Open enrollment section - we welcome new students:
Thanks for taking the first step and enrolling for our CERTIFICATES programs.
The first step is easy, just leave your basic data and email and you will RECEIVE a private PIN to complete your application when convenient. You are at no time oblidged to complete the application form.
To work in a Bank or an International Organization nowadays requires a complete different set of skills and knowledge than in other industries.
We at UBIS know it and for this have created two new programs to increase chances to get a job in the field. How? By giving you a solid understanding of the industry, by teaching you its language and by preparing you on how to successfully apply to get a job.
These intensive programs have been specifically designed to provide the skills and competences needed to open the doors to Banks and Financial Institutions, or to Intergovernmental and Non-Governmental Organizations (NGOs). After two months of preparatory courses in Geneva, taught by professionals with extensive experience in these specific sectors, you will be offered the internship best suited to your career goal, opening the doors to professional success.
• Banking and Financial Services: A 5 month-Program in blended learning (2 weeks on-ground classes in the prestigious cities of London and Geneva combined with online courses and Optional Internship in London or China).
• International Organizations: 10 weeks courses + Internship*
Format
Onground or Blended Full-time or Part-time
Tuition Fees
Banking and Financial Services Tuition Fees: 5000 GBP Extra Fees for Internship (if requested) OPTION 1: 3 month-internship in China This package includes pre-departure advice and assistance, a Geneva-China return Flight, 90-day business visa processing, Airport pick-up, Welcome banquet, Welcome guide, including travelcard, prepaid simcard and city guide, High quality serviced accommodation (apart-hotel), in the centre of each city, 24 hour Concierge, Company drop-off, Professional internship with an English-speaking supervisor, Social and cultural activities, Business networking events, Twice weekly mandarin classes, Charity weekend and Alumni support. Cost of this internship package is 4 000 GBP. OPTION 2 : 5 week-internship in London Cost of this internship package is 2 000 GBP (in addition to tuition fees). Accommodation, visa, flights, travel expenses are not included in the above mentioned price.
International Organizations: 10 weeks courses + Internship* Option 1: Assisted Internship: 7.900 CHF (Included: preparatory courses and access to UBIS’ support to find an internship) 20% discount if early enrolment and payment 3 months before starting date. 15% discount if early enrolment and payment 2 months before starting date. No refund for cancellation in the case of early booking. Option 2: Internship Placement Service: 13.000 CHF (Included: preparatory courses and a 3 month internship in Asia) 11.420 CHF if early enrolment and payment 3 months before starting date. 11.815 CHF if early enrolment and payment 2 months before starting date. No refund for cancellation in the case of early booking.
By signing below with your name or initials, you certify that you have read the UBIS Enrollment Agreement available on the UBIS web site:Access the Enrollment Agreementand agree to the terms below :
I hereby apply for admission to University of Business and International Studies. I agree to abide by its regulations and by the terms of the Enrollment Agreement . I certify that the foregoing information is true and complete to the best of my knowledge and I fully realize that omission or falsification of this information will be considered sufficient reason for rejection of this application or for dismissal.
Current students wishing to re-enroll should choose this option.
* press the + icon to the left to expand course options
APBS
APBS 001 FM EMBA - APBS EMBA Financial Management
APBS EMBA Financial Management
APBS 002 HR EMBA - APBS EMBA Human Resource Management
P. LAURENT
APBS EMBA Human Resource Management
APBS 003 MA EMBA - APBS EMBA Management Accounting
APBS EMBA Management Accounting
APBS 004 ME EMBA - APBS EMBA Managerial Economics2
To Introduce the two main pillars of economics: Microeconomics (individual components of the economy: Individuals, families, firms and their interactions) and Macroeconomics (Fiscal and monetary policy and national income accounting.
APBS 005 CF EMBA - APBS EMBA Corporate Finance
J. KOOIMAN
APBS 006 MGE EMB - APBS EMBA Marketing in a Global Environment
E. ASHKAR
BUS 303 - International Business Law
D. GEISSLER
FIN 602 - Financial Markets & Institutions
S. MITEREVA
This course will provide students with an understanding of today's financial markets, instruments, and institutions. In addition, it also exposes students to current developments in the financial system. Students will develop a comprehension of the interesting interreltionships between and among the various financial institutions, instruments, and markets. Students will also recognize the essential relationship between risk and expected returns for many financial instruments available to investors.
MCO 607 - Web Strategies
S. MITEREVA
The Internet has revolutionised marketing practice, connecting potential customers to businesses in a way never before possible. Today, with online audiences spending more time using price comparison sites, search engines and social networks, this text explains how marketers can find new and engaging ways of getting their message across.
This course provides comprehensive, practical guidance on how companies can get the most out of the web to meet their marketing goals. The course links marketing theory with case studies on cutting edge companies such as Dell, eBay and Facebook, to help students to understand digital marketing in the real world.
Students will learn best practice in applying digital media channels such as affiliate marketing, online PR and search engine marketing.
MGMT 218 - International Economics
S. MITEREVA
The purpose of this course is to help students understand the basics of international trade and finance and the effects of various international economic policies on domestic and world welfare. The course will highlight sources of comparative advantage, gains and losses from trade, the impact of trade on economic growth, and effects of trade policy interventions such as tariffs, quotas, voluntary export restraints, and export subsidies. International agreements on regional trade liberalization (such as ECU and NAFTA) and on multilateral trade liberalization (e.g., WTO) will be discussed. Topics on international finance will include balance of payments, determination of foreign exchange rates, and international monetary system.
MGMT 221 - Contemporary Management Practices
S. MITEREVA
This course is designed to examine both the functions of management (planning, organizing, leading, and controlling) and the aspects of business (marketing, finance, and production). Students will address a current issue facing management today with consideration given to the external factors affecting business.
MGMT 235 - Global Market Management
S. MITEREVA
The nature of international business, the international monetary system, the foreign environment, and strategies of how management can deal with environmental forces, are some of the main topics. Selected case studies should encourage students to evaluate and discuss courses of action taken by companies and industries in the global marketplace. Theoretical foundations to international business and real world scenarios will prepare students to operate more effectively in the changing global business environment.
MGMT 303 - International Business Management
S. MITEREVA
This course provides a survey of international business management in the context of the increasing economic interdependence of nations. Theories of international business are examined in conjunction with strategic planning, intercultural factors, foreign management techniques, and political risk analysis. The activities of multinational enterprises in home and host countries are also examined.
MGMT 411 - Performance Measurement & Evaluation
R. FONE
This course discusses basic quality measurement and performance issues. The course emphasizes process control concepts, metrics, and strategies for improvement. Current techniques such as total quality management, six sigma, balanced scorecard, and others are covered.
MGMT 420 - International Banking & Finance
S. MITEREVA
This course introduces the basic business transaction patterns, and how they are processed through the accounting cycle. It will include double-entry accounting applying the accrual basis, the elements of Income Statements and Balance Sheets, and end-of-period closing entries. These concepts will be developed through exercises involving hypothetical corporations
MGMT 427 - Operations & Project Management
M. BORLOVAN
MGMT435 - Strategic Management and Planning
S. MITEREVA
MGT 605 - Project Management
P. LAURENT
A study of Project Management initiatives and its life cycle: resources, cost, time and risks; work and product breakdown structures; tendering and contracting processes; and planning, building, and leading the team and execution.
MRKT324 - International Marketing-special
S. MITEREVA
MRKT324 - International Marketing
S. MITEREVA
RES 602 - Research Thesis
S. MITEREVA
This course will cover all the aspects of thesis project preparation and presentation. These guidelines will help every UBIS student to fulfil the requirements for the preparation, research, writing and successful final presentation of the Report or Thesis.
RESP 480 - Capstone Project
P. LAURENT
The syllabus provides the complete information about capstone project presentation.
The purpose of the Capstone Project/Activity is to provide students with an opportunity to integrate knowledge and skills acquired throughout the courses of their Degree Programs. It is designed to validate students’ abilities to apply learning from many courses to a practical project/activity, either within their workplaces or within their communities or personal lives. This Capstone Project/Activity is an outcome assessment in each UBIS Degree Program. It should integrate the students’ course work so that its scope can be used to assess the varied competencies achieved during the students’ programs of study at UBIS. As such, it requires students to show how they use the concepts from a minimum of five courses and the suggestions of the Capstone chair, or chair from their Degree Programs. In addition to the specific subject related competencies, the students’ written communication skills will be demonstrated in this project/activity.
STAT 323 - Research & Statistical Analysis
R. FONE
This course is an introduction to the methods and tools of general research. It includes the application of the research process to problem solving and the types of research undertaken and appropriate means of conducting them. Attention to secondary source research through bibliographic methods and on-line resources via the Internet is included. Descriptive statistics and inferential statistics, including frequency distribution, variability, and correlation will be discussed. A computerized statistical tool is used in the course.
ASEU
ACC 601 - Accounting for Decision Making
S. MITEREVA
This course provides a comprehensive, graduate level exploration of managerial accounting. Managers need to understand the ways in which accounting information can be used to guide decision-making. Attention is given to operating leverage decisions, and their impact upon “breakeven” activity levels. This in turn leads to decisions about pricing and production volumes, about “make-or-buy” decisions and about outsourcing. A final module considers the role of accounting data in risk management and in the formulation of corporate strategy.
ACC 601 - ASEU - ACC 601 Accounting for Decision Making
S. MITEREVA
ECO 601 - International Economics
S. MITEREVA
ECO 601 ASEU International Economics
FIN 601 - Corporate Finance
R. MAURISSEN
FIN 601 ASEU Corporate Finance
FIN 602 - Financial Markets and Institutions
S. MITEREVA
FIN 603 - Investment Management
F. Guliyev
FIN 604 - Finance for International Business
S. MITEREVA
MCO 607 - Web Strategies
S. MITEREVA
MGT 604 - Strategic Management
S. MITEREVA
MGT 605 - Project Management
M. BORLOVAN
MGT 606 - Corporate Social Responsibility
R. Alvarracin
RES 602 - Final Thesis
S. MITEREVA
ATA
SIN 311-314 - ATA - Short Seminars BFIN
A. ANDRES
Series of proposed program by J.P Joly for Asian Markets
Target customers: Low markets (Vietnam, Cambodia, Burma, Thailand, India, Indonesia, China (HK), Philippines).
Clients: Finance Ministry, Banking Academy, Banking Professionals, Foreign Auditors, Foreign Accounting Firmes, Banking Staff (in-house training). Government.
Short Seminars ( duration 6 hours) with course codes SIN-311-314
311. BASEL III - Regulatory Future Development (Banque de règlement international)
312. Hedge Funds
313. Commodity Trading
314. Crisis Management
GSD
MCO607 - Web Strategies
S. MITEREVA
MGT603 - Entrepreneurship
S. MITEREVA
MGT605 - Project Management
S. MITEREVA
MGT606 - Corporate Social Responsibility
S. MITEREVA
MKT601 - Principles of Global Marketing
S. MITEREVA
HF
ACC 601 - Accounting for Decisions Making
S. MITEREVA
The syllabus provides a set of readings from the textbook, assigned problems, and case discussion questions. The assigned problems illustrate the managerial accounting principles being covered each week; the cases to illustrate how these principles are used when addressing a management problem.
ECO 601 - International Economics
J. Beeckmans
This course aims to provide students with a detailed understanding of the international dimensions of economic activity and the inter-relationship between national and international economic performance. The modules show how the tools of micro and macroeconomic analysis can be used to evaluate contemporary developments in the world economy and the forces influencing globalization. It also provides a critical appreciation of problems related to the design of economic policy in an international environment.
FIN 601 - Corporate Finance
S. MITEREVA
This course looks at the realities of finance within a corporate entity. Capital investment decisions are reviewed in more detail, with an emphasis upon risk analysis. Additional topics include the management of cash and working capital, and the valuation of companies. The course makes extensive use of case study analysis to link classroom teaching with corporate realities, and also to provide students with additional experience of making presentations.
Any decision that a business makes has financial implications, and any decision which affects the finances of that business is a corporate finance decision. This course will examine corporate finance within that framework. This course will focus on specific areas and issues such as the evaluation of capital investment projects, the problem of risk adjustment in such decisions, capital structures, dividends and share buy-backs, sources of capital, issuing securities, cash and working capital management, and mergers and acquisitions.
FIN 602 - Financial Markets and Institutions
S. MITEREVA
An examination of the flow of funds in the economy and of the role of financial intermediaries' leads on to discussion of the principal types of financial institutions. The functions and responsibilities of central banks are discussed, together with the mechanism through which commercial banking is reviewed, with emphasis on the role of international commercial banks in the Euromarkets. The role of investment banks and their services to their corporate clients are studied, together with a look at the functions of private banks. The course ends with a description of "derivative" instruments and their uses.
This course will provide students with an understanding of today's financial markets, instruments, and institutions. In addition, it also exposes students to current developments in the financial system. Students will develop a comprehension of the interesting interrelationships between and among the various financial institutions, instruments, and markets. Students will also recognize the essential relationship between risk and expected returns for many financial instruments available to investors.
FIN 603 - Investment Management
R. MAURISSEN
This course adopts a structured “top-down” approach to portfolio design: selection of the most attractive region, followed by country, industry, sector, and lastly, the individual company. The various forms of market index and their use as investment benchmarks are explained. This course then goes on to examine management techniques for both equity and fixed-interest portfolios, looking at both “performance” and “value” approaches to equity selection. The final evaluation is based on the construction and presentation of detailed portfolios for a variety of clients, personal and institutional.
The purpose of this course is to help students understand how to manage money and investments so that the individuals or organizations will derive the maximum benefit from what they earn. To accomplish this, students will learn about the investment alternatives currently available. The purpose is to develop methods of analyzing and master concepts about investments that will remain with the students in the future when new and different opportunities are available.
This course introduces students to the description and theory of investment. The materials discuss available investment instruments and consider the purpose and operations of capital markets in the United States and around the world. The theoretical portion details how you should evaluate current investments and future opportunities so that you can construct a portfolio of investments that will satisfy your risk-return objectives.
FIN 604 - Finance for International Business
S. MITEREVA
A key factor in international business is the need to operate in a multi-currency environment. The course looks at the way in which the foreign exchange markets have developed, and how they operate. The determination of spot and forward rates is explained, and students are taught to calculate interest-parity forward prices and to look for arbitrage opportunities. The different concepts of foreign exchange exposure are discussed, which then leads to a detailed study of hedging operations, using both traditional methods and the derivative instruments introduced in “Financial Markets and Institutions”.
The scope and the content of international business have been evolving very fast the last twenty years: deregulation of markets, product innovations, technological changes. Capital markets become more and more integrated and understanding of international business is nowadays necessary to any student of international matters or to any manager in multinational firms or institutions.
MCO 607 - Web Strategies
S. MITEREVA
The Internet has revolutionised marketing practice, connecting potential customers to businesses in a way never before possible. Today, with online audiences spending more time using price comparison sites, search engines and social networks, this text explains how marketers can find new and engaging ways of getting their message across.
This course provides comprehensive, practical guidance on how companies can get the most out of the web to meet their marketing goals. The course links marketing theory with case studies on cutting edge companies such as Dell, eBay and Facebook, to help students to understand digital marketing in the real world.
Students will learn best practice in applying digital media channels such as affiliate marketing, online PR and search engine marketing.
MGT 601 - Corporate Information Strategy
S. MITEREVA
This course addresses the need for information systems in industry: manage and respond to business pressures. The evolution of Information Systems in Business in the last decade is covered: the web, Internet, intranet, extranets and electronic commerce - discovery, communication, and collaboration. IT Project Management and risk assessment tools are presented and integrated in the course, not a specialist topic, but as a way for managers to understand and communicate business needs.
This course examines how information technology (IT) enables organizations to conduct in radically different and more effective ways. This course addresses today’s challenges from point of view of the executives who are grappling with them. It recounts stories of success and failure, focusing on the issues faced and the decisions made by executives in companies around the world.
The cases and readings presented in this course are organized in an Introduction, three modules: Business Impacts, Managing Infrastructure and Operations, and Leadership issues.
MGT 602 - Organizational Culture
N. BRABANDT
Traditional organizational management consisted of a behaviouralist approach, focussing on employee rewards and punishments in order to develop motivation and to provide for employee satisfaction and organizational sustainability.
In a 1998 study of 2,143 executives in 23 nations, organizational culture was cited most frequently as the primary barrier preventing corporations from achieving business goals. John Kotter and James Hesket, authors of Corporate Culture and Performance, stated that, “By our calculations, the vast majority of firms currently do not have cultures that are sufficiently adaptive to produce excellent long-term economic performance in an increasingly competitive and challenging business environment.” Suffice it to say that the evidence is clear and compelling: the culture of the business is a competitive advantage. Culture helps us to make sense of things and establishes an environment that produces patterns of human interaction. Those organizations with truly integrated people process cultural practices, tactics and strategies have a superior environment that supports superb patterns of human interaction.
According to Jeffery Pfeffer of Stanford University, high performing people-centered organizations are outperforming their counterparts by 30-40%. However, less than 10% of today’s organizations have been able to create such cultures.
“Culture” refers to the underlying values, beliefs, norms and codes of practice that make a community what it is. Social customs, the personality and self-image of its members, the underlying assumptions, and the channels of communication that create and disseminate these characteristics are things that constitute the society or organization's culture. Culture is powerfully subjective and reflects the meanings and understandings that we typically attribute to situations, and the solutions that we apply to common problems.
MGT 603 - Entrepreneurship
S. MITEREVA
Entrepreneurship is defined as the assumption of risk and responsibility in designing and implementing a business strategy. The word “entrepreneur” originates from the French word “entreprendre” which means “to undertake”. In the business sense, this means to start a business. An integral part of entrepreneurship is the ability to develop and implement a business strategy. This course will teach the important factors leading to the creation of new business ventures and the characteristics of the successful entrepreneur.
Students will participate to an on-line business simulation, either individually or in teams.
The Marketplace is a realistic strategic planning and management simulation that lets students build an entrepreneurial firm, experiment with strategies, and compete with other firms in a virtual business world. Designed to mimic the competitive, ever changing marketplace, the simulation lets students gain experience in market analysis, strategy formulation, and the management of a new venture.
In the Marketplace, students will start up and run their own company, struggling with business fundamentals and the interplay between marketing, distribution, manufacturing, human resources, finance, and accounting. They are given control of a simulated business and must manage its operations through several decision cycles. Repeatedly, students must analyze the situation, plan a strategy to improve it and then execute that strategy out into the future. They will face great uncertainty from the outside environment and from their own decisions. Incrementally, they will learn to skillfully adjust their strategy as they discover the nature of real-life decisions, including the available options, linkages to other parts of the business, conflicts, tradeoffs and potential outcomes.
MGT 604 - Strategic Management
S. MITEREVA
This course examines the way in which organizations formulate and implement their strategic plans. The key topics include systematic analysis of trends in the operating environment, analysis of the industry and/or sector in which the organization operates, the identification of critical success factors and the recognition of competences. Possible strategies are then identified before continuing to strategic choice and the problems of implementation.
Full recognition is given to the fact that although strategic planning is a rational and logical process, it is conducted on the basis of imperfect and volatile information. The course pays considerable attention to risk management, and introduces the development and use of multiple-scenario planning models.
The course is largely case-based. Strategic planning at this level has significant research content. There is no final examination. Instead, students are required to undertake a research project on a topic of strategic interest. (A typical project would be to analyze, compare and contrast the strategies of two companies in the same industry). The project results in a paper and in a presentation to the class.
MGT 605 - Project Management
S. MITEREVA
A study of Project Management initiatives and its life cycle: resources, cost, time and risks; work and product breakdown structures; tendering and contracting processes; and planning, building, and leading the team and execution.
MGT 606 - Corporate Social Responsibility
S. MITEREVA
The course examines the increasingly important role of corporate social responsibility, recognizing the basic principles of ethical and responsible treatment for stakeholders, within the organization, the community and the environment. The rapid development of CSR as a concept – i.e., a better quality of life for everyone – has made it an essential element of today's curriculum as it cuts across academic disciplines.
