...| | |INTERNATIONAL ISLAMIC UNIVERSITY MALAYSIA | |COURSE OUTLINE | | | |Kulliyyah / Institute |Kulliyyah of Economics and Management Sciences | |Department / Centre |Department of Business Administration | |Programme |Bachelor of Business Administration | |Name of Course / Mode |Strategic Management | |Course Code | | | |MGT 4760 | |Name (s) of Academic staff / | ...
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...MGT 449 – Administrative Policy Determination Syllabus Semester: Fall 2012 Section Number 05 – Class Number: 2528 Class Meetings: Mondays and Wednesdays 5:35-7:00 p.m. ------------------------------------------------- Location: Centennial Hall – Room 2212 Instructor Dr. Kareem M. Shabana Assistant Professor of Management Contact Information Office: C. Wimberly Hall – Room 418B Email: kshabana@uwlax.edu Phone: (608) 785-6664 Office Hours Mondays & Wednesdays: 1:30-2:00 p.m. Tuesdays & Thursdays: 1:30-3:30 p.m. And by appointment ------------------------------------------------- ------------------------------------------------- Syllabus Revisions ------------------------------------------------- The instructor maintains the privilege to make revisions to this syllabus at his discretion. All changes and revisions will be posted on the course’s page on D2L. It is the responsibility of each student to keep abreast of all changes and revisions. Course Description Course Overview MGT 449, Administrative Policy Determination, is primarily concerned with the study of the determinants of overall firm performance. This study aims at answering the fundamental question of strategic management: Why do some firms perform better than others? The study of the determinants of overall firm performance is conducted through the examination of the relationship between the firm and its environment and the analysis of multifunctional problems that confront...
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...Academic Year Semester/Term 2012 / 2013 1 / 2 Course Code Course Title Credit Medium of Instruction Course Pre-requisite(s)/ Minimum Requirement(s) CBEB 3305 INTERNATIONAL BUSINESS MANAGEMENT 3 English None Main Reference 1. Charles W. L. Hill, Chow-Hou Wee, Krishna Udayasankar (2012), International Business: An Asian Perspective, Singapore: McGraw hill. Additional References: 2. Charles W. L. Hill (2009), International Business, 7th edition, Singapore: McGraw-Hill 3. Mohd Nazari Ismail (2007), Globalization Debate, UM Press. Teaching Materials/ Equipment Text Book, Journal Articles, Case Studies Learning Strategies Lecture, Tutorial, Discussion Student Learning Time 120 Hours Face to face: 41 Hours (lecture, tutorial) Independent learning: 75 Hours (preparation before and after lecture, preparation for final examination) Assessment : 4 Hours (Test, Final Exam) (Refer to Student Learning Time form) Soft Skills Communications Skills : CS1 – CS3 Critical Thinking : CT1 – CT3 Team Work : TS1 – TS2 Entrepreneurship : KK1 Ethics and Professional Moral : EM1 – EM2 Leadership : LS1 – LS2 Lecturer Room Telephone/e-mail Prof. Dr. Mohd Nazari Ismail A2-25 mdnazari@um.edu.my Lecture Session: Day/Time Venue Tutorial/Practical Session: Day/Time Venue Isnin 2.00 – 4.00 ptg DK1 Monday 4 – 5 pm; Tuesday 2 – 3 pm; 3 – 4 pm; Thursday 9 – 10 am; Thursday 12 pm – 1 pm; 1pm – 2 pm. BSB 2 Important Dates ...
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...UNIVERSITY KAPURTHALA Scheme and Syllabus of Masters in Business Administration (MBA) Batch 2012 onwards By Board of Studies Business Administration Punjab Technical University Scheme of (MBA) Batch 2012 Onwards First Semester Course Code Course Title Load Allocation L T P 4 1 4 4 4 4 3 3 28 1 1 1 1 2 2 7 - Contact Hours: 36Hrs. Marks Distribution Internal 40 40 40 40 40 40 40 280 External 60 60 60 60 60 60 60 50 470 Total Marks 100 100 100 100 100 100 100 50 750 Total Marks 100 100 100 100 100 100 100 50 750 Total Marks 100 100 100 100 100 100 100 50 750 Credits MBA 101 MBA 102 MBA 103 MBA 104 MBA 105 MBA 106 * MBA 107 * MBA 108 Principles and Practices of Management Organizational Behaviour Accounting for Management Quantitative Techniques Managerial Economics Business Communication Information Technology for Management Viva Voce Total Course Title 5 5 5 5 5 5 5 2 37 Credits Second Semester Course Code Contact Hours: 34 Hrs Load Marks Distribution Allocation L T P Internal External 4 1 40 60 4 1 40 60 4 4 4 4 3 27 1 1 1 1 6 40 40 40 40 40 280 60 60 60 60 60 50 470 MBA 201 MBA 202 MBA 203 MBA 204 MBA 205 MBA 206 BTHU 101* MBA 207 Business Environment Production and Operation Management Human Resource Management Marketing Management Financial Management Research Methodology Human Values and Professional Ethics Viva Voce Total Course Title 5 5 5 5 5 5 3 2 35 Credits Third Semester Course Code Load Allocation L T P 4 1 4 4 4 4 4 3 27 1 1 1 1 1 6 Marks Distribution Internal...
