...COLLEGE : COLLEGE OF BUSINESS DEPARTMENT: DSI COURSE CODE : MANASCI CLASS DAYS AND CLASS TIME: TH, 1800-1930/1940-2110 ROOM: L330 INSTRUCTOR: MR. ENRICO L. CORDOBA (lance_emeric@yahoo.com) COURSE DESCRIPTION: MANASCI (MANAGEMENT SCIENCE) is a 14-week course on the study of quantitative techniques in business decision-making. The course covers linear programming models and its special algorithms; network (PERT/CPM) models; decision-making theories and processes; and decision tree construction and analysis. LEARNING OUTCOMES (LO): On completion of the course, the student is expected to be able to do the following: |ELGA |LEARNING OUTCOME | |Effective communicators |To present in class the application of quantitative techniques to management decision | | |models through case analysis | |Critical and creative thinkers |To develop analytical thinking and proper reasoning in the application of quantitative | | |techniques to management decision models | | |To acquire the essential skills for the proper use of quantitative techniques in | | ...
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... 1% 0 1% 0 MCD2040 Marker’s assessment of Assignment 2(a) - Plan of the Group Report The plan of the report should be no more than one page long (approx 250 words) and include: • The purpose of the report • Background to the report (e.g. company information) • Sources of information • Proposed main findings • Proposed conclusions and recommendations Satisfactory 1% 1% 1% 1% 1% Unsatisfactory 0 0 0 0 0 1 MCD2040 Marker’s assessment and feedback sheet for Assignment 1 (b) – Short Essay Criteria Introduction and identification of managers’ roles Fail Less than 50% Inadequate description, explanation and identification of management roles Pass 50 – 59% Adequate description, explanation and identification of management roles Credit 60-69% Effective description and explanation of some theoretical concepts linked to management roles Distinction 70 – 79% Clear, detailed and consistent description and explanation of theoretical...
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...Course Schedule Course Schedule of Assignments Overview Session | Topic | Assignments | 1 | The Manager as a Systems Thinker | Discussion Activity 1 | 2 | The Manager as a Critical Thinker | Individual Paper 1 | 3 | Legal and Ethical Environment of Business: The Manager as an Ethical Decision Maker | Discussion Activity 2 | 3 | Team Work Plan | Team assignment | 4 | Organization Theory and Design | Discussion Activity 3 | 5 | Organization Theory and Design in the Global Environment | Team Project 1Individual Matching Exercise | 6 | Legal Environment: Courts, Alternative Dispute Resolution, and Agency | Discussion Activity 4 | 7 | Critical Thinking in the Legal Environment: Torts and Products Liability | Individual Paper 2 Discussion Activity 5 | 8 | Legal Environment: Contracts and Forms of Business Organizations | Discussion Activity 6 | 9 | Knowledge Integration | Take-home Final | 10 | Corporate Social Responsibility in a Global and Technological Environment | Team Project 2 | Assignment Details Session | Module/Topics Readings/Assignments | 1 | The Manager as a Systems ThinkerObjective 1: Apply models of critical thinking and systems thinking to address complex organizational issues.Objective 2: Reflect on seminar assignments and relate the skills and knowledge gained to personal and professional goalsCompetency : Systems Thinking | Read the following articles which you can find and download from the UMUC library...
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...CODE : BKAF3083 COURSE : ACCOUNTING THEORY AND PRACTICE PRE-REQUISITE : BKAF3073 FINANCIAL ACCOUNTING AND REPORTING IV |Lecturer |Group |Room |Ext. |e-mail | |DR. DHIAA SHAMKI |C & F |3.07 |3740 |dhiaashamki@uum.edu.my | 1.0 SYNOPSIS This course is an advanced level course focusing on financial accounting theory; and as such, it differs from other accounting courses learnt previously. It is designed to further enhance students’ understanding of the concepts and issues in accounting theory and practices. This course involves the study of the practical and theoretical issues involved in the development, implementation and changes in accounting theories and regulatory framework. As this course will be seminal-like, this course will provide students with some generic skills required in the accounting profession such as team working, interaction, leadership, follower-ship, critical and creative thinking skills, decision making skills, analytical skills, communication skills as well as professional demeanor. 2.0 OBJECTIVES Upon completion of this course, students are expected: 2.1 to understand the principles, concepts and issues in accounting theory, financial accounting theory and reporting practices, 2.2 to...