Students will look at the decision making processes in industry with regard to the need to balance business profits and returns on investments with the growing awareness in favor of more sustainable practices. The impact of businesses on communities in both the developed and less-developed countries will be examined, as will the responsibility and governance of issues affecting the stakeholders. In addition, the importance of companies in developing socially responsible strategies will be examined. This will include case studies involving specific industries (e.g., oil & gas) and their ethical role in the integrated, globalized market.
MKT 601 - Marketing in a Global Environment
S. MITEREVA
This course applies an understanding of the competitive global environment, and the creation and implementation of high added-value product and service theories to achieve high marketing management expectations. Additionally, we will examine the planning, pricing, promotion, and directing the flow of a company’s products and services to foreign markets. Marketing in a global environment should be viewed through a series of lenses: the cultural environment of global markets, assessment of global market opportunities, development of global marketing strategies, and implementation of global marketing strategies. Global marketing in this course will be viewed as an integrated discipline combining elements of economics, anthropology, history, demographics, linguistics, law, statistics, politics, geography, and international trade. The challenge of the course (and the excitement of this field of Global Marketing) is the integration of these international and intercultural disciplines in such a way as to promote and maximize marketing mixes and opportunities. We will not expect you to become an expert in this mix of disciplines, but rather to stimulate your interest in contemporary events and critical issues worldwide and how they relate to marketing. From a practical viewpoint, you will learn to put together an International Marketing Portfolio & Business Plan aimed at a certain country.
It is important to point out that this is a graduate course and extremely concentrated: There is a lot of work, and it is important that students keep up with the work schedule that is laid out in the Course Schedule.
RES 601 - Research Methodology
S. MITEREVA
This course provides an overview and motivation for the use of qualitative and quantitative research methods, including observation, interviewing, questionnaires and surveys, and the use of case studies. This course will provide students with the necessary background in research methods to carry out different kinds of research during their graduate studies, but also to be able to recognize in the future what makes good research, whether this is in journalism, social and economic reporting, industry, politics and academia.
This course is designed to provide students with a theoretical knowledge and practical experience to carry out independent research that know when it is academically and scientifically sound.
RES 602 - Research Project
S. MITEREVA
This course will cover all the aspects of thesis project preparation and presentation. These guidelines will help every UBIS student to fulfill the requirements for the preparation, research, writing and successful final presentation of the Report or Thesis.
KAZGUU
FIN 601 - Corporate Finance
J. KOOIMAN
FIN 604 - Finance for International Business
J. KOOIMAN
FIN602 - Financial Markets
LAW601 - Business Law
MGT 604 - Strategic Management
J. KOOIMAN
MGT 605 - Project Management
M. BORLOVAN
MGT 615 - Risk Management in Business
S. FOURNEAUX
MGT 625 - Oil and Gas Management
J. KOOIMAN
MGT603 - Entrepreneurship
MKT 601 - Marketing in a Global Environment
Prof Marc Tonon
LACC
ACC 610 - Intermediate Acounting
BUSN 310 - Export Procedures and Practices
P. LAURENT
ENGL 295 - English Research and Report Writing
M. Kaup
RESEARCH AND REPORT WRITING
ENGL 395
Course Number
ENG 395
Prerequisite
ENGL 102
Term
Course Dates
Time
Instructor
E-mail
Telephone
Office Hours
Campus Location
COURSE DESCRIPTION
This course prepares students for research and report writing required at a professional business level. Gathering and evaluating information are emphasized topics. The course includes report development, report research, report writing and presentation.
TEXTBOOK and INSTRUCTIONAL MATERIALS
Howard R. M. , Taggart A. R., Research Matters: A Guide to Research Writing, McGraw-Hill., 2011
COURSE LEARNING OUTCOMES
Upon successful completion of this course the student will be able to:
- Demonstrate understanding of the purpose of research writing
- Apply the steps of the research writing process
- Identify and use different research sources
- Evaluate research sources
- Plan for research
- Demonstrate improvement of research and note-taking skills
- Use the APA format for citations and references
- Write a coherent research report using the APA format
Methods of Instruction
A variety of instructional techniques will be used in this course including lectures, discussions, and group activities.
Assessment Methods and Grading Policy
Students' grades will be assessed as follows:
Graded Item
Number of Assignments
Points
Total Points
Assignments
6
10
60
Discussion Questions
12
5
60
Quiz
6
10
60
Midterm Project
1
100
100
Final Paper
1
100
100
Total Points
380
Grading Policy
Grade
Percentage
A
94-100
A–
90-93
B+
87-89
B
83-86
B–
80-82
C+
77-79
C
73-76
C-
70-72
D+
67-69
D
63-66
F
<=62
Institutional Information
· Academic Integrity and Ethics
The goal of the Academic Integrity Policy is to define what constitutes appropriate research and reporting methodologies in the academic community and to provide assurance that each student is able to work in an atmosphere free of intellectual dishonesty. Breaches of the Academic Integrity Policy are considered to be serious violations of trust and may result in censure, failure or dismissal from the College.
Academic dishonesty may take many forms, and each is considered to be an equally serious offense. For example:
o Plagiarism includes the intentional use or representation of the thoughts, ideas, of words of another as one’s own work in any assignment including the paraphrasing of information, the duplication of an author’s words or ideas without identifying the source and the failure to properly cite quoted material.
o Cheating includes the intentional giving or receiving (or attempts thereof) of any assistance not authorized in advance by the instructor, including the use of notes, copying or prior knowledge of examination materials.
To help provide an environment conducive to academic integrity, Potomac College uses Turnitin. Turnitin is software that can detect plagiarism. This software may be used by your instructor to make sure that no portion of an essay, research paper, or any writing assignment has been plagiarized from another source.
Any student caught cheating or plagiarizing will receive a failing grade for the assignment and possibly for the course.
For additional information on Academic Integrity and Ethics at Potomac College, please see pages 22-23 in the current Academic Catalog.
· Library
The Potomac College Learning Resource Center/Library is maintained at the Washington DC campus and provides Learning Resource Center support to the Herndon, VA campus. A professional librarian oversees both locations and is generally available at the DC campus when classes are in session.
The library maintains a print collection of approximately 6,000 books and 43,000 e-books (accessible via the Internet). The library also provides access to over 3,400 periodical titles through the EBSCO Host and HWWilson databases. Additionally the Global Road Warrior database provides country studies for 175 countries. The library also provides access to the Smarthinking tutorial service.
Computers providing both Internet access and Microsoft Office Suite are available for faculty, staff, and student use. The Librarian schedules instructional sessions on information literacy, library research skills, internet searching, commercial database searching, and any other library-related topic of interest to faculty and students.
The library’s hours are:
Monday – Thursday 2:30 PM to 8 PM
Saturday 9:00 AM to 3:30 PM
Contact the library:
By phone - 202-274-2331 or 1-888-686-0876 ext 2331
By email – library@potomac.edu
· Writing Style
Potomac College students are required to use the writing format of the American Psychological Association (APA) in all formal writing assignments.
· Class Attendance
Academic success begins with attending class to receive instruction! Therefore, it is imperative that as responsible learners you are present for class during the week, on Saturday, and/or online.
Students that are unable to attend course(s) during the first week must contact their Academic Advisor or Student Services prior to the start of the Term for guidance.
· Students with Disabilities
Students wishing to avail themselves of special accommodations under the Americans with Disabilities Act must disclose special needs at time of admissions; accordingly, every effort is made to make reasonable accommodations. Certain programs may require manual dexterity. Please consult a campus Admissions Office for further information.
For physically challenged students, Potomac College is located on ground level or has appropriate elevator service with ramps to facilitate easy entry. Restrooms are equipped with wide doorways and bars to ensure accessibility.
· Tutoring
SMARTHINKING is a tutoring service that offers academic support. This service will connect you to a tutor anytime, from any Internet connection. For more information, please speak with your instructor or your faculty advisor.
· Tech Support
Phone #: 877-442-4837
E mail: itsupport@potomac.edu
Hours: Monday – Thursday: 9AM - 10 PM
Friday: 9 AM – 7 PM
Saturday, Sunday 10AM - 5 PM
· Campus Security
Potomac College is committed to providing a safe environment for students to learn and staff to work. A copy of the latest campus security report and details on how to report a crime are available online at http://student.potomac.edu
COURSE SCHEDULE
Module 1
Description
Purpose of Research
Read
Textbook, Introduction, Ch. 1
Prepare
1. Participate with at least one response to the on-line discussion that you send to all other students and the professor.
2. Be ready to discuss:
a. What are the usual problems that you experience when writing a research paper? Explain in detail and provide an example. If you have never written a research paper, write about the problems you anticipate on the basis of your experiences in writing other types of papers.
b. What are the best ways to find an interesting research topic for your project?
3. Research project: Idea of the topic. Get a sense of the problem that affect you directly
and that might make fruitful research topics.
4. Quiz
Module 2
Description
Preparing for Research
Read
Textbook, ch. 2 - 4
Prepare
1. Participate with at least one response to the on-line discussion that you send to all other students and the professor.
2. Be ready to discuss:
a. Which invention technique works for you? Why?
b. What factors are important for writing for a general audience?
3. Research project: Present research questions for the topic. Turn one of the questions into a research hypothesis.
4. Quiz
Module 3
Description
Information for Research
Read
Textbook, ch. 5-8
Prepare
1. Participate with at least one response to the on-line discussion that you send to all other students and the professor.
2. Be ready to discuss:
a. How would you choose research sources? What factors should be taken into consideration?
b. Explain your note taking technique. Share your experience with other students.
3. Research project: Make a list of the information sources for your project and evaluate them.
4. Quiz
Module 4
Description
Read
Prepare
Mid term project
Module 5
Description
Citation and Reference
Read
Textbook, Ch. 9-11, 20
Prepare
1. Participate with at least one response to the on-line discussion that you send to all other students and the professor.
2. Be ready to discuss:
a. What are your responsibilities as an author of academic compositions?
b. What should you remember when preparing to conduct an interview?
3. Quiz
Module 6
Description
Draft of the project
Read
Textbook, Ch. `12,13,14,15
Prepare
1. Participate with at least one response to the on-line discussion that you send to all other students and the professor.
2. Be ready to discuss:
a. Which organization is the best for your essay development? Why?
b. What are characteristics of the coherent paragraph?
3. Quiz.
4. Research project: Present a draft of your project. Create possible visuals for your project.
Module 7
Description
Revising and Editing of the Project
Read
Textbook, Ch. 16-17
Prepare
1. Participate with at least one response to the on-line discussion that you send to all other students and the professor.
2. Be ready to discuss:
a. How do you choose your essay title? What factors are important for you?
b. Why is justification not recommended by most style guides for academic writing?
3. Quiz.
4. Research project: Revise your current draft. Make edition to improve your project.
Module 8
Description
Final Project. This final module will also offer the final opportunity for students to discuss their final term essay topic and research with the Professor and fellow students.
Prepare
1. Present your research project.
2. Participate in discussion about student projects.
FIN 601 - Corporate Finance
M. Kaup
FIN 615 - Personal Financial Planning
MCO 607 - Web Strategies
M. Kaup
MGMT 303 - International Business Management
M. Kaup
This course provides a survey of international business management in the context of the increasing economic interdependence of nations. Theories of international business are examined in conjunction with strategic planning, intercultural factors, foreign management techniques, and political risk analysis. The activities of multinational enterprises in home and host countries are also examined.
MGMT 417 - Human Resources Management
S. MITEREVA
MGMT 420 - International Banking and Finance
M. Kaup
This course introduces the basic business transaction patterns, and how they are processed through the accounting cycle. It will include double-entry accounting applying the accrual basis, the elements of Income Statements and Balance Sheets, and end-of-period closing entries. These concepts will be developed through exercises involving hypothetical corporations
MGMT 427 - Operations and Project Management
J. Humphreys
MGMT 435 - Strategic Management and Planning
M. Kaup
Strategic Management and Planning
MGMT435
Course Number MGMT 435
Term
Course Dates
Time
Instructor
E-mail
Telephone
Office Hours
Campus Location Online
COURSE DESCRIPTION
This course presents techniques of strategic planning as a basis for integration and application of principles, skills, and perspectives developed in earlier course to typical management problems.
TEXTBOOK and INSTRUCTIONAL MATERIALS
Wheelen, T.L., Hunger, J.D. (2012). Strategic management and business policy (13th ed): New Jersey. Pearson Prentice Hall. ISBN: 9780132153225
http://www.pearsonhighered.com/educator/product/Strategic-Management-and-Business-Policy-Toward-Global-Sustainability/9780132153225.page#downlaoddiv
COURSE LEARNING OUTCOMES
Upon completion of the course students will be able to:
Comprehend the strategic management/planning methods and approaches
Identify various sources of strategic information
Understand the basic model of strategic management and its components
Acquire skills in strategic analysis and organizational performance
Understand multi-level and cross-functional integration
Analyze cases and integrate current events information into learning
Work in teams and, as individual, focus on strategic learning
Produce an integrative project investigating a significant organizational issue.
METHODS OF INSTRUCTION
A variety of instructional techniques will be used in this course including lectures, discussions, and activities.
METHODS OF EVALUATION
Grading Criteria:
Student’s performance will be periodically assessed and the student will be accordingly counseled. Individual consultation after the classroom will also be made available for additional help.
Graded Item Number of Assignments Points Total Points
Assignments 6 40 240
Discussion Questions 12 30 360
Test 6 10 60
Midterm Project 1 140 140
Final Course Project 1 200 200
Total Points 1000
Grading Scale
A 94-100
A- 90-93
B+ 87-89
B 83-86
B- 80-82
C+ 77-79
C 73-76
C- 70-72
D+ 67-69
D 63-66
D- 60-62
F <= 59
INSTITUTIONAL INFORMATION
Academic Integrity
The goal of the Academic Integrity Policy is to define what constitutes appropriate research and reporting methodologies in the academic community and to provide assurance that each student is able to work in an atmosphere free of intellectual dishonesty. Breaches of the Academic Integrity Policy are considered to be serious violations of trust and may result in censure, failure or dismissal from the College.
Academic dishonesty may take many forms, and each is considered to be an equally serious offense. For example:
Plagiarism includes the intentional use or representation of the thoughts, ideas, of words of another as one’s own work in any assignment including the paraphrasing of information, the duplication of an author’s words or ideas without identifying the source and the failure to properly cite quoted material.
Cheating includes the intentional giving or receiving (or attempts thereof) of any assistance not authorized in advance by the instructor, including the use of notes, copying or prior knowledge of examination materials.
To help provide an environment conducive to academic integrity, Potomac College uses Turnitin. Turnitin is software that can detect plagiarism. This software may be used by your instructor to make sure that no portion of an essay, research paper, or any writing assignment has been plagiarized from another source.
Any student caught cheating or plagiarizing will receive a failing grade for the assignment and possibly for the course.
For additional information on Academic Integrity and Ethics at Potomac College, please see pages 22-23 in the current Academic Catalog.
Library Services
I. Introduction
There are several ways in which Faculty and students may access Potomac College’s, library resources. Users may access the library’s catalog page (OPAC) which identifies the print holdings in the DC campuses library’s collections. The catalog page also contains links to all of College’s current electronic resources. Remote users, lacking direct access to the print collections, may wish to access an individual database or explore the various electronic databases available depending on their information need. Initially, each user must determine their individual information need and what they hope to find. Next the user must determine the access point which suits their immediate need. The information provided below will review access information for the Library’s current resources.
II. Potomac College Catalog:
Please use the link to access the library page at http://opac.libraryworld.com/opac/signin.php . Next type in the library’s name (in lower case) “potomac college library”. Remember to leave a space between each word as shown. No password is required for access to the library page. After typing in the library’s name, click on the login prompt. There are links for all of our electronic resources on the page.
III. Potomac College Databases:
Please use the access information provided to access the databases individually. Keep in mind that the EBSCOHOST databases and Wilson Business Full Text have merged so only one login is required for both. Global Road Warrior is a stand alone database with detailed information (incl. business) on 175 countries.
EBSCO HOST databases Business Source Elite; Regional Business News; Health Business Full-Text; Green File (Environmental) and Wilson Business Full-Text.
URL: http://search.ebscohost.com
User ID: s9051773
Password: trial (lower case)
Global Road Warrior - Country information on 175 countries
URL: www.globalroadwarrior.com
Login: potomrw
Password: roadwarrior
The library’s hours are:
Monday – Thursday: 4:00 PM to 10:00 PM
Saturday: 8:30 AM to 5:30 PM
Contact the library:
By phone - 202-274-2331 or 1-888-686-0876 ext 2331
By email – library@potomac.edu
Class Attendance
Academic success begins with attending class to receive instruction! Therefore, it is imperative that as responsible learners you are present for class during the week, on Saturday, and/or online.
Students that are unable to attend course(s) during the first week must contact their Academic Advisor or Student Services prior to the start of the Term for guidance.
Students with Disabilities
Students wishing to avail themselves of special accommodations under the Americans with Disabilities Act must disclose special needs at time of admissions; accordingly, every effort is made to make reasonable accommodations. Certain programs may require manual dexterity. Please consult a campus Admissions Office for further information.
For physically challenged students, Potomac College is located on ground level or has appropriate elevator service with ramps to facilitate easy entry. Restrooms are equipped with wide doorways and bars to ensure accessibility.
Tutoring Services
SMARTHINKING is a tutoring service that offers academic support. This service will connect you to a tutor anytime, from any Internet connection. For more information, please speak with your instructor or your faculty advisor.
Campus Security
Potomac College is committed to providing a safe environment for students to learn and staff to work. A copy of the latest campus security report and details on how to report a crime are available online at http://student.potomac.edu
Course Schedule:
Weekly Objectives Assignments
Module 1
- Study the phases and benefits of strategic management
- Understand the impact of globalization
- Learn the basic model of strategic management
- Define corporate governance
- Understand the role of the Board of Directors and top management
• Reading Assignment – Chapters 1- 3
• Discussion – DQ1 & DQ2
• Lecture Presentations:
o Chapter 1
o Chapter 2
o Chapter 3
• Assignment # 1:
Introduction
Students will review the following case study and complete the assignment tasks.
CASE ABSTRACT
The Recalcitrant Director at Byte, Inc.:
Corporate Legality Versus Corporate Responsibility
Mr. James Elliot, CEO and Chairman of Byte Products, Inc., presents his recommendation to the Board of Directors to purchase an existing plant in Plainville as a temporary plant until the new one is on line in three years. All on the Board except one (10–1) seem to favor the proposal. What ensues is the discussion between Elliott and Kevin Williams, board member, over the proposal to purchase a plant with the intention of closing it in three years.
Byte Products has three existing plants operating at full capacity (24 hours a day and 7 days a week). The new plant proposed to be built in the southwestern United States will require three years before it is fully on line. This means that Byte cannot meet the anticipated demand for its products. Alternative courses have been explored - (1) license Byte products and technology to other United States manufacturers, and (2) overseas facilities and licensing. Top management found an existing plant in Plainville, New England, that would meet the company’s immediate production needs until the new plant will be online in three years. The Plainville facility had been closed for the last eight years. It would take about three months to get the Plainville plant online.
The discussion between Elliott and Williams focuses on the impact on the town and on the potential 1,200 employees of opening this temporary plant. The town and the townspeople had gone through a catastrophic closing eight years ago when the plant in question was closed. After a lengthy discussion between Elliot and Williams, a recess in the meeting is called. When the board meeting is reconvened, a major shift has taken place. The vote could be 7–4, or 6—5 for the proposal, but Elliott desires a unanimous vote. As the case ends, Williams is asked if a compromise can be reached. He responds, respectively, "I have to say no."
