...The MBA Decision Case Study Analysis 1 Philip Bard Potomac College – BUS503: Managerial Finance June 9, 2013 Rob Shah Abstract The purpose of this paper is to summarize the Case Study The MBA Decision. This case discusses the educational options for 28-year-old, Ben Bates. The purpose of this paper is to analyze Ben’s school options and make the decision that is going to be the most fiscally responsible in the long run. This decision will be achieved by answering the 6 questions at the end of the case study. The MBA Decision Case Study Analysis 1 This Case Study discussed the decision of which MBA program potential student, Ben Bates, should attend. Ben is satisfied with his current job, but wants to achieve his goal of becoming an investment banker. He feels that an MBA degree would allow him to achieve this goal, and has narrowed his school choices down to two options. Many factors are being considered by Ben, such as his current salary, tax rates, program prices, supply costs, health care costs, and future salaries as well as signing bonuses. In this case, Ben is 28 years of age and graduated from college when he was 22. He also currently has enough money in his bank account to pay for either of the MBA programs that he is exploring. “… and expects to work for 40 more years. His current job includes a fully paid health insurance plan…” (Ross, Westerfield, and Jaffe, 2013 p. 134). One can expect Ben’s MBA program to take 1-2 years, which would cause his to be...
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...done with careful consideration. It is almost impossible for me to imagine just the organization can continually sell tradesmen products. The competition appears to be gaining in the marketplace. I see less of Black and Decker products in the store than in recent years. Do you believe that the company is thinking about discontinuation of consumer products because of the fierce competition? According to Kohler and Keller (2012), understanding customer needs in new ways is the life blood of most manufacturing organizations. Since businesses use teams of people and analytical tools when procuring items for business applications, would to say that most business acquisitions take longer (Perkins, 2014)? In the case of acquisition of farm equipment would this be the case? Black and Decker manufactures a large number of heavy duty products made just for farming. Dump carts, spreaders, blade aerators, tine dethatchers, tow rollers, cultivators, tillers and soil sharks are products which are costly. Is it possible that a farmer would pay cash for any of these products? According to Echambadi (2014), it is not wise to strategy for an organization to attempt to satisfy every segment of the marketplace. Do you believe that Black and Decker should narrow its overall market of products? Reference Kohler, P., & Keller, K. (2012). Marketing management. (14th ed.). Upper Saddle, NJ: Jersey: Pearson Prentice Hall. Perkins, S. (2014 May 19). Consumer and Business Markets...
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...PUNJAB TECHNICAL UNIVERSITY KAPURTHALA Scheme and Syllabus of Masters in Business Administration (MBA) Batch 2012 onwards By Board of Studies Business Administration Punjab Technical University Scheme of (MBA) Batch 2012 Onwards First Semester Course Code Course Title Load Allocation L T P 4 1 4 4 4 4 3 3 28 1 1 1 1 2 2 7 - Contact Hours: 36Hrs. Marks Distribution Internal 40 40 40 40 40 40 40 280 External 60 60 60 60 60 60 60 50 470 Total Marks 100 100 100 100 100 100 100 50 750 Total Marks 100 100 100 100 100 100 100 50 750 Total Marks 100 100 100 100 100 100 100 50 750 Credits MBA 101 MBA 102 MBA 103 MBA 104 MBA 105 MBA 106 * MBA 107 * MBA 108 Principles and Practices of Management Organizational Behaviour Accounting for Management Quantitative Techniques Managerial Economics Business Communication Information Technology for Management Viva Voce Total Course Title 5 5 5 5 5 5 5 2 37 Credits Second Semester Course Code Contact Hours: 34 Hrs Load Marks Distribution Allocation L T P Internal External 4 1 40 60 4 1 40 60 4 4 4 4 3 27 1 1 1 1 6 40 40 40 40 40 280 60 60 60 60 60 50 470 MBA 201 MBA 202 MBA 203 MBA 204 MBA 205 MBA 206 BTHU 101* MBA 207 Business Environment Production and Operation Management Human Resource Management Marketing Management Financial Management Research Methodology Human Values and Professional Ethics Viva Voce Total Course Title 5 5 5 5 5 5 3 2 35 Credits Third Semester Course Code Load Allocation L T P 4 1 4 4 4 4 4 3 27 1 1 1 1 1 6 Marks...
