COURSE DESCRIPTORS - Tixey's blog — … · Web viewCOURSE DESCRIPTORS MBA Core Subjects No....

COURSE DESCRIPTORS

MBA Core Subjects

No. Subject Course Number

TotalHours

No. of Credits

1 Competitive Analysis CA 700 35 52 Corporate Finance CR 510 35 53 Financial Accounting CR 500 35 54 Managerial Economics CR 520 35 55 Managing Human Resources CA 605 35 56 Managing Strategic Change CR 700 35 57 Marketing Management CA 600 35 58 Quantitative Methods for Business CR 530 35 59 Strategic Marketing CA 720 35 510 Corporate Environmental Management CA 620 21 3

11 Ethics in Business & Government CR 615 21 3

12 Organizational Behaviour CR 610 21 313 Final Project Workshop CR 710 14 214 Market Research CR 715 14 2Total Credits 58

MBA Electives

No. Course Course Code

Total Hours

No. of Credits

1 Enterprise, Innovation and the Public Sector

CM600 35 5

2 Financial Management for the Public Sector

CM700 35 5

3 Human Resource Management for the Public Sector

CM610 35 5

4 International Finance EL700 35 5

5 Logistics and Supply Chain Management

EL600 35 5

6 Project Management EL605 35 5

7 Public Finance CM710 35 5

8 Environmental Management of Projects

CM720 21 3

19 Financial Engineering EL735 21 3

9 International Business Environment II EL665 21 3

10 International Marketing EL620 21 3

11 Management Science EL705 21 3

12 Managing in the European Union EL710 21 3

13 Managing Information Systems EL625 21 3

14 Managing the Service Industry EL630 21 3

16 Ship Management EL635 21 3

15 Shipping Finance EL612 21 3

20 Starting a New Business EL682 21 3

17 Total Quality Management EL640 21 3

18 Venture Capital EL645 21 3

22 Business Modeling & Forecasting EL715 14 2

23 Corporate Governance EL720 14 2

24 Creativity in Management EL650 14 2

25 Electronic Commerce EL655 14 2

26 Entrepreneurship & Innovation EL660 14 2

21 Family Business Management EL681 14 2

27 International Business Environment I EL615 14 2

28 Introduction to the European Union EL670 14 2

29 Leadership EL725 14 2

30 Managerial Accounting EL675 14 2

31 Managing the SME’s EL680 14 2

32 Negotiating Skills EL685 14 2

33 Operations Management EL690 14 2

34 Organizational Structures EL695 14 2

35 Risk Management EL730 14 2

36 Shipping Economics EL611 14 2

MBA CORE SUBJECTS

MBA/MPSM COURSE DESCRIPTORCOURSE TITLE CA 700 - Competitive AnalysisCOURSE INSTRUCTOR (S) Dr. Jim LeontiadesNO. OF CREDITS (1 CREDIT = 7 HOURS) 5MBA CORE/ELECTIVE CoreMPSM CORE/ELECTIVE ElectiveCLASS CONTACT HOURS 35MINIMUM LEARNING EFFORT (IN HOURS)

105

PREREQUISITES (IF ANY) 50% of Lecture requirements completed

OBJECTIVES

Objectives of this course: 1. Providing an analytical framework which will integrate the various techniques and tools required to analyze a business and to formulate competitive strategy. 2. Familiarize participants with a number of strategic analytical tools. 3. Applying all the above to a live business.

LEARNING OUTCOMES

Participants will acquire tools and concepts associated with competitive analysis and know how to apply them to a real company.

They will understand competitive advantage and competitive strategy. They will understand both the need and the “how” of bringing together and

integrating many of the subjects taught in the MBA programme. They will know how to set forth their findings in a consultant type report.

COURSE OUTLINE

* Competitive strategy and its relation to corporate strategy * Competitive strategy in relation to other subjects and disciplines of the MBA * Competitive advantage * The team assignment: what is expected. * Format for writing the report * Tools and concepts of competitive analysis * Competitive analysis in practice: company examples * Teams visit client companies to analyze and develop a competitive strategy * Interpreting field work and developing the team report TEACHING AND LEARNING METHODS

Participants are introduced to various concepts and tools relevant to competitive analysis. Grouped in teams, they are assigned a particular “client” firm in Cyprus. They apply tools and concepts they believe relevant to the client firm to develop a competitive strategy for it. This is presented in the form of a consulting report which is assessed. Subsequently, each participant carries out the same type of exercise individually on a new client firm.

METHODS OF ASSESSMENTAssessment is based on a group grade for the team report, 40% and 60% on the individual report.

RECOMMENDED READING LISTMichael Porter, Competitive Strategy, Free Press, 1980 (chapter 1,2,3)Costas Markides, What is Strategy? (hand out)A. Brandenburger and B. Nalebuff, “The Right Game: Use Game Theory to Shape Strategy”HBR July-August,’95.L.V. Gerstner, Who Says Elephants Can’t Dance, Harper Business, ’02. (excerpts)M. McNeilly, Sun Tzu and the Art of Business , Oxford U. Press, ’00 (Excerpts) P. Bose, Alexander the Great’s Art of Strategy, Gotham Books, ’03 (Excerpts) J. Walsh, , Warner, 01 (excerpts) Strategic Planning Aids (handout) SWOT, Scenario Planning, Mapping, Winners-Losers Analysis, Generic Strategies, Key Success Factors, Competitive Response Profile, etc.C.K. Prahalad and G. Hamel, The Core Competence of the Corporation, HBR, May-June, ‘90

Course descriptor template/mp

MBA/MPSM COURSE DESCRIPTORCOURSE TITLE CR 510 – Corporate FinanceCOURSE INSTRUCTOR (S) Richard M. OsborneNO. OF CREDITS (1 CREDIT = 7 HOURS) 5MBA CORE/ELECTIVE CoreMPSM CORE/ELECTIVE CoreCLASS CONTACT HOURS 35MINIMUM LEARNING EFFORT (IN HOURS)

105

PREREQUISITES (IF ANY)OBJECTIVES

This course may be broadly described as providing students with an introduction to the fundamental aspects of the theory and practice of finance. The theory of finance is a combination of closely related topics such as investment, banking, insurance and microeconomics. It is often considered to be one of the most difficult areas of economic theory. It is also one of the most useful.LEARNING OUTCOMESAt the end of this course, students who have successfully completed it will have a solid understanding of the financial markets and the environment in which corporations operate. They will be introduced to the fundamental instruments of finance and, most important, they will learn how to value them. This knowledge is ultimately applied to the valuation of the firm as a whole.

COURSE OUTLINE INTRODUCTION GOALS OF THE FINANCIAL MANAGER THE FINANCIAL ENVIRONMENT FORMS OF BUSINESS ORGANIZATIONS FINANCIAL MARKETS INTEREST RATES STOCKS, BONDS AND MORTGAGES COMMON STOCK PREFERRED STOCK CORPORATE BONDS MUNICIPAL BONDS MORTGAGES FINANCIAL MATHEMATICS VALUATION OF FINANCIAL INSTRUMENTS DISCOUNTED CASH FLOW (DCF) MODEL CAPITAL BUDGETING RISK AND RETURN BEGINNING STATISTICS PORTFOLIO RISK AND RETURN 146 CAPITAL ASSET PRICING MODEL (CAPM) EFFICIENT MARKETS COST OF CAPITAL LEVERAGE AND CAPITAL STRUCTURE CAPITAL STRUCTURE THEORY EBIT/EPS ANALYSIS DIVIDEND POLICY

TEACHING AND LEARNING METHODS Lectures Hands-on use of the Wall Street Journal Video presentations In-class debates and discussion

METHODS OF ASSESSMENT Problem sets given in class. Closed-book final exam.

RECOMMENDED READING LIST My Course Notes. These have been carefully prepared and provide material for

a full Financial Management course. Relevant Chapters in Corporate Finance, 6/e Stephen A. Ross, Randolph W.

Westerfield, Jeffrey Jaffe, McGraw-Hill, 2002 The Wall Street Journal


MBA/MPSM COURSE DESCRIPTORCOURSE TITLE CR 500 - Financial AccountingCOURSE INSTRUCTOR(S) Peter ClarkeNO. OF CREDITS (1 CREDIT = 7 HOURS) 5MBA CORE/ELECTIVE CoreMPSM CORE/ELECTIVE CoreCLASS CONTACT HOURS 35MINIMUM LEARNING EFFORT (IN HOURS) 105PREREQUISITES (IF ANY) NoneOBJECTIVES:The language of accounting/finance is used extensively in modern business. In today’s organisations, understanding this language is a growing necessity to any manager. It is also necessary to understand the concepts involved. Have you ever been asked any of the following questions?

How strong is our balance sheet?Was the profit performance satisfactory?What’s wrong with our cash flow?What is our break-even pointWhat do these financial statements tell us?Can we trust accountants?

This intensive course is designed to meet the needs and concerns of managers of non-financial areas who do not have formal accounting training who are experiencing an increasing need to use financial information to appraise performance and make decisions. Thus, this course neither requires nor assumes prior knowledge of accounting/finance. It is a user- orientated course i.e. geared towards understanding and using accounting information. It is NOT a preparer – orientated course i.e. geared towards individuals who will be involved with the preparation of accounting information.

LEARNING OUTCOMESAt the end of this course participants will be able to:

(a) understand the “jargon” of accounting/finance and communicate effectively with accounting/finance personnel within the company or division; and(b) understand the principles involved in preparing financial statements(c) use, in an intelligent manner, financial information and be aware of its limitations.

COURSE OUTLINE

1a INTRODUCTION TO ACCOUNTING The nature of accounting and financial management and its role in the management process The distinction between financial and managerial accounting Accounting regulation

The role of the external (statutory) auditor The harmonisation of financial statements (IASB and EU) Overview of course

1b FINANCIAL POSITION - THE BALANCE SHEET The balance sheet as a position statement

Classification of balance sheet items Evaluation of liquidity and leverage (gearing).

2 INCOME MEASUREMENT The definition and implication of “revenue” and “expenses”” Accounting conventions including capital and revenue expenditure

3/4 FUNDAMENTAL ACCOUNTING PRINCIPLES USED IN PREPARING FINANCIAL STATEMENTS The application of Fundamental Accounting Concepts Review of fundamental principles including depreciation Year end adjustments

5/6. CASH FLOW STATEMENTS The concept and importance of cash flow The preparation of cash flow statements Operating, Investing and Financing activities.

7/8. INTERPRETATION OF FINANCIAL STATEMENTS Introduction to accounting ratios Liquidity ratios; leverage ratios and ratios of overall profitability i.e. Return on Investment Return on Capital Employed Return on Shareholders’ Funds

Profitability of trading Working capital management Earnings per share (EPS) and other investor ratios.

9/10 CONTENTS OF ANNUAL REPORTS (PRACTICAL ANALYSIS)

11/16. INTRODUCTION TO MANAGEMENT ACCOUNTING Fundamentals of cost accounting Accounting statements in contribution format Cost allocation and apportionment Principles of overhead absorption (OHAR) and pricing An introduction to Activity based costing PLANNING FOR PROFIT & DECISION MAKING Budgeting and profit planning through CVP analysis The CVP model and decision making including scarce resources16/20 GROUP ASSIGNMENTS AND PRESENTATIONS

TEACHING AND LEARNING METHODS

The course consists of about 20-class session. Details of the session content are given on the detailed syllabus outline.

Class sessions will be devoted to a discussion and explanation of assigned topics and material and the preparation and solution of selected problems highlighting the important accounting concepts and principles relevant to managers.

There will be some assignments to be prepared towards the end of the course, which should be done in groups, and participants will be required to make oral presentations of their conclusions and recommendations.

It should be stressed that accounting is largely a practical discipline, concerning financial information. This means that the various techniques must be understood and applied. Consequently, accounting must be practised. To this end, a number of workshop sessions are planned throughout the course to give participants an opportunity to work either individually or in groups in order to apply and understand the various topics covered. Such workshops will allow participants to gain marks under the heading of “participation”.

METHODS OF ASSESSMENT

The examination at the end of this course will last 1 ½ hours and will be mainly in a Multiple Choice Questions (MCQ's) format. (The previous examination paper will be made available through the course administrator). There will be about 70 questions to be answered and each question carries equal marks. However, to prevent pure guesswork, incorrect answers may be penalised by small negative marking. The standard of the examination will be comparable to previous years. The exam will be a closed book examination and shall be sat under examination conditions.

Most of the marks will be awarded in the terminal examination. However, a small portion of the marks, about 10%, may be awarded for a variety of criteria including meaningful participation and progress during class assignments and workshops. Such marks may be crucial in deciding on borderline candidates at examination time.

RECOMMENDED READING LIST

The following text is available in the library (and is also available for purchase) and is strongly recommended for consultation purposes:

Accounting Information for Managers Peter Clarke Oak Tree Press, 2002

(b) Participants will be provided with a comprehensive reading/problem pack for each class session. This reading pack includes all teaching material together with a copy of the teaching acetates.