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...Professional Development Plan Student: Phanuel R. Mubamba, phanuel.mubamba@waldenu.edu Student ID # A00262074 DDBA 8005-6 Foundations for Doctoral Business Administration Studies Program: Doctor of Business Administration Specialization: Entrepreneurship Walden University September 19, 2010 Professional Development Plan Professional Development Plan (PDP) is a short planning document that examines my current Continuing Professional Development (CPD) needs, looks at how these might be met and lists objectives for the future. It helps to structure and focus my training needs and should address the following points: • Where am I now? • Where am I going? • How am I going to get there? (http://www.ciht.org.uk/en/education--training/continuing-professional-development/professional-development-plan.cfm). Nowadays, with significant changes in government policies and priorities affecting our industry and profession, the need for training to ensure that our skills are up to date and ready to meet these challenges is ever more important (http://www.ciht.org.uk/en/education--training/continuing-professional-development/professional-development-plan.cfm). The planning process for writing a PDP ensures that educators remain deeply committed to professional growth and will keep places that motivate and engage all students. Writing a PDP allows the educator to direct his or her own professional growth and determine how...
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...excellent business training. The CPA Program you are undertaking delivers top quality graduates who provide advice of the highest order to the business world. Approximately 23 000 CPA Australia members hold the position of General Manager, Financial Controller, Chief Financial Officer or Chief Executive Officer. CPA Australia strives to continually enhance the CPA Program’s global relevance and provide more ways for people to develop a career built on professional accounting skills. The CPA Program ensures candidates develop the appropriate skills, knowledge and values required of a CPA through a combination of coherent learning experiences. As shown in the following CPA Program diagram, the CPA Program formal education model consists of two levels: ■ The foundation level—core knowledge requirements that can be fulfilled through CPA Australia’s series of eight foundation exams or through an accredited or recognised higher-education degree program. ■ The professional level—six postgraduate level segments plus three years’ mentored experience. The syllabus for the CPA Program focuses on strategy, leadership and international business. Content is globally...
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...Business and marketing strategy fundamentals Course code Course title Business and marketing strategy fundamentals Type of course Compulsory Level of course Graduate Department in charge Graduate School Year of study 1st Semester Fall Number of credits 10 ECTS; 56 hours of class work, 210 hours of selfstudy; 2 hours of consultations Lecturer Benas Adomavičius & PhD. Neringa Ivanauskienė Date of the course XYZ Prerequisites Undergraduate diploma in social sciences Form of studies Friday/Saturday Language of instruction English/Lithuanian Course description Business and marketing strategy are critical components of business success since strategic issues and possibilities arise in all sectors. Important aspects are not only the company’s positioning in relation to its market, but also the technological development, the supply of labour, political developments in society and other factors relevant for how organizations manage their business. 1 2013 Fall semester To a large extend strategic work is about understanding these factors and reinterpreting them so that they become assets rather than restrictions. Business strategy and marketing management concepts and techniques are studied. The course serves as an opportunity to develop skills for environmental and market analysis, understanding of the major business and marketing strategy issues, formulating business and marketing strategies and tactics. Course aim Students are going to discover knowledge...
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...Knowledge Checks: Multiple Choice and Extended Response Questions and Solutions GLOBAL STRATEGY AND LEADERSHIP Version 16a © Copyright CPA Australia unless otherwise indicated. Multiple Choice Questions and Solutions KNOWLEDGE CHECKS: MULTIPLE CHOICE AND EXTENDED RESPONSE QUESTIONS AND SOLUTIONS | i Contents Questions 1 Module 1 Question 1.1 Question 1.2 Question 1.3 Question 1.4 Question 1.5 Question 1.6 Question 1.7 Question 1.8 Question 1.9 Question 1.10 Module 2 Question 2.1 Question 2.2 Question 2.3 Question 2.4 Question 2.5 Question 2.6 Question 2.7 Question 2.8 Question 2.9 Question 2.10 Module 3 Question 3.1 Question 3.2 Question 3.3 Question 3.4 Question 3.5 Question 3.6 Question 3.7 Question 3.8 Question 3.9 Question 3.10 Module 4 Question 4.1 Question 4.2 Question 4.3 Question 4.4 Question 4.5 Question 4.6 Question 4.7 Question 4.8 Question 4.9 Question 4.10 R:\Workgroups\CPA-Production\CPA MCQs and ERs\1st Semester 2016\GSL\GSL-Knowledge-check-MCQ_16a.docx 1 1 1 1 2 2 2 2 2 3 3 3 3 3 4 4 4 4 5 5 5 6 6 6 6 6 7 7 7 7 8 8 8 8 8 9 9 9 10 10 10 10 11 11 DTP: Mira 1st set 15b 05-02-16 ii | GLOBAL STRATEGY AND LEADERSHIP Module 5 Question 5.1 Question 5.2 Question 5.3 Question 5.4 Question 5.5 Question 5.6 Question 5.7 Question 5.8 Question 5.9 Question 5.10 Module 6 Question 6.1 Question 6.2 Question 6.3 Question...
