...LOVELY PROFESSIONAL UNIVERSITY INSTRUCTION PLAN (for Lectures) Term: 3rd Course No. COM604 Course Title: STRATEGIC MANAGEMENT L: 4 T: 1 P: 0 Textbook: 1. Hunger J. D. and Wheelen T. L. , Strategic Management & Business Policy, Pearson Education, New Delhi, 8th Ed., 2006 Other Specific Books: 2. Kazmi, A. Business Policy and Strategic Management, Tata McGraw Hill, New Delhi, 2nd Ed. 2007 3. Jauch, R. Lawrence, R. Gupta and W.F.Glueck, Business Policy and Strategic Management, Frank Bros.&Co., 7th Ed.,2007 Other readings: |S. No |Journal articles as compulsory reading | |. |Camillus, J. C. Strategy as a wicked problem, Harvard Business Review, May 2008 | | |Hirotaka, The contradictions that Drive Toyota’s success, Harvard Business Review, June, 2008 | | |C.K. Prahalad’s Plan: India @75, Business Today, August 24, 2008 | | |McAfee, A. and Brynjolfsson, E., Investing in IT that makes a competitive Difference, Harvard Business Review, July-August, 2008, PP.98-107 | | |Collis, D.J. and Montgomery, C.A., Competing on Resource, Harvard Business Review, July-August, 1995 ...
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...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 critically evaluate the development...
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...the Week 1 Study Guide. Familiarize yourself with the textbook used in this course. Visit the Student Finance Lab Learning Community. Objectives/Competencies Foundations of Finance 1.1Differentiate between financial statements. 1.2Differentiate between legal and tax structures for businesses. 1.3Identify the axioms of finance. Learning Activities Required Reading WileyPLUS Assignment: Fundamentals of Corporate Finance, Ch. 1 48 Reading WileyPLUS Assignment: Fundamentals of Corporate Finance, Ch. 2 25 Reading WileyPLUS Assignment: Fundamentals of Corporate Finance, Ch. 3 27 Website WileyPLUS Gradebook: Week 1 Gradebook ERR Week 1 Electronic Reserve Videos Recommended Reading Fundamentals of Corporate Finance, 2e Interactive/Tutorial WileyPLUS Assignment: Week 1 Vocabulary Activity 14 Interactive/Tutorial WileyPLUS Assignment: Week 1 Interactive Tutorials Activity Interactive/Tutorial WileyPLUS Read, Study & Practice: Week 1 Practice Interactive/Tutorial WileyPLUS Assignment: Week 1 Excel Resources Activity Video WileyPLUS Assignment: Week 1 Videos Activity 21 Assignments ASSIGNMENT STATUS FRIENDLY NAME TITLE DUE DATE POINTS UNREAD COMMENTS Participation Week 1 Participation Quiz WileyPLUS Assignment: Week 1 Practice Quiz Paper Business Structures Week2. Financial Statement Analysis. Jan 20 - Jan 26Week2 Financial Statement Analysis Jan 20 - Jan 26 12.6 / 13 points Tasks Review the Week 2 Study Guide. Objectives/Competencies ...
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...MANAGEMENT INFORMATION SYSTEMS (MIS) Term 1; ECTS: 10 (July 2-22, 2015) Prof. D P Goyal, Ph.D. Management Development Institute Gurgaon-122001, New Delhi, INDIA dpgoyal@mdi.ac.in;dpgoyal23@gmail.com 1 INFORMATION ABOUT THE PROFESSOR Dr. D P Goyal is Professor at Management Development Institute, Gurgaon, New Delhi, India (www.mdi.ac.in/faculty/detail/28-d-p-goyal/). • • • • • • • • Post Graduate in Business Management; Doctorate in MIS Over 29 years of experience in teaching, research, consulting & executive training Published more than hundred research papers in national / international journals of repute Published 18 books including three well acclaimed text books one each on MIS from Macmillan; ERP from McGraw-Hill; and IT project Management from Macmillan Have supervised 13 Ph.D. research scholars Completed many sponsored research projects On the Board of Governors; Advisory Board; Academic Council; Board of Studies of many business Schools/Universities Member of editorial board and review panel of several referred journals OBJECTIVES OF THE COURSE The main objectives of the course are to provide the management student a broad understanding of: • • • • • Information Systems (such as Transaction Processing Systems, Management Information Systems, Decision Support systems, etc) from a Business Perspective Information Systems Planning Key IT Technologies, and the implications of these technologies for managers Identifying...