Decision Date: No Date Sales: $265,000,000
II. CASE ISSUES AND SUBJECTS
Corporate Governance
Local Community Strategic Alternatives
Board of Directors’ Role Communications
Corporate Stakeholders Ethics and Values
Opening and Closing of Strategic Decision Making
Plants Social Responsibility to
• Impact on Town Local Community
• Impact on Employees
III. STEPS COVERED IN STRATEGIC DECISION-MAKING PROCESS
Assignment Tasks
Respond to the following questions. Incorporate concepts, theories, and terms from the textbook in your responses.
1. If you were one of the board members, how would you have initially voted for the proposal? What would your vote be after the recess in the meeting? Why?
2. Should the Byte executives tell the town administrators, and potential employees that this is a temporary plant for three years?
3. What impact does a plant closing have on a small town like Plainville? What impact does the closing have on the employees?
4. Can you suggest any compromise for the present impasse?
5. If you were Elliott, would you call for a vote on your proposal or postpone the vote until next meeting?
Module 2
- Study the phases and benefits of strategic management
- Understand the impact of globalization
- Learn the basic model of strategic management
- Define corporate governance
- Understand the role of the Board of Directors and top management
• Reading Assignment – Chapter 3 - 4
• Discussion – DQ3 & DQ4
• Lecture Presentations:
o Chapter 3
o Chapter 4
• Assignment # 2
Introduction
Students will read the following case “Everyone Does It” and respond to the questions under Assignment Tasks. Students will identify and apply relevant concepts from Section 3.2, Ethical Decision Making to the situation described in this case.
Everyone Does It (Case Abstract)
When Jim Willis, Marketing VP learns that the launch date for the company’s new satellite will be late by at least a year, he is told by the company’s president to continue using the earlier published date for the launch. When Jim protests that the use of an incorrect date to market contracts was unethical, he is told that spacecraft are never launched on time and that it is common industry practice to list unrealistic launch dates. If a realistic date was used, no one would contract with the company.
Assignment Tasks
Respond to the following questions. Incorporate concepts, theories and terms from the textbook to support your responses and demonstrate that you understand and can apply the learning material.
1. What are sources of the factors, which created the ethical dilemma? Explain in detail.
2. Is it ever appropriate to withhold negative information from the client?
3. What should ISI do? Provide a realistic response.
4. What is meant by the term, “industry practice”? Is this an example of moral relativism?
5. In what level of moral development is Jim Willis? His boss, Fred Ballard? Explain in detail.
6. Would a code of ethics have prevented/resolved this ethical dilemma? What should be in a code of ethics? What if ISI had a Code of Ethics which stated that proprietary information could not be disclosed to anyone outside the company and allowed no exceptions?
7. What would the utilitarian approach to ethical behavior say about full disclosure vs. withholding? Individual rights approach? Justice approach? Kant’s categorical imperatives?
Module 3
- Identify the core competence of a firm
- Discuss the different business models
- Understand basic organizational structures
- Demonstrate the application of a SWOT Analysis.
- Discuss the importance of a firm’s mission and objectives.
• Reading Assignment – Chapters 5- 6
• Discussion – DQ5 & DQ6
• Lecture Presentations:
o Chapter 5
o Chapter 6
• Assignment # 3
Assignment Tasks
Read the following case and respond to the questions below.
CASE ABSTRACT: LI & FUNG: GLOBAL VALUE CHAIN CONFIGURATOR
Li & Fung Limited was a Hong Kong-based global consumer goods trading company and a manager of customers’ supply chains. It was one of the world’s leading textile export traders and the largest textile trader to the U.S. In 2004 it announced that it had become the first wholly-owned foreign trading company to be offered direct export rights in China. The company was authorized to export China-sourced goods directly to customers worldwide and to import raw materials for manufacturing in China. Previously, Li & Fung had been dependent upon Chinese partners for exporting from China. This license freed the group from many Chinese trading restrictions. As a result, Li & Fung was increasing the number of its offices in China from 16 in 2004 to 36 by 2007.
In 2004, Li & Fung faced a number of challenges, such as a slowdown in its overall revenue and net profit growth, heavy dependence on the U.S. market, declining market share in Europe, and negligible revenue growth in the rapidly growing Asian markets. The company was concerned that its major competitor in value chain configuration, William E. Connor & Associates, would soon match Li & Fung’s strengths in sourcing and its customer base. Li & Fung’s management was wondering how it could utilize the recently-acquired direct export license from China to strengthen its position in the global export trading market.
Decision Date: Early 2004 2003 FY Sales: HK$42.6 billion
2003 FY Net Income: HK$1.22 billion
Assignment Questions:
1. Li & Fung owes much of its ongoing success to its expertise in global value chain configuration. Define the concept of value chain and critically discuss the importance of value chain management for global companies. How did Li & Fung use the value chain configuration in its globalization process?
2. According to John Mathews, a Professor of Management in Macquarie Graduate School of Management, Sydney; and the author of “Dragon Multinational: A New Model for Global Growth,” Li & Fung is one of the first truly global companies. Describe the various stages in the globalization process. Examine the role played by alliances and acquisitions in a company’s globalization strategy, with specific reference to Li & Fung.
3. William Fung believes that Li & Fung is an information and knowledge-based business. Discuss the importance of knowledge management for global companies. Describe the knowledge management initiatives typically taken by global companies and examine the implementation process of a knowledge management system at a company. Study Li & Fung’s organizational structure and examine how such a structure enables efficient and effective knowledge management at the company.
4. According to William Fung, it has always been a policy at Li & Fung to embrace information technology (IT) in all aspects of the company’s business to provide more value added services to its customers worldwide. Critically comment on the importance of IT for global companies. How did Li & Fung use IT to enhance its global competitiveness?
Module 4
- Comprehend the strategic management/planning methods and approaches
- Identify various sources of strategic information
- Understand the basic model of strategic management and its components
- Acquire skills in strategic analysis and organizational performance
- Understand multi-level and cross-functional integration
- Analyze cases and integrate current events information into learning
- Work in teams and, as individual, focus on strategic learning
- Produce an integrative project investigating a significant organizational issue. • Reading Assignment – Chapters 7.
• Discussion – DQ7
• Lecture Presentations:
o Chapter 7
• Midterm Project:
Introduction
Today, the global market became too competitive and companies that will survive are those that have leaders capable of taking the company to the next level.
They have to come up with strategies that will differentiate them from other competitors.
Assignment Tasks
Write a 3-5 page essay.
Module 5
• Understand the functional strategy approach
• Discuss the process of selecting the best strategy
• Learn the importance of business policies development
• Explain the process of developing programs, budgets and procedure
• Discuss strategy implementation
• Reading Assignment – Chapter 8 - 9
• Discussion – DQ8 & DQ9
• Lecture Presentations:
o Chapter 8
o Chapter 9
• Assignment #5
Introduction
Students will review the following case study and complete the assignment tasks.
Case 9
Guajilote Cooperativo Forestal: Honduras
(See pages 9-1 to 9-5)
I. CASE ABSTRACT
Guajilote (pronounced wa-hee-low-tay) was a forestry cooperative operating out of Chaparral, a small village located in the buffer zone of La Muralla National Park in Honduras’ Olancho province. The Guajilote Cooperativo Forestal had been given the right to exploit naturally fallen mahogany in La Muralla’s buffer zone. After locating a fallen tree, workers cut up the tree and transported the resulting wood out of the forest. They then sold the wood to a distributor who transported and resold the wood to furniture markers in Honduran cities.
Guajilote appeared to be a reasonably successful enterprise providing useful work and better pay than the cooperative’s members could earn as subsistence farmers. It was managed by Santos Munguia, a rising and well-connected leader who, through the use of his political connections, had successfully increased the price the distributor paid to the cooperative for its wood.
In 1998, the cooperative was facing some important issues. The potential size of its membership and the growth of its operations were limited by the amount of mahogany it could produce annually. Its inability to transport the cut wood to major population centers meant that the cooperative had to sell its wood to a distributor thereby restricting Guajilote’s profit potential. The mahogany trees were themselves threatened by forest fires, illegal logging, and by slash and burn agriculture. There was a possibility of increasing international trade restrictions if the mahogany species continued to decrease worldwide. Given these concerns, what should Guajilote do to not only increase its chances of survival, but also to grow in size and in sales over the coming years?
Decision Date: 1998 1997 Revenues: $ 22,153
1997 Profits: Not Available
II. CASE ISSUES AND SUBJECTS
Forestry Cooperative Honduras
Vertical Integration Central America
Value Chain Strategy Formulation
Growth Strategies Competitive Strategy
Differentiation Strategy SWOT Analysis
Ecology Versus Economic
Development Societal Forces in International
Business
Political/Legal Forces Mission
Distinctive Competency Executive Leadership
Competitive Advantage Entrepreneurial Venture
Stages of Corporate Development Economic Development
Lifestyle Business Corporate Strategy
Strategic Alternatives
III. STEPS COVERED IN STRATEGIC DECISION-MAKING PROCESS
O = Emphasized in Case X = Covered in Case
DISCUSSION QUESTIONS:
1. What are the strengthsand weaknesses of Guajilote?
2. What are the opportunities and threats facing Guajilote?
3. What are the strategic factors facing Guajilote?
4. Does Guajilote have any core competencies? If yes, what are they?
5. Does Guajilote have a distinctive competency? If yes, what is it?
Module 6
• Summarize the strategy importance of staffing decisions.
• List the importance of corporate culture.
• Explain the evaluation and control process in strategic management.
• Identify the different types of evaluation and control.
• Recall the problems in measuring performance.
• Reading Assignment – Chapter 10 -11
• Discussion – DQ10 & DQ11
• Lecture Presentations:
o Chapter 10
o Chapter 11
• Assignment #6
Introduction
Review the following case study and write a recommendation. Include a discussion on the topics noted under Assignment Tasks.
THE FUTURE OF GAP, INC.
CASE ABSTRACT
Founded in 1969 by Donald Fisher, Gap, Inc. was a leading specialty retailer operating primarily in North America offering clothing, accessories, and personal care products under the Gap, Banana Republic, and Old Navy brands. Paul Pressler, who replaced Mickey Drexler as the CEO of Gap, Inc. in 2002, introduced a turnaround strategy. Whereas, Drexler had been known as a merchandising genius, Pressler was known as a numbers man. Pressler emphasized cutting costs and redefining each brand’s line of clothing. Sales increased in 2003, but then faltered. Key merchandising and design people, who had worked under Drexler, were leaving the firm. By 2004, the company was again in trouble. Pressler changed the strategy in mid-2004 to generate growth by investing in the stores and introducing a new marketing campaign. Pressler also used franchise agreements with leading retailers in S.E. Asia to open Gap and Banana Republic stores in the region. In addition, the company introduced a new store chain, Forth & Towne, in 2005 for women over 35. As a result, Gap, Inc.’s capital expenditures were among the highest in the industry.
In 2006, the company operated 3,070 Gap, Banana Republic, Forth & Towne, and Old Navy stores throughout the U.S., Canada, the UK, France, and Japan. The company was organized into the four divisions of Old Navy, Gap, Banana Republic, and Others (including Forth & Towne and International). Sales and net earnings fell in 2005 and continued to fall through 2006. Of the four divisions, only Banana Republic showed increasing sales. Tired of declining sales, the board of directors hired Goldman Sachs to explore strategies ranging from the sale of its stores to spinning off a single division. Any strategic decision would have to be approved by the company’s founding family, the Fishers, who still controlled more than 30% of the stock. The company’s market value in January 2007 was estimated to be $16.4 billion.
Assignment Tasks
Write a recommendation in which you include responses to the following:
1. Discuss Porter’s industry analysis forces and how each force pertains to the Gap? Explain.
2. Discuss the CEO’s turnaround strategy?
3. Is there synergism between the Gap’s three divisions?
4. Discuss the Gap’s hiring of Goldman Sacks.
5. Can the Gap develop a differentiation strategy based on plus- size market for women?
Module 7
• Understand the critical role of Management .
• Explain the importance of technological competence.
• Discuss the different categories of innovation.
• List the importance of Entrepreneurship and small business development.
• Describe issues that impact corporate governance.
• Reading Assignment – Chapter 12
• “Discussion – DQ12 & DQ13
• Lecture Presentations:
o Chapter 12
• Assignment #7 :
Assignment 7
CASE 12
REORGANIZING YAHOO!
I. CASE ABSTRACT
Yahoo!, founded in 1995, created the first successful Internet search engine. Like other Internet companies, it used a business model based on traditional broadcast media. More than 85% of its revenues came from the sale of banners and sponsorship advertising with the remaining coming from business services and e-commerce transactions. The company grew rapidly through acquisitions. By 2001, however, online ad sales declined, forcing out Yahoo’s CEO. Google, a new entrant into the Internet search engine business with superior search engine technology, had begun to eat into Yahoo’s market share.
Yahoo was losing its identity. Was it a search engine, a portal, or a media company? Yahoo was still the most visited web site on the Internet with 500 million visitors monthly with revenues of $4.5 billion for the first three quarters of 2006. Google, in contrast, had 380 million visitors with revenues of $7.2 billion for the same period. To better compete with Google’s popular AdWords ranking model, Yahoo launched its new algorithm and ranking model, Panama. Nevertheless, Yahoo’s share of total online searches declined from 30.5% in July 2005 to 28.8% in July 2006. Net income declined in 2006. Yahoo’s problems were compounded by its complex matrix structure. The company’s top-down approach stifled creativity. Overlapping responsibilities were slowing down the decision-making process and creating conflict.
On December 5, 2006, Yahoo’s CEO announced a reorganization of the company into three groups. It was hoped that a new mission statement and a new structure would make Yahoo leaner and more responsive to customers. Would this be enough to turnaround the company?
Decision Date: January 2007 2006 FY Sales: $6,426 million
2006 FY Net Income: $751 million
DISCUSSION QUESTIONS
1. What are the strengths and weaknesses of Yahoo.
2. What are the opportunities and threats facing Yahoo.
3. What are the strategic factors facing Yahoo.
4. Does Yahoo have any core competencies? If ‘yes’, what are they?
5. Does Yahoo have a distinctive competency? If ‘yes’, what is it?
6. How can Yahoo develop a sustainable strategy for the future?
7. How important is it to Yahoo that its 2 new launched products be successful.
8. How did Yahoo lose its identity in the market place?
9. Can Yahoo develop a strategy to regain its loss identify? Please explain.
Module 8
- Identify sources of not-for-profit revenue
- Learn different patterns in strategic decision making
- understand the impact of strategic formulation, implementation and control in not-for-profit organizations
• Reading Assignment – Chapter 22
• Lecture Presentations:
o Chapter 22
• Final Project:
Final Exam - you must complete both parts of the final exam.
Final Exam - Part 1
You will write a 5-6 page paper on one of the topics listed below. If you would prefer to write on another topic, be sure to get your instructor's permission beforehand. Alternat topics not approved by the instructor will receive a grade of 0. Be sure to include the following components in your paper: cover page with your nam, date, title of the course, and instructor's name (please make sure you have spelt it correctly), introduction, body (one thought or idea per paragraph), conclusion, reference page with a minimum of 5 sources (be sure to cite them using the APA format). See Potomac College Writing Standards Guide “Writing across the Curriculum" for more information. At this time, students may visit the library, use the electronic library, or conduct literature searches on the Internet as a part of in class research.
List of topics:
1. Issues related to Corporate Governance.
2. Uses of Environmental Scanning and Industry Analysis.
3. Managing Technology and Innovation
4. Developing strategy for entrepreneurial ventures and small business.
5. Discuss the use of evaluation and control process.
________________________________________
Final Exam - Part 2
Potomac College’s mission is to provide quality educational experiences and opportunities to a diverse community of learners. These experiences and opportunities will challenge learners to achieve the following outcomes:
• Critical Thought and Knowledge Acquisition
• Effective Communication
• Ethical Reasoning
In a 2-3 page paper write what examples can you provide that aided you in achieving all of the outcomes listed above? What elements could have been added to this course to help you achieve these outcomes?
MGT 603 - Entrepreneurship
S. MITEREVA
MGT 604 - Strategic Management
M. Kaup
MGT 605 - Project Management
J. Humphreys
MRKT 324 - International Marketing
M. Kaup
UBIS UG - International Marketing
RES 602 - Research Thesis
M. Kaup
RESP 480 - Capstone project
M. Kaup
SOCI 233 - Cross Cultural Communication
M. Kaup
This course discusses behavioral differences that affect international business, on the cultural differences between nations and how these differences affect social organizations, management of multinational corporations. In addition, this course discusses skills and behaviors that are perceived as effective leadership characteristics in one culture are not necessarily those that will be effective in a different culture.
MMC-MYANMAR
FIN 603 MMC - MMC MA: Investment Management
K. Luciani
The purpose of this course is to help students understand how to manage money and investments so that the individuals or organizations will derive the maximum benefit from what they earn. To accomplish this, students will learn about the investment alternatives currently available. The purpose is to develop methods of analyzing and master concepts about investments that will remain with the students in the future when new and different opportunities are available.
MGT 602 MMC - MMC Organizational Culture
E. KRISHNAN
MGT 603 MMC - MMC MA: Entrepreneurship
W. BOEING
The course objective is to develop a pragmatic knowledge for some of the most important factors leading towards creating a successful business. Planning your moves, and creation of a viable business planning is key to success. Considerable emphasis is allocated to understanding many key abilities of a successful entrepreneur, including the characteristics of the successful heroes of modern entrepreneurship. The business plan elements underpinning the successful thinking ahead, and including core tools of marketing, finance, sales and general management planning.
MGT 605 MMC - MMC MA: Project Management
W. BOEING
Study Project Management and its life cycle: resources, cost, time and risks; work and product breakdown structures; tendering and contracting processes; and planning, building, and leading the team and execution.
MMC RES 601 - MMC Research Methodology
E. KRISHNAN
POTOMAC
FIN 350 - PO UG - International Banking & Finance
PO UG - International Banking & Finance
MGMT 250 - PO UG - Introduction to Business Analysis
PO UG - Introduction to Business Analysis
MGMT 315 - PO UG - Managerial Accounting & Financial An
PO UG - Managerial Accounting & Financial Analysis
MGMT 417 - PO UG - Human Resources Management
PO UG - Human Resources Management
MRKT 424 - PO UG - International Marketing
PO UG - International Marketing
MRKT 425 - PO UG - Consumer Behaviour
PO UG - Consumer Behaviour
UBIS
ACC 601 - Accounting for Decision Making
S. MITEREVA
ACCT 101 - Accounting I
S. MITEREVA
This course provides an introduction to business accounting. Topics include accounting concepts and principles, financial statements, internal control design, and accounting for partnerships.
ACCT 102 - Accounting II
M. Elkin
This course extends the concepts of Accounting I to cover procedures for larger or more complex business entities. It will demonstrate Special Journals, Corporate accounting, and end-of-year adjustments for Fixed Assets, Receivables, and Inventory.
ACCT 210 - Cost Accounting
S. MITEREVA
This course provides an introduction to the basic concepts of analyzing costs for purposes of managerial planning and control. The traditional job and process costing procedures are studied, along with the analysis of cost behavior, standard costing, budgeting, and costs that are relevant for making decisions.
BUS 120 - Business Law
S. MITEREVA
This course provides students with detailed knowledge of the laws relating to contracts, commerce, property, business crimes, torts, and employment. It develops an awareness of business situations requiring legal counsel and a familiarization with the overall structure of the American legal system.
BUS 270 - International Business Law
P. Khanwilkar
This course introduces students to the principles of public and private international law. It addresses the legal problems of doing business in developed, developing and non-market countries, together with the economic and political issues that commonly arise.
BUSN 110 - Foundations of Business
S. MITEREVA
The course introduces the student to the contemporary business world, the business of managing, people in organizations, the principles of marketing, and financial issues.
BUSN 210 - Business Mathematics
M. PAPADOPOULOU
The main objective of this course is to introduce students to the basic math concepts such as fractions, decimals, percentages, whole numbers, discounts, markups and markdowns. This course will also review the real world application of math related to banking, payroll office calculations and how interest is charged when someone borrows money via a promissory note.