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...the student EXAM DETAILS Course Code: Course Description: Date of exam: BUSM4177 Leading for Change 04/06/2012 Start time ofexam: 8 09:15 Duration of exam: 2hr 15min Total number of pages (incl. this cover sheet) ALLOWABLE MATERIALS AND INSTRUCTIONS TO CANDIDATES 1. Write your full name and student number on each exam booklet together with the number of exam books used. Students must not write. mark in any way any exam materials, read any other text other than the exam paper or do any calculations during reading time. 2. 3. All mobile phones must be switched off and placed under your desk. You are in breach of exam conditions if it is on your person (ie. pocket). This is a CLOSED BOOK Exam. 4. 5. Commence each question on a new page. Carry out the instructions on the front cover of the exam script book and the front of this exam paper. 6. Calculators are not allowed. 7. 8. 9. This exam comprises 50% of the overall marks available in this course Each question has a Part A (8 marks) and a Part B (7 marks) to give a total of 15 marks. Answer any THREE (3) questions 10. Up to 5 additional 5 marks (in total) may be awarded if there is evidence of critical thinking in your answers. BUSM 4177 Leading for Change Semester 1, 2012 Examination page 1 BUSM 4177 Leading for Change (Melbourne semester 1, 2012) Exam Case study Yarra Valley Water: Learning and change for sustainability By PATRICK CRITTENDEN, SUZANNE BENN...
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...introductory course on the management process from a manager’s perspective with particular emphasis on the skills, competencies, techniques and knowledge needed to successfully manage an organization. It focuses on the entire organizational form both a short and long-term perspective to from a strategic vision, setting objective, crafting a strategy and then implementing it. This course examines the logic and working of organizations. It also investigates how organizations develop and maintain competitive advantage within a changing business environment influenced by political, economic, social, technological, legal and environmental factors. The course content is organized around the four pillars of management viz. planning, organizing, leading and control for systematic understanding of management-related challenges and applying conceptual tools and techniques in analyzing, evaluating and addressing management issues. Course serves as the first course for management majors in the discipline of management. Course Learning Objective This course ensures that the student understand how managers mange business organization in the dynamic global environment organizations develop and maintain competitive advantage business decisions are made using various tools and techniques to remain competitive Course Materials The required text book for this course is: 1. Hill, Charles W.L. and McShane, Steven L., Principles of Management, New York, McGraw-Hill, 2008. Additional...
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...Course: MGT 6200AB Competition & Strategy Semester: Fall 2014 Instructor: Robert Crooke BA MBA FCA Class Location: Section A: Kensington, 17 Young Street, YS2 Section B: Kensington, Asa Briggs Hall, B212 Class Meeting Time: Section A: Tuesday/ Thursday 12.00-1.20 Section B: Tuesday/ Thursday 9.00-10.20 Office: Adjunct Office 3rd floor 16 Young Street Office Hours: 11.00-11.50 Phone: 0207-368-8601 Email: crooker@richmond.ac.uk VLE (Virtual Learning Environment: Blackboard will provide the Virtual Learning Environment from Fall 2014 onwards, and can be accessed via the portal (https://my.richmond.ac.uk/) This syllabus should be read in conjunction with the Course Specification Document; the University Catalogue; and the relevant Programme Specification (via the University’s website http://www.richmond.ac.uk) Course Description: The course focuses on strategic analysis and evaluation, long-range planning and policy implementation. Early lectures outline the basic strategic analysis models and case study analyses relate to both the firm's internal operations and the environment in which it operates. Prerequisites: Completion of the FNN, or INB, or MKT Core courses Aims and Objectives: The Course aims to develop within the student a full understanding of the nature and role of competition and strategy. It aims to introduce students to strategic management concepts and to increase students’ awareness of the...