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...1.2 Case Study: Whither an MBA at Strutledge By: Ashley Tinkham 1.2 Case Study: Whither an MBA at Strutledge Tinkham, 1 President of Strutledge, After reviewing the Board of Regents’ plan and reasons behind the desire to implement an MBA program at Strutledge I have determined there to be a lack of information to make a decision at this time. The information to make a supportive decision on whether to implement an MBA program is not sufficient enough and increases the risks of failure of the program. Failure or an unsuccessful implementation of an MBA program at Strutledge can be catastrophic to the reputation of the school. Thus making the situation of rising costs and decreasing enrollment worse. The Board of Regents could be on the right track of implementing a MBA program to attract more students but this can only be determined through data. The question that truly needs to be answered is if the area needs or desires a MBA program and only if the answer is yes to that question should the idea of implementing an MBA program be explored as an option. My suggestion is that the Board of Regents organize their thoughts around why they think an MBA program would be beneficial to Strutledge. From what I can gather an MBA program would help to attract students who have already graduated from their undergraduate studies and are looking for more, but how else would it benefit Strutledge? When considering implementing...
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...* ------------------------------------------------- HOME * ------------------------------------------------- MBA RESOURCES * ------------------------------------------------- GWSB * ------------------------------------------------- MBA PREPARATION * ------------------------------------------------- * ------------------------------------------------- * ------------------------------------------------- PART-TIME MBA IN DC * ------------------------------------------------- SIDE NOTES * ------------------------------------------------- * ------------------------------------------------- * ------------------------------------------------- * ------------------------------------------------- BUSINESS SCHOOL CASES * ------------------------------------------------- BEST MBA TEXTBOOKS * ------------------------------------------------- SUBSCRIBE Part-time MBA Degree in DC Blog on in and out of class experience of part-time MBA student at GWU School of Business Deloitte & Touche Consulting Group Case Analysis APRIL 12, 2011 The presented case of Deloitte and Touche Consulting Group engagement with SKS Manufacturing is offering invaluable lessons in team and project management. It briefly touches upon all major facets of the consulting company involvement with client projects, such as: • Engagement planning • Team selection • Roles and responsibilities of team members • Background and qualifications...
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...MBA 5501, Advanced Marketing Course Syllabus Course Description An overview of advanced topics in marketing planning, strategy, analysis, and control. Emphasis on consumer needs and analysis, market position, competition, and public policy environment related to marketing activities. Prerequisites None Course Textbook Kotler, P., & Keller, K. L. (2012). Marketing management (14th ed.). Upper Saddle River, NJ: Prentice Hall. Course Learning Objectives Upon completion of this course, students should be able to: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. Explain both the Marketing Concept and the Holistic Marketing Concept. Analyze the macroenvironments as related to the marketing process. Illustrate the use of marketing research and the forecasting of demand. Describe the development of customer value, satisfaction, and loyalty. Explain the use of customer relationship management in cultivating customer relationship. Illustrate the consumer buying process and the organizational buying process. Illustrate market segmentation, market targeting, and brand equity. Describe positioning and differentiation strategies. Illustrate the development of product strategy and explain competitive strategies. Explain the marketing strategies for service companies. Identify and explain the various pricing strategies. Describe the management of the retail and wholesale business. Classify the management of advertising, sales promotion, events, and public relations. Identify...