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...BSHS 312 Week 1 Discussion Question # 1 Why is it important for human services workers, and the professionals they assist, to have a theoretical framework for helping and creating change? BSHS 312 Week 1 Discussion Question # 2 How might transference and counter-transference issues manifest themselves in your work with participants? How about unconscious defenses? Week 1 Assignment: Learning Team Charter Team “D” Week 2 BSHS 312 Week 2 Discussion Question # 1 Do you think that a therapist should be an active participant in the treatment of his or her clients? Why or why not? BSHS 312 Week 2 Discussion Question # 2 What is the difference between positive and negative reinforcement? In your opinion, is either effective? Why or why not? Week 2 Assignments: Annotated Bibliography- Stages of Change Model Self-Management Behavior Contract: To Lose weight and lower my BMI (1450+ Words) Week 3 BSHS 312 Week 3 Discussion Question # 1 Do you agree with the necessity for autonomy as defined by the cognitive theorists? Why? BSHS 312 Week 3 Discussion Question # 2 What kinds of all-or-nothing thinking have you detected in yourself? How will you stop it? Week 3 Assignments: Site Visit Report Kitsap Recovery Center (950+ Words) Behavioral-Cognitive Tools Beck Depression Inventory (1250+ Words) Week 4 BSHS 312 Week 4 Discussion Question # 1 Describe what is meant by a genogram? BSHS 312 Week 4 Discussion Question # 2 ...
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...Chapter 2: MANAGEMENT LEARNING PAST TO PRESENT CHAPTER 2 TAKEAWAY QUESTIONS 1. What can be learned from classical management thinking? 2. What are the insights come from the behavioral management approaches? 3. What are the foundations of modern management thinking? CHAPTER 2 LEARNING OBJECTIVES After completing this chapter, students should be able to: • State the underlying assumption of the classical management approaches. • List the principles of Taylor’s scientific management. • List three of Fayol’s “principles” for guiding managerial action. • List the key characteristics of bureaucracy and explain why Weber considered it an ideal form of organization. • Identify possible disadvantages of bureaucracy in today’s environment. • Explain Follett’s concept of organizations as communities. • Define the Hawthorne effect. • Explain how the Hawthorne findings influenced the development of management thought. • Explain how Maslow’s hierarchy of needs operates in the workplace. • Distinguish between Theory X and Theory Y assumptions, and explain why McGregor favored Theory Y. • Explain Argyris’s criticism that traditional organizational practices are inconsistent with mature adult personalities. • Define system, subsystem, and open system. • Apply these concepts to describe the operations of an organization in your community. • Define contingency thinking, knowledge management, and a learning organization. • List characteristics...
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...Holmes Distinguished Professor of Management, University of Nebraska Me Graw Hill Boston Burr Ridge, IL Dubuque, IA Madison, Wl New York San Francisco St. Louis Bangkok Bogota Caracas Kuala Lumpur Lisbon London Madrid Mexico City Milan Montreal New Delhi Santiago Seoul Singapore Sydney Taipei Toronto Contents About the Author Preface v PART ONE ENVIRONMENTAL AND ORGANIZATIONAL CONTEXT Evidence-Based Consulting Practices 1 iv Organizational Behavior Case: Conceptual Model: Dream or Reality? 30 Chapter 2 Environmental Context: Globalization, Diversity, and Ethics 31 1 Learning Objectives 31 Globalization 31 Diversity in the Workplace 34 Chapter 1 Introduction to Organizational Behavior: An Evidence-Based Approach 5 Learning Objectives 5 The Challenges Facing Management 6 Undergoing a Paradigm Shift 8 A New Perspective for Management 10 Evidence-Based Management 12 Historical Background: The Hawthorne Studies Reasons for the Emergence of Diversity 35 Developing the Multicultural Organization 38 Individual Approaches to Managing Diversity 39 Organizational Approaches to Managing Diversity 41 Ethics and Ethical Behavior in Organizations 46 47 The Impact of Ethics on "Bottom-Line " Outcomes 13 The Illumination Studies: A Serendipitous Discovery 13 Subsequent Phases of the Hawthorne Studies 14 Implications of the Hawthorne Studies 15 Research Methodology to Determine Valid Evidence 16 The Overall Scientific Perspective 16 Starting with Theory 17 The Use of Research Designs...