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...| Entrepreneurial Growth | | Fall Semester, 2013 Man 385.24 Unique #04780 | Professor John N. Doggett Class Days Monday and Wednesdays from 12:30 to 2:00 p.m. Class Room UTC 4.104 Office CBA 5.124k Office Hours Wednesdays, 5:30 to 6:30 p.m. or by appointment Phone 512-232-7671 E-Mail john.doggett@mccombs.utexas.edu Course Web Page via Canvas ------------------------------------------------- Teaching Assistants Grant Garlinghouse (grant.garlinghouse@mba14.mccombs.utexas.edu) Course Objectives I have taught this course since late in the last century. Today, as we approach a second global recession, helping people learn how to grow firms as astutely as possible will play a role in speeding the beginning of a new recovery. When companies like Cisco and HP abandon major market segments, it is even more important to think critically about how to grow a firm’s products. Given the chaotic period that we are entering, I have made several significant changes to this course. First, I have done away with the individual midterm. The “next” recovery will be a group effort. So will your midterm. Second, I have assigned three books. These are some of the best books out there on how to think about innovation, competition and how to grow a business. They will become “let me read that again” go-to books that you will use long after you graduate from UT. To compensate for the heavy reading load, I have eliminated...
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... Resume For MR. ROODARDUTH RAMLOCHUN FABE, MBCS CITP Chartered IT Professional (CITP) August, 2012 Date of Birth : 27th of June, 1968 Passport No : 1140014 Marital Status : Married Summary: • 23 years of varied experience in the IT industry • Experience and demonstrated strength as a Technical Business Planner / Senior Business Analyst • Excellent administrative, consulting and communication skills Awards: | |YEAR |AWARD |REMARKS | |1. |2011 |QCF Level 7 POSTGRADUATE Diploma in Business Management (PgDip) |ASSOCIATION OF BUSINESS EXECUTIVES | |2. |2003 |British Computer Society (Honours Degree) in Information Technology |BRITISH COMPUTER SOCIETY – Graduated on | | | |(Certificate PGM, Diploma PGM, Professional Graduate Diploma, |the 4th of October 2003 | | | |Professional Project) | | |3. |2001 |Advanced Diploma in Business Administration |ASSOCIATION OF BUSINESS EXECUTIVES | Further Studies: 1. MBA (TopUp) University of Sunderland (UK) - 2012 - Global Corporate Strategy - International Business Environment - Dissertation Education: | |YEAR |EXAMINATION...
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...2016 MBA and MBA (Executive) Postgraduate Web Edition Updated 28 July 2015 Be true to you 2 Join a Global Learning Community Create a Successful Future with an MBA Program from RMIT Explore Your Study Options This brochure outlines programs offered by the Graduate School of Business and Law at RMIT’s City campus in Melbourne. Graduate School of Business and Law The Graduate School of Business and Law offers business management and law programs for business and non-business graduates. RMIT MBA programs are offered face-to-face at the Melbourne City campus, online through Open Universities Australia, and also at RMIT Vietnam. RMIT also offers global intensive study opportunities in Europe and Asia. No matter where or how you choose to study with RMIT, you will receive an internationally recognised qualification. Profile Looking to make the change from tennis coach to business leader, Nicholas Bartholomeusz chose to study an MBA to develop a solid understanding of business fundamentals. “RMIT’s program is tailored towards producing managers equipped with the skills to lead, so it was my first choice. Classes are designed to foster a range of learning styles and include plenty of both theory and application opportunities.” Nicholas Bartholomeusz (cover) Master of Business Administration (MBA) Which MBA Program? Most classes for Melbourne-based students are offered in either the award-winning Swanston Academic Building or the Emily McPherson College Building, which features...
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...women in to professional managers to manage all sectors of the organized economic activity. 2. To equip the youngsters with conceptual and interpersonal skills and social purpose for managerial decision-making and its execution in real situations. 3. To develop and encourage the entrepreneurial capabilities of young generation to make them effective change agents. 4. To meet the demand for trained and professional people in the country at the top level management of business and industrial organizations in the light of the new economic and industrial policy of the country. 2. COURSE DURATION The MBA (Full Time) programme of Mahatma Gandhi University shall be spread in two years duration with 4 Semesters. Each semester shall comprise of a minimum of 16 instructional weeks of 5 days each of 5 hours a day (total contact hours 400). Continuous Internal Evaluation during the course period and University examination at the end of each semester shall be conducted. There shall be a semester break of 15 days each in addition to the usual Onam, Christmas and summer holidays. 3. ELIGIBILTY FOR ADMISSION 1. A pass in any Bachelor’s Degree Examination of Mahatma Gandhi University or an equivalent degree of any other universities duly recognized by M.G.University with not less than 50% marks in the aggregate for all parts of examination or a Master’s Degree examination with 50% marks in aggregate. 2. SC/ST students A pass in any Bachelor’s Degree examination is needed for SC/ST candidates...
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