...analysis; breakeven analysis; social cost-benefit analysis; budgeting and planning process. Unit-III Sources of development finance; institutional finance to entrepreneurs; working capital management; incentives and subsidies; policies governing entrepreneurship; role of a consultancy organization. Unit-IV A review of project performance; post evaluation approach; community participation in projects; SWOT analysis; managing risk and exposure. Suggested Readings: 1. 2. 3. 4. Note: 1. 2. Four case studies will be discussed in a paper by the concerned teacher in the class. Instructions for External Examiner: The question paper will have two sections. Section ‘A’ shall comprise eight questions (two questions from each unit). The candidates will be required to attempt four questions (selecting one question from each unit). Section ‘B’ will contain one CASE STUDY which will be compulsory. All five questions will carry equal marks. Chandra, P., Project Planning Analysis, Selection, Implementation and Review, Tata McGraw Hill, New Delhi. Hedemey, J.W., Control and Management of Capital Projects, John Wiley, New York. Wysocki, R.K., R. Bick and D. B. Crane, Effective Project Management, John Wiley and Sons, USA. Vasant Desai, Project Management, Himalaya. Only latest editions of the above are recommended. Written Exam: 70 Internal Assessment: 30 Time: 3 Hours Entrepreneurship Development Paper Code: 3.2 Unit-1 Nature and dimensions of entrepreneurship; creativity, innovation and entrepreneurship;...
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...Business Administration Course: International Investment & Trade Instructors: Nadolska & Verwaal RSM Erasmus University Strategy & Business Environment =>? McGraw-Hill/Irwin McGraw−Hill Primis ISBN−10: 0−39−089559−8 ISBN−13: 978−0−39−089559−2 Text: International Business: The Challenge of Global Competition, 11th Edition Ball−McCulloch−Geringer−Minor−McNett International Management: Text & Cases, 5/e Beamish−Morrison−Inkpen−Rosenzweig Global Business Today, First Canadian Edition Hill−McKaig Harvard Business School Cases — General Management Harvard Business School Cases — International Business Richard Ivey School of Business — The University of Western Ontario International Management Phatak−Bhagat−Kashlak Taking Sides: Issues in Management, Second Edition Street−Street This book was printed on recycled paper. Business Administration http://www.primisonline.com Copyright ©2008 by The McGraw−Hill Companies, Inc. All rights reserved. Printed in the United States of America. Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without prior written permission of the publisher. This McGraw−Hill Primis text may include materials submitted to McGraw−Hill for publication by the instructor of this course. The instructor is solely responsible for the editorial content...
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...MMS – Semester – I (Core Subjects All Specialisations) Sr. No. | Subject | Teaching Hours | Assessment Pattern | | | | No. of Sessions of 90 minutes | No. of Sessions of 90 minutes per week | Contin uous Assess ment | Semeste r End Examina tion | Total Marks | Duration of Theory Paper | No of Credits | 1 | Perspective Management | 30 | 2 | 40 IA | 60 IA | 100 | 3 | 2.5 | 2 | Business Communicati on and Management Information Systems | 30 | 2 | 40 IA | 60 IA | 100 | 3 | 2.5 | 3 | Organisation al Behaviour | 30 | 2 | 40 IA | 60 IA | 100 | 3 | 2.5 | 4 | Financial Accounting | 30 | 2 | 40 IA | 60 IA | 100 | 3 | 2.5 | 5 | Operations Management | 30 | 2 | 40 IA | 60 IA | 100 | 3 | 2.5 | 6 | Marketing Management | 30 | 2 | 40 IA | 60 IA | 100 | 3 | 2.5 | 7 | Managerial Economics | 30 | 2 | 40 IA | 60 IA | 100 | 3 | 2.5 | 8 | Business Statistics | 30 | 2 | 40 IA | 60 IA | 100 | 3 | 2.5 | | | | Total No of Credits | | | 20 | UA: - University Assessment; IA: - Internal Assessment MMS SEMESTER – I (All Specialisations) Perspective Management (15 Sessions of 3 Hours Each) Sem I S. No. | Particulars | Sessions | 1 | * Management : Science, Theory and Practice - The Evolution of Management * Thought and the Patterns of Management Analysis - Management and Society : * Social...
