...planning and control of the operations of the organization. The course covers the nature of managerial accounting; activity costing; marginal costing; standard costing, etc. 2. Course Duration The course will have 45 sessions of 60minutes duration. 3. Course Contents Assignment of sessions to the modules of course is as follows: Module No. | Modules/ Sub modules | Sessions | Marks (Uni. Exam) | I | Cost Management and Cost EstimationCost and Management Accounting OverviewVarious Cost Concepts. Cost Estimation approaches, tools and techniques | 9 | 20 | II | Cost allocation and Job/ batch CostingCost Allocation, Activity Based and Target CostingJob and Batch Costing Introduction to the concept of operating costs | 9 | 20 | III | Costing MethodsOperating Costing. Process Costing and Joint and By product Costing. | 9 | 20 | IV | Management ApplicationsMarginal (Variable) Costing and Absorption Costing Decision Involving Alternative Choices and Pricing DecisionsMake-or-Buy | 9 | 20 | V | Planning, Control and Decision MakingBudgeting and Budgetary Control SystemStandard Costing and Variance AnalysisContemporary Issues like Kaizen Costing, Target Costing, Life Cycle Costing, and Cost Audit and Cost Accounting Standards | 9 | 20 | 4. Teaching Pedagogy: The course will use the following pedagogical tools: (a) Case discussion covering a cross section of decision situations. (b) Discussions on issues and techniques (c) Projects/ Assignments/...
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...Marshall School of Business, University of Southern California MOR 465: ADVANCED METHODS IN STRATEGY ANALYSIS Spring, 2006 T, TH 10 am – 11:50 am BRI-8 Professor: Juan Carlos Araque Office: Bridge Hall 301 Phone: USC Office: (213) 821-5708 Email: araque@marshall.usc.edu Office Hours: Thursday 9:00 am - 10:00 am Advanced Methods in Strategy Analysis is an advanced strategy elective designed for business major undergraduates interested in the strategic management of businesses and corporations. The course represents an extension of the frameworks and materials learned in BUAD 497. In particular, MOR 465 focuses on four main substantive areas of interest: Module 1: Basics of Corporate Strategy Module 2: Competitive Rivalries Module 3: Managing Strategic Change Module 4: Academic Research on Strategy Module 1: Basics of Corporate Strategy extends the frameworks and cases taught in BUAD 497 on “Corporate Strategy”, meaning issues that companies with multiple strategic business units face. We focus on the following issues in this module: 1. 2. 3. 4. The basic tenets of corporate strategy; Diversification and the notion of core competences; Vertical integration, Transaction Cost Economics (TCE) & the “make or buy decision”; and Corporate governance and “managing” the managers We examine these issues through both Harvard Business Review readings and Harvard and Stanford Business School cases. Module 2: Competitive Rivalries examines in more detail how firms compete with each-other...
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...Course Description This course introduces the concepts, tools, and first principles of strategy formulation and competitive analysis. It is concerned with managerial decisions and actions that materially affect the success and survival of business enterprises. The course focuses on the information, analyses, organizational processes, skills, and business judgment managers must use to design strategies, position their businesses and assets, and define firm boundaries, to maximize long-term profits in the face of uncertainty and competition. Strategic Management (BUAD 497) is an integrative and interdisciplinary course in two important respects: 1. The course assumes a broad view of the environment that includes competitors, buyers/consumers, suppliers, technology, economics, capital markets, and government both locally and globally. It assumes that the external environment is dynamic and characterized by uncertain changes. In studying strategy, this course draws together and builds on all the ideas, concepts, and theories from your functional courses such as Accounting, Economics, Finance, Marketing, Organizational Behavior, and Statistics. However, it is much more than a mere integration of the functional specialties within a firm. 2. The course takes a general management perspective. It views the firm as a whole, and examines how policies in each functional area are integrated into an overall competitive strategy. We designed this course to develop...
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...20 YEARS LATER CLASS IS IN SESSION The fundamentals of doing the same job every day, applying the same related skills, in which if you are asked a question relating to that job, the right response is usually not hard to accomplish. Applying your knowledge to provide the correct answer with confidence is shown within your body language, and facial expression, which tends to make everything and everyone in your surrounding area move in a more effective and efficient state of mind. What happens when that job is over, and you are no longer in that comfort zone, and realize that the time has come for you to move on, and challenge yourself to greater depths, in which you began to encounter situations that make you think outside of the box. Some of the basic knowledge that we take from our childhood days, from attending elementary school up until we receive that high school diploma never goes away. But what happens to all of the missed knowledge not received when you decide never to attend school again until 20 years later, and you find yourself sitting in class again, not to mention that you are sitting in the front row, and the teacher ask you a basic question, and the only demonstrative communication that you can give him is the shrugging of your shoulders, or the I’m lost look upon your face, with a tone in your voice of embarrassment of why are you asking me. An example of effective demonstrative communication relates to what you are more accustomed to within your train...