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...Master of Business Administration International Programme OPERATIONS MANAGEMENT ASSIGNMENT OCTOBER 2010 – SEPTEMBER 2011 Sections: Page 1 Course Overview 2 2 Assignment topics 4 3 Writing up your assignment (Individual or Group) 7 4 Guide to approaching case studies 12 Class title Operations Management Credits 10 Class aims Operations Management refers to those activities which are more or less directly concerned with the creation and delivery of goods and services. The course is intended to give you a theoretical framework for thinking about operations in both manufacturing and service contexts and to describe some practical applications of operations management. In the course we will address key aspects of design, planning and control of operations systems, and to provide an understanding of the operations function in a global context. Learning outcomes Subject specific knowledge and skills including: • Understand the history of Operations Management as a subject and consider the challenges facing Operations in future with particular reference to service operations, value adding and sustainable competition. • Understand the need for an Operations Strategy to operate with a Business Strategy • Describe Operational strategies in terms of Fit, Sustainability and Risk • Assess the choices and trade-offs inherent in developing an operations strategy (assessment of alternative...
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...Professor of Management, University of Nebraska Me Graw Hill Boston Burr Ridge, IL Dubuque, IA Madison, Wl New York San Francisco St. Louis Bangkok Bogota Caracas Kuala Lumpur Lisbon London Madrid Mexico City Milan Montreal New Delhi Santiago Seoul Singapore Sydney Taipei Toronto Contents About the Author Preface v PART ONE ENVIRONMENTAL AND ORGANIZATIONAL CONTEXT Evidence-Based Consulting Practices 1 iv Organizational Behavior Case: Conceptual Model: Dream or Reality? 30 Chapter 2 Environmental Context: Globalization, Diversity, and Ethics 31 1 Learning Objectives 31 Globalization 31 Diversity in the Workplace 34 Chapter 1 Introduction to Organizational Behavior: An Evidence-Based Approach 5 Learning Objectives 5 The Challenges Facing Management 6 Undergoing a Paradigm Shift 8 A New Perspective for Management 10 Evidence-Based Management 12 Historical Background: The Hawthorne Studies Reasons for the Emergence of Diversity 35 Developing the Multicultural Organization 38 Individual Approaches to Managing Diversity 39 Organizational Approaches to Managing Diversity 41 Ethics and Ethical Behavior in Organizations 46 47 The Impact of Ethics on "Bottom-Line " Outcomes 13 The Illumination Studies: A Serendipitous Discovery 13 Subsequent Phases of the Hawthorne Studies 14 Implications of the Hawthorne Studies 15 Research Methodology to Determine Valid Evidence 16 The Overall Scientific Perspective 16 Starting with Theory 17 The Use of...
