...Lovely Professional University,Punjab Format For Instruction Plan [for Courses with Lectures and Tutorials ] Course No. ECO111 Course Title: MICRO ECONOMICS L: 4 T: 1 P: 0 Cr: 5 Course Planner :- 13612 :: Chander Shekhar Dogra TextBook 1. Geetika, Ghosh Piyali, Purba Roy Choudhury, Managerial Economics, Tata McGraw Hill, New Delhi, 2008 Other Specific Books 2. 3. 4. Other Readings Ahuja, H.L,”Modern Microeconomics Theory and Applications,” Sultan Chand, 2008 Misra and Puri, Economic Environment of Business, 4th Edition, 2007. Samuelson, P.A. and W.D. Nordhaus (1998), Economics, Tata McGraw Hill, New Delhi 2008 Dominick Salvatore, Managerial Economics, Oxford University Press, Sixth Edition Sr. No. Jouranls atricles as compulsary readings (specific articles, Complete reference) 5 6 7 8 Competition and the cartel crusade, Alan Moran. Review - Institute of Public Affairs. Melbourne:Jan 2008. Vol. 59, Iss. 4, p. 57-59 Supply and Demand Irena Asmundson. Finance & Development. Washington:Jun 2010. Vol. 47, Iss. 2, p. 48-49 Impact of Anti dumping measures on Indian Industry by Swati Jain, Sudhir K. Jain, Decision, Vol 35, No 1, January-June, 2008, p 3. The New Global Opportunity by Michael Elliot, Fortune, July 5, 2010, Vol 162, No 1, Relevant Websites Sr. No. Web adress (only if relevant to the courses) Salient Features 9 10 11 www.ecommerce-guide.com www.bloomberg.co.uk www.mit.edu Excellent source of reference...
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...Course-Specific Information Please consult Part B for key information on ASB policies (including those on plagiarism and special consideration), student responsibilities and student support services. Table of Contents PART A: COURSE-SPECIFIC INFORMATION 1 STAFF CONTACT DETAILS 2 COURSE DETAILS 2.1 Teaching Times and Locations 2.2 Units of Credit 2.3 Summary of Course 2.4 Course Aims and Relationship to Other Courses 2.5 Student Learning Outcomes 3 LEARNING AND TEACHING ACTIVITIES 3.1 Approach to Learning and Teaching in the Course 3.2 Learning Activities and Teaching Strategies 4 ASSESSMENT 4.1 Formal Requirements 4.2 Assessment Details 4.3 Late Submission 5 COURSE RESOURCES 6 COURSE EVALUATION AND DEVELOPMENT 7 COURSE SCHEDULE 3 3 3 3 4 4 4 5 7 7 7 8 8 9 11 11 12 13 INFS1602 Information Systems in Business 2 PART A: COURSE-SPECIFIC INFORMATION 1 STAFF CONTACT DETAILS Position Lecturer-‐ in-‐charge Lecturer Tutor-‐in-‐ charge Tutor Tutor Tutor Tutor Tutor Name Professor Patrick Finnegan Ms Christine Van Toorn Ms Jill Moore Mr Bradley Kalgovas Mr Jason Simpson Dr Daniel Schlagwein Mr Tony Pugliano Ms Chona Ryan Email P.Finnegan@unsw...
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...IN BUSINESS ADMINISTRATION COURSE NUMBER: GMBA 607 MANAGING OPERATIONS Instructor: Dr. Samuel Famiyeh Office Location: D-Block, R14 GIMPA Main Campus E-Mails: sfamiyeh@gimpa.edu.gh APPOINTMENT TIME You are encouraged to talk to me about any problem or suggestions you may have concerning the course, careers, benefits of advanced courses in operations management, or things in general. If you can’t seem to find the time to talk with me face-to-face, send an email and I will respond as quickly as possible. DESCRIPTION OF THE COURSE Operations management is an area of management concerned with overseeing, designing, controlling the process of production and redesigning business operations in the production of goods and/or services. It involves the responsibility of ensuring that business operations are efficient in terms of using as few resources as needed, and effective in terms of meeting customer requirements. It is concerned with managing the process that converts inputs (in the forms of materials, labor, and energy) into outputs (in the form of goods and/or services). The course discusses the managerial processes underlying operations management in both service-providing and goods-producing organizations. Specific topics to be covered include introduction to operations management, forecasting, process design, capacity planning, facilities location and design, inventory management, supply chain management, maintenance, quality management and...