MBA/MPSM COURSE DESCRIPTORCOURSE TITLE CR 520 - Managerial EconomicsCOURSE INSTRUCTOR(S) Christis HassapisNO. OF CREDITS (1 CREDIT = 7 HOURS) 5MBA CORE/ELECTIVE CoreMPSM CORE/ELECTIVE CoreCLASS CONTACT HOURS 35 MINIMUM LEARNING EFFORT (IN HOURS) 105PREREQUISITES (IF ANY) NoneOBJECTIVES Managerial Economics applies economic theory and methods to business in order to examine how an organization can achieve its aims or objectives more efficiently. The objective of this course is to provide the students with useable knowledge of economics (both micro & macro) as it applies to business. It teaches them the essential tools to apply in: business plans, production cost, demand estimation and forecasting, financial analysis, market research and marketing. An important objective of the course is to train the students in the economic way of thinking e.g. consideration of alternatives, opportunity costs, marginal analysis, decision making by consideration of costs and benefits etc. Analyzing and understanding government policies, such as fiscal and monetary policy and their effects on business are also among the objectives of the course.LEARNING OUTCOMESThe students completing the course will be able to apply economy principles and tools to business problems; students will be able to estimate and forecast demand for existing and new products, predict the effect of changes in prices, incomes technology and competition on demand and supply of a product; assess the effects of changes in taxation, interest rates and other macro parameters on the business environment, and analyze the market structure of their own industry.COURSE OUTLINE

1. Introduction & overview2. Ten Principles of Economics3. Supply, Demand & Government Policies4. Production Possibilities – Circular Flow Model5. Elasticity and its Applications6. The Costs of Production7. Monopoly8. Firms in Competitive Markets9. Practical Applications

- Demand Estimation- Demand Forecasting

10. Overview of macroeconomics11. Macroeconomic policies12. Simulation of a national economy (using a computer simulation program)13. Summary & Review

TEACHING AND LEARNING METHODS Lectures In-class assignments simulation games Take-home assignments In-class debates and discussion

METHODS OF ASSESSMENT1. Final Exam2. Term Paper

RECOMMENDED READING LISTManagerial Economics, J Pappas and M. Hirschey, Dryden PressManagerial Economics, D Salvatore, McGraw-HillBusiness Economics, P Ferguson et-al, MacMillanEconomics, Begg e t-al McGraw-HillMacroeconomics, Downbusch & Fischer, McGraw-HillMacroeconomics, N Mankiw, Worth Publishers

MBA/MPSM COURSE DESCRIPTORCOURSE TITLE CR 600 - Managing Human ResourcesCOURSE INSTRUCTOR(S) Dr. Constantine Kontoghiorghes & Dr. A.

KellyNO. OF CREDITS (1 CREDIT = 7 HOURS) 5MBA CORE/ELECTIVE Core MPSM CORE/ELECTIVE CoreCLASS CONTACT HOURS 35MINIMUM LEARNING EFFORT (IN HOURS) 105PREREQUISITES (IF ANY) NilOBJECTIVES The aim of this course is to provide students with a broad understanding and appreciation of the field of human resource management. It also aims to enable participants to apply their in-depth understanding of Human Resource Management to real-life situations in their own business environment.

LEARNING OUTCOMES

After taking this course the student will be able to: describe the strategic value of the human resource function in the organisation; identify the strong interdependency between the organisation’s overall (business) strategy and its human resource management strategy; identify the primary issues and roles in the planning and management of the human resource flow, from entry to and exit from the organisation; assess the appropriateness of alternative human resource policies; and, define as well as solve human resource management problems.

COURSE OUTLINE Perspectives and Overview of the Human Resource Management Field. Environmental Context of International Human Resource Management. Strategic Approaches to Human Resource Management. Strategic Planning and Human Resource Management Planning. Job Analysis : Procedures and Choices. Management of HRM Inflow Policies : Recruitment, Selection Induction. Management of HRM Internal Flow Policies : Career Development, Performance Appraisal and Reward Systems. Management of HRM Outflow Policies : Termination, Outplacement, Retirement. The Management of Trade Union Relations and Collective Bargaining. Employee Representation and Participation. Managing Human Resources in Multi-National Organisations.TEACHING AND LEARNING METHODS

Lectures Case studies Article reviews Videos Multi-media presentations In-class debates and discussion Student presentations


Coursework: 40% (individual assignment; cases; group work and presentations) Exam: 60%


BooksGary Dressler, (2003). “Human Resource Management (9th ed.)”, Upper Saddle River, NJ: Prentice Hall.

Paul Evans, Yves Doz, Andre Laurent, (Eds), Human Resource Management in International Firms. London. Macmillan Press. 1989.Graeme Salaman (Ed). Human Resource Strategies. Sage. London. 1992.M Beer, B. Spector, P. Lawrence, D. Quinn Mills and R. Walton, Managing Human Assets. New York. Free Press. 1984.C Brewster and A Hegewisch, (Eds), Policy and Practice in European Human Resource Management. Routledge. London. 1994.

JournalsAcademy of Management Journal, Academy of Management Executive, Academy of Management Review, Journal of Management Studies, Journal of Business Research, Harvard Business Review.


MBA/MPSM COURSE DESCRIPTORCOURSE TITLE

CR 700 - Managing Strategic Change COURSE INSTRUCTOR (S) Vassilis PapadakisNO. OF CREDITS (1 CREDIT = 7 HOURS) 5MBA CORE/ELECTIVE CoreMPSM CORE/ELECTIVE CoreCLASS CONTACT HOURS 35MINIMUM LEARNING EFFORT (IN HOURS)

105

PREREQUISITES (IF ANY) NoneOBJECTIVES

The objective of the present course is to familiarize the participants with a multitude of circumstances where extensive strategic changes are necessary and to help them understand, through actual business cases, the challenges of managing strategic changes.

LEARNING OUTCOMES

Candidates taking this course will be able to identify and understand the dynamics of change. The course aspires to:

(1) Give participants a useful framework to identify the dynamics of change in various change circumstances,

(2) To help participants develop an understanding of the appropriate actions to effectively manage change,

(3) To develop practical knowledge on the applicability of various approaches to the management of change in various change situations,

COURSE OUTLINE

Module 1: Managing Strategic Change in a Simulated CompanyModule 2: Externally Imposed Changes – The Challenge of Discontinuous Change

Module 3: Effective Change Management in Mergers and Acquisitions Module 4: Turnaround Changes in ailing companies as well as Transformation Efforts in

Successful CompaniesModule 5: The Challenge of Creating a Learning organization


Business Game Lectures Case studies Article reviews In-class debates and discussion Student presentations Videos

METHODS OF ASSESSMENT Class participation: 40% (group work and presentations) Exam: 60%

RECOMMENDED READING LIST Harvard Business Essential Guide to Managing Change and Transition, Harvard

Business School Press, 2003. Carnall, Colin, Managing Change in Organizations, Prentice Hall, London, 1995,

second edition. Colenso, M., Kaizen Strategies for Successful Organizational Change, Financial

Times-Prentice Hall, 2000. Holman and T. Devane, The Change Handbook, Barrett-Koehler Publishers, 1999. Jick, T. D., Managing Change: Cases and Concepts, Irwin, Boston, 1993. Kotter J.P., Leading Change, Boston, Harvard Business School Press, 1996. Senge, P. The Fifth Discipline, Doubleday, 1991. Wind, J. and J. Main, Driving Change, The Free Press, 1998.


MBA/MPSM COURSE DESCRIPTORCOURSE TITLE CA 600 - Marketing ManagementCOURSE INSTRUCTOR (S) Dr. Photis M. PanayidesNO. OF CREDITS (1 CREDIT = 7 HOURS) 5MBA CORE/ELECTIVE CoreMPSM CORE/ELECTIVE ElectiveCLASS CONTACT HOURS 35MINIMUM LEARNING EFFORT (IN HOURS)

105

PREREQUISITES (IF ANY) NilOBJECTIVES This subject aims to provide participants with a full understanding of the principles of marketing. It also aims to enable participants to apply their in-depth understanding of marketing management to real-life situations in their own business environment.

LEARNING OUTCOMESCandidates taking this course will be able to identify and understand the components and value of marketing; Recognise the business and strategic importance of marketing management; Learn the analytical tools used for developing, evaluating and implementing successfully concepts of marketing management; Understand how the elements of marketing should be integrated and co-ordinated as a means of satisfying customer needs profitably; Appreciate the importance of marketing management in the quest for competitive advantage and higher performance.

COURSE OUTLINE The fundamental concepts of marketing The marketing environment Customer attraction and retention Marketing relationships The marketing mix Product planning and development Distribution, logistics and supply chain management Pricing Integrated marketing communications Market segmentation, targeting and positioning Consumer behaviour Business marketing management

TEACHING AND LEARNING METHODS Lectures Case studies Article reviews Videos Multi-media presentations In-class debates and discussion Student presentations

METHODS OF ASSESSMENT Coursework: 40% (individual assignment; group work and presentations) Exam: 60%


BooksBernhardt, K. L. and Kinnear, T. C. (1997), Cases in Marketing Management, Boston: McGraw-Hill Irwin.Coughlan, A. T., Anderson, E., Stern, L. W. and El-Ansary, A. I. (2001), Marketing Channels, 6th ed., Upper-Saddle River, NJ: Prentice-Hall.Dolan, R. J. (2002), Marketing Management Cases, Boston: McGraw-Hill Irwin.Hutt, M. D. and Speh, T. W. (2001), Business Marketing Management, 7th ed., Ohio: South Western Thomson Learning. Kotler, P. (2000), Marketing Management: Analysis, Planning, Implementation and Control, 10th ed., Upper-Saddle River, NJ: Prentice-Hall.Kotler, P. and Armstrong, G. (2001), Principles of Marketing, Upper-Saddle River, NJ: Prentice-Hall.Michel, D., Naude, P., Salle, R. and Valla, J-P. (2003), Business-to-Business Marketing, Basingstoke, Hampshire: Palgrave-Macmillan.Weitz, B. A. and Wensley, R. (2002), Handbook of Marketing, London: Sage Publications.

JournalsJournal of Marketing, Journal of Marketing Management, Industrial Marketing Management, Journal of Business Research, Harvard Business Review.


MBA/MPSM COURSE DESCRIPTORCOURSE TITLE CR 530 - Quantitative Methods for

BusinessCOURSE INSTRUCTOR (S) Dr. Takis StylianidesNO. OF CREDITS (1 CREDIT = 7 HOURS) 5MBA CORE/ELECTIVE CoreMPSM CORE/ELECTIVE CoreCLASS CONTACT HOURS 35MINIMUM LEARNING EFFORT (IN HOURS)

105

PREREQUISITES (IF ANY) Basic knowledge of Algebra and computer skills. Willingness to learn

OBJECTIVES Everything dealing with the collection, processing, analysis and interpretation of numerical data belongs to the domain of statistics. This course provides the students of basic statistical methods and techniques used in business and many other fields. It familiarizes the student with quantitative methods increasingly used by companies to inform the public, to make forecasts for planning and decision makingLEARNING OUTCOMESBy the end of the course students will be able to:

Construct, analyze and interpret graphical, numerical and tabular presentation of data

Compute probabilities Understand probability distribution such as: Normal, t-distribution, chi-square

distribution and others Determine sample size, confidence intervals and margin of error Perform simple hypothesis tests on large and small samples of population

mean Use the least squares method for curve fitting and forecasting Use the SPSS software for statistical purposes

SYLLABUS OUTLINE Introduction to Statistics Presentation of statistical data Measures of location and dispersion of data Introduction to probability Probability distributions – random variables The Normal distribution The t-distribution Sampling and sampling distributions Interval estimation of population mean Hypothesis testing Types of errors Significance tests Hypothesis testing continue Contingency tables Introduction to SPSS Simple linear regression analysis The least Squares method

TEACHING AND LEARNING METHODSA series of lectures, discussions, exercises, cases and computer exercises using SPSS and MS excelMETHODS OF ASSESSMENT

In-class Exercises 10% Final Exam 90%

RECOMMENDED READING LIST Kazmier Leonard J. “Business Statistics” 3rd or 4th Editions, Schaum’s Outline Anderson, Sweeney & Williams “Statistics for Business and Economics”


MBA/MPSM COURSE DESCRIPTORCOURSE TITLE CA 720 - Strategic MarketingCOURSE INSTRUCTOR(S) Gordon MandryNO. OF CREDITS (1 CREDIT = 7 HOURS) 5MBA CORE/ELECTIVE CoreMPSM CORE/ELECTIVE ElectiveCLASS CONTACT HOURS 35MINIMUM LEARNING EFFORT (IN HOURS) 105PREREQUISITES (IF ANY) NoneOBJECTIVES The aim of this course is to provide a solid foundation in the principal issues underlying marketing strategy.

LEARNING OUTCOMESBy the end of this course students will be able to appreciate how marketing strategy can create pathways towards a desirable future that marketing management will travel through in order to achieve them.

COURSE OUTLINE A framework for marketing strategy Strategic decisions Competitive behavior and the role of marketing strategy Product-market strategies Portfolio models and marketing strategy alternatives Strategic assessment of offerings Marketing strategy implementation and control systems




RECOMMENDED READING LISTBooksCravens, D. W. (2000), Strategic Marketing, 6th ed., Boston: Irwin-McGraw-Hill.

Jain, S. C. (2000), Marketing Planning & Strategy, 6th ed., Ohio: South-Western Publishing.

Sudharsan, D. (1995), Marketing Strategy: Relationships, Offerings, Timing & Resource Allocation, Englewood Cliffs, NJ: Prentice-Hall.

JournalsJournal of Strategic Marketing, Journal of Marketing, Harvard Business Review.


MBA/MPSM COURSE DESCRIPTORCOURSE TITLE CA 620 - Corporate Environmental

ManagementCOURSE INSTRUCTOR(S) Professor Theodore PanayotouNO. OF CREDITS (1 CREDIT = 7 HOURS) 3MBA CORE/ELECTIVE CoreMPSM CORE/ELECTIVE ElectiveCLASS CONTACT HOURS 21MINIMUM LEARNING EFFORT (IN HOURS) 63PREREQUISITES (IF ANY) NoneOBJECTIVES The objective of this course is to sensitize the students to the environmental impacts of business and to alert them to the opportunities that the environmental challenge opens to business for cost reduction, product differentiation, risk management and innovation for long-term competitive advantage. The course also aims to provide tools for analyzing environmental problems and formulating strategic responses, as well as implementing environmental management systems, such as ISO 14001.