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...UNIVERSITY DEPARTMENTS ANNA UNIVERSITY CHENNAI : : CHENNAI 600 025 REGULATIONS - 2009 CURRICULUM I TO IV SEMESTERS (FULL TIME) MASTER OF BUSINESS ADMINISTRATION (MBA) SEMESTER – I |Code No. |Course Title |L |T |P |C | |BA9101 |Statistics for Management |3 |1 |0 |4 | |BA9102 |Economic Analysis for Business |4 |0 |0 |4 | |BA9103 |Total Quality Management |3 |0 |0 |3 | |BA9104 |Organizational Behaviour |3 |0 |0 |3 | |BA9105 |Communication Skills |3 |0 |0 |3 | |BA9106 |Accounting for Management |3 |1 |0 |4 | |BA9107 |Legal Aspects of Business |3 |0 |0 |3 | |BA9108 |Seminar I – Management Concept |0 |0 |2 |1 | | |Total | | | |25...
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...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 Test : Examination : Teaching Schedule ...
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...BANGALORE MANAGEMENT ACADEMY MBA (International) COURSE CURRICULLUM - TERM II 1. Module Title: Production and Operations Management 2. Module Description: The module employs a systems approach to examine the production and information systems of organisations, with a focus on the integration of transformation activities of firms to produce goods and services and the information systems that link these processes. Throughout the module the use of information technology to carry out these functions and improve operations will be emphasised. This module is also intended to be a survey of the operating practices and procedures found in both manufacturing and service delivery firms. It will focus on those business processes and procedures used to transform various inputs into finished goods and services. The value added aspects of Operations Management such as purchasing, material requirements planning, inventory control and project management are also covered. 3. Learning Outcomes: Upon successful completion of the module the students will be able to: describe how organisations can reduce waste and improve quality. explain the impact and importance of the customer-supplier-competitor relationship within business operations. apply quantitative tools and techniques for planning, predicting, measuring and monitoring operations. base strategic decisions on information derived from these tools and techniques. understand the relationship between operations...
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...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 of merit as determined by MAT/CAT/XAT /MGU-MAT and Group discussion & interview conducted by...
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...Syllabus International Business 1 (IB-1) 2012-2013 1-IBMS 1. INTRODUCTION This International Business (IB-1) course is designed to provide students with a basic understanding of the international business environment. In order to be successful, IBMS Students need to familiarize themselves with the basic concepts and definitions of today’s competitive business world. Students must become aware of the major actors and forces that help shape the international business context. The course covers a variety of topics, which include the theoretical foundations of global trade and investment, the political environment, foreign direct investment and market entry, international business strategy and operations. The course is structured around lectures and workshops. Students are expected to attend all lectures and workshops. In the lectures, students will learn about the field of international business. In the workshops, students are expected to present and discuss international business cases. These business cases provide helpful examples and insights towards an understanding of the International Business theory taught in lecture classes. Students are encouraged to contribute to meaningful discussions, develop the ability to defend their position and apply knowledge to “real life” situations based on the cases presented in class. Attendance IB-1 is not a spectator sport. Attendance and contribution accounts for 10%...
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...Master of Business Administration Faculty of Economics and Administration King Abdul Aziz University International Business Syllabus Instructor: Dr. Hisham J. Bardesi Office Hours: 11-12 (S, M, W) Contact Information: hbardesi@kau.edu. Course Prerequisites: See Program’s Study Plan Course Title: International Business (BUSE 608) Text Book: Hill, Charles W. International Business. McGraw-Hill. 9th Edition. Course Description: The basic content of the course includes (1) an overview of the means of conducting international business, with an emphasis on what makes international different from domestic; (2) the effects of the social systems within countries on the conduct of international business; (3) the major theories explaining international business transactions and the institutions influencing those activities; (4) the financial exchange systems and institutions that measure and facilitate international transactions; (5) the dynamic interface between countries and companies attempting to conduct foreign business activities; (6) corporate strategy alternatives for global operations; and (7) international activities that fall largely within functional disciplines. Course Objectives: Understand the different challenges business face when they operate in an international environment; 2. Examine the various cultural, political and legal issues that impact international business activity; 3. Examine the international institutions and practices that impact international business;...
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...DEPARTMENT OF ECONOMICS Course: International Business Module, 2004/2005 Course Lecturers: Sougand Golesorkhi (B10) Kwok Tong Soo (B47a) Tutors: Alina Petrescu Jasleen Sindhu Tatiana Boroditskaya Zoe Whang Tel: + 44 (0) 1524594418 (Soo) Email: s.golesorkhi@lancaster.ac.uk k.soo@lancaster.ac.uk Please note that the Departmental Office is open every weekday, 9-11am & 2-4pm. You should consult the Part 1 notice board at regular intervals throughout the term. This is located outside B34 in the Management School. Students should note that the principal method of communicating administrative matters will be via Lancaster e-mail accounts. Also note that there is a Part 1 Economics discussion space (for 101 and 102 students taking the International Business option) that students and staff can access via the following URL: http://domino.lancs.ac.uk/econ/intbus.nsf. If you have queries regarding your Economics studies you can attend one of the drop in sessions in which a member of staff is available to help you with any aspect of the course with which you are struggling. Details of the times and locations of the drop in sessions will be posted on the Part 1 notice board. Course Aims: The aims of the course are to: • introduce students to a variety of international business issues, including international trade, international investment, international labour flows, and the market for foreign exchange. • provide students with an...
