palasvirta@uleth.ca Goal of Course Management 4430 is the capstone course in finance and will incorporate concepts you have learned in through your study of corporate, investments, and international. We will utilize the case methodology to focus our analysis. Cases describe a context in which a particular problem is found. Regardless of the particular characteristics of the problem, problem solving follows a general methodology: identification of the problem, describing the context of the
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up-to-the-minute Operations in practice features in every chapter to the focus on corporate social responsibility in the final chapter – these put you at the cutting edge. ● Use the Worked examples and Problems and applications to improve your use of key quantitative and qualitative techniques, and work your way to better grades in your assignments and exams. ● Follow up on the recommended readings at the end of each chapter. They’re specially selected to enhance your learning and
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Development; and (3) suggested cases, activities, and other support materials that complement use of Organization Development. Overview of the Instructor’s Guide This instructor’s guide is divided into four parts. PART 1 provides an introduction to Organization Development: A Reader. It discusses the overall purpose and content of the book, the philosophy and central tenets that underpin it. PART 2 explores teaching with Organization Development. It contains chapter-by-chapter summaries and
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Marketing Management and Innovation is a 6-credit seminar in the MBA Program. There are 10 weeks in the semester. There is no break in the semester The Summer 2012 semester begins July 5 and ends September 11, 2012 The last date to withdraw is August 18, 2012 Course Description (Formerly AMBA 603.) Prerequisite: AMBA 640. An exploration of the essentials of marketing management: setting marketing goals for an organization with consideration of internal resources and marketing opportunities, planning
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International Relations: Contemporary Issues and Actors Elective, 2nd year BA ES, Period 3 (4.5 ECTs) 1. General overview 2. Organisational Issues 3. Participation 4. Attendance rules 5. Grading 6. Essay questions 7. Main rationale and acquired skills 8. Changes introduced to last year’s course 9. Lectures 10. Tutorials 11. Essay writing - Quality criteria 3 4 6 9 10 10 14 15 16 17 36 2 1. General Overview This course is about how we understand International Relations (IR) and
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We will use cases from the Anthony and Govindarajan text to develop critical thinking skills, analytical skills, as well as oral and written communication skills. In addition, there are also many technical skills that are used in the management control systems we establish. I want you to be able to analyze a business case but you will need to develop the technical expertise required to do this. It is important that you come to class prepared to participate in the discussions of the case and reading
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"cursed duet" of tuberculosis and AIDS is having a devastating impact on large sections of the global community. The vital question is, can despair be turned to hope early in the next millennium?” John Grange and Almuddin Zumla, 1999 TABLE OF CONTENTS Acknowledgements Summary Zusammenfassung Abbreviations i iii vii xi PART I: Introduction and overview Page Chapter 1: Background 1.1. Motivation for the thesis and overview ………………………………………………….….. 1.2. The burden of tuberculosis ………………………………………………………………
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book. If the book is an edited collection, you should cite the author(s) of the individual chapters you have used and NOT the editors(s) of the book. 1. Harvard method of citation in the text: (author year) When you are drawing from, paraphrasing or summarising another writer’s work, but NOT quoting directly from them, you must provide a reference as follows: 1.a. Single author of book or chapter: In a book by Said (1978) Orientalism was investigated as.... Orientalism
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Dr. Malitha Wijesundara SLIIT i DLES Contents 1 Introduction 2 1.1 Purpose . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 1.2 Scope . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 1.3 Overview of the system . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 2 Overall Descriptions 8 2.1 Product perspective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 2.1.1 System interfaces . . . . . . . .
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Chapter 3 Planning the Project This chapter begins by discussing the nine key elements of the project plan. The following two sections address the planning process in greater detail with considerable emphasis placed on the project launch meeting and the hierarchical planning process by which parts of the plan are sequentially broken down into finer levels of detail. This provides a natural transition to the creation of the Work Breakdown Structure. Finally, the chapter is concluded with
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