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...Gujarat Technological University Syllabus for New MBA Program effective from Academic Year 2011-12 MBA I Semester I Accounting for Managers (AFM) 1. Course Objective: The objective of the course is to acquaint the students with the language of Accounting and to develop in them the ability to evaluate and use accounting data as an aid to decision making. The main purpose is to assist the students in developing skills in problem solving and decision making in the financial area. Emphasis is laid on analysis and utilization of financial and accounting data for planning and control. 2. Course Duration: The course duration is of 36 sessions of 75 minutes each i.e. 45 hours. 3. Course Contents: Module No: Module Content No. of Sessions 70 Marks (External Evaluation) 17 I II Fundamentals of Accounting Basic understanding of accounting, Accounting Concepts, Conceptual framework of financial statements, Accounting Policies, Journal Entries and preparation of accounts - Trial Balance to Balance sheet and profit and loss Account, Recognition of Income and Expenses, Provisions, Contingent Liabilities Accounting Standards and Applicability: Disclosure of Accounting Policies (AS-1), Valuation of Inventories (AS-2), Depreciation Accounting (AS-6), Income Recognition & Accrual Income (AS-9), Accounting of Fixed Assets (AS-10), Accounting for Intangible Assets (AS-26), Accounting for Investments (AS-13), 7 7 17 III IV V Preparing and Understanding Financial Statements...
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...The University of Illinois Executive MBA July 13, 2004 Tentative Syllabus Managerial Perspective on Financial Accounting Accountancy 401X; Fall 2004 Michael J. Sandretto, 225C David Kinley Hall (217) 244-6410 (office); (217) 352-4832 (home, before 10:30 p.m.) sandrett@uiuc.edu or michaeljsandretto@earthlink.net Texts: Antle, Rick, and Stanley J. Garstak, Financial Accounting, Southwestern (United States), second edition, 2004 (Antle). Palepu, Krishna G., Paul M. Healy, and Victor L. Bernard, Business Analysis and Valuation: Using Financial Statements, Text Only, Southwestern (United States), fourth edition, 2004 (Palepu). Background: Accounting is called the language of business for at least two reasons. First, accounting terms such as sales, revenues, profit, net income, costs, gross margin, expense, and capitalize are widely used in business. Any businessperson is expected to understand those terms. Second, managers rely on accounting to understand an organization’s economic condition at a point in time and its economic performance over a period of time. As a result, they use accounting information to communicate with others. Managerial Perspective on Financial Accounting will help you understand publicly available financial statements for publicly traded companies and financial statements prepared for internal use. It is also an introduction to financial statement analysis and valuation methods. The basic financial accounting methodology...
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...UNIVERSITY OF LAUSANNE Faculty of Business and Economics (HEC) COURSE: COMPETITIVE STRATEGY Master in Management (MScM) Fall 2012 WARNING! THIS IS A TENTATIVE SYLLABUS – THE GENERAL STRUCTURE WILL STAY THE SAME BUT THERE MIGHT BE CHANGES FOR SOME OF THE SESSIONS Professor: Jean-Philippe Bonardi Email: Jean-Philippe.Bonardi@unil.ch Tel: 021 692 3440 Office: Internef 604 Assistant: Mark Kuzmanic Email: Mark.Kuzmanic@unil.ch Office: Internef 621 The course will take place every Friday from 8:00am to 11:30am, in Room GENOPODE C First class: Friday September 21, 2012 A website for the course with a description of the sessions and posted material is available at: https://www.hec.unil.ch/docs/bonardi/cours/308 Overview Competitive strategy is about the analysis of how firms behave or should behave based on the type of industry structure and competitive threat they are facing. In this course, we will go through various theories, strategic tools and cases to understand how this type of analysis can be conducted effectively. More generally, the focus of this course is on strategic management - the process of choosing and defining purposes and objectives, formulating a strategy and implementing it. The course aims to develop your ability to see an organization as a whole and to understand how and why the various functions of a business are interdependent and need to be coordinated. Hence, the thrust of the course is the organization in its totality - the environment in which...
