.

11 Quality Gurus




12 Quality problems



15 Revision

Course Textbook:




125

Course Title: Health care management


Credit hours: 3(3,1,0) Duration: 15 Weeks Description:

This course offers students opportunities to learn about health administration careers by hearing

from and interacting with health care managers working in a variety of organizations

Course Objectives:

•Differentiate the roles of clinicians and managers in a variety of health care organizations.

•Identify skills and competencies required for various health administration jobs.

•Know about interactions amongst health care administrators.

Learning outcomes:

• Identify the major structural forces affecting the delivery of health services and understand how

these forces affect the role of the health services manager.

• Understand how to motivate individuals to perform effectively in health services organizations.

• Understand the implications of current trends to the delivery of health care services.


First test 10%

Mid-term exam 30%

Presentation 10%


Total 100%

Syllabus Content:

Week Topic

1 Introduction

2 Hospital and Health System Administration (public and private)

3 Healthcare Financial Management

4 Health Care Services

5 Understanding Healthcare Reform Issues

6 Health Promotion, Education, Outreach, Program Development and Evaluation

7 Ambulatory Care and Medical Group Practice Management

8 Mid Exam

9 Healthcare Business Development, Marketing and Public Relations

10 Pharmaceutical and Medical Device Industry Opportunities

11 Non-profit Community Health Organization Management

12 Veterans Administration and Military Health System

13 Creating and Managing the Future

14 Work & Organizational Design

15 Any Remaining Case Study Presentations

Course Textbook: 1-Llewellyn AB & Holt, R. (2007). The everything career tests book. Avon, MA: Adams Media.

2-Stephen M. Shortell and Arnold D. Kaluzny, Health Care Management, Organization Design and Behavior,5th 2-

Edition, Delmar Thompson Learning, Albany, N.Y., 2006. [Note: The 4th edition of this book is also acceptable]

126

Course Title: Health Crisis Management



Description: The course provides an analysis of the players involved; ‎coordination with governmental emergency

management; legal ‎requirements; employee disaster awareness and preparedness; ‎disaster mitigation and

response; business resumption ‎considerations and public policy considerations and community ‎outreach‎

Course Objectives: To provide students with the knowledge and resources required to ‎understand the steps required in the

development of a ‎comprehensive approach to emergency planning, response and ‎recovery for companies

of all sizes.‎

Learning outcomes: To provide the resources required to develop collaboration and ‎coordination with the ‎emergency service

providers representing ‎various sectors including county, state, and ‎federal agencies, the ‎military,

environmental agencies, medical and health ‎services ‎providers, law enforcement, and volunteer and

community ‎groups.‎


First test 10%

Mid-term exam 30%

Presentation 10%


Total 100%

Syllabus Content:

Week Topic

1 INTRODUCTION ‎

What Is an Emergency?‎

2 What Is Emergency Management?‎

Making the "Case" for Emergency Management ‎

3 Form the Team ‎

‎ ‎Establish Authority ‎

4 Issue a Mission Statement ‎

Establish a Schedule and Budget

5 Review Internal Plans and Policies ‎

Meet with Outside Groups ‎

Identify Codes and Regulations ‎

6 Identify Critical Products, Services and Operations ‎

Identify Internal Resources and Capabilities ‎

Identify External Resources ‎

Do an Insurance Review ‎

7 Conduct a Vulnerability Analysis ‎

List Potential Emergencies ‎

8 Mid Exam

9 Estimate Probability ‎

Assess the Potential Human Impact ‎

Assess the Potential Property Impact ‎

Assess the Potential Business Impact ‎

Assess Internal and External Resources ‎

10 Plan Components ‎

Executive Summary ‎

127

Emergency Management Elements ‎

Emergency Response Procedures ‎

Support Documents ‎

11 Identify Challenges and Prioritize Activities ‎

Write the Plan ‎

Establish a Training Schedule ‎

Continue to Coordinate with Outside Organizations ‎

Maintain Contact with other Corporate Offices ‎

12 Integrate the Plan into Company Operations ‎

Conduct Training ‎

Planning Considerations ‎

Training Activities ‎

Employee Training ‎

Evaluate and Modify the Plan ‎

13 EMERGENCY MANAGEMENT CONSIDERATIONS ‎

Direction and Control ‎

Emergency Management Group (EMG) ‎

Incident Command System (ICS) ‎

14 Emergency Operations Center (EOC) ‎

Planning Considerations ‎

Security ‎

Coordination of Outside Response ‎

15 Communications ‎

Contingency Planning ‎

Emergency Communications ‎

Family Communications ‎

Notification ‎

Warning ‎

Life Safety ‎

Evacuation Planning ‎

Evacuation Routes and Exits ‎

Course Textbook: Barton, Laurence. CRISIS IN ORGANIZATIONS:‎

MANAGING AND COMMUNICATING IN THE HEAT OF ‎CHAOS, South-Western Publishing Co.,

Cincinnati, Ohio, 1993. ‎

128

Course Title: Health insurance & social security


Credit hours: 3(2,1,0) Duration: 15 Weeks Description: During this course, students are expected to gain definition risk and insurance, understanding

How to work social insurance.