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...School of Management MGMT101 Introduction to Management Trimester 2, 2014 COURSE OUTLINE ------------------------------------------------- Names and Contact Details COURSE COORDINATOR UNDERGRADUATE PROGRAMME MANAGER Sashi Meanger Garry Tansley Room: RH919, Rutherford House Room: EA105 Phone: 463-6942 Phone: 463-6968 Email: Sashi.Meanger@vuw.ac.nz Email: Garry.Tansley@vuw.ac.nzpaul.singh@vuw.ac.nz ADMINISTRATOR Misa Ito Room: RH1022, Rutherford House Phone: 463-5397 Email: Misa.Ito@vuw.ac.nz Trimester Dates Teaching Period: Monday 14th July – Friday 17th October Study Period: Monday 20th October – Thursday 23rd October Examination Period: Friday 24th October – Saturday 15th November (inclusive) Withdrawal from Course 1. Your fees will be refunded if you withdraw from this course on or before Friday 25th July 2014. 2. The standard last date for withdrawal from this course is Friday 26th September. After this date, students forced to withdraw by circumstances beyond their control must apply for permission on an ‘Application for Associate Dean’s Permission to Withdraw Late’ including supporting documentation. The application form is available from either of the Faculty’s Student Customer Service Desks. Class times and room numbers Lectures: | 10048 | Monday & Wednesday | 8.00 – 8.50am | New Kirk KKLT303 | | 10049 | Monday & Wednesday | 10.00 – 10.50am | McLaurin...
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...CONCORDIA UNIVERSITY John Molson School of Business - Department of Finance Portfolio Management - FINA 411/2/A, C Course Outline – Fall 2014 Instructor: Dr. Abraham I. Brodt Office: MB 12.215 Tel: 848-2424-2997 Fax: 848-4500 E-mail: ABrodt@jmsb.concordia.ca [SUBJECT: FINA 411 …….] Classes: FINA 411/2A Mondays 11:45 - 14:30 [MB1.437] FINA 411/2C Wednesdays 11:45 - 14:30 [MB5.255] Office Hours: Mondays and Wednesdays 15:30 -- 16:30 [Please e-mail me first to confirm] and by appointment COURSE DESCRIPTION: This course focuses on modern investment theory and its application to the management of entire portfolios. It will consist of lectures, discussions of cases and articles, and video presentations. Topics include: a) construction of optimal asset portfolios using techniques such as the single index model, b) extensions of the capital asset pricing model: theory and tests; example, the zero-beta model, c) criteria for evaluation of investment performance, d) active vs. passive portfolio management, e) investment strategies. The Formula Growth Investment Centre Lab will be used to demonstrate the use of specialized investment software. Computer exercises are assigned to illustrate the application of the theory. Prerequisites: FINA 380 or 385; FINA 390 or 395. LEARNING OBJECTIVES To understand the theory and practice of Portfolio Management for Individuals and Institutions, e.g. Endowments, Mutual Funds, Pension Plans, etc. ...
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...Academic Term | T1☐ T2☐ T3☐ T4☐ T5☐T6☐ | Functional Areas | OPERATIONS MANAGEMENT | Core ☐ Elective x☐x | Title | Quantitative Methods II | Abbreviation | QM-II | Course Coordinator | Prof. RAVI SHANKAR | Teaching Members | | Course Revision Record Version | Version Date | Recommendation | 1 | 05 Sept 2015 | | Credits | 3 | Contact Hours | 30 | Learning Hours | 60 | Office Hours | 30 | Contact Details | 09811033937 | Course eMail | r.s.reaches@gmail.com | Course Descriptor Course Overview(200 words) | Quantitative Methods-II, focuses on ‘Operations Research’ tools which helps in solving problems in different functional domain of business. It also helps to optimize business operations/processes. The Quantitative Method-II tools act as aids to decision makers to take best decision for effective & efficient use of resources which ultimately lead to profit maximization or to achieve multiple goals or objective. | Course must be aligned with a strategic objective of the program Prerequisites/Co-requisites | Quantitative Methods I | Learning Objectives | To learn basic optimization techniques and their managerial applications with a focus on methodologies such as Linear Programming, Transportation models, Assignment Models, Transhipment Models, Games Theory, Queuing Models, Goal Programming, Integer Programming, Non-linear Programming, Simulation and Decision Theory. | Learning objectives must be aligned with learning outcomes of the course ...