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...RULES AND REGULATIONS OF M.B.A. PROGRAMME – 2010 The Master of Business Administration (M.B.A.) is a Post-Graduate course offered as: I. II. Two-year i.e., four semester Full time Day programme Three year, i.e., six semester Part-time programme offered to Working Executives and employees. 1. ELIGIBILITY CONDITIONS 1.1 M.B.A. (Day) Candidate seeking admission into Full Time M.B.A. (Day) programme must be: 1. Bachelor degree holder of Osmania University or a degree recognized by the university as equivalent thereto and /(or) as per the rules laid down by the University; 2. The candidate seeking admission must qualify in the Entrance Examination, conducted by the appropriate authority in the year of admission as per the norms prescribed by the University. 3. The admission of Non-resident Indians and candidates admitted in lieu of them will be as per the University Rules in force on the date of the admission. 4. Foreign candidates’ admission is based on the Screening Process of the University currently in vogue. 1.2 M.B.A. (Evening) Candidate seeking admission into Part-Time M.B.A. (Evening) Programme has to satisfy the following Conditions: 1. Must be a Bachelor Degree holder of Osmania University or a Degree recognized by the university as equivalent thereto and/ (or) as per the Rules laid down by the University. 2. The candidate seeking admission must qualify in the entrance examination conducted by the appropriate authority in the year of admission as per the norms prescribed...
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...NEW YORK UNIVERSITY Stern School of Business – Undergraduate Division International Study Project (Spring 2007) Latin American Division http://sternclasses.nyu.edu Instructors (jointly teaching all four sections) |Name |Sunder Narayanan |V. Srivatsan | |Office |901 Tisch |KMC 8-85 | |Phone |(212) 998-0541 |(212) 998-0427 | |Stern E-mail |snarayan |vsrivats | |Office hours |By appointment |By appointment | Course Information |Section |C50.0011.04 |C50.0011.05 |C50.0011.12 |C50.0011.13 | |Meeting Time |MW 11:00-12:15 |MW 2:00-3:15 |TR 2:00-3:15 |TR 3:30-4:45 | |Classroom |KMC 4-90 |Tisch UC-63 |Tisch UC-63 |Tisch UC-63 | |Company | ...
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...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 | | |Michael E. Porter, From competitive advantage to corporate strategy, Harvard Business Review,...
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...Queen’s University Belfast Queen’s University Management School. MGT2005 OPERATIONS MANAGEMENT Semester 2, 2012 “You don’t have to change. . . Survival is not mandatory.” (Professor William E. Deming) Course Co-ordinator: Dr Yu Xiong Introduction to Operations Management Operations Management (OM) is a functional field of management encompassing the design, operation and improvement of the processes and systems employed in the creation and delivery of an organisation's products and services. Essentially, operations management is concerned with explaining how factories and services work. Managing operations well requires both strategic and tactical skills and is critical to every type of organization, for it is only through effective and efficient utilization of resources that an organization can be successful in the long run. A few common threads pervade the material we cover in this course: First, decision making in operations is highly context dependent. Recognising this is half the battle in managing an operation. The variety of operational contexts obscures the link between particular operational decisions and overall firm profitability. Making this link transparent is essential to making better operational decisions. Variability exists in any operation, and this variability needs to be managed Integration, both across functional areas within a firm, and across firms in the value creation and delivery network, is crucial for superior firm performance...
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...Question 3 “Ultimately, the study of international business is no different from the study of domestic business. Thus, there is no point in having a separate course on international business.” Evaluate that statement. Introduction The study of international business is more mind boggling than the study of domestic business. After mulling over the question for some time, I figured out that there is definitely some contrast between a domestic and international business. The difference between the businesses is that, International business is the exchange of goods and services across national borders whilst, Domestic business conducts commercial activities within the borders of the home country. Thus, after learning about the definition of both of them I can say that I do not agree with the statement. Therefore, in these following paragraphs, I will be discussing the differences between studying International business and Domestic business with the aid of two examples. Body When one travels from their home country to another foreign land, he/she do lots of planning. Example, he/she looks for the places to go, what is the currency difference, what is their cultural norms, what is their national language, do the locals converse in English, what is the country’s rules and regulations, and others. In the same way, when we are doing business with a foreign country we need to consider matters like the above. Hence, International business possess a much higher and complex level...
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