Course Objectives:

-Understanding of insurance company operations

- Understanding of Hungarian private insurance system

- Competence in evaluate of Hungarian social insurance system problems

Learning outcomes:

- The most important types of insurance

- Types of insurers and main features of insurance company operations

- The principles of Hungarian social insurance systems, health and pension schemas.


First test 10%

Mid-term exam 30%

Presentation 10%


Total 100%

Syllabus Content:

Week Topic

1 Introduction

2 Risk in our society. Meaning of risk. Chance of Loss. Peril And hazard. Basic categories

of risk. Type of pure risk. Burden of risk on Society. Methods of handling risk.

3 Types of insurers and marketing systems. Insurance company operations

4 Life and Insurance and risk. Definition of insurance. Basic characteristics of insurance.

5 Requirements of an insurable risk. Adverse selection and insurance. Types of insurance.

6 Benefits and costs of insurance on society. Health insurance. Types of life

Insurance. Individual health insurance. Group life and health insurance.

7 Personal property insurance: homeowner and auto insurance.

8 Mid Exam

9 Insurance market in Hungary: a brief history and market development

10 Institutions and insurance business in Hungary Definition of insurance activities.

Insurance companies. Statutes for insurance companies. Insurance intermediaries.

11 Classification of insurance branches. Technical provisions.

129

Solvency margin and security capital. Investments regulations.

12 Social security in Hungary: health insurance. Social security contribution.

Provisions and services of the Health Insurance Fund. Basic dilemma.

13 Social security in Hungary: pension system. General characteristics: SSPS or tree/two

pillar system. Old-age pension system. Disability pensions. Widow’s pension. Orphan’s

allowance.

14 Private pension funds (voluntary and mandatory types). Challenges. Course summary

15 Revision

Course Textbook: -REJDA, George E.: Principles of Risk Management and Insurance. 10th ed. (Pearson

International Edition) Pearson Addison Wesley, 2008 [selected chapters: 1-7. 2-148. pp and 210-243. pp]

- Social Security Hungary 2007, MABISZ Yearbook 2013

Course Title: Computer applications

Course code: HOS 417 Semester: 4

Credit hours: 3(2,1,0) Duration: 15 Weeks Description: Medicine systems worldwide are under tremendous pressure on all fronts – cost, quality of care, Access, and

efficiency. Chronic disease and complex health conditions are on the increase, demand for efficient and effective care

delivery is outpacing supply, Course Objectives: Challenges facing Medicine executives relative to HIT in different institutional settings. Exposure to emerging new

technologies in HIT such as robotics, tile-medicine, and social media. Case studies which highlight implementation

challenges and success with health information technology implementations

Learning outcomes: 1. Understand and appreciate the role and value of information technologies in potentially revolutionizing healthcare

delivery, administration, education, and research;

2. Distinguish the various types of healthcare information, including knowledge, data, sources, processes

3. Identify major health informatics applications and develop basic skills for healthcare IT product procurement; Assessment and evaluation:

First test 10%

Mid-term exam 30%

Presentation 10%


Total 100%

Syllabus Content: Week Topic

1 Introduction

2 National Perspectives and Emerging Issues; E-Prescribing; Disease/Demographic

Surveillance Systems; Intro to Excel

3 Functions of Health Information Systems; Hardware, Software, and the Roles of

Support Personnel; Budgeting with Excel

4 Strategic Planning While Effecting and Leading Change in Health Care

Organizations; Graphing with Excel

5 National Perspectives: Impacts for Professional Development and Tracking Quality

of Patient Care

6 Case Studies in Patient-Care/Clinical Decision-Support Systems and Genomics

7 Case Study in Imaging/Simulation Systems: Detection and Treatment of Breast

Cancer

8 Mid Exam

9 7.Case Study in Occupational Safety and Health/Environmental Assessment Systems;

Intro to Organizing Data with Access

10 Impact of Systems on Health Care, Care Providers, and Organizations; Building

Tables in Access

130

11 Ethical and Legal Issues (Training, Security, Confidentiality, Informed Consent,

HIPAA); Queries in Access

12 Electronic Health Records; Proposing, Reporting, and Refereeing Evaluation Studies;

Reports in Access

13 Role of Information Systems in Medical Education

14 Defence of Term Project

15 Revision

Course Textbook: Buntin, M. B., et al. "The Benefits of Health Information Technology: A Review Of The

Recent Literature Shows Predominantly Positive Results." Health Affairs 30, no. 3 (2011): 464–71.

Marczak, J., et al. "Addressing Systemic Challenges to Social Inclusion in Health Care: Initiatives of the Private Sector." (This resource may not render correctly in a screen reader.PDF) Americas Society. Whitepaper, March 7, 2011

Course link: https://cb.hbsp.harvard.edu/cbmp/access/32848868

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