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...Lahore University of Management Sciences DISC-331 – Project Management Fall 2013 Instructor Room No. Office Hours Email Telephone Secretary/TA TA Office Hours Course URL (if any) Zehra Waheed 214 SDSB Building By appointment zehra.waheed@lums.edu.pk 8426 Course Basics Credit Hours Lecture(s) Recitation/Lab (per week) Tutorial (per week) Course Distribution Core Elective Open for Student Category Close for Student Category 3 Nbr of Lec(s) Per Week Nbr of Lec(s) Per Week Nbr of Lec(s) Per Week 2 3 lab sessions as per schedule N/A Duration Duration Duration 75 minutes N/A N/A Yes Sophomores, juniors, seniors None COURSE DESCRIPTION Project management is increasingly used both in public sector and the private sector organizations worldwide. They are undertaken in a variety of industries, some of which, for example, software development and construction, relying almost entirely on projects. Examples of projects include the installation of new IT systems, introducing new internal processes or procedures, managing organizational wider change or innovation, orchestrating office moves, opening new branches, disaster management, launching a new product or service, launching of an advertising campaign, or bidding for a major customer contract. Consultancy sometimes also takes the project form. Given the nature of the corporate world these days, students undertaking this course can be expected to be involved in projects during some part of their careers. The course...
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...Short Bike | Med Swim | Long Swim | Off | Long Bike | Long Run | | | | | | Short Run | | | | | | | Grand total: 19h 19m | Monday, Wednesday, Saturday, Post Workout: 10 push-ups, 20 crunch sit ups, 10 body weight squats, and 10 lunges, each leg. Keep good form do ONE set! Tuesday, Thursday, Sunday, Post Workout: 2 minutes jump rope, 10 steps up, 10 reverse lunges, 10 dips and 15 crunch sit ups – do ONE set! Month 2 | Week | M | T | W | TH | F | S | S | TOTAL | Vol | 1 | 29-Swim | 58-Bike | 38-Swim | 48-Swim | Off | 97-Bike | 48-Run | 5h 47m | | | | | 29-Run | | | | | 347m | | 2 | 32-Swim | 64-Bike | 42-Swim | 53-Swim | Off | 107-Bike | 53-Run | 6h 23m | +10% | | | | 32-Run | | | | | 383m | | 3 | 35-Swim | 70-Bike | 46-Swim | 58-Swim | Off | 117-Bike | 58-Run | 6h 59m | +10% | | | | 35-Run | | | | | 419m | | 4 | 21-Swim | 42-Bike | 28-Swim | 35-Swim | Off | 70-Bike | 35-Run | 4h 12m | -40% | | | | 21-Run | | | | | 252m | | Notes | Short Swim | Short Bike | Med Swim | Long Swim | off | Long Bike | Long Run | | | | | | Short Run | | | | | | | Grand total: 23h 21m | Monday, Wednesday, Saturday, Post Workout: 10 push-ups, 20 crunch sit...
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...Summary: This is a five-week crash course in business, corporate, and global strategy – developing an understanding of strategy while exposing you to the challenge and rewards of negotiating your position as an opportunistic entrepreneur in a complex organization! Each block will provide you with information about (1) yourself, (2) fundamental perspectives in strategic management and global strategy, and (3) the interdependence of strategy formulation and implementation. The topics and concepts covered in each block are outlined below, and detail on your assignments are provided in the following pages. An integral part of the class will be the application of what you have learned throughout the program in an independent final project on your firm. Week One (Jan 12 & 13) Concepts S1-Friday: Intro and Amgen Case S2-Saturday: Jeffrey Immelt Case Week Two (Jan 26 & 27) S3-Friday: IBP Case S4-Saturday Copeland-Bain Case Week Three (Feb 9 & 10) S5-Friday: Millennium (A) Case S6-Saturday: Wendy Simpson Case Week Four (Feb 23 & 24) S7-Friday: Masco & Household Furnishings Cases S8-Saturday: Cisco & Grand Junction Cases Week Five (Mar 9 & 10) S9-Friday: Cross-cultural simulation S10-Saturday: Dennis Hightower Case Grading: 55% Group Case Projects, 30% Individual written project,...
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...SUKKUR INSTITUTE OF BUSINESS ADMINISTRATION SUKKUR Faculty of Business Administration CONSUMER BEHAVIOR Programs & Class: BBA & MBA (Specialization) Semester: Spring 2016 Credit Hours: Instructor: Mr. Nabeel Nisar 03 Pre-requisite Courses: Principles of Marketing Co-requisite Courses: Post-requisite Courses: e-mail: nabeel.nisar@iba-suk.edu.pk Office Hours: 9 AM-5 PM Consulting Hours: Monday 11:00 AM-1:00 PM & Wednesday 11:00 AM-1:00 PM (kindly confirm your schedule via email for these days) Office Location: Room No: 102 Block II EVALUATION 1. Group Project 2. Individual Project 01 3. Individual Project 02 4. First Term 5. Second Term 6. Final Examination 15 % 10 % 05 % 15 % 15 % 40 % RECOMMENDED BOOKS: Publisher Name & Edition S.No Book Name Author/s Name 1. Consumer Behavior Schiffman and Leslie Lazer Pearson Education REFERENCE BOOKS: 1. Consumer Behavior: Soloman, M Buying, Having and Being Prentice Hall 2. Consumer Behavior: Managerial Perspective Shelth, J. and Mittal, B Thomson-South Western 3. Consumer Behavior Eagle, Blackwell and Miniard Thomson-South Western A Official Course Outline Template Page 1 of 13 DIGITAL & WEB RESOURCES: http://iradio.oum.edu.my/icast/fbm/learning_segment/?p=archive&cat=bbgp_4103_consumer_behavior http://builderradio.com/blog/?p=678 http://www.london.edu/videoandaudio/facultyandresearch/ http://www.consumerpsychologist...