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... CONTENTS 1. Introduction……………………………………...........6 2. BBA Programme....................................................11 a. Structure of BBA Programme..……………....12 b. Layout for BBA Programme..........................13 c. Semester-wise Breakup for BBA…...............14 3. Bachelor of Business Studies (BBS)......................15 4. MBA Programme....................................................16 a. Structure of MBA Programme........................17 b. Semester-wise Breakup for MBA...................19 5. MS in Management Sciences................................20 a. Structure of MS Programme...........................20 b. Eligibility for Non-business Degree Holders...21 6. Roadmap for Business Education…………............24 7. BBA Course outlines...............................................25 a. Compulsory Courses for BBA...…….…..........25 b. Foundation Core Courses...........…....…....... 41 c. Major Core Courses........................................59 d. Major Elective Courses...................................75 e. Management Specialisation Courses..............89 f. Marketing Specialisation...............................105 g. Finance Specialisation..................................105 8. BBS Course outlines..............................................116 a. Core Courses................................................116 b. Elective...
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...REGISTER- Registration Codes will be distributed in class. REQUIRED READING: REQUIRED READING:A Guide to Case Analysis (Student Center section of the website for the text at http://highered.mcgraw-hill.com/sites/0073530301/student_view0/ RECOMMENDED READING MATERIAL: The Wall Street Journal, Fortune Magazine, & Business Week PRE-REQUISITES: Advanced Standing and Seniors only (preferably in last semester of program. COURSE DESCRIPTION: This is a capstone course for seniors covering the concepts of strategic management and developing perspective, judgment and facility in problem solving in interrelated areas of distribution, personnel, finance, control and the social aspects of business. COURSE OBJECTIVES: 1. To develop a holistic perspective of an organization which integrates the concepts, skills, and principles learned in previous functional area courses (e.g. Marketing, Finance, Accounting) 2. To develop an appreciation and understanding of the role of top management in dealing with complex and dynamic strategic questions. 3. To gain an understanding of the concepts of strategic management and business policy. 4. To be able to analyze business cases and to apply the knowledge gained from one case to a seemingly unrelated case. The objective of the course is not so much to accurately access an individual case as it is to begin to “think...
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...Program Structure Semester-1 Semester-2 Semester-3 Semester-4 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 ...
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...Chapter 5 Developing Security Programs Chapter Overview Chapter 5 will explore the various organizational approaches to information security and provide an explanation of the functional components of the information security program. Readers will learn how to plan and staff an organization’s information security program based on its size and other factors as well as how to evaluate the internal and external factors that influence the activities and organization of an information security program. As the topic of organizing the information security function is expanded upon, the reader will learn how to identify and describe the typical job titles and functions performed in the information security program. The chapter concludes with an exploration of the components of a security education, training, and awareness program and describes how organizations create and manage these programs. Chapter Objectives When you complete this chapter, you will be able to: • Recognize and understand the organizational approaches to information security • List and describe the functional components of the information security program • Determine how to plan and staff an organization’s information security program based on its size • Evaluate the internal and external factors that influence the activities and organization of an information security program • List and describe the typical job titles and functions performed in the information security program ...