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...Gujarat Technological University Syllabus for New MBA Program effective from Academic Year 2011-12 (Also applicable to 2nd Year Students of 2010-12 Batch MBA Program) COMPULSORY COURSES MBA-II Semester-IV Sub Name: - Comprehensive Project Report – Industry Defined Problem (CP-IDP) Sub Code: - 2830004 In addition to Major Specializations, there will be over sixty Sectorial / Industry Areas for Practical studies in which theoretical papers / books are not to be taught in regular classroom sessions, but the teachers and students are free to use any available books, publications and online material to understand and guide the students for various sectors. Ideally, a teacher should study and specialize in at least TWO Sectors, so four teachers can guide 60 students in a class. (Reference: Appendix 1: List of Sectorial Areas for Comprehensive Project study given in Sem III Syllabus). This report is similar to the Grand Project, which was the part of earlier syllabus. The Comprehensive Project Report is based on the research methodology and students have to prepare the research report by using appropriate scientific statistical research tools for preparation of the CP in consultation with the faculty guide. (Please also refer the Guidelines for CP in MBA Semester III, as the same Project Title continues in Semester IV). A student has to opt for any ONE of the Sectorial Areas and study it thoroughly. The students may undertake the CP based on the selection of an Industry Defined Problem...
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...Portfolio Analysis and Management III: Derivatives and Financial Risk Management | (2) | | IMB 536 Global Macroeconomic Trends and Financial Institutions or CSB Elective | (1) | | IMB 534 International Real Estate Investment | (1) | | IMB 539 Financial Management | (2) | | IMB --- CSB Elective | (2) | | Or | | | | | | IMB 595 Special Topics in International Business (to be completed at an IBSA partner school) | | C. Thesis or Extensive Written Case Analysis (12 semester hours): Term 3 (summer) | | | IMB 599 Thesis | (6) | | IMB 594 Capstone Project / Practicum | (6) | IMBA Course Descriptions (UNCW) The course descriptions shown below are only for courses offered by UNCW and the Cameron School of Business. See each alliance school for their course offerings. IMB 531. Cases in International Finance (1-2) This course will focus on international financial management cases. Cases will build on topics of international monetary systems, international investment decisions, portfolio diversifications, multinational capital structure, and foreign exchange risk and management. IMB 532. Portfolio Analysis and Management I (2) This course is designed to focus on tool and techniques of modern portfolio theory in a global context. Students will convert theory to practice through active management of a real dollar portfolio. IMB 533. Portfolio analysis and Management II (2) This course is designed to focus on the fixed income asset class as a component...
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...Strategic Marketing Management MBA5320 E Fall 2013 Professor Office Telephone E-Mail Office Hours Class Location Class Hours Simin Foster, Ph.D., MBA Desmarais 5140 Contact via e-mail simin.foster@uottawa.ca By appointment (confirm via e-mail) Desmarais 4170 Thursday 4:00 pm - 7:00 pm Weight on Final Grade 15% 15% 10% 15% 20% 25% Course Deliverable Case 1 – Black & Decker (A) Case 2 - Marketing Simulation Case 3 – A Case for Brand Loyalty Case 4 – Online Marketing at Big Skinny Peer-to-Peer Learning Experience Final exam Due Date September 19 Part A: September 26 Part B: October 3 Par November 14 November 21 A. February 7 To be assigned To be announced Please note that all assignments must be submitted via Turnitin™ in addition to hard copy. COURSE DESCRIPTION The objectives of this course are to demonstrate the role of marketing in the company; to explore the relationship of marketing to other functions; and to show how effective marketing builds on a thorough understanding of buyer behavior to create value for customers. Using lectures, case studies, and class discussions, students learn how to control the elements of the marketing mix—product policy, channels of distribution, communication, and pricing—to satisfy customer needs profitably. The Telfer MBA distinguishes itself by training students to Lead High Performance Organizations. Successful firms are those that integrate the objectives and resources of the organization with the needs and opportunities...