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...International Management Culture, Strategy, and Behavior Ninth Edition Fred Luthans University of Nebraska-Lincoln •Jonathan P. Doh Villanova University Mc Graw Hill Education Table of Contents Part One Environmental Foundation 1 2 The World of International Management: An Interconnected World Introduction Globalization and Internationalization Globalization, Antiglobalization, and Global Pressures Global and Regional Integration The Shifting Balance of Economic Power in the Global Economy 2 4 6 6 9 12 Global Economic Systems Market Economy Command Economy Mixed Economy 19 19 19 20 Economic Performance and Issues of Major Regions Established Economies Emerging Economies Developing Economies on the Verge 20 20 22 26 The World of International Management—Revisited 30 Summary of Key Points 32 Key Terms 32 Review and Discussion Questions 32 Answers to the In-Chapter Quiz 33 Internet Exercise: Global Competition in Fast Food 33 In the International Spotlight: India 2 Globalization and International Linkages 34 The Political, Legal, and Technological Environment 36 The World of International Management: Social Media and the Pace of Change 36 Political Environment Ideologies Political Systems 38 39 41 Legal and Regulatory Environment Basic Principles of International Law Examples of Legal and Regulatory Issues Privatization Regulation...
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...MBA – II WINTER 2011 COURSE: HUMAN RESOURCE MANAGEMENT (MGT 604) INSTRUCTOR: PROF. F. A. FAREEDY TEACHING ASSOCIATE: HAADIAH QAISER SYLLABUS 1. Case Study Method: How to prepare and present a case analysis. Why to do case studies? Traditional/Lecture approach versus the Case Method, Oral Presentations and Preparing a Written Case Analysis. Constructing Visual Aids and Answering Questions. 2. Introduction to Human Resource Management: Human Resource Management at Work. The changing environment and role of HRM. The Human Resource Managers’ Proficiencies. 3. Strategic Human Resource Management: The HR Scorecard: The Strategic Management Process. Human Resource Management’s Role in Creating Competitive Advantage. Human Resource Management’s Strategic Roles. Creating the Strategic HRM System. 4. A Review of concepts in Organizational Behavior: Motivation. Communication. Leadership. Management and corporate culture. 5. Recruitment and Placement: Job Analysis. Job Specification. Job Description. Human Resource Planning and Recruiting. Planning and Forecasting. Recruiting a more Diverse Workforce. 6. Employee Testing and Selection: Interviewing Candidates. Designing and conducting an effective interview. Structured and Unstructured Interviews. 7. Training and Development: Training and Developing Employees. Management Development systems and programs. 8. Performance Management and Appraisal: Appraising Performance; Problems and Solutions. Managing...
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...Course credit Course credit Course credit Language Skills @ Written Analysis & Communication @ Soft skills II @ Employability Skills @ IT & MIS 2 Soft skills I @ Computing skills 2 Social Media Marketing @ 2 Legal Aspects of Business 2 Business Strategy 3 Management Control Systems 3 Micro Economics 3 Macro Economics 3 Business Environment 3 Business Ethics & Corporate Governance 2 Quantitative Methods-1 3 Business Research Methods 3 Quantitative Methods-2 3 Core Elective-1 3 Core Elective1 3 Core Elective-2 3 Core Elective2 3 Elective-1 3 Elective-1 3 Elective-2 3 Elective-2 3 Grand Project-1 3 Grand Project-2 3 Principles of Management Basic Building Blocks Autumn Break Executive Skills Organisational Behavior Human Resources Management 3 Marketing Management 1 3 Marketing Management -2 3 Understanding Financial Statements 3 Financial Mgt 3 Operation Management Management Domain 3 3 Basics of Business Planning 2 Electives Credits Autumn Break credit SUMMER INTERNSHIP Course S 1 22 S 2 24 Total Credits 2 8 S 3 21 S 4 20 95 Index Sr.No Subject Faculty Credits 1 Written Analysis & Communication Prof. Dhriti Banerjee @ ...
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