BUSN 224 - Foreign Area Studies
S. MITEREVA
UBIS UG - Foreign Area Studies
BUSN 240 - Business Ethics
A. HAUT
The course examines the increasingly complex set of interrelationships among business, government and society. The course also addresses the issue of business etiquette and professional attire.
BUSN 301 - International Business Law
V. KREBS
This course introduces the student to the principles of public and private international law. It addresses the legal problems of doing business in developed, developing and non-market economy countries, together with the economic and political issues that commonly arise.
BUSN 310 - Export Procedures and Practices
P. LAURENT
This course will provide students with the basic body of knowledge and mechanics needed to successfully undertake and explore every avenue of exporting. A description of the essentials as well as the parameters of exporting will be given.
COMP 125 - Introduction to Computer Fundamentals
J. Lucot
This course introduces fundamental concepts in computer hardware, software, applications, networking, applications, and ethics in computing, computer security and Microsoft office suit.
ECO 601 - International Economics
M. Elkin
This course aims to provide students with a detailed understanding of the international dimensions of economic activity and the inter-relationship between national and international economic performance. The modules show how the tools of micro and macroeconomic analysis can be used to evaluate contemporary developments in the world economy and the forces influencing globalization. It also provides a critical appreciation of problems related to the design of economic policy in an international environment.
ECON 201 - Principles of Economics
S. MITEREVA
This course covers an introduction to both microeconomics and macroeconomics. It introduces students to economic theories, methods, and principles with an emphasis on the development of critical thinking skills and the analysis of controversial issues in the field. Macroeconomic topics include: supply and demand; national income and product; saving, consumption and investment; income determination; money supply and deposit creation; monetary and income analysis and alternative economic theories. Microeconomic topics include: demand and utility; cost analysis; long-run supply; profit maximization; competition; production theory; pricing of factor inputs; interest; international trade and current economic problems.
ENGL 101 - English Composition I
S. MITEREVA
This course improves student understanding and application of the writing process. Included are selecting and restricting topics, understanding audience and purpose; devising a plan of development; identifying appropriate supporting details and evidence; proper grammar usage and subordination; coordination, unity; coherence; consistence in format and style; and conciseness. Skills used to develop writing a research paper are emphasized.-
ENGL 102 - English Composition II
S. MITEREVA
This course in English composition is designed to facilitate a better understanding of writing as a tool of critical analysis.
ENGL 295 - English Research and Report Writing
S. MITEREVA
RESEARCH AND REPORT WRITING
ENGL 395
Course Number
ENG 395
Prerequisite
ENGL 102
Term
Course Dates
Time
Instructor
E-mail
Telephone
Office Hours
Campus Location
COURSE DESCRIPTION
This course prepares students for research and report writing required at a professional business level. Gathering and evaluating information are emphasized topics. The course includes report development, report research, report writing and presentation.
TEXTBOOK and INSTRUCTIONAL MATERIALS
Howard R. M. , Taggart A. R., Research Matters: A Guide to Research Writing, McGraw-Hill., 2011
COURSE LEARNING OUTCOMES
Upon successful completion of this course the student will be able to:
- Demonstrate understanding of the purpose of research writing
- Apply the steps of the research writing process
- Identify and use different research sources
- Evaluate research sources
- Plan for research
- Demonstrate improvement of research and note-taking skills
- Use the APA format for citations and references
- Write a coherent research report using the APA format
Methods of Instruction
A variety of instructional techniques will be used in this course including lectures, discussions, and group activities.
Assessment Methods and Grading Policy
Students' grades will be assessed as follows:
Graded Item
Number of Assignments
Points
Total Points
Assignments
6
10
60
Discussion Questions
12
5
60
Quiz
6
10
60
Midterm Project
1
100
100
Final Paper
1
100
100
Total Points
380
Grading Policy
Grade
Percentage
A
94-100
A–
90-93
B+
87-89
B
83-86
B–
80-82
C+
77-79
C
73-76
C-
70-72
D+
67-69
D
63-66
F
<=62
Institutional Information
· Academic Integrity and Ethics
The goal of the Academic Integrity Policy is to define what constitutes appropriate research and reporting methodologies in the academic community and to provide assurance that each student is able to work in an atmosphere free of intellectual dishonesty. Breaches of the Academic Integrity Policy are considered to be serious violations of trust and may result in censure, failure or dismissal from the College.
Academic dishonesty may take many forms, and each is considered to be an equally serious offense. For example:
o Plagiarism includes the intentional use or representation of the thoughts, ideas, of words of another as one’s own work in any assignment including the paraphrasing of information, the duplication of an author’s words or ideas without identifying the source and the failure to properly cite quoted material.
o Cheating includes the intentional giving or receiving (or attempts thereof) of any assistance not authorized in advance by the instructor, including the use of notes, copying or prior knowledge of examination materials.
To help provide an environment conducive to academic integrity, Potomac College uses Turnitin. Turnitin is software that can detect plagiarism. This software may be used by your instructor to make sure that no portion of an essay, research paper, or any writing assignment has been plagiarized from another source.
Any student caught cheating or plagiarizing will receive a failing grade for the assignment and possibly for the course.
For additional information on Academic Integrity and Ethics at Potomac College, please see pages 22-23 in the current Academic Catalog.
· Library
The Potomac College Learning Resource Center/Library is maintained at the Washington DC campus and provides Learning Resource Center support to the Herndon, VA campus. A professional librarian oversees both locations and is generally available at the DC campus when classes are in session.
The library maintains a print collection of approximately 6,000 books and 43,000 e-books (accessible via the Internet). The library also provides access to over 3,400 periodical titles through the EBSCO Host and HWWilson databases. Additionally the Global Road Warrior database provides country studies for 175 countries. The library also provides access to the Smarthinking tutorial service.
Computers providing both Internet access and Microsoft Office Suite are available for faculty, staff, and student use. The Librarian schedules instructional sessions on information literacy, library research skills, internet searching, commercial database searching, and any other library-related topic of interest to faculty and students.
The library’s hours are:
Monday – Thursday 2:30 PM to 8 PM
Saturday 9:00 AM to 3:30 PM
Contact the library:
By phone - 202-274-2331 or 1-888-686-0876 ext 2331
By email – library@potomac.edu
· Writing Style
Potomac College students are required to use the writing format of the American Psychological Association (APA) in all formal writing assignments.
· Class Attendance
Academic success begins with attending class to receive instruction! Therefore, it is imperative that as responsible learners you are present for class during the week, on Saturday, and/or online.
Students that are unable to attend course(s) during the first week must contact their Academic Advisor or Student Services prior to the start of the Term for guidance.
· Students with Disabilities
Students wishing to avail themselves of special accommodations under the Americans with Disabilities Act must disclose special needs at time of admissions; accordingly, every effort is made to make reasonable accommodations. Certain programs may require manual dexterity. Please consult a campus Admissions Office for further information.
For physically challenged students, Potomac College is located on ground level or has appropriate elevator service with ramps to facilitate easy entry. Restrooms are equipped with wide doorways and bars to ensure accessibility.
· Tutoring
SMARTHINKING is a tutoring service that offers academic support. This service will connect you to a tutor anytime, from any Internet connection. For more information, please speak with your instructor or your faculty advisor.
· Tech Support
Phone #: 877-442-4837
E mail: itsupport@potomac.edu
Hours: Monday – Thursday: 9AM - 10 PM
Friday: 9 AM – 7 PM
Saturday, Sunday 10AM - 5 PM
· Campus Security
Potomac College is committed to providing a safe environment for students to learn and staff to work. A copy of the latest campus security report and details on how to report a crime are available online at http://student.potomac.edu
COURSE SCHEDULE
Module 1
Description
Purpose of Research
Read
Textbook, Introduction, Ch. 1
Prepare
1. Participate with at least one response to the on-line discussion that you send to all other students and the professor.
2. Be ready to discuss:
a. What are the usual problems that you experience when writing a research paper? Explain in detail and provide an example. If you have never written a research paper, write about the problems you anticipate on the basis of your experiences in writing other types of papers.
b. What are the best ways to find an interesting research topic for your project?
3. Research project: Idea of the topic. Get a sense of the problem that affect you directly
and that might make fruitful research topics.
4. Quiz
Module 2
Description
Preparing for Research
Read
Textbook, ch. 2 - 4
Prepare
1. Participate with at least one response to the on-line discussion that you send to all other students and the professor.
2. Be ready to discuss:
a. Which invention technique works for you? Why?
b. What factors are important for writing for a general audience?
3. Research project: Present research questions for the topic. Turn one of the questions into a research hypothesis.
4. Quiz
Module 3
Description
Information for Research
Read
Textbook, ch. 5-8
Prepare
1. Participate with at least one response to the on-line discussion that you send to all other students and the professor.
2. Be ready to discuss:
a. How would you choose research sources? What factors should be taken into consideration?
b. Explain your note taking technique. Share your experience with other students.
3. Research project: Make a list of the information sources for your project and evaluate them.
4. Quiz
Module 4
Description
Read
Prepare
Mid term project
Module 5
Description
Citation and Reference
Read
Textbook, Ch. 9-11, 20
Prepare
1. Participate with at least one response to the on-line discussion that you send to all other students and the professor.
2. Be ready to discuss:
a. What are your responsibilities as an author of academic compositions?
b. What should you remember when preparing to conduct an interview?
3. Quiz
Module 6
Description
Draft of the project
Read
Textbook, Ch. `12,13,14,15
Prepare
1. Participate with at least one response to the on-line discussion that you send to all other students and the professor.
2. Be ready to discuss:
a. Which organization is the best for your essay development? Why?
b. What are characteristics of the coherent paragraph?
3. Quiz.
4. Research project: Present a draft of your project. Create possible visuals for your project.
Module 7
Description
Revising and Editing of the Project
Read
Textbook, Ch. 16-17
Prepare
1. Participate with at least one response to the on-line discussion that you send to all other students and the professor.
2. Be ready to discuss:
a. How do you choose your essay title? What factors are important for you?
b. Why is justification not recommended by most style guides for academic writing?
3. Quiz.
4. Research project: Revise your current draft. Make edition to improve your project.
Module 8
Description
Final Project. This final module will also offer the final opportunity for students to discuss their final term essay topic and research with the Professor and fellow students.
Prepare
1. Present your research project.
2. Participate in discussion about student projects.
FIN 601 - Corporate Finance
M. Elkin
Any decision that a business makes has financial implications and any decision which affects the finances of that business is a corporate finance decision. This course will examine corporate finance within that framework. This course will also focus on specific areas and issues such as the evaluation of capital investment projects, the problem of risk adjustment in such decisions, capital structures, dividends and share buy-backs, sources of capital, issuing securities, cash and working capital management, and mergers and acquisitions.
FIN 602 - Financial Markets and Institutions
S. MITEREVA
This course will provide students with an understanding of today's financial markets, instruments, and institutions. In addition, it also exposes students to current developments in the financial system. Students will develop a comprehension of the interesting interreltionships between and among the various financial institutions, instruments, and markets. Students will also recognize the essential relationship between risk and expected returns for many financial instruments available to investors.
FIN 603 - Investment Management
S. MITEREVA
This course adopts a structured “top-down” approach to portfolio design: selection of the most attractive region, followed by country, industry, sector, and lastly, the individual company. The various forms of market index and their use as investment benchmarks are explained. This course then goes on to examine management techniques for both equity and fixed-interest portfolios, looking at both “performance” and “value” approaches to equity selection. The final evaluation is based on the construction and presentation of detailed portfolios for a variety of clients, personal and institutional.
FIN 604 - Finance for International Business
S. MITEREVA
A key factor in international business is the need to operate in a multi-currency environment. The course looks at the way in which the foreign exchange markets have developed, and how they operate. The determination of spot and forward rates is explained, and students are taught to calculate interest-parity forward prices and to look for arbitrage opportunities. The different concepts of foreign exchange exposure are discussed, which then leads to a detailed study of hedging operations, using both traditional methods and the derivative instruments introduced in “Financial Markets and Institutions”.
The scope and the content of international business have been evolving very fast the last twenty years: deregulation of markets, product innovations, technological changes. Capital markets become more and more integrated and understanding of international business is nowadays necessary to any student of international matters or to any manager in multinational firms or institutions.
GNED 112 - Student Success Strategy
S. MITEREVA
This course is designed to assist the student in the successful transition to UBIS and help you create greater academic success in university. Students will develop an understanding of Information Literacy and implement practices to demonstrate how information is used to enhance their knowledge of core course concepts such as time-management, note-taking, active listening, test-taking, and career development and understand the importance of using reliable and valid sources. Students will search the Internet and library databases, and demonstrate their ability to evaluate and organize information from a variety of sources. The course provides academic assessment strategies using one's cognitive critical thinking skills, preferred learning style, and study skills that contribute to lifelong learning. Students are required to actively participate and engage in exercises that build on their confidence, self-esteem, and sense of empowerment.
INR 306 - Geopolitics and International Cooperation
UBIS UG - Geopolitics & International Cooperation
INR 306 - Geopolitics and International Cooperation
UBIS UG - Geopolitics & International Cooperation
INR 602 - Processes and Networks in IR
O. CERCHEZ
INR 603 - Global Governance - Actors and Interests
O. CERCHEZ
The course will introduce other international actors such as International Governmental Organizations (IGOs), inter-governmental organizations (INGOs) and international business associations that also play a role in international relations. An important part of the course will be to explore the nature of advocacy and its use in terms of "consultative status" within the United Nations system.
INR 604 - International Political Economy
O. CERCHEZ
The objective of this course is to provide students with a clear vision of the role that international economics plays in global politics. Students will examine how national economic policies and objectives, the international flow of capital and goods, and the economic role of international organizations are influenced by national and international political decisions. The course will focus on contemporary issues in the field, the historical background of these issues, and a discussion and examination of case studies highlighting theoretical and applied pragmatic differences in globalization.
INR 607 - North South Relation
O. CERCHEZ
The great difference in wealth, living standards and quality of life between the countries usually considered as "the less industrialized South" and those labeled as "highly industrialized North" are significant for a comprehensive understanding of international relations. This course will help students understand the interdependence that exists between these two global regions and how official governmental development assistance and trade affect these relations. Students will be required study a specific regional dynamic that is either economic (for example: import and export agreements), social (migration and population pressures), or political (cultural exchange agreements, development assistance or humanitarian relief, etc.).
INR 608 - IR in the Context of Peace and Conflic
O. CERCHEZ
INRL 301 - People & Politics
V. KREBS
UBIS UG - People & Politics
INRL 302 - The Role of Civil Society
INRL 401 - UBIS UG - World Political Affairs since 1919
H. PACINI
UBIS UG - World Political Affairs since 1919
INRL 402 - UBIS UG - International Organisations
O. CERCHEZ
UBIS UG - International Organisations
MATH 106 - UBIS UG - College Mathematics
MATH 110 - College Algebra
M. PAPADOPOULOU
This is the first semester college-level course in algebra. Topics include properties of real numbers, performing operations with polynomials, graphing equations and inequalities, radicals and exponents, and solving systems of equations and quadratic equations.
MCAP 303 - Organization and Technology of Informa
S. MITEREVA
The purpose of this course is to prepare the student for professional involvement with computer and information systems through an understanding of the organization and managerial aspects of such systems. This includes management information software; hardware; the gathering, sorting, and distributing of information and data; and evaluating software and hardware.
MCO 403 - Issues in Global Media
M. CARACCIOLO
This course makes students to think critically about the media and its effects on culture by providing them with a thorough understanding of how media technologies develop, operate, converge, and affect society.
MCO 606 - International and Development Communication
V. KREBS
Course Summary
Marshall McLuhan coined the phrase, “the global village” around 40 years ago – before the personal computer and the Internet. The advent of globalization was brought about by the new technologies of communication. As such, media and communication technology play a key role in these global changes. This course provides a historical perspective and a contemporary analysis of global communication and its application to development communication. We will examine and analyze how communication media and telecommunications play a central role in globalization and national development. We will also look at the role of globalization in history, how the media plays a central role in globalization, the changes in structural biases of media and telecommunication institutions, how the national forces of capitalism structure development, and integrated biases in international and development communication messages.
This course is divided into two parts: the development, rule and future of globalized media (especially transnational media institutions), and the role that communication technology plays in international development. We will explore transnational media institutions and the conditions under which they have been used by the state and private capital. The role of international communication as presented by several well-known authors from South Asia, East Asia, Europe, and North America will be examined. Modules 4-6 will focus on development communication applications by various active researchers and professors, drawn from Latin America, South Asia, and North America.
Such issues to be addressed in the class include the New World Information and Communication Order (NWICO), cultural imperialism, the role of the Internet in development communications, transnational advertising, the global-local dialectic, development communication campaigns, communication technology and development. In addition, such topics as freedom of the press, the relationship of the press to national development, post-colonial media and development, globalization and the role of the media, cultural concerns, and international broadcasting, and the role of communication in international development, will be covered.
Course Objectives
At the completion of this course, students will
●Be able to explain and analyze the economic, cultural and political role that transnational media companies have played and are playing internationally;
●Have an understanding of the various issues and controversies that have arisen as a result of global communication technologies;
●Be able to provide an analytic framework understanding the traditional theories of development and the role of communications;
●Understand and be able to suggest concrete applications of communication to contemporary problems in development;
●Have acquired a broad knowledge and in-depth understanding of the political, social, economic and cultural consequences of globalisation, with particular emphasis on development issues from the "post-colonial" perspective; and
●Exhibit a deeper understanding of the integration of different theories and current research in the field of communication and development.
MCO 607 - Web Strategies
V. KREBS
The Internet has revolutionised marketing practice, connecting potential customers to businesses in a way never before possible. Today, with online audiences spending more time using price comparison sites, search engines and social networks, this text explains how marketers can find new and engaging ways of getting their message across.
This course provides comprehensive, practical guidance on how companies can get the most out of the web to meet their marketing goals. The course links marketing theory with case studies on cutting edge companies such as Dell, eBay and Facebook, to help students to understand digital marketing in the real world.
Students will learn best practice in applying digital media channels such as affiliate marketing, online PR and search engine marketing.
MCOM 403 - Issues in Global Media Cengage
V. KREBS
This course makes students to think critically about the media and its effects on culture by providing them with a thorough understanding of how media technologies develop, operate, converge, and affect society.
MGMT 215 - International Political Economy
S. MITEREVA
International political economy is an integrated field that encompasses the discipline of politics, economics, and international relations.
MGMT 217 - Organizational Diversity
V. KREBS
This course introduces students to current topics in diversity; national and international demographics of the changing face of the work force; processes that create diversity including the organization of work; managing differences in work settings; management’s responses to diversity; and connections to larger institutional dynamics.
MGMT 218 - International Economics
M. EHRLICH
The purpose of this course is to help students understand the basics of international trade and finance and the effects of various international economic policies on domestic and world welfare. The course will highlight sources of comparative advantage, gains and losses from trade, the impact of trade on economic growth, and effects of trade policy interventions such as tariffs, quotas, voluntary export restraints, and export subsidies. International agreements on regional trade liberalization (such as ECU and NAFTA) and on multilateral trade liberalization (e.g., WTO) will be discussed. Topics on international finance will include balance of payments, determination of foreign exchange rates, and international monetary system.
MGMT 221 - UBIS UG - Contemporary Management Practices
M. Elkin
Project Management Knowledge Areas I
MGMT 221
Course Number
MGMT 221
Term
Course Dates
Time
Instructor
E-mail
Telephone
Office Hours
Campus Location
COURSE DESCRIPTION
This course is designed to examine both the functions of management (planning, organizing, leading, and controlling) and the aspects of business (marketing, finance, and production). Students will address a current issue facing management today with consideration given to the external factors affecting business.