LEARNING OUTCOMESUpon completion of this course, the student should be able to readily identify environmental challenges and opportunities faced by specific business in specific circumstances, and formulate and evaluate alternative responses including risk management, environmental investments, process and product redesign, “green” accounting, “green” marketing, and EMS.

COURSE OUTLINE Introduction and overview The natural environment of business Global trends in environmental concerns The green consumer Ethical investments and green funds Product differentiation and green premiums Environmental risk management Innovation and the Porter Hypothesis The Pollution Haven Hypothesis Environmental Certification EMAS and ISO14001 Beyond compliance Green Accounting Green Marketing Environmental-driven product-development Cases: Volvo, AT & T, ABB, Southern Company & ARCO The EU environmental acquis

TEACHING AND LEARNING METHODSLectures, class discussion, syndicate group work, case method, role-play in board of directors meetings.

METHODS OF ASSESSMENTClass participation : 20% (including quizes)In-class examination: 80%

RECOMMENDED READING LISTAlexander J “ABB Engineering Construction” in: Sullivan R. and H. Wyndham “Effective Environmental Management: principles and case studies”, 2001, pp 113-135

Dickerson K R “Leading Change in the Face of Product Elimination: ARCO’s Strategic Choices in a Cleaner-Burning Gasoline” in: Piasecki et al “Environmental Management and Business Strategy”, 1999, pp 123-136

ECOTEC et al 2001 “The Benefits of Compliance with the Environmental Acquis for the candidate countries”

Lovins A B, L H Louius and P Hawken “A Road to Natural Capitalism” in Harvard Business Review May-June 1999

Mon J and B Alhenby “Leveraging Innovative Potential: Design for Environment at AT & T” in: Piasecki et al “Environmental Management and Business Strategy”, 1999, pp 151-163

Piasecki et al. “Environmental Accounting for Competitive Advantage” in

“Environmental Management and Business Strategy: Leadership Skills for the 21st Century”, 1999, pp 107-120” Piasecki et al. “Environmentally Driven New Product” in “Development Environmental Management and Business Strategy: Leadership Skills for the 21st Century”, 1999, pp 121-136

Ports M E and C Van der Linde “Green and Competitive: Finding the Stalemate” Harvard Business Review Sept-Oct 1995

Reinhardt F L “Bringing the Environment Down to Earth”, Harvard Business Review July-August 1999

Rothenberg S and J Maxwell “Extending the Umbrella of Social Concern: Volvo’s Strategic Approach to Environmental Management” in: Piasecki et al “Environmental Management and Business Strategy”, 1999, pp 192-204

Sullivan, R and H Wyndham “Environmental Management System Standards and Certification” in: “Effective Environmental Management: Principles and Case Studies”, 2001, pp 17-53

Walley N and B Whitehead, “It’s not Easy Being Green”, Harvard Business Review on Business and the Environment, 2000

Welford, Richard “Corporate Environmental Management 3: Towards Sustainable Development”, 2000, pp 109-126

Woodhall R and Butler T “Environmental Commitment at the Southern Company” in: Piasecki et al “Environmental Management and Business Strategy”, 1999, pp 308-327

MBA/MPSM COURSE DESCRIPTORCOURSE TITLE CR 620 – Ethics in Business &

GovernmentCOURSE INSTRUCTOR(S) Professor Theodore PanayotouNO. OF CREDITS (1 CREDIT = 7 HOURS) 3MBA CORE/ELECTIVE CoreMPSM CORE/ELECTIVE CoreCLASS CONTACT HOURS 21MINIMUM LEARNING EFFORT (IN HOURS) 63PREREQUISITES (IF ANY) None

OBJECTIVES To sensitize the students to the ethical dimensions of business and to train them to identify ethical dilemmas and resolve them based on ethical principles and moral theory. To examine the social responsibility of business from different perspectives (American/British, European/Japanese, etc.) and to introduce tools of ethical analysis of management decisions involving difficult choices between right and right and wrong and wrong.

LEARNING OUTCOMESThe students completing the course should be able to readily identify ethical dilemmas in business, analyze them based on ethical principles, and resolve them in a defensible direction or rigorously evaluate the “morality” of others’ decisions, again based on alternative moral theories.

COURSE OUTLINE Introduction and overview Basic concepts in business ethics The case against ethics in business The case for ethics in business Legality and morality Why the law cannot do it Ethical theories and principles Rights and duties Justice and fairness Rawls’ theory of justice Moral relativism Stakeholder vs shareholder management Ethics in finance and accounting Ethics in marketing and advertising Ethics in employment Ethics in international business

TEACHING AND LEARNING METHODSLectures, case method, class discussion, syndicate group work, class presentations, role-play, ethical dilemma simulation.

METHODS OF ASSESSMENTClass participation (including written class quiz) : 20%In-class examination : 80%


Almeder R. “Morality and Market Place”Arrow K “Social Responsibility and Economics Efficiency” Freeman R E “A Stakeholder Theory of the Modern Corporation” in Snogenbos et alFriedman M “The Social Responsibility of Business is to Increase Profits”Sen, Amartya “Does Business Ethics Make Economic Sense”Sloan Management Review, Winter 2000Snoeyenbos M, R Almeder, I Humber (Eds) “Business Ethics” 3rd edition, Prometheus books NY 2001Stone C “Why the Law Can’t Do It?”Velasquez M G, “Business Ethics: Concepts and Issues” 5th edition, Prentice Hall, NJ 2002Waddock S & Smith N “Corporate Responsibility Audit: Doing Well and Doing Good”

PBS Video “Bigger than Enron”

Cases:

Aluminium Co of AmericaHooker Chemical CompanyNestleNYECPhilip MorrisProcter & Gamble Co.TexacoThe Markin Mining CompanyThe McDonald’s Polysterene CaseThe Wall Street Effect


MBA/MPSM COURSE DESCRIPTORCOURSE TITLE CR 610 - Organizational BehaviorCOURSE INSTRUCTOR(S) Dr. Constantine Kontoghiorghes &

Dr. A. KellyNO. OF CREDITS (1 CREDIT = 7 HOURS) 3MBA CORE/ELECTIVE CoreMPSM CORE/ELECTIVE CoreCLASS CONTACT HOURS 21MINIMUM LEARNING EFFORT (IN HOURS) 63PREREQUISITES (IF ANY) NilOBJECTIVES

The aim of this course is to organize and communicate the most valid and most applicable knowledge of the organization behavior field in a systematic fashion and to emphasise the importance of this understanding in the pursuit of individual and collective goals. This course also attempts to provide an integrative framework within which the numerous organizational behavior issues and variables can be situated and conceptualised.

LEARNING OUTCOMES

After taking this course the student will be able to: define organizational behavior and trace its history and development; identify the central concepts of organization behavior and their relationship to effective management; examine the nature of personality and attitudes and describe how they contribute to individual differences and their implications for management; describe and discuss the content and process theories of motivated behavior in order to understand what we do, why we do it and the level of effort with which we do it; describe the nature of groups, how they form and develop and their impact on communication, task achievement, motivation, job satisfaction and conformity; explore the nature of intergroup competition and co-operation and the managerial strategies necessary for creating more co-operative interactions; define communication and discuss its purposes in organizations; provide an overview of the development of the early theories of leadership from the traits concept to the behavioural dimensions of leadership; identify and summarize other contemporary approaches to leadership; define the nature of power and describe the various sources of power and its use in exerting influence both upwards and downwards in organizations; understand the functional and dysfunctional consequences of political behavior in organizations and identify the appropriate managerial practices for controlling it; understand the importance of negotiating as an important process in organizational behavior; examine the nature of conflict and the various methods that may be employed in its resolution; discuss the internal and external pressures for change in organizations and the reasons why people resist change; examine the stages in the management of change process and the range of techniques and interventions used in implementing an effective change program; understand the nature of individual behavior and motivation in an international context; and, discuss the significance of cultural differences in the management of international companies.

COURSE OUTLINE

The Nature of Individual Differences and Attitudes The Motivation of People at Work The Nature of Groups Communication Leadership Power and Politics Conflict, Negotiation and Intergroup Behavior Organizational Change and Development National Cultures and Work Values


Lectures Case studies Practical Exercises Videos Multi-media presentations In-class debates and discussion Student presentations


Coursework: 40% (individual assignment; cases; group work and presentations) Exam: 60%


Books

Stephen P. Robbins, (2000), “Essentials of Organizational Behavior (7th ed.), Upper Saddle River, NJ: Prentice Hall. Robert Kreitner, (1998), “Organizational Behavior”, Boston, Mass.: Irwin/McGraw-Hill.Gregory Morehead, (1998), “Organizational Behavior: Managing People and Organizations”, Boston: Houghton Mifflin.

JournalsAcademy of Management Journal, Academy of Management Executive, Academy of Management Review, Journal of Management Studies, Journal of Business Research, Harvard Business Review, Organization Development Journal, Applied Psychology, Group and Organization Studies.


MBA/MPSM COURSE DESCRIPTORCOURSE TITLE CR 710 - Final Project WorkshopCOURSE INSTRUCTOR(S) Dr. Jim Leontiades

NO. OF CREDITS (1 CREDIT = 7 HOURS) 2MBA CORE/ELECTIVE CoreMPSM CORE/ELECTIVE CoreCLASS CONTACT HOURS 14MINIMUM LEARNING EFFORT (IN HOURS) 42PREREQUISITES (IF ANY) NoneOBJECTIVES

The aims of this course are to:* To inform students on the requirements of the CIIM project.* To inform them of the project options from which they may choose.* To provide guidance on writing a project* To provide a step by step procedure which they may follow with their project tutor.* To assist them in choosing a project.* To assist students begin the initial stages of choosing and writing a project.

LEARNING OUTCOMES

* Participants will acquire an understanding of the basic elements of project report writing.* They will know the types of project options open to them.* They will have an opportunity to develop their project ideas.* They will have an improved knowledge of the procedure to be followed in writing their project. * They will be aware of the correct use of references and the presentation of material.

COURSE OUTLINE* The aims and purpose of the CIIM project.* The project options.* Desired project qualities.* The procedure to be followed.* The field survey* What to include and avoid.* Presentation of material.* Use of references.


* Lectures* Project examples* Project writing exercises, review and comment on project proposals.

METHODS OF ASSESSMENTNo assessment


The CIIM Final Project (2003)


MBA/MPSM COURSE DESCRIPTORCOURSE TITLE Market ResearchCOURSE INSTRUCTOR(S) Andreas PetrouNO. OF CREDITS (1 CREDIT = 7 HOURS) 2MBA CORE/ELECTIVE MBA CoreMPSM CORE/ELECTIVE MPSM CoreCLASS CONTACT HOURS 14MINIMUM LEARNING EFFORT (IN HOURS) PREREQUISITES (IF ANY) Quantitative Methods for BusinessOBJECTIVES

Learn how to conduct market research assignments that produce business insights and valid/reliable results. By the end of this course students should: Get exposed to the different types of business problems that can be addressed through

market research Understand the steps involved in the market research process and be able to apply them

to solve business problems Get exposed to the different types of research designs and be able to select the

appropriate design Learn how to develop samples that represent the population of study Understand the type of errors involved in market research and be able to minimize

error Get exposed to the different survey methods and learn how to select the best method

for the problem of study Develop questionnaires that increase response rates and reduce biases Introduced to basic data analysis Learn how to present data in meaningful ways

COURSE OUTLINE

Introduction to market research What is market research Type of problems that can be solved through market research The market research industryThe market research process Translating business issues to research questions Research designs Data collection methodsSecondary vs primary research Advantages/disadvantages Sources of data ApplicationsQualitative research Guided interviews Focus groupsQuantitative research Population surveys vs. sample surveys Error involved in estimating population parameters Research validity and reliability Quantitative research methodologySampling Identifying the population Selecting a sampling procedure Sample size Sampling errorData collection methods Advantages/disadvantages Applications Dealing with non-response biasQuestionnaire design Attitude measurement Question development Sequencing Pre-testingData analysis and presentation Frequency distributions Descriptive statistics Cross-tabulations Presentation of messages


Lecture and discussion of key concepts and theoriesCase study discussions and presentationsShort class exercises


Class participation 20%Group case studies 20%Individual project 60%

There will be 3 to 4 group case studies.


BooksNo textbook is required for this class however, a number of books are recommended. You can find copies in the library.