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...ECO 550 Managerial Economics Strayer University To Purchase Complete Quiz Bank for ECO 550 Strayer University Follow this Link http://www.researcherclub.com/product.php?id_product=192 Chapter 1 Quiz: 1. The form of economics most relevant to managerial decision-making within the firm is: a. macroeconomics b. welfare economics c. free-enterprise economics d. microeconomics e. none of the above 2. If one defines incremental cost as the change in total cost resulting from a decision, and incremental revenue as the change in total revenue resulting from a decision, any business decision is profitable if: a. it increases revenue more than costs or reduces costs more than revenue b. it decreases some costs more than it increases others (assuming revenues remain constant) c. it increases some revenues more than it decreases others (assuming costs remain constant) d. all of the above e. b and c only 3. In the shareholder wealth maximization model, the value of a firm's stock is equal to the present value of all expected future ____ discounted at the stockholders' required rate of return. a. profits (cash flows) b. revenues c. outlays d. costs e. investments 4. Which of the following statements concerning the shareholder wealth maximization model is (are) true? a. The timing of future profits is explicitly considered. b. The model provides a conceptual basis for evaluating...
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...the information in this Guide and any loss or damage which you or any person may suffer. Last updated: 12 March 2010 1 2 MELBOURNE BUSINESS SCHOOL 2010 ACADEMIC CALENDAR ___________________________________________________________________ TERM 1 Thursday Monday Tuesday 14 January 18 January 26 January Orientation Evening – Weekend Mode and Standard Part Time World of Management Weekend Mode and Part Time (until Friday 22 January) Australia Day Academic School Holiday Carlton Campus on Sunday operations Monday Thursday Friday Monday Thursday Friday Friday Thursday Friday Sunday 9 February 18 February 26 February 8 March 18 March 19 March 2 April 15 April 16 April 25 April Commencement Term 1 Teaching (standard 12-week format subjects) Weekend Mode – Module 1a (until Monday 22 February) Elective Weekend Mode – Module 1a (until Sunday 28 February) CORE Labour Day Normal teaching day Weekend Mode – Module 1b (until Monday 22 March) Elective Weekend Mode – Module 1b (until Sunday 21 March) CORE Easter Break (until Monday 5 April) Carlton Campus on Sunday operations Weekend Mode – Module 1c (until Monday 19 April) Elective Weekend Mode – Module 1c (until...
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...with our flexible, year-round full-time schedule of classes. If you really want to attend a school where your needs (your real needs) come first, consider Sullivan University. I believe we can help you exceed your expectations. Since words cannot fully describe the atmosphere at Sullivan University, please accept my personal invitation to visit and experience our campus for yourself. Sincerely, Glenn D. Sullivan President MESSAGE FROM THE PRESIDENT 1 Table of Contents Mission Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Sullivan University Success Story . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4...
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...YEAR 2010-2011 Late Shri Alkesh Dinesh Mody The Institute was co-founded by Shri. Dineshbhai Mody in loving memory of his beloved son Late Shri Alkeshbhai D. Mody, who was a dynamic stockbroker and a noble soul. The logo of our institute “VISION, ERUDITION, FAITH and CHARACTER” negates INJUSTICE (ANANYA), IMMORTALITY (ANNETI) and GREED (PARIGRAHA) in every domain of life. The Institute was set up in response to fulfill the need of financial literacy in the global business arena. The MMS program was introduced in 2002-2003. Sr No 1 2 Particulars About Us Vice Chancellor‟s Message Page No 1 2 3 4 5 6 7 8 9 Chairman‟s Message Director‟s Message The Core Faculties The Visiting Faculties Courses Offered Course Curriculum Infrastructure 3 4 5 6 9 10 13 10 11 ADMI Placement Activity Student‟s Profile 14 16 12 13 14 15 16 17 18 Achievements ZEST – The Fest International Seminar Industry Interactions Guest Lecturers Research Consultancy and Training Areas of Consultancy 36 38 39 40 43 44 45 19 20 Corporate Associations ADMI Placement Process 46 47 Alkesh Dinesh Mody Institute for Financial and Management Studies,(ADMI),the management institute of the University of Mumbai, resides in the heart of its very own campus in Santacruz(Vidyanagari). The building showcases itself in the shape of an octagon, with fully air-conditioned rooms aided with latest audiovisual amenities like LCD projectors, OHP.This makes the...