TEXTBOOK and INSTRUCTIONAL MATERIALS
Robbins, S.P. ,DeCenzo, D.A. (2008) Fundamentals of Management, Essential concepts and Applications, (7th ed). Pearson
COURSE LEARNING OUTCOMES
At the end of this course, students will be able to:
- Summarize what management is and the essential roles managers perform.
- Describe the meaning and applications of the four functions of management: planning, organizing, leading, and controlling
- Apply effective management techniques to the several aspects of business
- Demonstrate an understanding of management through an applied project
- Know the historical roots of contemporary management practices.
- Understand the management environment.
- Understand the foundations of planning.
- Understand foundations of decision-making.
- Understand basic organization designs.
- Understand staffing and human resource management.
- Understand how to manage change, stress, and innovation.
- Understand foundations of individual and group behavior.
- Understand work teams.
- Know how to motivate and reward employees
- Understand leadership and trust.
- Understand communication and interpersonal skills.
METHODS OF INSTRUCTION
A variety of instructional techniques will be used in this course including lectures, discussions, and activities. The instructor will lead discussions of course theory from the text book, and may include other assigned readings, case studies, team exercises, and group projects.
METHODS OF EVALUATION
Grading Criteria
Graded Item
Number of Assignments
Points
Total Points
Assignments
6
50
300
Discussion Questions
12
30
360
Tests
6
20
120
Midterm Group Project
1
100
100
Final Project
1
100
100
Total Points
980
Grading Scale
A 94-100
A- 90-93
B+ 87-89
B 83-86
B- 80-82
C+ 77-79
C 73-76
C- 70-72
D+ 67-69
D 63-66
D- 60-62
F <= 59
INSTITUTIONAL INFORMATION
· Academic Integrity and Ethics
The goal of the Academic Integrity Policy is to define what constitutes appropriate research and reporting methodologies in the academic community and to provide assurance that each student is able to work in an atmosphere free of intellectual dishonesty. Breaches of the Academic Integrity Policy are considered serious violations of trust and may result in censure, failure, or dismissal from the College.
Academic dishonesty may take many forms, and each is considered an equally serious offense. For example:
o Plagiarism includes the intentional use or representation of the thoughts, ideas, of words of another as one’s own work in any assignment including the paraphrasing of information, the duplication of an author’s words or ideas without identifying the source and the failure to properly cite quoted material.
o Cheating includes the intentional giving or receiving (or attempts thereof) of any assistance not authorized in advance by the instructor, including the use of notes, copying or prior knowledge of examination materials.
To help provide an environment conducive to academic integrity, Potomac College uses Turnitin.com Turnitin.com is software that can detect plagiarism. Your instructor to make sure that no portion of an essay, research paper, or any writing assignment has been plagiarized from another source may use this software.
Any student caught cheating or plagiarizing will receive a failing grade for the assignment and possibly for the course.
For additional information on Academic Integrity and Ethics at Potomac College, please see pages 22-23 in the current Academic Catalog.
Turnitin.com
Turnitin.com is plagiarism detection software that instructors will use to identify plagiarism in assignments. Instructors will post an Announcement providing additional information.
Library Services
The Potomac College Learning Resource Center/Library is maintained at the Washington DC campus and provides Learning Resource Center support to the Herndon, VA campus. A professional librarian oversees both locations and is generally available at the DC campus when classes are in session.
The library maintains a print collection of approximately 6,000 books and 43,000 e-books (accessible via the Internet). The library also provides access to over 3,400 periodical titles through the EBSCO Host and HWWilson databases. Additionally the Global Road Warrior database provides country studies for 175 countries. The library also provides access to the Smarthinking tutorial service.
Computers providing both Internet access and Microsoft Office Suite are available for faculty, staff, and student use. The Librarian schedules instructional sessions on information literacy, library research skills, internet searching, commercial database searching, and any other library-related topic of interest to faculty and students.
The Library’s hours are:
Monday – Thursday 2:30 PM to 8 PM
Saturday 9:00 AM to 3:30 PM
Contact the Library:
By phone - 202-274-2331 or 1-888-686-0876 ext 2331
By email – library@potomac.edu
· Writing Style
Potomac College students are required to use the writing format of the American Psychological Association Sixth Edition (APA) in all formal writing assignments.
· Class Attendance
Academic success begins with attending class to receive instruction! Therefore, it is imperative that as responsible learners you are present for class during the week, on Saturday, and/or online.
Students that are unable to attend course(s) during the first week must contact their Academic Advisor or Student Services prior to the start of the Term for guidance.
· Students with Disabilities
Students wishing to avail themselves of special accommodations under the Americans with Disabilities Act must disclose special needs at time of admissions; accordingly, every effort is made to make reasonable accommodations. Certain programs may require manual dexterity. Please consult a campus Admissions Office for further information.
For physically challenged students, Potomac College is located on ground level or has appropriate elevator service with ramps to facilitate easy entry. Restrooms are equipped with wide doorways and bars to ensure accessibility.
Tech Support.
Phone #: 877-442-4837
E mail: itsupport@potomac.edu
Hours: Monday – Thursday: 9AM - 10 PM
Friday: 9 AM – 7 PM
Saturday, Sunday 10AM - 5 PM
SMARTHINKING is a tutoring service that offers academic support. This service will connect you to a tutor anytime, from any Internet connection. For more information, please speak with your instructor or your faculty advisor.
· Campus Security
Potomac College is committed to providing a safe environment for students to learn and staff to work. A copy of the latest campus security report and details on how to report a crime are available online at http://student.potomac.edu
Course Schedule:
Module
Weekly Objectives
Assignments
Module 1
Objective(s) or Topics
Describe the meaning and applications of the four functions of management: planning, organizing, leading, and controlling.
Define managers and management.
Discuss the levels, functions, and roles of managers.
Explain the importance the marketplace puts on managers.
Compare and contrast ethical dilemmas in management.
Demonstrate how U.S. Executives are overpaid.
· Reading Assignment – Chapter(s) 1 and 2
· Lecture Presentations:
o Lecture 1: Chapter 1
o Lecture 2: Chapter 2
· Other Assignment #
Module 2
Explain the historical roots of contemporary management practices.
Describe the Management Classic :Frederick Taylor
Review Management environment.
Define acting ethically.
Explain Ethical Dilemmas in Management: The contingent worker
· Reading Assignment – Chapter(s) 3 and 4
· Lecture Presentations:
o Lecture 1: Chapter 3
o Lecture 2: Chapter 4
· Other Assignment #
Module 3
Apply effective management techniques to the several aspects of business
Demonstrate an understanding of management through an applied project
Outline the management environment.
Understand the foundations of planning.
Identify foundations of decision-making.
Reading Assignment – Chapter(s) 5 and 6
· Lecture Presentations:
o Lecture 1: Chapter 5
o Lecture 2: Chapter 6
· Other Assignment #
Module 4
Explain the foundations of planning.
Define a Management Classic:Locks and Goal setting theory.
Explain importance of organizational strategy.
Demonstrate business-planning skills.
Define Foundations of decision-making.
· Reading Assignment – Chapter 7
· Lecture Presentations:
o Lecture 1: Chapter 7
· Other Assignment #
Module 5
Develop and explain creativity skill.
Review Ethical Dilemmas in Management: Stem cell research
Understand basic organization designs.
Summarize staffing and human resource management basic organizational design.
· Reading Assignment – Chapter(s) 8and 9
· Lecture Presentations:
o Lecture 1: Chapter 8
o Lecture 2: Chapter 9
· Other Assignment #
Module 6
Explain the elements of structure
contingency variables affecting structures.
Find the details on a management classic: Stanley Mailgrams.
What are the details of the Management obeying orders process?
Develop your own power base skill.
· Reading Assignment – Chapter(s) 20 and 11
· Lecture Presentations:
o Lecture 1: Chapter 10
o Lecture 2: Chapter 11
· Other Assignment #
Module 7
List your change management skill.
Explain a management classic: Coach and French: resistance to change.
Describe the aftermath of organizational change.
Define Stimulating innovation
Show an ethical dilemma in management.
Compare and contrast Foundations of individual and group behavior.
· Reading Assignment – Chapter(s) 12
· Lecture Presentations:
o Lecture 1: Chapter 12
o Lecture 2:
· Other Assignment #
Module 8
Review developing your skills at shaping behavior.
Rephrase the details on a management classic: Solomon
Asch and Group conformity.
Recall Trait theories of leadership
Illustrate behavioral theories of leadership.
Explain contingency theories of leadership
· Reading Assignment – Chapter(s)
· Lecture Presentations:
o Lecture 1: Chapter Review
o Lecture 2:
· Other Assignment #
MGMT 235 - Global Market Management
S. MITEREVA
The nature of international business, the international monetary system, the foreign environment, and strategies of how management can deal with environmental forces, are some of the main topics. Selected case studies should encourage students to evaluate and discuss courses of action taken by companies and industries in the global marketplace. Theoretical foundations to international business and real world scenarios will prepare students to operate more effectively in the changing global business environment.
MGMT 238 - Introduction to Human Resources
P. LAURENT
This course is a study of personnel management in organizations. The student learns basic functions of procuring, developing, maintaining and utilizing a labor force to meet the entry-level requirements for employment personnel work. The course supplies students with an understanding of the personnel department.
MGMT 303 - International Business Management
S. MITEREVA
This course provides a survey of international business management in the context of the increasing economic interdependence of nations. Theories of international business are examined in conjunction with strategic planning, intercultural factors, foreign management techniques, and political risk analysis. The activities of multinational enterprises in home and host countries are also examined.
MGMT 305 - Organizational Communication
P. LAURENT
The central topics of the course are written and oral communication in business; effective organization and writing of correspondence, memoranda, reports, and research proposals; interpersonal communication with fellow workers and supervisors; planning, conducting, and participating in meetings; and oral presentation.
MGMT 315 - Manag. Acct. and Financial Analysis
S. MITEREVA
This course presents principles of accounting and financial management as they relate to managerial decision-making. Financial statement and annual report analysis, cash budgeting, capital management, long-term financing and financial forecasting are covered.
MGMT 330 - Purchasing and Materials Accounting
S. MITEREVA
This course examines the aspects of acquisition and material management. Students examine the functional roles of those individuals having responsibility in this area. The course includes discussion of acquisition law, operations management, pricing, negotiations, and logistics.
MGMT 411 - Performance Measurement and Evaluation
S. MITEREVA
This course discusses basic quality measurement and performance issues. The course emphasizes process control concepts, metrics, and strategies for improvement. Current techniques such as total quality management, six sigma, balanced scorecard, and others are covered.
MGMT 415 - UBIS UG - E-Commerce
S. MITEREVA
“E-commerce provides new opportunity for differentiation and innovation, and causes totally new business models to emerge.”
E-Business is acknowledged as a sustainable source of profits in the current economic climate. Competitive advantage identification and business model architecture can eventually be run with limited financial entry barriers. This course offers skills which can be addressed to provide consultancy within existing firms or be an agenda for entrepreneurial activity.
MGMT 417 - Human Resources Management
P. LAURENT
Topics of this course include: recruitment; selection and development of staff; performance appraisal; termination; legal issues related to personnel practices; and labor/management and employee relations.
MGMT 420 - International Banking & Finance
S. MITEREVA
This course introduces the basic business transaction patterns, and how they are processed through the accounting cycle. It will include double-entry accounting applying the accrual basis, the elements of Income Statements and Balance Sheets, and end-of-period closing entries. These concepts will be developed through exercises involving hypothetical corporations
MGMT 427 - Operations & Project Management
M. TIMMERMANS
This course examines the direction and control of processes that convert resources into goods and services. It deals with the broad areas of system design, operation, and control. Furthermore, this course focuses on the definition, planning implementation, and evaluation of discrete projects.
MGMT 435 - Strategic Management and Planning
P. LAURENT
Strategic Management and Planning
MGMT435
Course Number MGMT 435
Term
Course Dates
Time
Instructor
E-mail
Telephone
Office Hours
Campus Location Online
COURSE DESCRIPTION
This course presents techniques of strategic planning as a basis for integration and application of principles, skills, and perspectives developed in earlier course to typical management problems.
TEXTBOOK and INSTRUCTIONAL MATERIALS
Wheelen, T.L., Hunger, J.D. (2012). Strategic management and business policy (13th ed): New Jersey. Pearson Prentice Hall. ISBN: 9780132153225
http://www.pearsonhighered.com/educator/product/Strategic-Management-and-Business-Policy-Toward-Global-Sustainability/9780132153225.page#downlaoddiv
COURSE LEARNING OUTCOMES
Upon completion of the course students will be able to:
Comprehend the strategic management/planning methods and approaches
Identify various sources of strategic information
Understand the basic model of strategic management and its components
Acquire skills in strategic analysis and organizational performance
Understand multi-level and cross-functional integration
Analyze cases and integrate current events information into learning
Work in teams and, as individual, focus on strategic learning
Produce an integrative project investigating a significant organizational issue.
METHODS OF INSTRUCTION
A variety of instructional techniques will be used in this course including lectures, discussions, and activities.
METHODS OF EVALUATION
Grading Criteria:
Student’s performance will be periodically assessed and the student will be accordingly counseled. Individual consultation after the classroom will also be made available for additional help.
Graded Item Number of Assignments Points Total Points
Assignments 6 40 240
Discussion Questions 12 30 360
Test 6 10 60
Midterm Project 1 140 140
Final Course Project 1 200 200
Total Points 1000
Grading Scale
A 94-100
A- 90-93
B+ 87-89
B 83-86
B- 80-82
C+ 77-79
C 73-76
C- 70-72
D+ 67-69
D 63-66
D- 60-62
F <= 59
INSTITUTIONAL INFORMATION
Academic Integrity
The goal of the Academic Integrity Policy is to define what constitutes appropriate research and reporting methodologies in the academic community and to provide assurance that each student is able to work in an atmosphere free of intellectual dishonesty. Breaches of the Academic Integrity Policy are considered to be serious violations of trust and may result in censure, failure or dismissal from the College.
Academic dishonesty may take many forms, and each is considered to be an equally serious offense. For example:
Plagiarism includes the intentional use or representation of the thoughts, ideas, of words of another as one’s own work in any assignment including the paraphrasing of information, the duplication of an author’s words or ideas without identifying the source and the failure to properly cite quoted material.
Cheating includes the intentional giving or receiving (or attempts thereof) of any assistance not authorized in advance by the instructor, including the use of notes, copying or prior knowledge of examination materials.
To help provide an environment conducive to academic integrity, Potomac College uses Turnitin. Turnitin is software that can detect plagiarism. This software may be used by your instructor to make sure that no portion of an essay, research paper, or any writing assignment has been plagiarized from another source.
Any student caught cheating or plagiarizing will receive a failing grade for the assignment and possibly for the course.
For additional information on Academic Integrity and Ethics at Potomac College, please see pages 22-23 in the current Academic Catalog.
Library Services
I. Introduction
There are several ways in which Faculty and students may access Potomac College’s, library resources. Users may access the library’s catalog page (OPAC) which identifies the print holdings in the DC campuses library’s collections. The catalog page also contains links to all of College’s current electronic resources. Remote users, lacking direct access to the print collections, may wish to access an individual database or explore the various electronic databases available depending on their information need. Initially, each user must determine their individual information need and what they hope to find. Next the user must determine the access point which suits their immediate need. The information provided below will review access information for the Library’s current resources.
II. Potomac College Catalog:
Please use the link to access the library page at http://opac.libraryworld.com/opac/signin.php . Next type in the library’s name (in lower case) “potomac college library”. Remember to leave a space between each word as shown. No password is required for access to the library page. After typing in the library’s name, click on the login prompt. There are links for all of our electronic resources on the page.
III. Potomac College Databases:
Please use the access information provided to access the databases individually. Keep in mind that the EBSCOHOST databases and Wilson Business Full Text have merged so only one login is required for both. Global Road Warrior is a stand alone database with detailed information (incl. business) on 175 countries.
EBSCO HOST databases Business Source Elite; Regional Business News; Health Business Full-Text; Green File (Environmental) and Wilson Business Full-Text.
URL: http://search.ebscohost.com
User ID: s9051773
Password: trial (lower case)
Global Road Warrior - Country information on 175 countries
URL: www.globalroadwarrior.com
Login: potomrw
Password: roadwarrior
The library’s hours are:
Monday – Thursday: 4:00 PM to 10:00 PM
Saturday: 8:30 AM to 5:30 PM
Contact the library:
By phone - 202-274-2331 or 1-888-686-0876 ext 2331
By email – library@potomac.edu
Class Attendance
Academic success begins with attending class to receive instruction! Therefore, it is imperative that as responsible learners you are present for class during the week, on Saturday, and/or online.
Students that are unable to attend course(s) during the first week must contact their Academic Advisor or Student Services prior to the start of the Term for guidance.
Students with Disabilities
Students wishing to avail themselves of special accommodations under the Americans with Disabilities Act must disclose special needs at time of admissions; accordingly, every effort is made to make reasonable accommodations. Certain programs may require manual dexterity. Please consult a campus Admissions Office for further information.
For physically challenged students, Potomac College is located on ground level or has appropriate elevator service with ramps to facilitate easy entry. Restrooms are equipped with wide doorways and bars to ensure accessibility.
Tutoring Services
SMARTHINKING is a tutoring service that offers academic support. This service will connect you to a tutor anytime, from any Internet connection. For more information, please speak with your instructor or your faculty advisor.
Campus Security
Potomac College is committed to providing a safe environment for students to learn and staff to work. A copy of the latest campus security report and details on how to report a crime are available online at http://student.potomac.edu
Course Schedule:
Weekly Objectives Assignments
Module 1
- Study the phases and benefits of strategic management
- Understand the impact of globalization
- Learn the basic model of strategic management
- Define corporate governance
- Understand the role of the Board of Directors and top management
• Reading Assignment – Chapters 1- 3
• Discussion – DQ1 & DQ2
• Lecture Presentations:
o Chapter 1
o Chapter 2
o Chapter 3
• Assignment # 1:
Introduction
Students will review the following case study and complete the assignment tasks.
CASE ABSTRACT
The Recalcitrant Director at Byte, Inc.:
Corporate Legality Versus Corporate Responsibility
Mr. James Elliot, CEO and Chairman of Byte Products, Inc., presents his recommendation to the Board of Directors to purchase an existing plant in Plainville as a temporary plant until the new one is on line in three years. All on the Board except one (10–1) seem to favor the proposal. What ensues is the discussion between Elliott and Kevin Williams, board member, over the proposal to purchase a plant with the intention of closing it in three years.
Byte Products has three existing plants operating at full capacity (24 hours a day and 7 days a week). The new plant proposed to be built in the southwestern United States will require three years before it is fully on line. This means that Byte cannot meet the anticipated demand for its products. Alternative courses have been explored - (1) license Byte products and technology to other United States manufacturers, and (2) overseas facilities and licensing. Top management found an existing plant in Plainville, New England, that would meet the company’s immediate production needs until the new plant will be online in three years. The Plainville facility had been closed for the last eight years. It would take about three months to get the Plainville plant online.
The discussion between Elliott and Williams focuses on the impact on the town and on the potential 1,200 employees of opening this temporary plant. The town and the townspeople had gone through a catastrophic closing eight years ago when the plant in question was closed. After a lengthy discussion between Elliot and Williams, a recess in the meeting is called. When the board meeting is reconvened, a major shift has taken place. The vote could be 7–4, or 6—5 for the proposal, but Elliott desires a unanimous vote. As the case ends, Williams is asked if a compromise can be reached. He responds, respectively, "I have to say no."
Decision Date: No Date Sales: $265,000,000
II. CASE ISSUES AND SUBJECTS
Corporate Governance
Local Community Strategic Alternatives
Board of Directors’ Role Communications
Corporate Stakeholders Ethics and Values
Opening and Closing of Strategic Decision Making
Plants Social Responsibility to
• Impact on Town Local Community
• Impact on Employees
III. STEPS COVERED IN STRATEGIC DECISION-MAKING PROCESS
Assignment Tasks
Respond to the following questions. Incorporate concepts, theories, and terms from the textbook in your responses.