MBA/MPSM COURSE DESCRIPTORCOURSE TITLE CM 600 - Enterprise, Innovation and

the Public SectorCOURSE INSTRUCTOR (S) Prof Andrew M McCoshNO. OF CREDITS (1 CREDIT = 7 HOURS) 5MBA CORE/ELECTIVE ElectiveMPSM CORE/ELECTIVE CoreCLASS CONTACT HOURS 35MINIMUM LEARNING EFFORT (IN HOURS) 105PREREQUISITES (IF ANY) NoneOBJECTIVES The goal of the course is to help public servants and students who may enter the public service to understand the need for a managerial orientation to that work, if it is to meet the new expectations of the public. The old bureaucratic and hierarchical methods of administration will no longer satisfy, and a more entrepreneurial style must be adopted. This course has been taught for several years now in several countries, and citizen satisfaction is directly correlated to the level of adoption of the concepts of new public management. I must make clear that I am not claiming that the course is having the effect of achieving such adoption on its own, it can only help if there is political will and citizen demand. New Public Management entails pushing decision authority down to the lowest possible level of management. It involves empowering the citizens to make their own choices about which schools they will send children to, and which hospitals they will take sick relatives to. Above all it involves elimination of rules and regulations which have no effect except to prevent the satisfaction of the legitimate wants of the citizens. They have now reached the point of refusal to allow any more taxes to be levied. In addition to NPM, the course involves studying methods of financing infrastructure. Especially, we study the concept of the Private Finance Initiative, sometimes knows as the Public Private Partnership Programme. Students examine a number of projects to finance infrastructural developments, and are required to work at least one of them out in full spreadsheet format, over a forty year time horizon. LEARNING OUTCOMESAll students will understand the essence of new public management and the deficiencies of the former and outdated administrative methods. Those of them who are already in the public service are required to produce a plan for the introduction of one of the tools of reinvention of government to their own particular department or ministry. The students who are not employed yet are required to work through a complete PFI project, for a particular infrastructure activity. Last year we used the Larnaca desalination plant and the Antirion Bridge

COURSE OUTLINEIntroduction to the SEIPS moduleCompetitive and Mission Driven GovernmentGetting going on implementing Re-inventionClarity of Purpose in Re-inventionCreative Thinking and How to Organize it. Morphological Analysis.Principles of Control and MotivationResults, Customers, and Enterprise in GovernmentsFinancial Management in Departments of the UK GovernmentBudgeting and Performance MeasurementAssessment of Market type mechanismsChanging practices in managing peopleControlling and managing regulationGovernment Organization and its Re-ThinkingControl systems redesign for Re-invention of GovernmentThe OECD studies and reports. Governance in TransitionThe OECD Studies and Reports. Competition and ChoiceThe OECD Studies and reports. Devolution, while ensuring performanceThe OECD Studies and Reports. Human Resource ManagementMission driven organizations. The PoliceThe Sunnyvalue management systemPerformance Auditing – InternationallyThe New Zealand ExperienceAn Example of Mission Driving: The Fire Services, UKThe Culture Thing, and putting it all together for True Re-inventionBusiness Process Re-engineering

TEACHING AND LEARNING METHODSLectures, case studies, team presentations, projectsMETHODS OF ASSESSMENTThe assessment has already been discussed under learning outcomes. They do a project on NPM in their own department, and/or they compute and analyze a PFI project for infrastructure expansion. RECOMMENDED READING LISTBanishing Bureaucracy by Osborne and Plastrik, Addison Wesley 1997Reinventing Government by Osborne and Gaebler, Addison Wesley 1992The Skye Bridge, The Audit Commission of the UK, 1996Governance in Transition:- Public Management Reforms in OECD Countries {OECD 1995}


MBA/MPSM COURSE DESCRIPTORCOURSE TITLE CM 700 - Financial Management For

The P. S.COURSE INSTRUCTOR (S) Prof. Glenn P. JenkinsNO. OF CREDITS (1 CREDIT = 7 HOURS) 5MBA CORE/ELECTIVE ElectiveMPSM CORE/ELECTIVE CoreCLASS CONTACT HOURS 35MINIMUM LEARNING EFFORT (IN HOURS)

105

PREREQUISITES (IF ANY)OBJECTIVES

The objectives of the program are to develop the operational skills of participants so that they are able to plan and assess all aspects of financial analysis for the public sector, prepare for project-financing negotiations, measure the impacts of inflation and exchange rates, and design strategies to address stakeholder concerns and risk management.

LEARNING OUTCOMES The students will learn how to use of analytical tools needed to prepare the financial

analysis of public sector expenditure.

COURSE OUTLINE Managing Contingent Liabilities in the Public Sector The Role and Components of Investment Evaluation Exercise: Inventory and accounting for Contingent liabilities in Cyprus The Components of Cash Flow Analysis and Evaluation of Existing Assets Analysis of Financial Profiles from Alternative Points of View

Introduction to the Integrated Financial-Economic-Distributive Appraisal of Projects: Illustration of Integrated Analysis via the Manila Water Distribution Project Case.

Project Financing Negotiation Case 1: The Limassol Juice Company

Analysis of the Limassol Juice Company - Market Competitiveness, Risk, and Implications for Project Financing

Presentation of results of by Negotiating Teams: The Limassol Juice Company Discounting and Alternative Investment Criteria Measuring and Adjusting the Debt Service Coverage Ratio of a Project Determination of Optimal Scale and Timing of Investment Use of Consistent Prices, Exchange Rates and Interest Rates in Project Evaluation Impacts of Inflation on Investment Performance Application of Stakeholder Analysis Cost-Effectiveness Analysis Project Financing and Risk Management Analysis and Presentation of Case 2


The program stresses the application of analytical tools to the solution of practical problems. It offers an intensive and balanced combination of core lectures, focused discussion group and case studies.

METHODS OF ASSESSMENT Case Studies 20% (individual assignment; group work and presentations) Exam 80%


H. Polackova, (1989), Contingent Government Liabilities: A Hidden Risk for Fiscal Stability, Policy Research Working Paper, Europe and Central Asia Poverty Reduction and Economic Management Sector Unit, The World Bank. pp 1–8.

C. Baldwin, D. Lessard and S. Mason, (1983) Budgetary Time Bombs: Controlling Government Loan Guarantees, in Canadian Public Policy, Vol 9 – No. 3, pp.338-346.

“Chapters One and Two” in Cost-Benefit Analysis of Investment Decisions, Glenn P. Jenkins and Arnold C. Harberger, Queen’s University, 2001.

Jenkins, “The Financial Analysis of a Project, pages 1-33”, Chapter Four, Project Development and Evaluation Manual, Republic of South Africa, 2003.

Jenkins, “The Financial Analysis of a Project, pages 33-37”, Chapter Four, Project Development and Evaluation Manual, Republic of South Africa, 2003.

Teaching Note #1: A summary of the Integrated Project Appraisal Methodology: Manila South Water Distribution Project Case,” 2000.

Andreas Andreou, Glenn P. Jenkins, Savvakis Savvides, “Market Competitiveness, Risk and Economic Return: The Case of the Limassol Juice Company,” 1996.

Jenkins, “Project Evaluation Criteria, pages 1–33”, Chapter Three, Project Development and Evaluation Manual, Republic of South Africa, 2003.

Jenkins, “Project Evaluation Criteria”, pages 34–48, Chapter Three, Project Development and Evaluation Manual, Republic of South Africa, 2003.

Jenkins, “Project Evaluation Criteria”, pages 34–48, Chapter Three, Project Development and Evaluation Manual, Republic of South Africa, 2003.

Jenkins and Harberger, “The Use of Consistent Prices in the Financial Appraisal”, Chapter Six: Pages 1-15, Cost–Benefit Analysis of Investment Decisions, Glenn P. Jenkins and Arnold C. Harberger, Queen’s University, 2001.

Jenkins and Harberger, “The Use of Consistent Prices in the Financial Appraisal”, Chapter Six: Pages 16-30, Cost–Benefit Analysis of Investment Decisions, Glenn P. Jenkins and Arnold C. Harberger, Queen’s University, 2001.

“Chapter Fourteen: Evaluation of Stakeholder Impacts in Cost-Benefit Analysis,” in Cost-Benefit Analysis of Investment Decisions, Glenn P. Jenkins & Arnold C. Harberger, Queen's University, 2001.

Pedro Belli, et.al, “Chapter 7: Cost Effectiveness,” in Economic Analysis of Investment Operations: Analytical Tools and Practical Applications, WBI Development Studies, World Bank Institute, World Bank, 2001.

C.W. Beale, (1984) Trends in Limited and Non-Recourse Financing. J.M. Niehuss, (1982), An Introduction to International Project Financing. Finnerty, John D.(1996), Project Financing-Asset-Based Financial Engineering,

Chapter 3, John Wiley & Sons. Jenkins, G.P and Shukla, G.P., “Linking East and West Bangladesh,” Canadian

Journal of Program Evaluation, 1997, pp. 121-145.

“Jamuna Bridge Project: Sensitivity Analysis of Financial Appraisal (Spreadsheet & Sensitivity Tables).”

MBA/MPSM COURSE DESCRIPTORCOURSE TITLE CM 610 - Human Resource

Management in the P.S.COURSE INSTRUCTOR (S) Professor Bill RocheNO. OF CREDITS (1 CREDIT = 7 HOURS) 5MBA CORE/ELECTIVE ElectiveMPSM CORE/ELECTIVE CoreCLASS CONTACT HOURS 35MINIMUM LEARNING EFFORT (IN HOURS)

105

PREREQUISITES (IF ANY) NilOBJECTIVES The subject aims to provide a systematic introduction to human resource management theory and practice for public sector organizations in the context of the ‘new public management’. The major innovations in HRM practice in public sectors internationally are covered, with a particular emphasis on Anglo-Saxon countries, where such innovations have been pursued to the fullest extent over the past two decades. The course incorporates the best available international research on the effects and effectiveness of HRM innovations. The class is invited throughout to consider and discuss the application of new approaches to the public service and public sector in Cyprus.

LEARNING OUTCOMES Familiarity with major innovations in HRM in the public sector over past two

decades. Knowledge of innovations in practice through research and case studies How these innovations reflect ‘new public management’ and are introduced

often to support general management and organizational innovation (the creation of executive agencies and health service trusts etc.

Technical understanding major core practices (performance-related pay; partnership; consumer-focused service delivery; modes of pay determination etc.)

Capacity to understand innovations and their viability and likely effectiveness in context of the legal, institutional and governance systems in which they arise and which they reflect.

Capacity to contribute constructively and critically to debate on HRM reforms in Cyprus and Region.

COURSE OUTLINE Generic strategies for human resource management Competitive strategies and human resource strategies Developments in public sector human resource management Problems and innovations in employee voice in the public sector Innovations in public sector pay determination Performance-related pay in the public sector: international trends and debates Features and problems of classical approaches to flow management and work

organization in the public sector. Consumerism and its challenges to traditional forms of flow management and

work organization. Changing concepts of public sector organizational culture and new techniques

for the management of human resource flows and work organization. Constraints on the diffusion of human resource management in the public

sector.

TEACHING AND LEARNING METHODSLectures, Videos and case studies, Class discussion and debate, Reflection on practice and professional experience of class members in context of course materials.

METHODS OF ASSESSMENTAssessment is by a major essay or project at the conclusion of the course, selected by students from a list of topics that span the course. Topics are formulated in a general management context, inviting students to advise on the application of innovations and assess their effectiveness, drawing on the international corpus of research and experience.



MBA/MPSM COURSE DESCRIPTORCOURSE TITLE EL 700 - International FinanceCOURSE INSTRUCTOR(S) Dr. Charalambos Pattichis

NO. OF CREDITS (1 CREDIT = 7 HOURS) 5MBA CORE/ELECTIVE ElectiveMPSM CORE/ELECTIVE ElectiveCLASS CONTACT HOURS 35MINIMUM LEARNING EFFORT (IN HOURS) 105PREREQUISITES (IF ANY) NoneOBJECTIVES The main objectives of this course are to introduce students to the complexities of conducting business in an international setting. Proper international financial management is a critical issue for the success of a multinational corporation (MNC). This course is intended as an introduction to the complex mechanics of international financial markets and the forces that drive them.LEARNING OUTCOMESStudents taking this course will be able to identify and understand the components and value of international financial management; Recognise the business and strategic importance of international financial management; Learn the analytical tools used for developing, evaluating and implementing successfully concepts of international financial management; Appreciate the importance of international financial management in the quest for the success of the MNC.COURSE OUTLINE

1. Overview of multinational financial management.2. International flow of funds and the balance of payments.3. International Financial markets.4. Exchange rate determination.5. Currency derivatives.6. International arbitrage and interest rate parity.7. Relationships between inflation, interest rates and exchange rates.8. Measuring exchange rate exposure.9. Managing transaction exposure.10. Managing economic and translation exposure.11. Asset and Liability management12. Monetary Union in Europe.

TEACHING AND LEARNING METHODS Lectures In-class assignments Take-home assignments In-class debates and discussion

METHODS OF ASSESSMENTWritten examination: 100%


Madura, J. (2002) International Financial Management, 7th Edition.

(The CIIM library has a huge collection of books on International Finance or International (or Multinational) Financial Management. These cover the same topics in the same way).


MBA/MPSM COURSE DESCRIPTORCOURSE TITLE EL 600 - Logistics and Supply Chain

ManagementCOURSE INSTRUCTOR (S) Alan HarrisonNO. OF CREDITS (1 CREDIT = 7 HOURS) 5MBA CORE/ELECTIVE ElectiveMPSM CORE/ELECTIVE ElectiveCLASS CONTACT HOURS 35MINIMUM LEARNING EFFORT (IN HOURS)

105

PREREQUISITES (IF ANY) NilOBJECTIVES This subject aims to provide participants with a full understanding of the growing importance of international logistics systems, operations and supply chain management.

LEARNING OUTCOMESParticipants taking this course will be able to integrate the concepts of logistics and supply chain management into a business environment that will aim at achieving cost-effectiveness and competitiveness.

COURSE OUTLINE Logistics and supply chain management defined

Logistics and supply chain management concepts

Integrated supply chain management

Maximizing customer service cost-effectively

Information technology for the supply chain

Decision support system for supply chain management

Logistics network design

Inventory management in the supply chain; risk pooling; bullwhip effect

Cost effective distribution strategies

Outsourcing

Global supply chain management logistics productivity and performance

Measurement of performance in logistics

Logistics quality process

Third-party logisticsTEACHING AND LEARNING METHODS




BooksBallou, R. H. (1999), Business Logistics Management, 4th ed., Upper Saddle River, NJ: Prentice-Hall.Christopher, M. (1998), Logistics and Supply Chain Management, 2nd, ed., London: Financial Times Prentice-Hall.Coyle, J. J., Bardi, E. J. and Langley, C. J. (2003), The Management of Business Logistics- A Supply Chain Perspective, 7th ed., Ohio: South Western.Stock, J. R. and Lambert, D. M. (2001), Strategic Logistics Management, New York: McGraw-Hill Irwin.