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...elements of the latter will inevitably be addressed. The focus will be on fullyoperational income-generating properties, primarily large in scale. The main asset types of office, industrial, retail and multi-unit residential will be discussed (and possibly a few more specialized types). Another emphasis of the course will be on the micro level – the evaluation of the investment merits of individual properties (or at least individual transactions). Less attention will be paid to the macro level i.e. portfolio management. To the extent possible, the course content (including readings, cases and assignments) will be Canadian (although it is recognized that real estate investment is increasingly a global endeavor). This is primarily a combination seminar and case study course. It is designed around a cornerstone of five carefully chosen guest speakers, who will each address their specific area of expertise within commercial real estate investment. Course readings, case studies, exercises and assignments complement the guest lectures. With its “hands-on” practical orientation, this course provides many opportunities to put...
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...课 程 大 纲 Advance Management Research Methods 任课教师： Professor (George) Zhen Xiong CHEN 助教老师：Dr. Lin Wang (Associate Professor) 授课对象: Research students 英文课程名称： Advance Management Research Methods 开课学期：Fall 2013 授课时间: • 9:00am-12:00pm Monday and • 2:30-5:30pm Friday 学 分：2 授课地点： Room MBA601 (Monday) Room MBA601 (Friday) 周学时/总学时：36 联 系 方 式 (Contact Information)： george.chen@anu.edu.au 辅 导 、 答 疑 时 间 （ Office Hours） 4:00-5:00pm or by appointment ： 一、课程概述 (Course Overview) This course aims to introduce the research students to advanced scientific methods in organization and management research. The focus is on equipping students with the advancedl knowledge and skills for undertaking emperical research and to critically evaluate research conducted by others. The course is divided into four interrelated segments: problem formulation and conceptualisation, the common empirical research methods, measurement issues in management research, and data analysis approach. At the end of the course, students can expect to have acquired an appreciation of the research process both as a craft and as methodology. 二、课程目标 (Objectives) By the end of this course, the students are expected to have attained proficiency in the following areas: identifying research problems in management, reviewing management literature, asking important and interesting research questions and developing hypotheses based on relevant management theories and research evidence, selecting and implementing appropriate...
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...1 SCHULICH SCHOOL OF BUSINESS YORK UNIVERSITY SGMT 6000 3.0 STRATEGIC MANAGEMENT Wednesday 2:30-5:30 pm (A) - Room N108 Tuesday 08:30-11:30 pm (B) - Room W136 Fall Term, 2011 Professor: Moshe Farjoun Email: mfarjoun@schulich.yorku.ca Room: N311 SSB Office Hours: By appointment Secretary: JoAnne Stein Office: N305B SSB Telephone: 416-736-5087 Brief Description This course examines business and corporate strategy. The focus is on strategic management, the process of choosing and defining purposes and objectives, formulating and implementing a viable strategy and monitoring strategic performance. It deals with the organization in its totality and demonstrates how and why the various functions of business are interdependent and need to be coordinated if the organization is to perform effectively. The course elaborates on the applicability of the strategic management discipline to a variety of sizes and types of organizations. Prerequisites Students are required to complete all 5000-series Required Foundations of Management Core Courses before enrolling in this course. Extended Description and Objectives One of the classic definitions of strategy is as follows: “A strategy is the pattern or plan that integrates an organization’s major goals, policies and action sequences into a cohesive whole. Well-formulated strategies help marshal and allocate an organization’s resources into a unique and viable posture based upon its relative internal competencies and shortcomings, anticipated...
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...Course Outline School of Business Program: International Business Management Option: Start Date: January 6, 2016 Total Hours: Hours/Week: 30 Total Weeks: Lecture: 3 TDMT 4322 Global Supply Chain Management End Date: 10 1 Lab: Prerequisites: TDMT 3301 Logistics1 2 March 4, 2016 Term/Level: Shop: 4A Course Credits: Seminar: 2 Other: Prerequisite for: TDMT4411 Industry Projects Course Description This course develops an understanding of relationship management within the global supply chain sectors. Topics are delivered based on international influences, value creation, aligning incentives, creating partnerships, sharing resources and finding mutual benefits within the supply chain. An emphasis will be based on building flexible and strategic partnerships and managing changes and shifts in strategies. These methods are aimed at driving supply chain profitability and competitive advantage. Students will do team based case studies relating to Supply Chain Management and 1 term team project and presentation. Evaluation Assignments Term Team Project Participation & Professionalism Mid Term Exam Final Exam TOTAL 20 15 10 25 30 100 % % % % % % Comments: A student must achieve 50% combined grade on the exam scores before the marks for the assignments will be incorporated into the calculation of the overall grade. Course Learning Outcomes/Competencies At the end of this course...