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...Writing an Argument Latasha Randle MGT/521 February 6, 2012 Dr. Marie J. Abram Writing an Argument A Masters of Business Administration (MBA) is a post graduate degree which focuses on Business Communication. The program focuses on providing its attendees with business knowledge, leadership abilities, networking opportunities, and career advancement. Although the intent of the program is understood, one must weigh the advantages and disadvantages when determining if pursuing an MBA is the right choice. Oftentimes, obtaining a degree is only seen in a positive light. However, there can be some hidden negative impacts to seeking a MBA. There are several factors I personally had to consider when deciding to enroll in an MBA program. The MBA program is recognized as the most sought-after postgraduate degree program (VanderMey, 2011). According to the Graduate Management Admission Council, the average starting salary ranges from $61,000 to $78,000 annually for recent MBA graduates (VanderMey, 2011). The thought of obtaining a highly sought-after degree and the earning potential were my first true reasons for desiring to be in the MBA program. On the contrary, the job market is currently in a downward spiral. This means that with an MBA degree, there is a likelihood of remaining underemployed or unemployed. According to recent statistics, college graduates are facing the highest unemployment rates in more than two decades (VanderMey, 2011). Another objection to earning...
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...AEROSPACE MBA Syllabus & Curriculum 2015-2016 Contact: Phone: +33 5 61 29 48 64 Fax: +33 5 61 29 48 07 E-mail: aerospace.mba@tbs-education.fr TABLE OF CONTENTS Welcome to the Toulouse Business School Aerospace MBA program 3 The pedagogical philosophy 4 The general structure of the Aerospace MBA 4 Assessment guidelines 7 Team Building Seminar and Leadership Development 10 Core Management 14 Process Workshops 23 Electives 34 Corporate mission project / Professional thesis 35 Academic team 37 Administrative and Management Team 39 Appendix I: Details on Multicultural Team Project 40 Appendix II: Details on Corporate mission project / Professional thesis 41 2 Welcome to the Toulouse Business School Aerospace MBA Program Preamble The Aerospace MBA is a post-experience degree seen as a career accelerator or a means to make a career shift after a minimum of 3 years’ professional experience. This MBA is a generalist degree in business administration with a broadening management program linked to the Aerospace sector and environment. The Aerospace MBA has a minimum length of one year of full-time or 2 years of part time study in the wonderful city of Toulouse. The Aerospace MBA will require a significant amount of classroom study or structured contact. In all, the program requires a minimum of 1800 hours of personal work. This MBA program is intellectually demanding...
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...AEROSPACE MBA Syllabus & Curriculum 2015-2016 Contact: Phone: +33 5 61 29 48 64 Fax: +33 5 61 29 48 07 E-mail: aerospace.mba@tbs-education.fr TABLE OF CONTENTS Welcome to the Toulouse Business School Aerospace MBA program 3 The pedagogical philosophy 4 The general structure of the Aerospace MBA 4 Assessment guidelines 7 Team Building Seminar and Leadership Development 10 Core Management 14 Process Workshops 23 Electives 34 Corporate mission project / Professional thesis 35 Academic team 37 Administrative and Management Team 39 Appendix I: Details on Multicultural Team Project 40 Appendix II: Details on Corporate mission project / Professional thesis 41 2 Welcome to the Toulouse Business School Aerospace MBA Program Preamble The Aerospace MBA is a post-experience degree seen as a career accelerator or a means to make a career shift after a minimum of 3 years’ professional experience. This MBA is a generalist degree in business administration with a broadening management program linked to the Aerospace sector and environment. The Aerospace MBA has a minimum length of one year of full-time or 2 years of part time study in the wonderful city of Toulouse. The Aerospace MBA will require a significant amount of classroom study or structured contact. In all, the program requires a minimum of 1800 hours of personal work. This MBA program is intellectually demanding...