JournalsJournal of Business Logistics, Transportation Research E: Logistics and Transportation Review


MBA/MPSM COURSE DESCRIPTORCOURSE TITLE EL 605 - Project ManagementCOURSE INSTRUCTOR (S) Prof. Shlomo GlobersonNO. OF CREDITS (1 CREDIT = 7 HOURS) 5MBA CORE/ELECTIVE ElectiveMPSM CORE/ELECTIVE ElectiveCLASS CONTACT HOURS 35MINIMUM LEARNING EFFORT (IN HOURS)

105

PREREQUISITES (IF ANY) NilOBJECTIVES Every organization, regardless of its size and nature, deals with projects such as the introduction of a new product or service, replacement of old facilities, and expansion.The objectives of this course are: A systematic presentation and analysis of the approaches, models, techniques and tools used in project management. The course covers the integration of technical processes and management processes, required to execute a project integration. LEARNING OUTCOMES

COURSE OUTLINE Meaning of Project Management Project Life Cycle Cost Project Selection Project Scope (WBS) Organizing the Project Project Design Configuration Management Labor Estimation Project Scheduling Resource Planning Using a Software Package Budgeting the Project Risk Management Project Control Overhead Control Quality Management Statement Of Work (SOW) Project Termination

TEACHING AND LEARNING METHODS Lectures Case studies Team presentation Class discussion

METHODS OF ASSESSMENT Class participation – 15% Examination – 85%

RECOMMENDED READING LISTRelevant chapters from: A. Shtub, J. Bard, S. Globerson, "Project Management", Prentice-Hall, 1994. The new edition is expected in March 2004


MBA/MPSM COURSE DESCRIPTORCOURSE TITLE CM 710 - Public FinanceCOURSE INSTRUCTOR (S) Dr. Gangadhar P ShuklaNO. OF CREDITS (1 CREDIT = 7 HOURS) 5MBA CORE/ELECTIVE ElectiveMPSM CORE/ELECTIVE CoreCLASS CONTACT HOURS 35MINIMUM LEARNING EFFORT (IN HOURS)

105

PREREQUISITES (IF ANY) NilOBJECTIVES

The aim of this course is to help the participants get a clear understanding of the basic principles, policy and practice of public finance in open economies including developing countries and economies in transitional. It also enables them to understand the impact of tax policy on the performance of the public sector and decision making in the private businesses.

LEARNING OUTCOMES

After completing this course, the participants will be able to analyse and evaluate the impacts of alternative tax policies on the economy's resource allocation, income distribution, savings and capital formation, inflation, and environmental protection; understand the implications of different types of tax regimes for the private businesses in a country; become familiar with the pros and cons of government incentives; and appreciate the intricacies of international trade and taxation including the taxation of multinationals.

COURSE OUTLINE Economic principles of taxation Efficiency and incidence of tax policies Consumption and income taxes Taxation of international trade Globalization and trade taxes Taxation of income of individuals and companies International tax harmonization and multinationals Wealth, property, asset and real estate taxation Taxation of financial sector and electronic commerce Inflation and taxation Tax incentives and implications for businesses


1. Lectures2. Class discussions3. Case studies and problem sets4. Student presentation

METHODS OF ASSESSMENT1. Class participation 20%2. Assignments 20%3. In-class examination 60%

RECOMMENDED READING LISTBooks:

1. Richard A. and Peggy B. Musgrave, Public Finance in Theory and Practice. Fifth Edition, (New York: McGraw Hill, 1989).

2. Stephen Lewis, Jr., Taxation for Development: Principles and Applications (Oxford University Press, 1984).

3. A. Tait, Value Added Tax: International Practice and Problems, International Monetary Fund, 1988

4. Frieden, Karl, Cybertaxation, (CCH Incorporated Chicago, 2000), ch 5 “Value Added Taxes and E-Commerce” pp. 402-424, ch 6 “Federal and International Income Taxation of E-Commerce” pp. 504-516.

5. Tanzi, V and L Schuknecht, Public Spending in the 20 th Century , (Cambridge Univ. Press, 2000),

6. Parthasarathi Shome (ed.), Tax Policy Handbook, (International Monetary Fund, 1995).

Journals:1. World Bank, World Development Reports2. Journal of Economic Literature3. Report of Taxation Commission (1990), Government of Sri Lanka, P.B.

Jayasundera.


MBA/MPSM COURSE DESCRIPTORCOURSE TITLE CM 720 - Environmental

Management of ProjectsCOURSE INSTRUCTOR(S) Professor Theodore PanayotouNO. OF CREDITS (1 CREDIT = 7 HOURS) 3MBA CORE/ELECTIVE ElectiveMPSM CORE/ELECTIVE CoreCLASS CONTACT HOURS 35MINIMUM LEARNING EFFORT (IN HOURS) 105PREREQUISITES (IF ANY) CR520 Managerial EconomicsOBJECTIVES

The objective of this course is to develop skills in identifying, analyzing and mitigating the environmental impacts of projects and policies. Environmental impact assessment is a standard requirement for large projects, and valuation of environmental benefits and costs and assessment of risks are needed for comparability with economic benefits and costs. The competitive advantage of national economies and businesses increasingly lies with policies and projects that show, in addition to good financial and economic returns, benign environmental impacts.

LEARNING OUTCOMES

The students learn how to identify and scope environmental impacts of projects and policies, and how to use sophisticated valuation techniques to obtain theoretically valid and defensible values for goods and services not priced by markets, or priced incorrectly because of policy and market failures. Students that complete the course are able to do benefit cost analysis and non-market valuation.

COURSE OUTLINE Introduction and Overview Environmental Impact Assessment (EIA) Cost Benefit Analysis (CBA) Total Economic Value and Willingness to Pay (WTP) Overview of Valuation Methods Conventional Market-Based Methods Valuation of Risk to Life and Health Hedonic Valuation Methods (HVM) Travel Costs Method (TCM) Contingent Valuation Method (CVM) Integration of Environmental Values into Cost-Benefit Analysis Project and Policy Appraisal and Selection Case Studies


Lectures, case method, mathematical model simulations, hands-on valuations, syndicate group work; assessment of actual projects; in-class presentations.

METHODS OF ASSESSMENTClass participation (including in-class written quizes and problem sets): 20%In-class final examination: 80%

RECOMMENDED READING LISTBoardman G and W Vining Cost-Benefit Analysis: Concepts and Practice, Prentice Hall, NJ 1996

Callan T J Environmental Economics and Management: Theory Policy and Applications, Irwin (1996)

Georgiou S, D Whittington, D Pearce and D Moran Economic Values and the Environment in the Developing World, Edward Edgar, UNEP (1997)

Hanley N The Role of Environmental Valuation in Cost-Benefit Analysis

Khan J A Economic Approach to Environment and Natural Resources, Dryden Press 1998

Panayotou T Environmental Economics lecture notes

Viscusi K and T Gayer Quantifying and Valuing Environmental Health Risks, in Handbook of Environmental Economics

Environmental Management of Projects Course descriptor template/mp

MBA/MPSM COURSE DESCRIPTORCOURSE TITLE EL 735 - Financial EngineeringCOURSE INSTRUCTOR(S) Dr. Stelios PlatisNO. OF CREDITS (1 CREDIT = 7 HOURS) 3MBA CORE/ELECTIVE ElectiveMPSM CORE/ELECTIVE ElectiveCLASS CONTACT HOURS 21MINIMUM LEARNING EFFORT (IN HOURS)

63

PREREQUISITES (IF ANY) Basic StatisticsPREREQUISITES (IF ANY)Financial Engineering refers to the designing of financial instruments to tackle the financial and even operational problems of a business as well as exploit opportunities that exist in the markets. This is why financial engineering is increasingly becoming an indispensable instrument for every internationally active organization. This course aims to give a pragmatic and applied approach to financial engineering and prepare the participant for the challenges the financial markets present to today’s manager.LEARNING OUTCOMESBy keeping a high-level and practical approach, this course provides the participant with an understanding of the issues involved in today’s financial markets from the view-point of a financial engineer and introduces the participant to the quantitative methods in computational finance through applied examples. Through real-life cases from the international business practice the participant gets a hands-on exposure to sophisticated methods and tools used by today’s financial engineers. Thus the participant is given the tools to understand and even design such methods in class.COURSE OUTLINE

Introduction to Financial Engineering Capital Markets: An Introduction Capital Markets and Products Derivatives Basics Random Assets Predicting the Markets Group Exercise: Trading Game Stochastic Calculus: Basics Modelling: Monte Carlo and VB Fixed Income Basics Fixed Income Products Modelling: Yield curve calculations Options Equity Markets Currencies and Commodities Portfolios and Portfolio Management Portfolio Management: Introduction to RM Derivatives mistakes and other financial disasters

TEACHING AND LEARNING METHODS Lectures Case studies analysis In-class debates and discussion Design and build tools

METHODS OF ASSESSMENT Coursework: 50% (group work design and build tools) Exam: 50% (individual assignment / take-home exam)

RECOMMENDED READING LIST Saunders, A. and Cornett, M. M. (2001), Financial Markets and Institutions: A

Modern Perspective, McGraw-Hill Irwin Jorion, P. (2003), Financial Risk Manager Handbook, Wiley Finance Jorion, P. (2001), Value at Risk (2nd edition), McGraw-Hill Wilmott, P (2000), Paul Wilmott on Quantitative Finance, Willey Finance


MBA/MPSM COURSE DESCRIPTORCOURSE TITLE EL 615 - International Business

Environment IICOURSE INSTRUCTOR (S) Dr. Jim LeontiadesNO. OF CREDITS (1 CREDIT = 7 HOURS) 3MBA CORE/ELECTIVE ElectiveMPSM CORE/ELECTIVE ElectiveCLASS CONTACT HOURS 21MINIMUM LEARNING EFFORT (IN HOURS)

63

PREREQUISITES (IF ANY) NoneOBJECTIVES The aims of this course are to give participants:* An understanding of the broader international and global competitive environment.* A knowledge of the major international trends influencing business* A knowledge of specific international business methods and types of enterprise* An awareness of the position of Cyprus within the international/global business context.* A Knowledge of global business strategiesLEARNING OUTCOMES

* Participants will acquire familiarity with the concepts underlying trade and international investment.* They will have knowledge of the diverse views today regarding globalization.* They will understand the managerial distinctions and their reasons between different models of international/ global enterprise. * They will have a grasp of the forces driving international business today.* They will have a knowledge of forces driving international a global businessCOURSE OUTLINE * The international economic system * International trade and investment * The rise of global industries * Models of international enterprise * The global markets concept * The global enterprise * Global sources of competitive advantage * Positioning in global industriesTEACHING AND LEARNING METHODS *Lectures, & Case Studies *Video *Team exercises METHODS OF ASSESSMENT Individual examinationRECOMMENDED READING LISTJ. Leontiades, Managing the Global Enterprise, Prentice Hall/Financial Times, ’01 (ch 1-8,10)P.A. Samuelson,W.D.Nordhaus, Economics, 14th edition, McGraw-Hill Internatl.pp 660-671The WTO Under Fire, The Economist, Sept 20th, 2003.D. Arnold, J. Birkinshaw,O. Toulan, “Can Selling be Globalized”, California ManagementReview, Fall 2001.S.Green, F.Hassan,J. Immelt, M. Marks, D.Meiland, “In Search of Global Leaders”, HBR, August, 2003.Cases: G.F. Jones International , Ford, The Evolution of a Global Company

Course descriptor templat/mp

Course descriptor templat/mp

MBA/MPSM COURSE DESCRIPTORCOURSE TITLE EL 620 - International MarketingCOURSE INSTRUCTOR (S) Dr. Photis M. PanayidesNO. OF CREDITS (1 CREDIT = 7 HOURS) 3MBA CORE/ELECTIVE ElectiveMPSM CORE/ELECTIVE ElectiveCLASS CONTACT HOURS 21MINIMUM LEARNING EFFORT (IN HOURS)

63

PREREQUISITES (IF ANY) NilOBJECTIVESThis subject aims to provide participants with a full understanding of the principles of international marketing. It also aims to equip participants with the ability to apply the methods, tools and techniques used for identifying, analysing and selecting international market opportunities. LEARNING OUTCOMESCandidates completing this course will be able to have a thorough understanding of international markets, how to analyze and seek opportunities in international markets and the methods for entering the markets as well as the techniques for successful marketing in cross-border transactions.