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...changes took place which led the company to the nowadays success. • Training methods and the introduction of globally accepted standards are important to ensure quality • Advantages are high customer and employee satisfaction • Disadvantages are the lack of individuality and high costs • Training reduction would support employees individuality Table of Content: Introduction - 4 - Short Historical Overview - 4 - Ritz-Carlton’s Training Methods - 5 - Advantages and Disadvantages of Ritz-Carltons’ Training Methods - 7 - Conclusion - 9 - Reference-List - 10 - Introduction: Ritz-Carlton, belonging today to Marriott, implemented a lot of different training strategies during the last 30 years which led the company to success with increasing customer satisfaction, lower employee turnover and even winning prices for their training. The Case-Study “Ritz-Carlton’s Human Resource Management Practices and Work Culture” introduces exactly these training methods and focuses on the advantages, but disregards the disadvantages which could have a huge impact on the future success of the company. With this report we want to point out these training methods, both sides of the medal with advantages and disadvantages and come at the end to a realistic approach for a solution. Short Historical Overview: The history of the Ritz-Carlton Hotel goes back to 1898 when Cesar Ritz, a Swiss hotelier, founded...
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...which comprise the external environment of business. 2. To understand the potential impact of these external factors on business. 3. To obtain an understanding of the challenges & opportunities present in the Canadian business context. 4. To encourage critical thinking regarding the external challenges that must be addressed as part of successful business strategy. Prerequisite: None REQUIRED TEXT Karakowsky, L. (2013). Exploring The Canadian Business Environment, SECOND EDITION. Pearson: Toronto COURSE CONTENT AND SCHEDULE SESSION 1: The Context of Business: A Framework Learning Goal: To consider why the most logical starting point to undertaking studies in business is to look “outside” the walls of business and see the bigger picture. We will identify and examine the major external contexts within which all businesses operate. Reading: Chapter 1 Case: Facebook: when your friends are worth a billion. (p. 24-26) SESSION 2: Societal Context Learning Goal: To recognize the nature of business’s role in society. We identify the notion of...
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...Tuck School of Business Dartmouth College Fall Quarter B 2010 Professor Kevin Lane Keller STRATEGIC BRAND MANAGEMENT Course Times/Places Class Meetings: Office Hours: Mondays and Tuesdays 8:30 – 10:00 & 10:15 – 11:45 Borelli classroom By appointment: Tuesdays, 12:30 – 2:00 Room: Woodbury 315 (Phone: 646-0393) E-mail: kevin.keller@dartmouth.edu Alison Pearson Room: Tuck 205I (Phone: 646-2515) E-mail: alison.pearson@dartmouth.edu Academic Coordinator: Required Text Kevin Lane Keller, Strategic Brand Management, 3rd edition, Prentice-Hall, 2008. Course Objectives Some of a firm’s most valuable assets are the brands that it has invested in and developed over time. Although manufacturing processes can often be duplicated, strongly held beliefs and attitudes established in consumers’ minds cannot. This mini-elective provides students with insights into how profitable brand strategies can be created. It addresses three important questions. How do you build brand equity? How can brand equity be measured? How do you capitalize on brand equity to expand your business? Its basic objectives are to (1) provide an understanding of the important issues in planning and evaluating brand strategies, and (2) provide the appropriate concepts and techniques to improve the long-term profitability of brand strategies. The course consists of lectures, exercises, and case discussions. The course content has relevance to students pursuing a variety of different career goals in virtually any...
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...organizations do the things they do and how we can influence these behaviors. We will use theories of management, economics, sociology, psychology, and philosophy to help us discuss individual-, team-, and organizational-level behaviors. The format for this course will be highly interactive in order to provide a rich learning experience. We will do this through the use of debates, role-playing, simulations, and case studies. Each of these experiences will provide opportunities to reflect and analyze in order that we may walk away with new ways of looking at the world around us. We will have few traditional lectures and those that we do have will be short ones that serve to synthesize a class discussion or exercise. This means that the majority of our class time will require the inputs of the entire class...
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