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...SEEM 4600/ESTR4500 Logistics Management Course Objectives Logistics management is the planning, implementation and control of the processes involved in the flow and storage of materials from the point of origin (as raw materials) through the various valueadded stages to the point of consumption (as finished goods). It has been estimated that logistics costs account for 30% of the cost of doing business. Effective logistics management can lower costs, provide better service and quality, which translate into strategic competitive advantage and profitability for the company. This course provides an introduction to Logistics Management. Topics covered include the strategic importance of logistics management, logistics network design, location and layout planning, transportation, distribution management and warehousing, third-party logistics, green logistics, service operations management and other trends and developments. Through this course, we hope that the student will develop an appreciation of the practical significance and complexities of logistics management, gain an understanding of the key processes involved, and master some analytical tools useful in the designing, operating and improving of a logistics system. Textbook Ghiani, G., G. Laporte and R. Musmanno, Introduction to Logistics Systems Management, 2013, Wiley. References Goetschalckx, M., Supply Chain Engineering, 2011, Springer. Christopher, M., Logistics and Supply Chain Management (4th edition), 2011, Financial...
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...HTT 250 Entire Course (UOP) For more course tutorials visit www.htt250.com HTT 250 Week 1 Assignment Organization Chart Hotel Front Office HTT 250 Week 1 CheckPoint Total Quality Management HTT 250 Week 1 CheckPoint Lodging Properties HTT 250 Week 2 CheckPoint Hotel Price Comparison HTT 250 Week 2 DQs HTT 250 Week 3 CheckPoint Average Daily Rate HTT 250 Week 3 Assignment Revenue Management HTT 250 Week 4 CheckPoint Front Office FAQs HTT 250 Week 4 DQs HTT 250 Week 5 Assignment Night Audit Application HTT 250 Week 5 CheckPoint Night Audit HTT 250 Week 6 CheckPoint Service Management Program HTT 250 Week 6 DQs HTT 250 Week 7 Assignment Motivation Theories HTT 250 Week 7 CheckPoint In-house Sales HTT 250 Week 8 CheckPoint Hotel Security HTT 250 Week 8 DQs HTT 250 Week 9 Final Project, appendix B C D ********************************************* HTT 250 Week 1 Assignment: Organization Chart Hotel Front Office (UOP) For more course tutorials visit www.htt250.com Answer the following questions in 700 to 1,050 words: How is a front office important to a hotel? Which department is most important to the success of the front office and why? How might the front office in a small- or medium-size hotel differ from the front office in a large-size hotel? What front office functions do all three sized properties share? Compare the duties of the front offices of a roadside budget motel and a center-city luxury hotel. What commonalities do these...
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...| | | | Subject Code | ECAU607202 | Subject Title | Accounting Information System | Credit Value | 3 | Pre-requisite/Co-requisite/Exclusion | Introductory to Accounting 2Management Information System | Role and Purposes | This subject provides students with an understanding of various business cycle in a company, system documentation techniques to document those cycles, documents and information flow within each cycle and internal control required in each cycle. Students will be required to attend a computer laboratory class to learn system documentations techniques and basic database design. | Subject Learning Outcomes | Upon completion of the subject, student will be able to:Technical competence: in Governance, Risk Management and Internal Control a. Analyze the components of internal control related to financial reporting (T4) * Understand the accounting information system and its position in an organization’s information system * Understand various system documentation techniques * Apply system documentation techniques to describe an accounting information system in an organization * Differentiate the general audit and the IT audit * Understand internal control principles in an organization * Understand the business cycles in a company (in general) * Analyze an accounting information system in a company with respect to the internal control procedures employed in each cycleTechnical competence: in Information Technology b. Analyze the...