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...Leadership Development Seminars and ECQ-based Readings The success or failure of any endeavor depends on leadership. Now, more than ever before, we need leaders in our organizations and in our world. Great leaders create and communicate a vision and move people into action to achieve it. They ignite our passion and inspire us to do our best. Government leaders in the 21st century are experiencing change at a more rapid pace than previous generations. Rapid advances in technology have expanded the quantity of work we are capable of accomplishing, and also where it’s accomplished. We have a more highly educated workforce, yet face diminishing resources with an increased demand for productivity, and the essential services we provide to the American public. To be successful at navigating these challenges leaders must develop the essential skills to motivate their employees, effectively communicate with others, fine-tune critical thinking skills, and build and leverage partnerships. Future leaders must also be visionary; i.e., possess the ability to identify trends and the courage to be innovative. Being technically adept in your field will no longer be enough. In response to these demands on senior executives, the U.S. Office of Personnel Management identified five Executive Core Qualifications (ECQs) that all aspiring government leaders and executives must possess. These ECQs and Fundamental Competencies were developed by OPM after extensive research on the attributes...
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...Leadership Development Seminars and ECQ-based Readings The success or failure of any endeavor depends on leadership. Now, more than ever before, we need leaders in our organizations and in our world. Great leaders create and communicate a vision and move people into action to achieve it. They ignite our passion and inspire us to do our best. Government leaders in the 21st century are experiencing change at a more rapid pace than previous generations. Rapid advances in technology have expanded the quantity of work we are capable of accomplishing, and also where it’s accomplished. We have a more highly educated workforce, yet face diminishing resources with an increased demand for productivity, and the essential services we provide to the American public. To be successful at navigating these challenges leaders must develop the essential skills to motivate their employees, effectively communicate with others, fine-tune critical thinking skills, and build and leverage partnerships. Future leaders must also be visionary; i.e., possess the ability to identify trends and the courage to be innovative. Being technically adept in your field will no longer be enough. In response to these demands on senior executives, the U.S. Office of Personnel Management identified five Executive Core Qualifications (ECQs) that all aspiring government leaders and executives must possess. These ECQs and Fundamental Competencies were developed by OPM after extensive research on the attributes...
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...1 INDEX Page INTRODUCTION 1. 2. YOUR CV USING THIS GUIDE TO CREATE A CV AND GETTING HELP 3 3 THE DESIGN GUIDE 3. 4. GETTING STARTED 4 Fig 1. Your Lifeline PROVIDING EVIDENCE THAT 4 CROSSES CULTURES Fig 2. Explaining Your Results COVERING LETTERS 6 Fig 3: Covering Letter Layout Fig 4: Opening Paragraph of Covering Letter Fig 5: Middle Paragraphs of Covering Letter Fig 6: Closing Paragraphs of Covering Letter CV FORMAT – 1 PAGE OR 2? 8 IMAGE AND FONTS 9 THE HEADER 9 Fig. 7: Header Fig. 8: Header plus ORGANISING YOUR MATERIAL 9 AND HEADINGS TACKLING WORK PERMIT ISSUES 10 Fig. 9 Nationality and Work Permission Data WRITING PERSONAL PROFILES 12 Fig 10. Personal Profile Statement Fig 11: Career Objective Statement Fig 12: Career Summary Fig 13: Expertise Summary BEAUTIFUL BULLETS 13 Fig 14: Bullet 1 Fig 15: A Powerful Summary SHOWING MANAGERIAL CAPABILITIES 14 REFERENCES 14 Fig 16. References SCANNING YOUR WORK 15 CV EXAMPLES PROFILE EXAMPLES EXAMPLE COVERING LETTER 16-28 29-30 31 5. 6. 7. 8. 9. 10. 11. 12. 13. 14 15. CV EXAMPLES 2 INTRODUCTION 1. YOUR CV Welcome. If you are a postgraduate student at The Birmingham Business School, one of the tasks you are likely to want to tackle is the design of a CV to ‘market’ your skills for the future. Even if you do not intend to try and seek work in the UK, you are likely to find that you can learn from the self-marketing skills our Careers Advisers and Consultants will emphasise in the workshop sessions offered...
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... 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 4. ADMISSION PROCEDURE Admission to MBA Degree programme of the study shall be on the basis...
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