1. If you were one of the board members, how would you have initially voted for the proposal? What would your vote be after the recess in the meeting? Why?
2. Should the Byte executives tell the town administrators, and potential employees that this is a temporary plant for three years?
3. What impact does a plant closing have on a small town like Plainville? What impact does the closing have on the employees?
4. Can you suggest any compromise for the present impasse?
5. If you were Elliott, would you call for a vote on your proposal or postpone the vote until next meeting?
Module 2
- Study the phases and benefits of strategic management
- Understand the impact of globalization
- Learn the basic model of strategic management
- Define corporate governance
- Understand the role of the Board of Directors and top management
• Reading Assignment – Chapter 3 - 4
• Discussion – DQ3 & DQ4
• Lecture Presentations:
o Chapter 3
o Chapter 4
• Assignment # 2
Introduction
Students will read the following case “Everyone Does It” and respond to the questions under Assignment Tasks. Students will identify and apply relevant concepts from Section 3.2, Ethical Decision Making to the situation described in this case.
Everyone Does It (Case Abstract)
When Jim Willis, Marketing VP learns that the launch date for the company’s new satellite will be late by at least a year, he is told by the company’s president to continue using the earlier published date for the launch. When Jim protests that the use of an incorrect date to market contracts was unethical, he is told that spacecraft are never launched on time and that it is common industry practice to list unrealistic launch dates. If a realistic date was used, no one would contract with the company.
Assignment Tasks
Respond to the following questions. Incorporate concepts, theories and terms from the textbook to support your responses and demonstrate that you understand and can apply the learning material.
1. What are sources of the factors, which created the ethical dilemma? Explain in detail.
2. Is it ever appropriate to withhold negative information from the client?
3. What should ISI do? Provide a realistic response.
4. What is meant by the term, “industry practice”? Is this an example of moral relativism?
5. In what level of moral development is Jim Willis? His boss, Fred Ballard? Explain in detail.
6. Would a code of ethics have prevented/resolved this ethical dilemma? What should be in a code of ethics? What if ISI had a Code of Ethics which stated that proprietary information could not be disclosed to anyone outside the company and allowed no exceptions?
7. What would the utilitarian approach to ethical behavior say about full disclosure vs. withholding? Individual rights approach? Justice approach? Kant’s categorical imperatives?
Module 3
- Identify the core competence of a firm
- Discuss the different business models
- Understand basic organizational structures
- Demonstrate the application of a SWOT Analysis.
- Discuss the importance of a firm’s mission and objectives.
• Reading Assignment – Chapters 5- 6
• Discussion – DQ5 & DQ6
• Lecture Presentations:
o Chapter 5
o Chapter 6
• Assignment # 3
Assignment Tasks
Read the following case and respond to the questions below.
CASE ABSTRACT: LI & FUNG: GLOBAL VALUE CHAIN CONFIGURATOR
Li & Fung Limited was a Hong Kong-based global consumer goods trading company and a manager of customers’ supply chains. It was one of the world’s leading textile export traders and the largest textile trader to the U.S. In 2004 it announced that it had become the first wholly-owned foreign trading company to be offered direct export rights in China. The company was authorized to export China-sourced goods directly to customers worldwide and to import raw materials for manufacturing in China. Previously, Li & Fung had been dependent upon Chinese partners for exporting from China. This license freed the group from many Chinese trading restrictions. As a result, Li & Fung was increasing the number of its offices in China from 16 in 2004 to 36 by 2007.
In 2004, Li & Fung faced a number of challenges, such as a slowdown in its overall revenue and net profit growth, heavy dependence on the U.S. market, declining market share in Europe, and negligible revenue growth in the rapidly growing Asian markets. The company was concerned that its major competitor in value chain configuration, William E. Connor & Associates, would soon match Li & Fung’s strengths in sourcing and its customer base. Li & Fung’s management was wondering how it could utilize the recently-acquired direct export license from China to strengthen its position in the global export trading market.
Decision Date: Early 2004 2003 FY Sales: HK$42.6 billion
2003 FY Net Income: HK$1.22 billion
Assignment Questions:
1. Li & Fung owes much of its ongoing success to its expertise in global value chain configuration. Define the concept of value chain and critically discuss the importance of value chain management for global companies. How did Li & Fung use the value chain configuration in its globalization process?
2. According to John Mathews, a Professor of Management in Macquarie Graduate School of Management, Sydney; and the author of “Dragon Multinational: A New Model for Global Growth,” Li & Fung is one of the first truly global companies. Describe the various stages in the globalization process. Examine the role played by alliances and acquisitions in a company’s globalization strategy, with specific reference to Li & Fung.
3. William Fung believes that Li & Fung is an information and knowledge-based business. Discuss the importance of knowledge management for global companies. Describe the knowledge management initiatives typically taken by global companies and examine the implementation process of a knowledge management system at a company. Study Li & Fung’s organizational structure and examine how such a structure enables efficient and effective knowledge management at the company.
4. According to William Fung, it has always been a policy at Li & Fung to embrace information technology (IT) in all aspects of the company’s business to provide more value added services to its customers worldwide. Critically comment on the importance of IT for global companies. How did Li & Fung use IT to enhance its global competitiveness?
Module 4
- Comprehend the strategic management/planning methods and approaches
- Identify various sources of strategic information
- Understand the basic model of strategic management and its components
- Acquire skills in strategic analysis and organizational performance
- Understand multi-level and cross-functional integration
- Analyze cases and integrate current events information into learning
- Work in teams and, as individual, focus on strategic learning
- Produce an integrative project investigating a significant organizational issue. • Reading Assignment – Chapters 7.
• Discussion – DQ7
• Lecture Presentations:
o Chapter 7
• Midterm Project:
Introduction
Today, the global market became too competitive and companies that will survive are those that have leaders capable of taking the company to the next level.
They have to come up with strategies that will differentiate them from other competitors.
Assignment Tasks
Write a 3-5 page essay.
Module 5
• Understand the functional strategy approach
• Discuss the process of selecting the best strategy
• Learn the importance of business policies development
• Explain the process of developing programs, budgets and procedure
• Discuss strategy implementation
• Reading Assignment – Chapter 8 - 9
• Discussion – DQ8 & DQ9
• Lecture Presentations:
o Chapter 8
o Chapter 9
• Assignment #5
Introduction
Students will review the following case study and complete the assignment tasks.
Case 9
Guajilote Cooperativo Forestal: Honduras
(See pages 9-1 to 9-5)
I. CASE ABSTRACT
Guajilote (pronounced wa-hee-low-tay) was a forestry cooperative operating out of Chaparral, a small village located in the buffer zone of La Muralla National Park in Honduras’ Olancho province. The Guajilote Cooperativo Forestal had been given the right to exploit naturally fallen mahogany in La Muralla’s buffer zone. After locating a fallen tree, workers cut up the tree and transported the resulting wood out of the forest. They then sold the wood to a distributor who transported and resold the wood to furniture markers in Honduran cities.
Guajilote appeared to be a reasonably successful enterprise providing useful work and better pay than the cooperative’s members could earn as subsistence farmers. It was managed by Santos Munguia, a rising and well-connected leader who, through the use of his political connections, had successfully increased the price the distributor paid to the cooperative for its wood.
In 1998, the cooperative was facing some important issues. The potential size of its membership and the growth of its operations were limited by the amount of mahogany it could produce annually. Its inability to transport the cut wood to major population centers meant that the cooperative had to sell its wood to a distributor thereby restricting Guajilote’s profit potential. The mahogany trees were themselves threatened by forest fires, illegal logging, and by slash and burn agriculture. There was a possibility of increasing international trade restrictions if the mahogany species continued to decrease worldwide. Given these concerns, what should Guajilote do to not only increase its chances of survival, but also to grow in size and in sales over the coming years?
Decision Date: 1998 1997 Revenues: $ 22,153
1997 Profits: Not Available
II. CASE ISSUES AND SUBJECTS
Forestry Cooperative Honduras
Vertical Integration Central America
Value Chain Strategy Formulation
Growth Strategies Competitive Strategy
Differentiation Strategy SWOT Analysis
Ecology Versus Economic
Development Societal Forces in International
Business
Political/Legal Forces Mission
Distinctive Competency Executive Leadership
Competitive Advantage Entrepreneurial Venture
Stages of Corporate Development Economic Development
Lifestyle Business Corporate Strategy
Strategic Alternatives
III. STEPS COVERED IN STRATEGIC DECISION-MAKING PROCESS
O = Emphasized in Case X = Covered in Case
DISCUSSION QUESTIONS:
1. What are the strengthsand weaknesses of Guajilote?
2. What are the opportunities and threats facing Guajilote?
3. What are the strategic factors facing Guajilote?
4. Does Guajilote have any core competencies? If yes, what are they?
5. Does Guajilote have a distinctive competency? If yes, what is it?
Module 6
• Summarize the strategy importance of staffing decisions.
• List the importance of corporate culture.
• Explain the evaluation and control process in strategic management.
• Identify the different types of evaluation and control.
• Recall the problems in measuring performance.
• Reading Assignment – Chapter 10 -11
• Discussion – DQ10 & DQ11
• Lecture Presentations:
o Chapter 10
o Chapter 11
• Assignment #6
Introduction
Review the following case study and write a recommendation. Include a discussion on the topics noted under Assignment Tasks.
THE FUTURE OF GAP, INC.
CASE ABSTRACT
Founded in 1969 by Donald Fisher, Gap, Inc. was a leading specialty retailer operating primarily in North America offering clothing, accessories, and personal care products under the Gap, Banana Republic, and Old Navy brands. Paul Pressler, who replaced Mickey Drexler as the CEO of Gap, Inc. in 2002, introduced a turnaround strategy. Whereas, Drexler had been known as a merchandising genius, Pressler was known as a numbers man. Pressler emphasized cutting costs and redefining each brand’s line of clothing. Sales increased in 2003, but then faltered. Key merchandising and design people, who had worked under Drexler, were leaving the firm. By 2004, the company was again in trouble. Pressler changed the strategy in mid-2004 to generate growth by investing in the stores and introducing a new marketing campaign. Pressler also used franchise agreements with leading retailers in S.E. Asia to open Gap and Banana Republic stores in the region. In addition, the company introduced a new store chain, Forth & Towne, in 2005 for women over 35. As a result, Gap, Inc.’s capital expenditures were among the highest in the industry.
In 2006, the company operated 3,070 Gap, Banana Republic, Forth & Towne, and Old Navy stores throughout the U.S., Canada, the UK, France, and Japan. The company was organized into the four divisions of Old Navy, Gap, Banana Republic, and Others (including Forth & Towne and International). Sales and net earnings fell in 2005 and continued to fall through 2006. Of the four divisions, only Banana Republic showed increasing sales. Tired of declining sales, the board of directors hired Goldman Sachs to explore strategies ranging from the sale of its stores to spinning off a single division. Any strategic decision would have to be approved by the company’s founding family, the Fishers, who still controlled more than 30% of the stock. The company’s market value in January 2007 was estimated to be $16.4 billion.
Assignment Tasks
Write a recommendation in which you include responses to the following:
1. Discuss Porter’s industry analysis forces and how each force pertains to the Gap? Explain.
2. Discuss the CEO’s turnaround strategy?
3. Is there synergism between the Gap’s three divisions?
4. Discuss the Gap’s hiring of Goldman Sacks.
5. Can the Gap develop a differentiation strategy based on plus- size market for women?
Module 7
• Understand the critical role of Management .
• Explain the importance of technological competence.
• Discuss the different categories of innovation.
• List the importance of Entrepreneurship and small business development.
• Describe issues that impact corporate governance.
• Reading Assignment – Chapter 12
• “Discussion – DQ12 & DQ13
• Lecture Presentations:
o Chapter 12
• Assignment #7 :
Assignment 7
CASE 12
REORGANIZING YAHOO!
I. CASE ABSTRACT
Yahoo!, founded in 1995, created the first successful Internet search engine. Like other Internet companies, it used a business model based on traditional broadcast media. More than 85% of its revenues came from the sale of banners and sponsorship advertising with the remaining coming from business services and e-commerce transactions. The company grew rapidly through acquisitions. By 2001, however, online ad sales declined, forcing out Yahoo’s CEO. Google, a new entrant into the Internet search engine business with superior search engine technology, had begun to eat into Yahoo’s market share.
Yahoo was losing its identity. Was it a search engine, a portal, or a media company? Yahoo was still the most visited web site on the Internet with 500 million visitors monthly with revenues of $4.5 billion for the first three quarters of 2006. Google, in contrast, had 380 million visitors with revenues of $7.2 billion for the same period. To better compete with Google’s popular AdWords ranking model, Yahoo launched its new algorithm and ranking model, Panama. Nevertheless, Yahoo’s share of total online searches declined from 30.5% in July 2005 to 28.8% in July 2006. Net income declined in 2006. Yahoo’s problems were compounded by its complex matrix structure. The company’s top-down approach stifled creativity. Overlapping responsibilities were slowing down the decision-making process and creating conflict.
On December 5, 2006, Yahoo’s CEO announced a reorganization of the company into three groups. It was hoped that a new mission statement and a new structure would make Yahoo leaner and more responsive to customers. Would this be enough to turnaround the company?
Decision Date: January 2007 2006 FY Sales: $6,426 million
2006 FY Net Income: $751 million
DISCUSSION QUESTIONS
1. What are the strengths and weaknesses of Yahoo.
2. What are the opportunities and threats facing Yahoo.
3. What are the strategic factors facing Yahoo.
4. Does Yahoo have any core competencies? If ‘yes’, what are they?
5. Does Yahoo have a distinctive competency? If ‘yes’, what is it?
6. How can Yahoo develop a sustainable strategy for the future?
7. How important is it to Yahoo that its 2 new launched products be successful.
8. How did Yahoo lose its identity in the market place?
9. Can Yahoo develop a strategy to regain its loss identify? Please explain.
Module 8
- Identify sources of not-for-profit revenue
- Learn different patterns in strategic decision making
- understand the impact of strategic formulation, implementation and control in not-for-profit organizations
• Reading Assignment – Chapter 22
• Lecture Presentations:
o Chapter 22
• Final Project:
Final Exam - you must complete both parts of the final exam.
Final Exam - Part 1
You will write a 5-6 page paper on one of the topics listed below. If you would prefer to write on another topic, be sure to get your instructor's permission beforehand. Alternat topics not approved by the instructor will receive a grade of 0. Be sure to include the following components in your paper: cover page with your nam, date, title of the course, and instructor's name (please make sure you have spelt it correctly), introduction, body (one thought or idea per paragraph), conclusion, reference page with a minimum of 5 sources (be sure to cite them using the APA format). See Potomac College Writing Standards Guide “Writing across the Curriculum" for more information. At this time, students may visit the library, use the electronic library, or conduct literature searches on the Internet as a part of in class research.
List of topics:
1. Issues related to Corporate Governance.
2. Uses of Environmental Scanning and Industry Analysis.
3. Managing Technology and Innovation
4. Developing strategy for entrepreneurial ventures and small business.
5. Discuss the use of evaluation and control process.
________________________________________
Final Exam - Part 2
Potomac College’s mission is to provide quality educational experiences and opportunities to a diverse community of learners. These experiences and opportunities will challenge learners to achieve the following outcomes:
• Critical Thought and Knowledge Acquisition
• Effective Communication
• Ethical Reasoning
In a 2-3 page paper write what examples can you provide that aided you in achieving all of the outcomes listed above? What elements could have been added to this course to help you achieve these outcomes?
MGT 601 - Corporate Information Strategy
V. KREBS
This course addresses the need for information systems in industry: manage and respond to business pressures. The evolution of Information Systems in Business in the last decade is covered: the web, Internet, intranet, extranets and electronic commerce - discovery, communication, and collaboration. IT Project Management and risk assessment tools are presented and integrated in the course, not a specialist topic, but as a way for managers to understand and communicate business needs.
This course examines how information technology (IT) enables organizations to conduct in radically different and more effective ways. This course addresses today’s challenges from point of view of the executives who are grappling with them. It recounts stories of success and failure, focusing on the issues faced and the decisions made by executives in companies around the world.
The cases and readings presented in this course are organized in an Introduction, three modules: Business Impacts, Managing Infrastructure and Operations, and Leadership issues.
MGT 602 - Organisational Culture
E. KRISHNAN
Learning objectives:
- Define the different types of culture
- Describe the crucial impact of culture on organizational performance
- Explain the impact of international culture on an organization
- Identify alternative management cultures and their impact on change
- Demonstrate how to gain insight into an organization’s culture by modeling
- Explain a process to change corporate culture
- Describe the impact of different organizational structure on culture
Expected Outcome / Learning
At the end of this course, students will be able to:
- To understand the relationship between organizational culture and the business context. What is organizational culture and what role does it play in contributing to effective management, organizational innovation, and success?
- To understand how stories, legends, rituals and heroes are key elements of organizational culture and functioning, and may actually serve more important objectives than formal decision making.
- To understand the role of organizational culture in change management;
- To understand the symbolic and analytic elements of organizational culture (e.g., stories, myths, heroes and villains) and the role they play in an organization;
- To develop an awareness of different cultural types or personalities of organizations and how that personality plays a role in leadership, change, organizationalbehaviour and ethics:
- To understand the effects of cultural organization in terms of the integration, differentiation and fragmentation;
- To examine and develop an awareness of the role of organizational culture in leadership.
Prerequisites
Students should have had some coursework in either human resource management, organizational behaviour, or any behaviour science (psychology, sociology, social psychology) at the undergraduate level.
Required Textbook
Stephen Robbins. Essentials of Organizational Behavior with MyManagementLab: Global Edition, 11/E, Pearson Higher Education, 2012, ISBN-13: 9780273754527
http://catalogue.pearsoned.co.uk/educator/product/Essentials-of-Organizational-Behavior-with-MyManagementLab-Global-Edition/9780273754527.
Suggested Readings
1. Handbook of Organizational Culture & Climate, Neal M. Ashkanasy, et al., Sage Publications, 2004, ISBN: 141290482X
2. Organizational Culture and Leadership, Edgar H. Schein, Jossey-Bass, 2004.
3. Leading Change, John P. Kotter, Harvard Business School Press, 1996
4. Organizational Culture in Action: A Cultural Analysis Workbook (Paperback), Gerald W. Driskill & Angela Brenton, Sage Publications, 2005.
5. Branch, S. (1999) “The 100 Best Companies to Work for in America.” Fortune, January 11th, 1999.
6. Collins and Porras (1994) “Built to Last.” Harper Business publications, Harper Collins Publishing, Inc., 10 east 53rd Street, New York, New York.
7. Kotter, J.P. and Heskett, J.L. (1993) “Corporate Culture and Performance.” New York, New York.
8. Pfeffer, Jeffery (1998) “The Human Equation.” Harvard Business School Press, Boston, Massachusetts.
Students will be required to join Business Network at http://www.bnet.com/
MGT 603 - Entrepreneurship
S. MITEREVA
Entrepreneurship is defined as the assumption of risk and responsibility in designing and implementing a business strategy. The word “entrepreneur” originates from the French word “entreprendre” which means “to undertake”. In the business sense, this means to start a business. An integral part of entrepreneurship is the ability to develop and implement a business strategy. This course will teach the important factors leading to the creation of new businesses ventures and the characteristics of the successful entrepreneur.
Students will participate to an on-line business simulation, either individually or in teams.
MGT 604 - Strategic Management
P. LAURENT
Course Summary
This course examines the way in which organizations formulate and implement their strategic plans. The key topics include systematic analysis of trends in the operating environment, analysis of the industry and/or sector in which the organization operates, the identification of critical success factors and the recognition of competences. Possible strategies are then identified before continuing to strategic choice and the problems of implementation.
Full recognition is given to the fact that although strategic planning is a rational and logical process, it is conducted on the basis of imperfect and volatile information. The course pays considerable attention to risk management, and introduces the development and use of multiple-scenario planning models.