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...policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality. Get Ready for Class • Familiarize yourself with the textbook used in this course. Course Materials All electronic materials are available on your student website. Week1 Legal Forms of Business and Alternative Dispute Resolution Tasks • Review the Week 1 Study Guide. • Review the Knowledge Check Faculty and Student Guide. Oct, 14 - Oct, 20 Objectives/Competencies 1.1 Differentiate among the legal forms of business. 1.2 Differentiate among nonjudicial methods of alternative dispute resolution. Required Learning Activities • Business Law, Ch. 3 • Business Law, Ch. 34 • Business Law, Ch. 35 • Business Law, Ch. 36 • Business Law, Ch. 39 • Business Law, Ch. 40 • Week One Electronic Reserve...
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...2/24/2010 Ethics Defined 2 BUSINESS ETHICS Dr. Truong Thi Nam Thang CFVG/Faculty of Business Management-NEU “The study of the general nature of morals and of specific moral choices; moral philosophy; and the rules or standards governing the conduct of the members of a profession†(The American Heritage Dictionary) Ordinary versus Ethical Decisions 4 Business Ethics Defined Comprises principles and standards that guide behavior in the world of business Right or wrong, acceptable or unacceptable g g, p p behavior within the organization Determined by you and key stakeholders The point where the accepted rules no longer serve, and the decision maker is faced with the responsibility for weighing values and reaching judgment in situation which is not quite the same as any or she has faced before 1 2/24/2010 The Development of Business Ethics 5 6 The Development of Business Ethics The 1960s: The Rise of Social Issues in Business Consumer’s Bill of Rights Ralph Nader Wholesome M t 1967 Wh l Meat Radiation Control 1968 Clean Water 1972 Toxic Substances 1976 Before 1960: Ethics in Business U.S. politics: A living wage The New Deal The Fair Deal Philosophy’s domain The Development of Business Ethics 7 8 The Development of Business Ethics The 1980s: Consolidation Organized field of study Business ethics centers Business ethics courses Defense industry initiative Multinationals Self-regulation (Reagan/Bush) The 1970s: Business...
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...PEPPERDINE UNIVERSITY THE GEORGE L. GRAZIADIO SCHOOL OF BUSINESS AND MANAGEMENT LEN RUSHFIELD MBA 610.63 INTERNATIONAL FINANCE SPRING 2005 WEDNESDAY 6:00 PM – 10:00 PM WESTLAKE VILLAGE CENTER SYLLABUS 1 International Finance MBA 610.63 Westlake Village Center Wednesday 1/5-2/16/05 Len Rushfield (310) 474-5848 (603) 843-9683 (efax) leonard.rushfield@pepperdine.edu/ asiaptner@aol.com Course Objectives MBA 610.63 is intended to provide a foundation of understanding of international finance and the critical options for corporate financial management within the global markets. Intensive reading will establish the basis of information on international financial structure, processes and techniques. Cases will identify important real issues and provide experience in understanding alternative solutions and developing methods to reach these solutions. Course Description The course explores the responsibilities of financial managers of multinational firms or firms with multinational affiliates, suppliers, or product markets. Topics covered emphasize exchange rate risks and hedging using derivative securities such as futures contracts, forward contracts and options. International payment mechanisms and financing and trade strategies are examined and applied in a shareholder-value maximization framework. Texts and Course Materials Fundamentals of Multinational Finance, 2003, Moffett, Stonehill and Eiteman; Addison Wesley; ISBN-0-201-84484-2. Cases in International Finance, 2000;...
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...Policy & Strategic Management Instructor Course Sections & Location Glenn Hodges, PhD Section 001: TU / TH 1:00 – 2:20 E-mail: hodges@broad.msu.edu Section 002: TU / TH 2:40 – 4:00 Office Phone Number: 517-432-3522 Location: C132 Holden Hall Fax: 517-432-1111 Office: N440 BCC Office Hours: TU 10:30 – 11:30 (or by appointment) Address: Department of Management Eli Broad College of Business 632 Bogue Street N475 Michigan State University East Lansing, MI 48824-1032 COURSE DESCRIPTION This course addresses a very fundamental business question: “Why are some firms more successful than others over the long term?” The answer to this important question can be found in the relationship between the organization, its strategy, and its environment. This relationship is complex, uncertain, and always changing. Top managers shape and guide this relationship, making strategic decisions that change the organization's capabilities, shift its position in the environment, and / or lead the firm into a new business. This course is designed to familiarize students with the strategic management process by: * Introducing students to the different aspects of strategic decision-making from a business, corporate, and entrepreneurial perspective (lecture materials) * Exposing students to the complexity and ambiguity of strategic decision-making through the analysis of situations faced by real companies (case studies) * Interpreting (through...
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