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...INSTITUT TEKNOLOGI BANDUNG MBA Programme GraduateSchool of Business http://www.mba.itb.ac.id INSTITUT TEKNOLOGI BANDUNG MBA Programme GraduateSchool of Business http://www.mba.itb.ac.id MM5002 People in Organization CHEVRON PACIFIC INDONESIA CLASS (X48) FEBRUARY 2013 MASTER OF BUSINESS ADMINISTRATION SCHOOL OF BUSINESS AND MANAGEMENT INSTITUT TEKNOLOGI BANDUNG http://www.sbm.itb.ac.id/mba MASTER OF BUSINESS ADMINISTRATION SCHOOL OF BUSINESS AND MANAGEMENT INSTITUT TEKNOLOGI BANDUNG http://www.sbm.itb.ac.id/mba Contents 1. Vision and Mission of MBA-ITB 2 2. Learning Goals of MBA-ITB 2 3. Learning Outcomes of This Course 3 4. The Course Structure …………………………………………………………………………………………………………………….. 3 5. The Course Plan 5 6. Lecturer Profile 13 7. Grading 14 8. Students Guidance 15 9. References 15 1. Vision and Mission of MBA-ITB Vision: “To be A World Class Program of Master and Business Administration that Creates Ethical and Entrepreneurial Leaders” Mission: * To educate and develop future leaders in business * To develop sustainable education program for building human resource capacity needed for enhancing industry competitiveness in Indonesia 2. Learning Goals of MBA-ITB In General, The MBA-ITB’s learning goal is to develop students to have the following characteristics : * A Strong competence in business and technology-based management as well as decision making capabilities as demonstrated...
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...2016 MBA and MBA (Executive) Postgraduate Web Edition Updated 28 July 2015 Be true to you 2 Join a Global Learning Community Create a Successful Future with an MBA Program from RMIT Explore Your Study Options This brochure outlines programs offered by the Graduate School of Business and Law at RMIT’s City campus in Melbourne. Graduate School of Business and Law The Graduate School of Business and Law offers business management and law programs for business and non-business graduates. RMIT MBA programs are offered face-to-face at the Melbourne City campus, online through Open Universities Australia, and also at RMIT Vietnam. RMIT also offers global intensive study opportunities in Europe and Asia. No matter where or how you choose to study with RMIT, you will receive an internationally recognised qualification. Profile Looking to make the change from tennis coach to business leader, Nicholas Bartholomeusz chose to study an MBA to develop a solid understanding of business fundamentals. “RMIT’s program is tailored towards producing managers equipped with the skills to lead, so it was my first choice. Classes are designed to foster a range of learning styles and include plenty of both theory and application opportunities.” Nicholas Bartholomeusz (cover) Master of Business Administration (MBA) Which MBA Program? Most classes for Melbourne-based students are offered in either the award-winning Swanston Academic Building or the Emily McPherson College Building, which features...
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...Leadership Style at Nike MBA FIRST YEAR 2012 MBA 8105 – ORGANISATIONAL BEHAVIOUR LEADERSHIP CONUNDRUM: NIKE AFTER KNIGHT Prepared by Narendra Hirani Registration Number MBA/2443/12 April 2012 1a) Discuss and evaluate the appropriateness of the leadership style adopted by Phil Knight. Philip Knight’s leadership style can be analysed using the various leadership theories that have been developed. Their appropriateness can be evaluated based on the information available in the case study. Rensis Liekert developed four systems of leadership, exploitative autocratic, benevolent authoritative, participative and democratic. Knight’s leadership style at Nike can be described as democratic as per the systems developed by Riekert. According to Riekert, the characteristics of a democratic leader are: * Has complete confidence and trust in subordinates; * Allows subordinates to make decisions for themselves; * Motivates by reward for achieving goals set by participation; * Shares ideas and opinions. In the case study, we note that Knight’s style of management is “hands-off”. This illustrates that he does not closely supervise his employees, but has confidence in their ability to do their jobs and make decisions which shall be in the best interest of the company. In the case study we are also told that Knight used to maintain silence on most business issues and this was interpreted by his executives as approvals to their approach and thus they took...
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