The course is largely case-based. Strategic planning at this level has significant research content. There is no final examination. Instead, students are required to undertake a research project on a topic of strategic interest. (A typical project would be to analyze, compare and contrast the strategies of two companies in the same industry). The project results in a paper and in a presentation to the class.
Course Objectives
This course focuses on the task of managing an organization from a “big picture” perspective. SM includes both strategic planning and implementation. It represents a systematic “long-term” approach used by for-profits and non-profits to help them consistently deliver stakeholder value, sustain competitive advantages over rivals, grow, and accomplish performance objectives. As it emphasizes management of the total enterprise, SM, is generally an executive-level task, which requires integration of skills and knowledge from a variety of areas such as finance, marketing, operations, accounting, and human resources management.
By its nature, SM is an art and a science requiring sound quantitative and qualitative analysis. It requires skills such as analytical reasoning, systems thinking, the ability to accurately forecast, persuasiveness, perceptiveness, risk-assessment, and decision-making. The central theme of SM is that an organization’s chances for sustained competitive success are greatly improved when managers (1) have an astute, timely strategic “game plan” for running the firm, and (2) they continuously implement, monitor, and adjust the plan with considerable proficiency. In essence, managers attempt to address the questions of “what do I want the firm to be” and “what should be done in order to get there.”
Expected Outcome / Learning
Upon completion of this course, students will know and will
- learn strategy as a dynamic fit between a firm and its environment, leading to sustainable competitive advantage and above-average returns;
- be the ability to analyze organizations in terms of resources, capabilities and competencies; primarily focusing on strategic planning issues;
- understand: the SM process, competitive advantage, ethics and corporate social responsibility, analysis of the external and internal environment, functional-level strategy, business-level strategy, and corporate-level strategy.
Prerequisites
There are no prerequisites but students are invited, before entering the course, to refresh their memories about basic business operation and management. The instructor will be able to help them if necessary.
Required Textbook
Strategic Management, 6/E, Richard Lynch, ISBN-10: 0273750925, ISBN-13: 9780273750925, Publisher: Financial Times Press, Copyright: 2012
http://catalogue.pearsoned.co.uk/educator/product/Strategic-Management/9780273750925.page
Suggested Readings
The Right Game: Use Game Theory to Shape Strategy. By: Brandenburger, Adam M.; Nalebuff, Barry J.. Harvard Business Review, Jul/Aug95, Vol. 73 Issue 4, p57, 15p
Students will be required to join Business Network at http://www.bnet.com
This will give you access to certain articles, videos & discussion groups. Registration is free.
Further supplementary readings will be provided in the reading assignments for each Session.
Assessment Methods and Grading Policy
Student's performance will be assessed by the work they do in the course – including participation in the discussions that are a part of each lesson. Online course grading is based less on a final examination or final essay, and more on completing the assignments throughout the course.
These assignments may include some or all of the following:
(1) Short response - questions to be answered in very short written responses (max. two paragraphs).
(2) Case analysis - a short 2 to 3-page essay, a draft for a larger essay, and/or a short critical review of specific readings. Most important is that you clearly indicate the source of your information with reference footnotes or endnotes. (One page should contain between 250 and 300 words in total, including footnotes).
(3) Response - a short essay in your own words as assigned in the module. This response must not be longer than 1 page (count one page as having page between 250 and 300 words).
(4) Team Project - You will be assigned to a team throughout the course and each member will turn in a report at the end of the course assessing the team process and the role of the team leader.
(NOTE, we count expect to see between 250 and 300 words per page. Please use a convenient type/font for easy reading, such as "Arial", "Trebuchet" or "Times New Roman", size 12).
Students' grades will be assessed as follows:
Evaluation will be based upon:
Graded Item
Number of Assignments
Points
Total Points
Written Assignments
7
50
350
Case Study
7
50
350
Discussion Questions
14
30
420
Final exam
1
180
180
Total Points
1300
It is important to note that graduate students must maintain a 3.0 GPA to retain their matriculated status. A “C” grade, therefore, is passing, but below the score needed to stay matriculated.
Grading Policy
Grade
Percentage
Quality
Points per Credit
A
93-100
Outstanding
4.0
A–
90-92
3.7
B+
87-89
3.3
B
83-86
Satisfactory
3.0
B–
80-82
2.7
C+
77-79
2.3
C
73-76
Poor
2.0
F
0-72
Failure
0.0
Students must maintain the readings, discussion participation, quizzes and assignments to obtain a passing grade in the course. To obtain a superior grade, students must demonstrate a high degree of quality in their work.
PLEASE NOTE THAT PLAGIARISM (copying other writers' text without due citation or recognition) WILL NOT BE TOLERATED. Plagiarism is equal to cheating in exams as it means "stealing" solutions to problems, ideas or written text from other people and pretending they are your own. Students caught committing these forms of cheating will be subject to course failure and will be reported to the Dean of the University. Two instances of cheating or plagiarism will be cause for academic suspension.
For information on what plagiarism is and how to avoid it, please read the pages 41 and 41 in the book: TURABIAN, Kate L., A Manual for Writers of Research Papers, Theses, and Dissertations, Chicago Style for Students and Researchers, 7th Edition, The University of Chicago Press, 2007.
COURSE SCHEDULE
Module 1
Description
Strategic management
A review of theory and practice
Read
Textbook, chapters 1 - 2
Prepare
1. Be ready to discuss:
a. How important is luck in strategy development?
b. Are commercial considerations, like profitability, the most important factor in deciding the investment?
2. Chapter 1. Case Study: Corporate profit disaster at IBM.
3. Response: “Why do companies fail?”
4. Flashcards, Letters “A” and “B”
Module 2
Description
Analyzing the strategic environment
Analyzing resources and capabilities
Strategy dynamics
Read
Textbook, chapters 3 - 5
Prepare
1. Be ready to discuss: “
a. If risk and judgement are important in business decisions, can prescriptive strategic analysis be usefully employed?
b. To what extent can aggressive competitive strategies be used in the negotiations?
2. Chapter 4. Case Study: Competitive advantage at Louis Vuitton and Gucci
3. Response: Read an article “Six political and economic trends that have affected strategic management” Find your own example of the each trend, listed in the article.
4. Flashcards, letter “C”.
Module 3
Description
Prescriptive purpose delivered through mission, objectives and ethics
Purpose emerging from knowledge, technology and innovation
Developing business level strategy options
Read
Textbook, chapters 6 - 8
Prepare
1. Be ready to discuss: “
a. What are the benefits and dangers of focusing strongly on growth as the only purpose of an organisation?
b. How should organisations set objectives? Past experience? Current market performance? Challenging objectives? Or what?
2. Chapter 8. Case Study: Market-based strategies in global TV: exciting opportunities in a fast-expanding market
3. Essay: It would appear that Six Sigma was unsuccessful: can you think of reasons why this might be?
4. Flashcards, letters “D”, “E”, “F”
Module 4
Description
Developing corporate level strategy options
Strategy evaluation and development: the prescriptive process
Finding the strategic route forward: emergent and prescriptive approaches
Read
Textbook, chapters 9 - 11
Prepare
1. Be ready to discuss: “
a. What strategy lessons can we learn from a market where the barriers to entry are low and there are high fixed costs for the market leaders?
b. Are there any strategic routes that you would definitely not employ as a small company? Why?
2. Chapter 9. Case Study: Unilever: can product portfolio strategies help large corporations to grow?
3. Strategic project: Read case study: “Nokia – the smartphone strategy that was not so smart” (chapter 9). Follow instructor’s questions to perform a project.
4. Flashcards, letters “G”, “H”, “I”, “K”
Module 5
Description
Organizational structure, style and people issues
Implementing and controlling the strategic plan
Developing and implementing customer-driven strategy
Read
Textbook, chapters 12 - 14
Prepare
1. Be ready to discuss:
a. How important to the strategy of empowerment is a sophisticated financial control system? And how vital is the central monitoring? What does this mean for empowerment?
b. What are the main problems of large companies such as Canon in managing the strategic planning process?
2. Chapter 13. Case Study: Informal strategic controls at Nestlé
3. Strategic project: Read case study: “Customer strategy at Airbus: competing in the SuperJumbo aircraft segment” (chapter 14). Follow instructor’s questions to perform a project.
4. Flashcards, letters “L”, “M”, “N”, “O”.
Module 6
Description
1. Managing strategic change
Strategic leadership
Entrepreneurial strategy
Read
Textbook, chapters 15 - 17
Prepare
1. Be ready to discuss:
a. When a company makes a major shift in strategy, does it need to change its leader?
b. Can green strategy and sustainability lead to other business opportunities? What strategies would you employ to develop such opportunities?
2. Chapter 15. Case Study: Strategic change at Nokia: the ‘Doomsday Memo’
3. Essay: Do powerful leaders make for powerful company strategy?
4. Flashcards, letters “P”, “Q”, “R”.
Module 7
Description
Government, public sector and not-for-profit strategies
International expansion and globalization strategies
Building a cohesive corporate strategy
Read
Textbook, chapters 18 - 20
Prepare
1. Be ready to discuss: “
a. What changes in the environment are particularly likely to impact on the work of the World Bank?
b. What benefits of operating a global media strategy and what are the difficulties?
2. Chapter 20. Case study: Two business models at Tesco
3. Essay: Strategy at the World Bank is officially decided by the shareholders: is such a system appropriate and relevant? Is the system too complex? Are there any alternatives?
4. Flashcards, letters “S”, “T”, “U”, “V”, “W”, “Z”
Module 8
Description
Final Case Study
Read
none
Prepare
1. Choose Case Study from the list
2. Upload your research in Final Discussion folder
3. Write reviews on at least 2 Case Studies, which differ from your topic.
4. Reply to all students who wrote a review on your research.
MGT 605 - Project Management
M. BORLOVAN
A study of Project Management initiatives and its life cycle: resources, cost, time and risks; work and product breakdown structures; tendering and contracting processes; and planning, building, and leading the team and execution.
MGT 606 - Corporate Social Responsibility
M. Elkin
MGT 608 - UBIS MA - Crisis and Change Management
S. MITEREVA
Crisis and Change Management
MGT 615 - UBIS MA - Risk Management in Business
S. MITEREVA
MGT 620 - Risk Management
S. MITEREVA
MKT 601 - Marketing in a Global Environment
P. LAURENT
MA Program
MKT-601 – Principles of Global Marketing
Syllabus, Texts and Study Programme
Course Title: Principles of Global Marketing
Course Code: MKT-601
Type of Course: Mandatory graduate course
Level of Course: Graduate
Number of US credits 3
Number of ECTS credits 4.5
Duration 8 weeks
Name of Lecturer/Professor:
Contact Information:
Name of UBIS Supervisor:
Contact Information:
Language of Instruction: English
Course Summary
This course applies an understanding of the competitive global environment, and the creation and implementation of high added-value product and service theories to achieve high marketing management expectations. Additionally, we will examine the planning, pricing, promotion, and directing the flow of a company’s products and services to foreign markets. Marketing in a global environment should be viewed through a series of lenses: the cultural environment of global markets, assessment of global market opportunities, development of global marketing strategies, and implementation of global marketing strategies. Global marketing in this course will be viewed as an integrated discipline combining elements of economics, anthropology, history, demographics, linguistics, law, statistics, politics, geography, and international trade. The challenge of the course (and the excitement of this field of Global Marketing) is the integration of these international and intercultural disciplines in such a way as to promote and maximize marketing mixes and opportunities. We will not expect you to become an expert in this mix of disciplines, but rather to stimulate your interest in contemporary events and critical issues worldwide and how they relate to marketing. From a practical viewpoint, you will learn to put together an International Marketing Portfolio & Business Plan aimed at a certain country.
It is important to point out that this is a graduate course and extremely concentrated: There is a lot of work, and it is important that students keep up with the work schedule that is laid out in the Course Schedule.
Course Objectives
The course objectives are
- To provide students with an understanding of the global business environment in terms of economic, cultural and political factors, and how to apply this understanding to marketing strategies.
- To provide participants with insights of current issues and practices in Global Marketing through assignments, class room discussions and through oral and written analysis of cases.
- To familiarise students with an understanding of the different techniques, strategic options and possibilities in the competitive global environment with the exploration of marketing.
- To give students a basic knowledge in how to balance global and local marketing consideration, and to understand strategic options in entering and organizing marketing campaigns in foreign markets.
- To foster critical thinking relating to specific main issues of International Marketing to research excellence activities and encourage creativity in problem solving in very pragmatic context
Expected Outcome / Learning
Upon completion of this course, the student will be competent in these areas and will:
- Understand the scope and challenge of international marketing,
- Able to explain the role of culture in global markets development.
- Analyze the international environment
- Implement marketing research
- Understand principles of global marketing management
- Implement principles of Products and Services management for Businesses and Consumers.
Prerequisites
Students should have had a fundamental marketing class either at the graduate or undergraduate level.
Required Textbook
International Marketing, 15th ed. International Edition,, Philip Cateora and John L. Graham, McGraw-Hill Publishing, 2011
http://catalogs.mhhe.com/mhhe/viewProductDetails.do?isbn=007352994X
Suggested Readings
In addition to the above reading material, there will be other reading assignments.
There is a wealth of information that relates to global marketing on the internet. Most of these are from the US, but they have international information. Press CONTROL & click on the name to proceed. Good luck!
1. CIA World Factbook
2. The Electronic Embassy
3. Library of Congress Country Studies
4. Pangaea ITC Free Global Resources
5. International Business Resources on the WWW
6. International Chamber of Commerce
7. CyberNet Chamber of Commerce -- International Chamber & Business Source
8. World Trade Organization
9. The World Bank
10. United States International Trade Commission
11. United Nations, International Organizations and Related Links
12. International Business -- from Nijenrode University
13. Emerging Markets Companion
14. Web of Culture
15. International Business & Technology @ BRINT
16. Yamaha Language Center
17. Virtual International Business & Economics Sources (VIBES)
Suggested On-Line Readings
Further supplementary readings will be provided in the reading assignments for each module.
Assessment Methods and Grading Policy
Student's performance will be assessed by the work they do in the course – including participation in the discussions that are a part of each lesson. Online course grading is based less on a final examination or final essay, and more on completing the assignments throughout the course.
These assignments may include some or all of the following:
(1) Quiz - quiz questions (may include multiple answer or choice questions).
(2) Short response - questions to be answered in very short written responses (max. two paragraphs).
(3) Essay - a short 2 to 3-page essay, a draft for a larger essay, and/or a short critical review of specific readings. Most important is that you clearly indicate the source of your information with reference footnotes or endnotes. (One page should contain between 250 and 300 words in total, including footnotes).
(4) Critical review - a short critical review in your own words of the specific reading as assigned in the module. This review must not be longer than 2 pages and can be as short as 200 words (count one page as having page between 250 and 300 words).
(5) Final essay - the final term essay paper (up to 10 pages long) You will be free to use information from any book or other source for your essay, but you must at all times clearly indicate the source of your information with reference footnotes or endnotes. Please note that a term paper must be developed according to an academic format and at minimum contain an introduction, a middle section and a conclusion. The middle section is that part of the paper in which you introduce information, provide data or case studies/examples, develop your ideas and/or analyse the result. In the conclusion, you do not introduce new information; rather, you explain what is interesting about the study you wrote about and why it is meaningful for you, or for your society, or for the global international community in general.
(NOTE, we count expect to see between 250 and 300 words per page. Please use a convenient type/font for easy reading, such as "Arial", "Trebuchet" or "Times New Roman", size 12).
Students' grades will be assessed as follows:
Class Discussion 15%
Quizzes 15%
Case Studies 20%
Term Project 30%
It is important to note that graduate students must maintain a 3.0 GPA to retain their matriculated status. A “C” grade, therefore, is passing, but below the score needed to stay matriculated.
Grading Policy
Grade
Percentage
Quality
Points per Credit
A
93-100
Outstanding
4.0
A–
90-92
3.7
B+
87-89
3.3
B
83-86
Satisfactory
3.0
B–
80-82
2.7
C+
77-79
2.3
C
73-76
Poor
2.0
F
0-72
Failure
0.0
Students must maintain the readings, discussion participation, quizzes and assignments to obtain a passing grade in the course. To obtain a superior grade, students must demonstrate a high degree of quality in their work.
PLEASE NOTE THAT PLAGIARISM (copying other writers' text without due citation or recognition) WILL NOT BE TOLERATED. Plagiarism is equal to cheating in exams as it means "stealing" solutions to problems, ideas or written text from other people and pretending they are your own. Students caught committing these forms of cheating will be subject to course failure and will be reported to the Dean of the University. Two instances of cheating or plagiarism will be cause for academic suspension.
For information on what plagiarism is and how to avoid it, please read the pages 41 and 41 in the book: TURABIAN, Kate L., A Manual for Writers of Research Papers, Theses, and Dissertations, Chicago Style for Students and Researchers, 7th Edition, The University of Chicago Press, 2007.
Course Schedule
Module 1
Description
The Scope and Challenge of International Marketing, the Dynamic Environment of International Trade as well as The Foundations of Culture.
Read
Textbook, ch. 1-3
Prepare
1. Participate with at least one response to the on-line discussion that you send to all other students and the professor.
2. Be ready to discuss: “Video – Starbucks (click on the following URL to go to the video list and click on the “Starbucks” video
Starbucks: Building Relationships
http://bevideos.mhhe.com/business/video_library/ 0073337285/Disc_01/swf/Clip_01.html
Based off of your textbook readings and Internet research, how would you characterize Starbuck's identity? What problems have coffee growers faced over the past few years? How have these problems impacted the pricing for retail coffee chains such as Starbucks.”
3. Essay: Case Study: Choose one of the case studies in Section 1, analyze it and write a short report stating your analysis and reaction.
4. Quiz
Module 2
Description
The Role of Culture in Global Markets Development.
Read
1. Textbook, ch. 4, 5.
Prepare
1. Participate with at least one response to the on-line discussion that you send to all other students and the professor.
2. Be ready to discuss: “What is the importance of “cultural empathy” to the foreign marketer? How does he or she acquire “cultural empathy?”
3. Essay: Contrast the authority roles of top management in different societies. How will the differing views of authority affect marketing activities?
4. Term Project I - submit the first section of the Country Notebook, "Cultural Analysis".
5. Quiz
Module 3
Description
The International Environment – the Basis of Global Markets.
Read
Textbook, Ch.6, 7.
Prepare
1. Participate with at least one response to the on-line discussion that you send to all other students and the professor.
2. Be ready to discuss: “Discuss the advantages to the international marketer arising from the existence of the various international conventions on trademarks, patents, and copyrights.”
3. Essay: Make a comment: “A crucial fact when doing business in a foreign country is that permission to conduct business is controlled by the government of the host country.”
4. Quiz
Module 4
Description
Global development through Marketing Research.
Read
Textbook, Ch. 8, 9.
Prepare
1. Participate with at least one response to the on-line discussion that you send to all other students and the professor.
2. Be ready to discuss: “Discuss how the shift from making “market entry” decisions to “continuous operations” decisions creates need for different types of information and data. What assistance does an MMIS provide?”
3. Essay: Locate a country in the agricultural and raw material stage of economic development. What changes will occur in marketing when it passes to a manufacturing stage.
4. Term Project, II - Submit the second section of the Country Notebook, the "Economic Analysis".
5. Quiz
Module 5
Description
Global Marketing Management.
Read
Textbook, Ch. 10, 11
Prepare
1. Participate with at least one response to the on-line discussion that you send to all other students and the professor.
2. Be ready to discuss: “Imagine that the United States was composed of many separate countries with individual trade barriers. What marketing effects might one visualize? ”
3. Essay: What can the United States, Europe, and China learn from the experiences of Japan during the last 20 years?
4. Quiz
Module 6
Description
Products and Services for Businesses and Consumers.