COURSE OUTLINE International and global marketing defined. The international marketing environment Analyzing global marketing opportunities International marketing mix International market segmentation and buying behaviour Global trading Modes of international market entry

TEACHING AND LEARNING METHODS Lectures, Case studies & Article reviews Videos & Multi-media presentations In-class debates and discussion Student presentations


RECOMMENDED READING LISTBooksCateora, P. R. and Graham, J. L. (2002), International Marketing, 11th ed., Boston: McGraw-Hill.Czinkota, M. R. and Ronkainen, I. A. (2002), Best Practices in International Marketing, Fort Worth: Harcourt College Publishers.Doole, I. And Lowe, R. (2001), International Marketing Strategy, 3rd ed., London: Thomson Learning.Jeannet, J-P. and Hennessey, H.D. (2001), Global Marketing Strategies, 5th ed., Boston: Houghton Mifflin Company. Johansson, J. K. (2003), Global Marketing, 3rd ed., New York: McGraw-Hill Higher Education.JournalsJournal of International Marketing, International Marketing Review, Harvard Business Review


MBA/MPSM COURSE DESCRIPTORCOURSE TITLE EL 705 – Management ScienceCOURSE INSTRUCTOR(S)NO. OF CREDITS (1 CREDIT = 7 HOURS) 3MBA CORE/ELECTIVE ElectiveMPSM CORE/ELECTIVE ElectiveCLASS CONTACT HOURS 21MINIMUM LEARNING EFFORT (IN HOURS) 63PREREQUISITES (IF ANY) MS ExcelOBJECTIVES To develop students’ ability to represent and analyze complex management decision problems using structured modelsLEARNING OUTCOMESStudents in the course will become proficient in the following modeling techniques: decision trees; mathematical programming; simulation modeling; elementary game theory. These techniques are appropriate for tactical, operational, and strategic decision making

COURSE OUTLINEDecision Trees_ Decision trees, payoffs, and probabilities_ Rolling-back trees and the EMV decision criterion_ Sensitivity analyses_ Insights and limitations of decision trees_ Value of information trees_ The value of information and its basic properties_ Decision trees versus simulation_ Using simulation for risk analysis_ Interpreting simulation results_ Simulation errors_ Evaluation of hedging strategies using put and call options

Optimization Modeling_ Optimization models versus simulation models_ Linear optimization_ Examples and applications_ Graphical interpretation_ Shadow prices_ Sensitivity analysis_ Optimization under uncertainty

Game Theory_ Introduction to Game Theory_ Normal Form Games and Nash Equilibria_ Prisoner’s Dilemma_ Information Economics and the Principal-Agent Paradigm_ Competitive Auction BiddingTEACHING AND LEARNING METHODSLecturesPractice problem assignmentsCasesIn-class debates and discussionsMETHODS OF ASSESSMENTTake home exam 50%Class exam 50%

RECOMMENDED READING LISTGame Theory with Economic Applications, Bierman and Fernandez, 2nd edition Addison Wesley, pages 3-59Data, Models and decision, The Fundamentals of Management Science, Bertsimas and Freund, Southwestern College Publishing , Chapters 1 and 7


MBA/MPSM COURSE DESCRIPTORCOURSE TITLE EL 710 - Managing in the

EUCOURSE INSTRUCTOR (S) Phedon NicolaidesNO. OF CREDITS (1 CREDIT = 7 HOURS) 3MBA CORE/ELECTIVE ElectiveMPSM CORE/ELECTIVE ElectiveCLASS CONTACT HOURS 21MINIMUM LEARNING EFFORT (IN HOURS) 63PREREQUISITES (IF ANY) Introductory

microeconomicsOBJECTIVES The European Union is the largest trading bloc in the world. It is also the largest trading partner of most countries in central and eastern Europe and the Mediterranean. The rules of competition of the EU apply to any company that does business in the European Union or trades with it. Knowledge of the EU competition policy is an indispensable business tool. The purpose of the course is to provide students with a deep understanding of the competition policy of the European Union and the economic concepts which are used in the enforcement of that policy.LEARNING OUTCOMESStudents develop an understanding of how competition rules impact on business and policy decisions and what they need to do to achieve compliance.COURSE OUTLINEEconomics of competition.The purpose of competition policy in the EU.The rules on restrictive agreements and cartels and case analysis.The rules on abuse of dominant market position and case analysis.Merger control and case analysisThe treatment of public companies and companies with public service mission.The rules on public subsidies and case analysis.TEACHING AND LEARNING METHODSThe course uses two teaching methods to achieve its objectives: traditional lectures and interactive case studies where the students have to analyse real cases and apply the concepts that are presented in the lectures. Students also assume different roles, “playing” enforcers and defendants in competition cases.METHODS OF ASSESSMENTStudents are assessed on the basis of written assignments or in-class examinations.RECOMMENDED READING LIST

Students are asked to read the lecture notes and other background documents provided to them in advance. They are also asked to consult the European Commission’s internet site:http://europa.eu.int/comm/competition and to read the booklet on competition rules and consumers athttp://europa.eu.int/comm/competition/citizen/citizen_index.html#1

Recommended text books:Valentine Korah, EC Competition Law and Practice, (Oxford: Hart Publishing, 2000).Richard Wish, Competition Law, (London: Butterworths, 2001).


COURSE OUTLINECOURSE TITLE EL 625 - Management Information

SystemsCOURSE INSTRUCTOR (S) Dr. Sheizaf RafaeliNO. OF CREDITS (1 CREDIT = 7 HOURS) 3MBA CORE/ELECTIVE ElectiveMPSM CORE/ELECTIVE ElectiveCLASS CONTACT HOURS 21MINIMUM LEARNING EFFORT (IN HOURS)

63

PREREQUISITES (IF ANY) NilOBJECTIVES This course establishes a baseline set of concepts and skills in the interaction of management and information systems. It is an academic and intellectual approach to preparing managers to be enlightened users and clients of Information Systems services and consulting. This course presents information as one of the three essential resources in managing, alongside people and capital. The tools, skills and issues that are required for the efficient and effective creation, storage, retrieval, transport and exploitation of information are reviewed in this course.

LEARNING OUTCOMESThe emphasis is not on hands-on skills. Rather, this course prepares the manager to specify requirements and assess their delivery on the part of others. Basic skills such as word processing, electronic spreadsheet, electronic mail, surfing etc. are assumed and required.

The course has three sections: (1) Basic notions of information, organizations and decision making (2) Technological notions of hardware, software, databases and telecommunication (3) Systems notions of analysis and design, artificial intelligence and ethics in the management of information and systems.

Candidates taking this course will be able to identify and understand the basic terms and processes of information systems; Learn the analytical tools used for developing, evaluating and implementing information sytems; Understand how technology constrains and enables, how it should be integrated and co-ordinated.

COURSER OUTLINEThe course covers the following topics:

Information: definition, measurement, economic importance and problematic aspects.Organizations and systems.Individual decision making.Introduction to Hardware and Software (issues for managers)Telecommunication (concepts and constructs)Databases (issues for managers)Artificial Intelligence (issues for managers)Analysis and Design (introduction to specification, modeling and diagramming)Ethics in Computers and Information Systems

TEACHING AND LEARNING METHODSThis course is based on readings, cases, lectures, and tutorials.

METHODS OF ASSESSMENTThe course has written assignments and a final test, conducted online.

RECOMMENDED READING LISTThe Laudon and Laudon Introduction to MIS textbook is recommended as background and for preparation for the final test. Management Information Systems, Seventh and Eighth Editions,by Kenneth C. Laudon and Jane P. Laudon, Prentice Hall, 2002(3), ISBN 0-13-011732-3. Instructor’s powerpoint slides are a resource made available to the students. Students are directed to an extensive list of supplementary readings, available here:

http://132.74.124.36/BookListInInformationSystems.htm

Additional texts of interest include:

Information Systems: A Manager;s Perspective, Alter, S. Addison Wesley

Introduction to Information Systems, O’Brian, JA , Irwin

Management Information Systems, 8th Edition By McLeod and Schell; ISBN: 0-13-019237-6; 2001; Prentice Hall

Information Systems Management in Practice, 6th Edition* By McNurlin and Sprague; ISBN: 0-13-101139-1; Prentice Hall; 2004

Information Systems Today , By Jessup and Valacich; ISBN: 0-13-009414-5; 2003; Prentice Hall


http://132.74.124.36/BookListInInformationSystems.htm

MBA/MPSM COURSE DESCRIPTORCOURSE TITLE EL 630 - Managing the Service

IndustryCOURSE INSTRUCTOR (S) Dr. Photis M. PanayidesNO. OF CREDITS (1 CREDIT = 7 HOURS) 3MBA CORE/ELECTIVE ElectiveMPSM CORE/ELECTIVE ElectiveCLASS CONTACT HOURS 21MINIMUM LEARNING EFFORT (IN HOURS) 63PREREQUISITES (IF ANY) NilOBJECTIVES

To provide the opportunity to participants to gain a comprehensive and integrated knowledge of the new frameworks and concepts geared to the characteristics of services and the nature of service competition.

LEARNING OUTCOMES

Candidates taking this course will be able to understand the importance of services in the new economy and appreciate the need for new approaches in managing the service industry. Participants will learn the key tools and techniques for understanding, managing, delivering and controlling customer service that will enable companies and organizations to achieve their marketing and corporate objectives.

COURSE OUTLINE Importance and growth of services The product/service continuum The characteristics of services and marketing implications Managing service capacity and demand The service concept The services marketing concept The service encounter The service delivery process Service quality and measurement Relationships in services marketing Services marketing strategy: internal, external and interactive marketing

TEACHING AND LEARNING METHODS Lectures Case studies Article reviews In-class debates and discussion Videos Multi-media presentations Student presentations


RECOMMENDED READING LISTBooksHoffman, K. D. and Bateson, J. E.G. (2001) Essentials of Services Marketing: Concepts, Strategies and Cases, 2nd ed., Ohio: South-Western Learning.Lovelock, C. (2001), Services Marketing- People, Technology, Strategy, 4th ed., Upper Saddle River, NJ: Prentice-Hall.Swartz, T. A. and Iacobucci, D. (2000), Handbook of Services Marketing & Management, Thousand Oaks: Sage Publications.Zeithaml, V. A. and Bitner, M. J. (1996), Services Marketing, 6th ed., New York: McGraw-Hill.

JournalsJournal of Services Marketing, The Service Industries Journal, Journal of Service Research, Harvard Business Review


MBA/MPSM COURSE DESCRIPTORCOURSE TITLE EL 635 - Ship ManagementCOURSE INSTRUCTOR (S) Dr. Photis M. PanayidesNO. OF CREDITS (1 CREDIT = 7 HOURS) 3MBA CORE/ELECTIVE ElectiveMPSM CORE/ELECTIVE ElectiveCLASS CONTACT HOURS 21MINIMUM LEARNING EFFORT (IN HOURS)

63

PREREQUISITES (IF ANY) Nil

OBJECTIVES This module focuses on the management functions pertaining to the operation of ships and the activities/inter-relationships of the various stakeholders associated with it.LEARNING OUTCOMESCandidates taking this course will have the opportunity to gain a full understanding of the internal and external environments within which ships are managed. Candidates will be exposed to the workings, prospects and inter-relationships of third-party ship management and on the basis of this background will appreciate the requirements for a successful ship management business.

COURSE OUTLINE Framework of international shipping, companies, organisations and regulatory

bodies The world fleet and world maritime trade Classification societies and quality assurance Flag state functions and port state control co-ordination Flags of convenience open and second registries and ship registration Third-party ship management, development and prospects Ship management functions; crewing, operations and technical management;

marine insurance; chartering; manning and recruitment, consultancy, ship registration

Reasons for outsourcing ship management Ship management agreements: SHIPMAN, CREWMAN Relationship between owners and managers The ISM Code, the ISMA Code Policy: OSRA 1998 and EU competition policy Models of maritime clusters Conferences, consortia, pools, alliances and joint ventures; market

concentration mergers and acquisitions.

TEACHING AND LEARNING METHODS Lectures Case studies Article reviews Videos Multi-media presentations In-class debates and discussion Student presentations



BooksBranch, A. E. (1996), Elements of Shipping, 7th ed., London: Chapman & Hall.Farthing, B. (2001), International Shipping, London: LLP Ltd.Gorton, L., Ihre, R., Sandevarn, A. (1990), Shipbroking and Chartering Practice, 3rd

ed., London: Lloyd’ of London Press.Grammenos, C. Th. (2002), The Handbook of Maritime Economics and Business, London: LLP Ltd.Kendall, L. C. and Buckley, J. J. (1994), The Business of Shipping, 6th ed., Maryland: Cornell Maritime Press.Panayides, Ph. M. (2001), Professional Ship Management: Marketing and Strategy, Aldershot: Ashgate.Panayides, Ph. M. (1999), International Ship Management: Market Analysis and Strategic Opportunities, London: IRR Publications.Willingale, M. (1998), Ship Management, 3rd ed., London: LLP Ltd.

JournalsMaritime Economics and Logistics, Maritime Policy and Management, Transportation Research E, Lloyd’s Shipping Economist, Lloyd’s Ship Manager.

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COURSE OUTLINESUBJECT TITLE Shipping FinanceSUBJECT LECTURER Visiting Professor (TBA)CREDITS 3STATUS Elective (MBA)CONTACT HOURS 21TOTAL LEARNING TIME 63PREREQUISITES NilOBJECTIVES

The aim of this course is to apply financial instruments to the maritime sector.

LEARNING OUTCOMES

Candidates taking this course will be equipped with a thorough understanding of the workings of the shipping markets from a financial perspective. Candidates will develop analytical and other generic skills, which facilitate the rigorous analysis of business decision making in shipping and its effects in the market.

SYLLABUS OUTLINE Shipping investment and finance

Investment feasibility

Bank credit policy, credit analysis and proposals

Sources of shipping finance, shipyards and capital markets

Stock price performance in shipping

Financial risk in international shipping

Hedging; internal hedging techniques for currency risk management, external hedging techniques for currency risk management

Interest rate risk management in shipping and logistics

Hedging shipping market risk on BIFFEX

Hedging fuel price risk

Forward freight agreements

Leases

Empirical issues in financing the shipping and logistics industries.TEACHING AND LEARNING METHODS

Lectures Case studies Article reviews Multi-media presentations In-class debates and discussion Student presentations



BooksDrewry Consultants (1996), Shipping Finance: A High Risk – Low Return Business, London: Drewry Shipping Consultants.Grammenos, C. Th. (ed) (2002), The Handbook of Maritime Economics and Business, London: LLP Limited.Panayides, Ph. M. (2001), Professional Ship Management: Marketing and Strategy, Aldershot: Ashgate.Panayides Ph. M. (2002), Recent Developments in International Shipping Finance, London: Informa Publications.Stopford, M. (1997), Maritime Economics, 2nd ed., London: Routledge.

JournalsMaritime Economics and Logistics, Maritime Policy and Management, Transportation Research E, Lloyd’s Shipping Economist


MBA/MPSM COURSE DESCRIPTORCOURSE TITLE EL 640 - Total Quality ManagementCOURSE INSTRUCTOR (S) Dr. Takis StylianidesNO. OF CREDITS (1 CREDIT = 7 HOURS) 3MBA CORE/ELECTIVE ElectiveMPSM CORE/ELECTIVE ElectiveCLASS CONTACT HOURS 21MINIMUM LEARNING EFFORT (IN HOURS)

63

PREREQUISITES (IF ANY) NoneOBJECTIVES To familiarize and improve participants' knowledge of basic concepts relevant to quality management and discuss continuous quality improvement methods and tools currently in use. To introduce the Malcolm Baldridge National Quality Award and the European Quality Award as well as the ISO 9000 Quality Standards Series and to discuss a Service Quality Model.

LEARNING OUTCOMESThe students will learn several TQM models as well as several TQM tools that can apply at their own work environment

COURSE OUTLINEIntroduction

Overview of Quality ManagementWhat is quality?Who is the customer?The TQM gurus and their TQM models

Continuous quality improvement methods and toolsSPC, Pareto Analysis, Cause and Effect Diagram, Affinity Diagram, etc

The Quality Awards: MBNQA, EQA, Deming PrizeQuality Standards: ISO 9000 SeriesMeasuring and monitoring service quality

The SERVQUAL model

TEACHING AND LEARNING METHODSA combination of lectures, discussions, practical exercises, videos, and case studies

METHODS OF ASSESSMENTAssessment will be based on 20% class participation and 80% on a take home case study analysis at the end of the course


J. M. Juran & Frank M. Gryna: “Quality Planning and Analysis”Philip Crosby: “Quality is Free”Several articles from TQM Journals, and newspapers


MBA/MPSM COURSE DESCRIPTORCOURSE TITLE EL 715 – Business Modeling

and ForecastingCOURSE INSTRUCTOR(S) Prof. Nikitas PittisNO. OF CREDITS (1 CREDIT = 7 HOURS) 2MBA CORE/ELECTIVE ElectiveMPSM CORE/ELECTIVE ElectiveCLASS CONTACT HOURS 14MINIMUM LEARNING EFFORT (IN HOURS) 42PREREQUISITES (IF ANY) Basic Statistics KnowledgeOBJECTIVES To introduce the basic principles of forecasting in finance, economics and business with special emphasis on business modeling. The participant is introduced to the tools and methods to model real life problems and analyze scenarios. Participants will be taught various types of forecasting methods and be trained in the rudiments of business modeling and the use of such models in business.

LEARNING OUTCOMES Understand the degree of complexity that characterizes economic phenomena Learn how to extract useful information from the data Apply modern forecasting techniques to appropriate data Use a powerful computer package for model building and forecasting Evaluate and discuss results, with reference to model adequacy and

adjustments

COURSE OUTLINEIntroduction

Forecasting: why do we care? Data Representations Randomness Vs Determinism and Complexity

Methods of forecasting Judgment methods Scientific Methods: The concept of a “Statistical Model” Metaphysics Credibility and limitations of Methods

Trends and Cycles Deterministic Vs Stochastic Trends Deterministic Vs. Stochastic Cycles Seasonality Pattern and Periodicity: The extend to which “Past” is related to “Future”

Model Building A simple “Recursive” Structure A realistic Model to handle the Complexity of the Business World Alternative Models Scatter diagrams and Curve fitting Simple regression and Extrapolation

Case studiesMultivariate Analysis: Global Trends

TEACHING AND LEARNING METHODSLectures, case method, individual work, group discussions, computer simulations, in-class exercisesMETHODS OF ASSESSMENTFinal ExamRECOMMENDED READING LISTMakridakis, S., Wheelwright, S. C. and McGee, V. E., “Forecasting: Methods and Applications”, 2nd edn, John Wiley and Sons, 1983Makridakis, S. “Forecasting, Planning and Strategy for the 21st Century”, The Free Press, 1990Wilson, J. H. and Keating, B., ”Business Forecasting”, Irwin, 1990Butler, W. F., Kavesh, R. A. and Platt, R. B., (eds), “Methods and Techniques of Business Forecasting”, Prentice Hall, inc. 1974


MBA/MPSM COURSE DESCRIPTORCOURSE TITLE EL720 - Corporate GovernanceCOURSE INSTRUCTOR (S) Dr Loizos HeracleousNO. OF CREDITS (1 CREDIT = 7 HOURS) 2MBA CORE/ELECTIVE ElectiveMPSM CORE/ELECTIVE ElectiveCLASS CONTACT HOURS 14MINIMUM LEARNING EFFORT (IN HOURS)

42

PREREQUISITES (IF ANY) NoneOBJECTIVESThis course aims to:

Raise students’ awareness of the importance of good corporate governance to companies and countries

Impart the key principles of effective corporate governance and discuss the board and institutional mechanisms by which good governance can be achieved

Clarify directors’ responsibilities to shareholders and other stakeholders Highlight the importance of ethics for good governance

LEARNING OUTCOMESStudents will be able to evaluate company and country governance based on established principles of effective governance and knowledge of the mechanisms by which this can be achieved. They will gain detailed knowledge of such issues as the roles of board committees, the jobs of the Chair and CEO, remuneration of directors, and the strategic responsibilities of the board; and will learn how to apply this knowledge through the use of case studies. Through this course students will gain a better awareness of the responsibilities of directors to shareholders and other stakeholders, and can consequently more effectively exercise their rights as shareholders, as well as meet their responsibilities as potential company directors.

COURSE OUTLINEThe purpose and strategic role of the Board

Questionable governance? Some spectacular failings of corporate governance Does good corporate governance make a difference to performance? The changing global context of governance: Pressures for developing effective

boards The board as agents of the owners Duties and strategic roles of directors: Four dilemmas of the board The importance of board independence and how to achieve it Case study: Off with his head?

Ethical dilemmas at Board level Why discuss ethics in governance? The power of corporations and

questionable ethics Do business ethics make a difference to performance? Obstacles to ethical conduct Levers for creating an ethical climate Ethical examination of a decision: A framework

Case studies: $5 a booking (Kidzline)Organizing for influence: structure in the boardroom

Why do we need board organization? Types of corporate boards Types of Board Committees Directors’ roles in committees Case studies: Stone & Webster and Hour Glass

The Chairperson’s role, special situations and best practices in governance The Chairman’s role Duties and responsibilities of the chair Evaluating the Chair and the CEO Governance in private family businesses Governance in closely held public corporations Governance in subsidiaries of holding companies or MNCs Board responsibilities in mergers and acquisitions Case Study: Waste Management Corp Conclusion: Best practices in corporate governance

TEACHING AND LEARNING METHODS Lectures Case discussions and other class analysis Student presentations Group projects

METHODS OF ASSESSMENTClass participation (25%)Case analysis (25%)Group project (50%)RECOMMENDED READING LIST

Articles Coombes, P. and Watson, M. 2000. Three surveys on corporate governance.

McKinsey Quarterly, 4: 74-77. Economist. 2003. The way we govern now. January 11th, pp. 59-61. Finegold, D., Lawler, E. and Conger, J. 2001. Building a better board. Journal

of Business Strategy, Nov/Dec: 33-37. Heracleous, L. 2000. What is the impact of corporate governance on

organizational performance? Corporate Governance: An International Review, 9 (3): 165-173.

Heracleous, L. and Lan, L. L. 2002. Who wants to be a competent director? An evaluation tool of directors’ knowledge of governance principles and legal duties. Corporate Governance: The International Journal of Effective Board Performance, 2 (4): 17-23.

Hitt, M., Ireland, D. and Hoskisson, R. 2003. Corporate Governance. In Hitt et al., Strategic Management: Competitiveness and Globalization. South-Western College Publishing: 306-341.

Lawler, E. E., Finegold, D. L., Benson, G. S. and Conger, J. A. 2002. Corporate boards: Keys to effectiveness. Organizational Dynamics, 30 (4): 310-324.

Lee, P. 2001. Not badly paid but paid badly. Corporate Governance, 10 (2): 69-74.

Monks, R. 2001. Redesigning corporate governance structures and systems for the twenty first century. Corporate Governance: An International Review, 9 (3): 142-147.

Montgomery, C. A. and Kaufman, R. 2003. The board’s missing Link. Harvard Business Review, March, pp. 86-93.

de Swaan, J. C. and Harper, N. W. C. 2003. Getting what you pay for with stock options. McKinsey Quarterly, 1: 2-5

Case studies Off with his head? Champion, D. (2001). Harvard Business Review, October,

35-46. Five dollars a booking (Kidzline) . Sligo, F. X. (2000). Asian Case Research

Journal, 4, 2: 135-143. Corporate Governance at the Hour Glass . 2003. In Singh, K., Pangarkar, N.

and Heracleous, L. Business Strategy in Asia: A Casebook (2nd Edition). Thomson Learning.

Waste Management Corp . In Monks, R. and Minow, N. (2001). Corporate Governance (2nd Ed): 403-421. Oxford: Blackwell.

Stone & Webster . In Monks, R. and Minow, N. (2001). Corporate Governance (2nd Ed): 422-434. Oxford: Blackwell.


MBA/MPSM COURSE DESCRIPTORCOURSE TITLE EL 650 - Creativity Management COURSE INSTRUCTOR(S) Panikkos PoutziourisNO. OF CREDITS (1 CREDIT = 7 HOURS) 2MBA CORE/ELECTIVE ElectiveMPSM CORE/ELECTIVE ElectiveCLASS CONTACT HOURS 14MINIMUM LEARNING EFFORT (IN HOURS) 42PREREQUISITES (IF ANY) NoneOBJECTIVES

The objective of the module is for MBAs to gain a practical understanding of the creative management and innovative process, know how to stimulate creativity and break down barriers to innovation. Creativity, often defined as the generation of new ideas, solutions, approaches, can often prove stimulus to developing an approach to innovation and entrepreneurial thinking in the context of naming/marketing new products, solving qualitative problems, developing new creative ventures, as an entrepreneur or working within a corporation as an intrapreneur. The course will supplement the orthodox technocratic MBA agenda with the framework of creative management i.e. the paradigms of creativity and problem solving but also the practice of nurturing creative behavior.

LEARNING OUTCOMES

To identify the origins of creativity theories, concepts and paradigms To understand the human thinking modes – how can we classify personalities by

multiple intelligences quotient [MIQ] To master the various stages of creative problem management To learn via experimentation with creative problem solving models how creative

capabilities and culture can be developed To appreciate how creativity techniques can add value to business venturing and

strategizing

COURSE OUTLINE

Session 1: Creativity – from theory to practise Session 2: Thinking modes; L-R brains Session 3: Multiple Intelligence and Learning stylesSession 4: Models of creative problem solving Session 5: Engineering creativity- live case study – quest speaker from industry Session 6: Creativity WorkshopsSession 7: Creativity in the context of management of change and the innovation process


Series of Seminars on Key Creativity Matters Case studies and didactic videos featuring the practise of creativity Presentations-by guest business entrepreneurs (live or video case studies) Presentation of interim reports on creativity – following experimentation Fieldwork: critical examination of the practise of creativity in organisations


Individual assessment: Following fieldwork/research investigation prepare a report of 2-3,000 words on either A or B activities: A(i) With the co-operation of a peer member, self evaluate and report on your

multiple intelligence quotient (50%)(ii) Evaluate your learning style and then critically review the course and suggest

how this can be modified in order to enhance effective learning? (50%) OrB(i) Report on an organisation where creativity is celebrated –

owner/managers continuously foster creativity and innovation; contrary case study reports where creativity and innovation is systematically arrested will also be acceptable.


Rickards T.; Creativity and the Management of Change, Blackwell, 1999 Harris Craig; Art and Innovation, MIT, 1999 Harvard Business Review on Innovation Harvard Business Review on Change 1998 Harvard Business Review on Breakthrough Thinking 1998 Boden M. A.; Dimensions of Creativity, MIT Press, 1996 Pedler M. et al; The Learning Company, 2nd Edition, McGraw Hill, 1997 Harvard Business Essentials - Managing Creativity And Innovation Runco, M, & Pritzker, S., (1999) Encyclopedia of creativity, San Diego: AP Lumsdaine , Keep on Moving: Entrepreneurial Creativity and Effective

Problem Solving ISBN: 0072841532 Davis ,Managing Creativity - ISBN: 033520693X Epstein, Robert , The Big Book of Creativity Games: Quick, Fun Activities for

Jumpstarting Innovation ISBN: 0071361766 Course descriptor template/mp

MBA/MPSM COURSE DESCRIPTORCOURSE TITLE EL655 - Electronic CommerceCOURSE INSTRUCTOR (S) Dr. Sheizaf RafaeliNO. OF CREDITS (1 CREDIT = 7 HOURS) 2MBA CORE/ELECTIVE ElectiveMPSM CORE/ELECTIVE ElectiveCLASS CONTACT HOURS 14MINIMUM LEARNING EFFORT (IN HOURS)

42

PREREQUISITES (IF ANY) noneOBJECTIVES The Internet and associated technologies form the foundation upon which the information infrastructures of business and society are being built. The "Electronic Business" course develops an understanding of the main components of electronic business and commerce. It is based on the value chain including e-products and e-services, e-procurement, online marketing, e-contracting, online distribution, e-payment and electronic customer relationship management.

The objectives of the course include: Balance chance and risk of electronic business activities Understand the technological imperatives and obstacles to e-businessDevelop a business model for electronic products and services Understand the value chain including the information, negotiation, and processing phase of electronic business transactions Know the characteristics of customer relationship management and online marketing Understand the effects of electronic business for individuals and society

LEARNING OUTCOMESCandidates taking this course will be able to identify and understand the components and value of e-business; After the rise and fall of excitement regarding dot com business, what remains? Recognise the business and strategic importance of the internet and its role in domestic and international business; Learn the analytical tools used for developing, evaluating and implementing e-business systems; Understand how technology is and should be integrated and co-ordinated in the conduct of traditional and new forms of business; Appreciate the importance of telecommunication opportunities in the quest for competitive advantage and higher performance.