Read
Textbook, Ch. 12, 13
Prepare
1. Participate with at least one response to the on-line discussion that you send to all other students and the professor.
2. Be ready to discuss: “Video – McDonald's (click on the following URL to go to the video list and click on the McDonalds: Segmentation, Targeting, and Positioning
http://bevideos.mhhe.com/business/video_library/ 0073362255/swf/Clip_08.html
What is the approach McDonald's takes to standardizing products throughout the world? To what extent does the company standardize?”
3. Essay: Assume you are deciding to “go international” and outline the steps you would take to help you decide on a product line.
4. Term Project, III - Country Notebook, "Market Audit and Competitive Market Analysis"
5. Quiz
Module 7
Description
International Marketing Channels, Exporting and Logistics and Integrated Marketing Communications.
Read
Textbook, Ch. 14-16
Prepare
1. Participate with at least one response to the on-line discussion that you send to all other students and the professor.
2. Be ready to discuss: “One of the first things companies discover about international patterns of channels of distribution is that in most countries it is nearly impossible to gain adequate market coverage through a simple channel-of-distribution plan. Discuss reasons why this may occur.”
3. Essay “With satellite TV and the Internet's ability to reach many countries, how a company can use satellite TV and deal effectively with different languages, different cultures, and different legal systems.”
4. Term Project, IV - Country Notebook, "Preliminary Marketing Plan"
5. Quiz
Module 8
Description
Personal Selling and Sales Management, Pricing for International Markets and Negotiating with International Customers, Partners and Regulators.
Read
Textbook, Ch. 17-19
Prepare
1. Participate with at least one response to the on-line discussion that you send to all other students and the professor.
2. Be ready to discuss: “How has this course enhanced your understanding of marketing on a global level? Would you recommend this course to another student? Why or why not?”
3. Submit your final Marketing Plan Project.
4. Quiz
MRKT 110 - Principles of Marketing
S. MITEREVA
UBIS Undergraduate Course - Private
MRKT 319 - UBIS UG - Marketing and Advertising
S. MITEREVA
This course provides an overview of the field of marketing to give students an awareness of the institutions and methods employed in the marketing of goods and services. Discussions cover such topics as marketing strategies, opportunity and environmental analysis, new product development, and pricing. Different types of advertising media and their adaptation to various types of business activities are reviewed.
MRKT 324 - International Marketing
V. KREBS
UBIS UG - International Marketing
PHIL 240 - Ethics Introduction (Business Ethnics)
V. KREBS
POLS 210 - UBIS UG - Introduction to International Politics
S. MITEREVA
POLS 250 - UBIS UG - Comparative Politics
S. MITEREVA
UBIS UG - Comparative Politics
POLS 273 - UBIS UG - International Relations
P. LAURENT
UBIS UG - International Relations
PSYC 201 - Principles of Psychology
S. MITEREVA
An emphasis in the course is on the development of critical thinking skills and the analysis of controversial issues in the field. Topics include: research methods and fields, the biological basis of behavior, sensation and perception, drug use and abuse, developmental psychology, social psychology, cognitive psychology, learning and memory; personality theory, psychological assessment, abnormal behavior, and therapy.
PSYC 205 - Social Psychology
S. MITEREVA
UBIS UG - Social Psychology
RES 280 - UBIS UG - Associate degree Report
UBIS UG - Associate degree Report
RES 601 - Research Methodology
M. Elkin
This course presents the process of research from the inception of a purpose statement or research thesis through to the writing up of a report or essay. Through exposure to different research methods, students will learn which method is appropriate for the research questions and/or hypotheses they generate.
RES 602 - UBIS MA - Research Thesis
P. LAURENT
This course will cover all the aspects of thesis project preparation and presentation. These guidelines will help every UBIS student to fulfil the requirements for the preparation, research, writing and successful final presentation of the Report or Thesis.
RESP 480 - UBIS UG - Capstone Project
P. LAURENT
The syllabus provides the complete information about capstone project presentation.
The purpose of the Capstone Project/Activity is to provide students with an opportunity to integrate knowledge and skills acquired throughout the courses of their Degree Programs. It is designed to validate students’ abilities to apply learning from many courses to a practical project/activity, either within their workplaces or within their communities or personal lives. This Capstone Project/Activity is an outcome assessment in each UBIS Degree Program. It should integrate the students’ course work so that its scope can be used to assess the varied competencies achieved during the students’ programs of study at UBIS. As such, it requires students to show how they use the concepts from a minimum of five courses and the suggestions of the Capstone chair, or chair from their Degree Programs. In addition to the specific subject related competencies, the students’ written communication skills will be demonstrated in this project/activity.
SCIE 112 - UBIS UG - Environmental Science
S. MITEREVA
This course emphasizes the biological and environmental problems facing society. Basic concepts of environment and ecology will be discussed including topics such as the ecosystem concept, the impact of human kind on nature, human population dynamics, alternate energy sources, solid and nuclear waste problems, water and air population, endangered species, land use and conservation.
SOC 601 - UBIS MA - Sociology of Organizations
S. MITEREVA
The course will introduce students to key sociological concepts of sociological theories of international institutions and their dynamics in international relations and world politics. International Institutions that encompass both international organizations (IOs) and non-governmental organizations (NGOs). It also introduces to the international norms that play important roles in shaping dynamics of international relations and world politics. This course focuses on both international organizations (IOs) and international institutions that include formal treaties and informal rules, norms, and strategies of actors that shape world politics.
We will also study key sociological concepts of organization involved in the shaping of the international community. Their analytical frameworks are studied through case studies and the literature on international organizations and non-state organizations. Indeed, trans-national corporations and political organizations (e.g., the United Nations) have grown in size and influence, as have the organized social movements that lobby or oppose them. This course necessarily explores international political, economic, cultural, and social changes that are currently transforming our world on a global scale, as well as theoretical ideas and research from sociology and related fields to help us make sense of them. Countries are increasingly interconnected in organizations with agreed norms. States and NGOs share by flows of information, trade, money, immigrants, technology, and culture.
The development of a global sociology requires not only a theory of global proportions, but a community of sociologists of a global scale, observing and analyzing the world from different places. Therefore, the course calls upon distinguished sociologists from around the world to discuss such contemporary issues as natural resource extraction, terrorism, development projects like microfinance, human rights, labor movements, and so forth.
To achieve these goals, I have designed this course with two components. One component covers the functional dynamics of key international/intergovernmental organizations such as the United Nations, the World Bank, the World Trade Organization, International Monetary Fund, and the International Non-Governmental Organizations. The other component covers theoretical underpinnings of both the institutional structures and organizational dynamics of the International Organizations and International Non-Governmental Organizations.
SOCI 233 - Cross Cultural Communication
V. KREBS
This course discusses behavioral differences that affect international business, on the cultural differences between nations and how these differences affect social organizations, management of multinational corporations. In addition, this course discusses skills and behaviors that are perceived as effective leadership characteristics in one culture are not necessarily those that will be effective in a different culture.
SOCI 401 - UBIS UG - Natural Disaster & Migration
S. MITEREVA
Natural Disaster & Migration
STAT 323 - Research and Statistical Analysis
S. MITEREVA
This course is an introduction to the methods and tools of general research. It includes the application of the research process to problem solving and the types of research undertaken and appropriate means of conducting them. Attention to secondary source research through bibliographic methods and on-line resources via the Internet is included. Descriptive statistics and inferential statistics, including frequency distribution, variability, and correlation will be discussed. A computerized statistical tool is used in the course.
TRAN000 - Training Course for Manual
S. MITEREVA
UBIS VIP
BBA Prequiste Co - BBA Prequiste Courses (private)
J. CURCI
BBA Prequiste Courses (private)
VN
ACC-601 - Accounting for Decision Making
S. MITEREVA
Course Objectives
This course provides a comprehensive, graduate level exploration of managerial accounting. Managers need to understand the ways in which accounting information can be used to guide decision-making. Attention is given to operating leverage decisions, and their impact upon “breakeven” activity levels. This in turn leads to decisions about pricing and production volumes, about “make-or-buy” decisions and about outsourcing. A final module considers the role of accounting data in risk management and in the formulation of corporate strategy.
Expected Outcome / Learning
Upon completion of this course, the student will be competent in these areas and will have knowledge to:
1. Use cost management tools to provide effective projects.
2. Plan, control and manage the cost issues.
3. Use budgeting techniques and principles.
4. Implement methods of accountant information evaluating.
5. Be able to implement tools of decision making.
Prerequisites
Basic undergraduate accounting
Required Textbook
Managerial Accounting, 7th ed., Ronald Hilton, McGraw Hill, 2008
ECO-601 - International Economics
S. MITEREVA
FIN-601 - Corporate Finance
S. MITEREVA
This course looks at the realities of finance within a corporate entity. Capital investment decisions are reviewed in more detail, with an emphasis upon risk analysis. Additional topics include the management of cash and working capital, and the valuation of companies. The course makes extensive use of case study analysis to link classroom teaching with corporate realities, and also to provide students with additional experience of making presentations
FIN-602 - Financial Markets and Institutions
S. MITEREVA
Learning Objectives
To apply an economics perspective to the study of financial assets and institutions
To help form a coherent view of the disparate variables in financial activity, markets, and their governance
Learning Outcomes
Upon completion of the course students should be able to:
- Understand what a financial system is and does, and the distinct functions of each component
- Understand some important financial instruments and the economic principles underlying their use
- Understand the relationship among assets, agents, and institutions
- Solve simple problems using quantitative or graphical tools
- Appreciate country differences in a world of interdependence and rapid change
- Critically evaluate the institutions and instruments of modern financial activity
FIN-603 - Investment Management
A. BAYBAY
Learning Objectives
This subject discusses the investment management process and theories relevant to the process. It discusses asset allocation approaches and the process of managing equities, fixed interest, property and alternative assets.
Learning Outcomes
- At the completion of this subject, students should be able to:
- Analyze the processes involved in managing an investment portfolio
- Explain the theoretical concepts underpinning investment management
- Apply the process of asset allocation and portfolio construction
- Assess manager selection and portfolio management styles
- Analyze the characteristics and relative benefits of the various asset classes
- Explain the features of international investment and its impact on portfolio management
- Analyze absolute and relative performance metrics
FIN-604 - Finance for International Business
S. MITEREVA
Course Objectives
The course will allow students to understand what is called international finance. It will also allow students to be able to take their own decisions if they need them, when they will work in finance departments of international companies It also includes the presentation of statistics that will allow students to understand recent developments of the world finance.
Expected Outcome / Learning
Upon completion of this course, students will know and understand concepts and practical solution-oriented approaches to financial investment within today’s integrated global financial market. They will also be able to:
- Explain with the aid of statistics and/or calculations how recent developments in the world financial system affect individual industries, businesses and markets.
- Understand the International Monetary System, spot market and the forward market.
- Address the management of transaction exposure, the international bond market and equity Markets, as well as currency swaps.
Prerequisites
There are no prerequisites but students are invited, before entering the course, to refresh their memories about basic statistics. The instructor will be able to help them if necessary. The course will need the students to practice calculations.
Required Textbook
Eun C, Resnick B, International Financial Management, McGraw-Hill, 6th edition, 2012. ISBN-13 9780078034657
It is also highly recommended to read newspapers, such as The Financial Times or The Wall Street Journal, and magazines, such as The Economist.
Suggested Readings
Frank K Reilly & Edgar A. Norton, Investments, Thomson/ Southwestern publishing7th edition, 2006 (or later edition), ISBN: 0-324-28899-9
MCO-607 - Web Strategies
S. MITEREVA
This course provides comprehensive, practical guidance on how companies can get the most out of the web to meet their marketing goals. The course links marketing theory with case studies on cutting edge companies such as Dell, eBay and Facebook, to help students to understand digital marketing in the real world.
MGM-605 - Organizational Communication
S. MITEREVA
Organisational Communication
MGM-617 - Human Resources Management
S. MITEREVA
LEARNING OUTCOMES
Upon completion of the course students will be able to:
· Explain the strategic and operational role of human resource management (HRM);
· Apply principles and theories of HRM to the world of work;
· Analyze HRM implications (from a management perspective) of major legislation,
such as the Equal Pay Act, Americans with Disabilities Act, Family Medical Leave Act, and Privacy Act;
· Demonstrate competency in HRM skills, such as job analysis, job redesign, interviewing job applicants (both skill and behavioral interviews), dismissing workers for cause, new hire orientation, conducting a performance appraisal session, establishing
and/or evaluating training programs, and managing people.
TEXTBOOK and INSTRUCTIONAL MATERIALS
Mathis, Robert L., and Jackson, John H., Human Resource Management (with Policies
and Practices Advisor CD-ROM): 13th ed., 2011 Thompson/South-Western College
Publishing, ISBN: 9780538453158
http://www.cengage.com/search/productOverview.do?
N=16&Ntk=P_Isbn13&Ntt=9780538453158
MGT-601 - Corporate Information Strategy
S. MITEREVA
Course Objectives
Upon the successful completion of this course, the student will be able to:
- Describe ways in which information technology creates business value.
- Describe the use and processing of information for managerial decision making, including ethical and security dilemmas associated with information.
- Explain how businesses are impacted by enterprise architectures and networks, telecommunications, and distributed computing.
- Define strategies for using strategic enterprise systems and collaborating to create business value.
Expected Outcome / Learning
At the end of this course, students will be able to:
- Understand how Information Systems is an essential element of business strategies and identify the challenges they pose and the opportunities they offer
- Acquire a basic understanding of the managerial issues related to the management and development of corporate Information Systems.
- Communicate with IT specialists and end-users in the framework of the management or the development of Information Systems to ensure that the corporate objectives are satisfactorily achieved.
MGT-602 - Organizational Culture
A. BAYBAY
Organizational Culture
MGT-603 - Entrepreneurship
O. GOUGEON
The Marketplace is a realistic strategic planning and management simulation that lets students build an entrepreneurial firm, experiment with strategies, and compete with other firms in a virtual business world. Designed to mimic the competitive, ever changing marketplace, the simulation lets students gain experience in market analysis, strategy formulation, and the management of a new venture.
In the Marketplace, students will start up and run their own company, struggling with business fundamentals and the interplay between marketing, distribution, manufacturing, human resources, finance, and accounting. They are given control of a simulated business and must manage its operations through several decision cycles. Repeatedly, students must analyze the situation, plan a strategy to improve it and then execute that strategy out into the future. They will face great uncertainty from the outside environment and from their own decisions. Incrementally, they will learn to skillfully adjust their strategy as they discover the nature of real-life decisions, including the available options, linkages to other parts of the business, conflicts, tradeoffs and potential outcomes.
MGT-604 - Strategic Management
J. KOOIMAN
Learning objectives
- To develop a framework of analysis to enable students to identify central issues and problems in complex, comprehensive case; to suggest alternative course of action; and present well supported recommendations for future action.
- To develop conceptual skills so that students are able to integrate previously learned aspects of corporations.
- To develop skills to analyze and evaluate, both qualitatively and quantitatively, the performance of people responsible for strategic decisions.
- To bridge the gap between theory and practice and developing an understanding of when and how to apply the concepts and techniques learned in earlier courses in marketing, accounting, finance, management, production and information systems.
- To develop a better understanding of the present and future environment in which corporations must function.
- To develop analytical and decision making skills for dealing with complex conceptual problems in an ethical manner.
MGT-605 - Project Management
M. BORLOVAN
Learning Objectives
- Define and explain Project Management
- Understand and apply the sequential steps of the project management framework
- Understand the importance and function of project management and apply the project process of initiating, planning, executing, controlling, and closing the project
- Define the roles of the project manager, the project team member and effectively communicate with the project team, clients, and customer
- Apply knowledge and skills to manage the project scope, project time, and workflow, project cost and budgets, project resources, project quality, project human resource requirements, project communication (reports, meetings, correspondence, etc.) project changes and project risk management.
- Understand the critical people skills needed to lead projects.
MGT-606 - Corporate Social Responsibility
A. BAYBAY
Corporate Social Responsibility
MGT605MB - Project Management MB development
M. BORLOVAN
Study of project management initiatives and its life cycle: resources, cost, time and risks; work and product breakdown structures; tendering and contracting processes; and planning, building, and leading the team and execution.
MKT-601 - Marketing in a Global Environment
O. GOUGEON
Course Objectives
- To provide students with an understanding of the global business environment in terms of economic, cultural and political factors, and how to apply this understanding to marketing strategies.
- To provide participants with insights of current issues and practices in Global Marketing through assignments, class room discussions and through oral and written analysis of cases.
- To familiarise students with an understanding of the different techniques, strategic options and possibilities in the competitive global environment with the exploration of marketing.
- To give students a basic knowledge in how to balance global and local marketing consideration, and to understand strategic options in entering and organizing marketing campaigns in foreign markets.
- To foster critical thinking relating to specific main issues of International Marketing to research excellence activities and encourage creativity in problem solving in very pragmatic context.
Expected Outcome / Learning
Upon completion of this course, the student will be competent in these areas and will:
- Understand the scope and challenge of international marketing,
- Able to explain the role of culture in global markets development.
- Analyze the international environment
- Implement marketing research
- Understand principles of global marketing management
- Implement principles of Products and Services management for Businesses and Consumers.
RES-601 - Research Methodology
S. MITEREVA
Course Objectives
This course presents the process of research from the inception of a purpose statement or research thesis through to the writing up of a report or essay. Through exposure to different research methods, students will learn which method is appropriate for the research questions and/or hypotheses they generate.
The class will be primarily hands-on with students formulating their own topics and ideas for the course. During the course they will design a research plan, and begin the work on their own essay or thesis. This course may serve as the first step in formulating the topic, purpose and research method for their thesis. At the end of this course, students should have a fully developed research plan, and will be assigned a thesis advisor to oversee their thesis project. The course brings students to examine the why and what for of research by reading up on different theories and methods. This will include qualitative and quantitative methods, mixed methods, as well as inductive vs. deductive inquiry. In addition, students will learn to recognize research integrity and validity, formulate research questions and hypotheses, and develop the design for a thesis or report, as well as how to conduct a literature review and prepare an annotated bibliography.
Expected Outcome / Learning
This research methodology course provides learning in terms of critical thinking and evaluation of other people's research, and it places an accent on the importance to learn clear communication to distinguish a fact from a finding, from knowledge gathering, or from arguments based on unexpressed assumptions. Students will have learned to use both qualitative and quantitative research methods, and to analyze research - their own and others' on the basis of the validity and appropriateness of the research tools and methods used for the given subject and research objective.
Upon the successful completion of this course, the student will be able to:
- Develop a purpose statement that may be in the form of a research question or a hypothesis.
- Understand the principal tendencies in the theory of research
- Design a research plan and understand the detail of the various necessary steps.
- Conduct a thorough literature review and prepare an annotated bibliography.
- Understand why quantitative and qualitative methodologies are used in gathering data and which methods benefit what kind of outcome.
- Analyze the data collected.
- Write up and present the findings.
At the end of this course, students should have a fully developed research plan, and will be assigned a thesis advisor to oversee their thesis project.
Prerequisites
Entry into graduate studies is the only prerequisite. This course is a must for all graduate students who study and work in the social sciences, business management, humanities, economics and finance.
Required Textbook
Donald R. Cooper, Pamela S. Schindler, Business Research Methods, 11/e, McGrawHill, 2011 (ISBN-13 9780073373706)
Suggested Readings
Creswell, John W., Research Design: Qualitative Quantitative and Mixed Methods Approaches, Los Angeles, London, Sage Publications, 2009 (3r edition) (ISBN: 978-1-4129-6557-6 paperback) Publisher's website: www.sagepublications.com
Students will be required to join the Social Science Network at and may also join the Business Network at These will give you access to articles, videos & discussion groups. Registration is free.
RES-602 - Research Thesis
S. MITEREVA
This course will cover all the aspects of thesis project preparation and presentation. These guidelines will help every UBIS student to fulfill the requirements for the preparation, research, writing and successful final presentation of the Report or Thesis.