COURSE OUTLINEThe course covers the following topics:

Business Models on the internetFrameworks for analyzing technology and market intersectionsEncryption technologiesDigital methods of paymentPrivacy issues and technologies of stickinessCustomer Relation Management, Web Measurement and Access LogsOnline auctions Knowledge Management, Communities of Practice

TEACHING AND LEARNING METHODSThis course is based on readings, cases, lectures, and tutorials. The course contains a large element of in-class discussion. There is an online syllabus with PowerPoint slides, and numerous online animations, tutorials and extra references, here:

http://ebusiness.rafaeli.net/

METHODS OF ASSESSMENTEvaluation is based on a written examination and (if time permits) in-class group assignments and presentations.



There is an extensive online syllabus, including pointers to online resources, a bibliography of books and journal articles, a concept map for the topics covered in class – here:


Other useful texts in the field include:

Carter, J. A. (2002). Developing e-Commerce Systems. Upper Saddle River, NJ: Prentice Hall. http://www.pearsoneduc.com/book.asp?prodID=231546&d=CM

Chaffey, D. (2002). E-Business and E-Commerce Management. Essex, UK: Pearson Education. http://www.booksites.net/chaffey/

Evans, P., & Wurster, T. S. (2000). Blown to bits: how the new economics of information transforms strategy. Boston, Mass.: Harvard Business School Press

Kalakota, R., & Whinston, A. B. (1997, 2000, 2003). Electronic commerce: A manager's guide. Reading, Mass.: Addison-Wesley

Krishnamurthy, S. (2002). E-Commerce Management: Text and Cases: South Western Thomson Learning. http://krishnamurthy.swcollege.com

Laudon, K. C., & Traver, C. G. (2002). E-commerce: Business. Technology. Society. Boston: Addison Wesley. http://www.aw.com/catalog/academic/product/1,4096,0201748150,00.html

Mohammed, R., Fisher, R. J., Jaworski, B. J., & Paddison, G. (2004). Internet Marketing (2 ed.). New York: McGraw-Hill Higher Education. http://www.mhhe.com/catalogs/0072865261.mhtml

Phillips, P. (2003). E-Business Strategy: Text And Cases. Maidenhead, UK: McGraw-Hill Education. http://www.mcgraw-hill.co.uk/html/0077098374.html

Rowley, J. (2002). E-business: Principles and Practice. Houndmills, UK: Palgrave. http://www.amazon.co.uk/exec/obidos/ASIN/0333949145/mortenraskdk-21

Turban, E., King, D., Lee, J., Warketin, M., & Chung, H. M. (2002). Electronic commerce: a managerial perspective (2 ed.). Upper Saddle River, NJ: Pearson Education, Prentice Hall. http://www.prenhall.com/academic/product?ISBN=0130653012


http://www.prenhall.com/academic/product?ISBN=0130653012

http://www.prenhall.com/academic/product?ISBN=0130653012

http://www.amazon.co.uk/exec/obidos/ASIN/0333949145/mortenraskdk-21

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http://www.aw.com/catalog/academic/product/1,4096,0201748150,00.html

http://krishnamurthy.swcollege.com/

http://www.booksites.net/chaffey/

http://www.pearsoneduc.com/book.asp?prodID=231546&d=CM


MBA/MPSM COURSE DESCRIPTORCOURSE TITLE EL 660 - Entrepreneurship and

InnovationCOURSE INSTRUCTOR(S) Andreas PetrouNO. OF CREDITS (1 CREDIT = 7 HOURS) 2MBA CORE/ELECTIVE ElectiveMPSM CORE/ELECTIVE ElectiveCLASS CONTACT HOURS 14MINIMUM LEARNING EFFORT (IN HOURS) 42PREREQUISITES (IF ANY) NoneOBJECTIVES Learn how to promote innovation and entrepreneurship in organizations by influencing the key “pillars” of innovation.LEARNING OUTCOMES Understand why organizations fail to innovate Get exposed to models adopted by innovative organizations Learn how to use tools and techniques for analyzing the external environment for

signals Learn how to identify core competencies in the organization and employ them to

innovate Recognize the key facilitators of innovation in an organization and be able to

design an innovative organization Learn how entrepreneurship can be cultivated in large organizations and

maintained is smaller growing companies

COURSE OUTLINEIntroduction to innovation and entrepreneurship

- types of innovation- the innovation process- characteristics of the entrepreneur

Barriers to innovation – why great companies fail?- organizational culture- core rigidities- dominant designs- mental maps

Market signals- techniques for environmental analysis- issues with market research/experimentation

Strategic innovation- redefining the rules of the game- core competencies as drivers of innovation- innovation as a core strategy

Creating the innovative organization- a model of organizational change- structuring for innovation – the ambidextrous organization

Competing at the edge of chaos- entrepreneurship in large organizations- maintaining entrepreneurship in the growing smaller organization

TEACHING AND LEARNING METHODS Lecture on key concepts/theories Paper & Case study discussions Short class exercises Company/industry research/analysis

METHODS OF ASSESSMENT Individual project 60% Class participation 40%

RECOMMENDED READING LISTTushman, M. and C. O’Reilly (2002). Winning through innovation. Boston Mass., Harvard Business School Press

Tidd, J., J. Bessant and K. Pavitt (2001). Managing innovation. Chichester, Wiley

Christensen, C. (2003). The innovator’s dilemma. Cambridge, Mass., Harvard Business School Press.

Chesbrough, H. (2003). Open innovation. Boston Mass., Harvard Business School Press

Kirby, D. (2000). Entrepreneurship. London, McGrow Hill.


MBA/MPSM COURSE DESCRIPTORCOURSE TITLE EL 665 - International Business

Environment ICOURSE INSTRUCTOR (S) Dr. Jim LeontiadesNO. OF CREDITS (1 CREDIT = 7 HOURS) 2MBA CORE/ELECTIVE ElectiveMPSM CORE/ELECTIVE ElectiveCLASS CONTACT HOURS 14MINIMUM LEARNING EFFORT (IN HOURS)

42

PREREQUISITES (IF ANY) NoneOBJECTIVES The aims of this course are to give participants:* An understanding of the broader international and global competitive environment.* A knowledge of the major international trends influencing business* A knowledge of specific international business methods and types of enterprise* An awareness of the position of Cyprus within the international/global business context.LEARNING OUTCOMES* Participants will acquire familiarity with the concepts underlying trade and international investment.* They will have knowledge of the diverse views today regarding globalization.* They will understand the managerial distinctions and their reasons between different models of international/ global enterprise. * They will have a grasp of the forces driving international business today. COURSE OUTLINE * The international economic system * International trade and investment * The rise of global industries * Models of international enterprise * The global markets concept * The global enterprise * Positioning in global industriesTEACHING AND LEARNING METHODS *Lectures *Case Studies *Video *Team exercisesMETHODS OF ASSESSMENT Individual examinationRECOMMENDED READING LIST

J. Leontiades, Managing the Global Enterprise, Prentice Hall/Financial Times, ’01 (chps 1-4,8,10).P.A. Samuelson,W.D.Nordhaus, Economics, 14th edition, McGraw-Hill Internatl.pp 660-671.The WTO Under Fire, The Economist, Sept 20th, 2003.D. Arnold, J. Birkinshaw,O. Toulan, “Can Selling be Globalized”, California ManagementReview, Fall 2001.S.Green, F.Hassan,J. Immelt, M. Marks, D.Meiland, “In Search of Global Leaders”, HBR, August, 2003.Cases: G.F. Jones International , Ford, The Evolution of a Global Company

Course descriptor templat/mp Course descriptor templat/mp

MBA/MPSM COURSE DESCRIPTORCOURSE TITLE EL 670 - Introduction to the

European UnionCOURSE INSTRUCTOR (S) Phedon NicolaidesNO. OF CREDITS (1 CREDIT = 7 HOURS) 2MBA CORE/ELECTIVE ElectiveMPSM CORE/ELECTIVE ElectiveCLASS CONTACT HOURS 14MINIMUM LEARNING EFFORT (IN HOURS) 42PREREQUISITES (IF ANY)OBJECTIVES The purpose of the course is to impart a broad understanding of the origin, rules and activities of the European Union. Even those who do not deal directly with the EU or have a professional interest in studying the EU still need to know how the EU functions, how it may affect their tasks within business or public administrations, what kind of rights it confers, what kind of obligations it imposes and how they may benefit from Community funds and the programmes it sponsors.LEARNING OUTCOMESStudents understand the complexity of the EU, how it may influence business transactions or the functioning of public administrations and where to find the necessary information.

COURSE OUTLINEIntroduction: course objectives and methodsWhy be interested in the EU and what is its significance?EU origins and evolution

Discussion: What is your perception of the EU?The EU and EC systemEU institutions and decision-making procedures.

Discussion: What do you think is the right decision-making system for the EU?The single market, its four freedoms and tax rules.

Discussion: In you opinion, what more and what less should the EU do? Should it harmonise direct taxes?

Main EU policies: common agricultural policy, structural policies, competition policy, trade policy.

Discussion: What are the main obligations of business under the EU competition rules? What should be the CAP and structural policies in the enlarged EU?

EU budget.Discussion: How should the burden of financing the EU budget be shared?

Economic and monetary union.Discussion: Should there be monetary union in the EU? When should the new member states join the eurozone? What are the consequences of the single currency on business?

Enlargement of the EU.Discussion: What are the limits of the enlargement of the EU? What opportunities does it offer and what challenges does it pose?

TEACHING AND LEARNING METHODSEach session includes lectures and discussion. Very detailed lecture notes have been developed for this purpose, which are distributed in advance. These notes are also a source of reference for the students. After each lecture there is discussion on a the main points and further questions are explored so that students begin to form their own views.

METHODS OF ASSESSMENTStudents are assessed on the basis of written essays or in-class examinations.RECOMMENDED READING LIST

Students are asked to read the lectures notes that are delivered beforehand and consult the following internet sites:http://europa.eu.int general website for accessing the EU Council, Commission, Parliamenthttp://www.europarl.eu.int/factsheets/default_en.htm provides fact sheets on EU structure and policieshttp://www.europa.eu.int/eur-lex/en/about/abc/index.html information on EU law and decision-making procedureshttp://europa.eu.int/business information for businesshttp://europa.eu.int/citizens information on the rights of citizenshttp://www.euractiv.com latest news and analysis of EU affairshttp://www.eipa.nl information on EU policy issues

Recommended text book:Debra Johnson and Colin Turner, European Business: Policy Changes for the New Commercial Environment, (London: Routledge, 1999)


MBA/MPSM COURSE DESCRIPTORCOURSE TITLE EL 725 - LeadershipCOURSE INSTRUCTOR(S) Dr. Constantine Kontoghiorghes &

A. KakabadseNO. OF CREDITS (1 CREDIT = 7 HOURS) 2MBA CORE/ELECTIVE ElectiveMPSM CORE/ELECTIVE ElectiveCLASS CONTACT HOURS 14MINIMUM LEARNING EFFORT (IN HOURS) 42PREREQUISITES (IF ANY) NilOBJECTIVES The aim of this course is to present a broad review of theory and research on leadership in formal organizations. Further, this course summarizes the main characteristics of leadership and attempts to provide the answer to the question of what makes a person an effective leader.

LEARNING OUTCOMESUpon completion of this course the student will be able to: describe the main leadership theories; describe the main managerial and leadership traits and skills; differentiate between management and leadership; describe the different types of leadership; explain the different perspectives of effective leadership behavior; and, become familiar with the issues related to ethical leadership and diversity.

COURSE OUTLINE Introduction: The Nature of Leadership The Nature of Managerial Work Perspectives on Effective Leadership Behavior Participative Leadership, Delegation, and Empowerment Dyadic Role-Making Theories and Fellowship Power and Influence Managerial Traits and Skills Contingency Theories of Effective Leadership Charismatic and Transformational Leadership Leading Change in Organizations Leadership in Teams and Decision Groups Strategic Leadership by Executives Developing Leadership Skills Ethical Leadership and Diversity Overview and Integration



METHODS OF ASSESSMENT Coursework: 40% (individual assignment; cases; group work and presentations) Exam: 60%


Books

Gary A. Yukl, (2002). “Leadership in Organizations” (5th ed.), Upper Saddle River, NJ: Prentice Hall. Afsaneh Nahavandi, (2002). “The Art and Science of Leadership” (3rd.), Upper Saddle River, NJ: Prentice Hall. James G. Clawson, (2002). “Level Three Leadership” (2nd ed.), Upper Saddle River, NJ: Prentice Hall. James M. Kouzes, (2002). “The Leadership Challenge Card: Side A: The Ten Commitments of Leadership; Side B: The Five Practices of Exemplary Leadership”, (3rd Ed.), Jossey-Bass.

Journals

Journal of Leadership & Organizational Studies, Leadership & Organization Development Journal, Journal of Occupational and Organizational Psychology, Academy of Management Journal, Academy of Management Executive, Academy of Management Review, Journal of Management Studies, Journal of Business Research, Harvard Business Review, Organization Development Journal, Applied Psychology, Group and Organization Studies.


MBA/MPSM COURSE DESCRIPTORCOURSE TITLE EL 675 - Managerial

AccountingCOURSE INSTRUCTOR (S) Peter Clarke

NO. OF CREDITS (1 CREDIT = 7 HOURS) 2MBA CORE/ELECTIVE ElectiveMPSM CORE/ELECTIVE ElectiveCLASS CONTACT HOURS 14MINIMUM LEARNING EFFORT (IN HOURS) 42PREREQUISITES (IF ANY) Financial AccountingOBJECTIVES The objectives for this course are to introduce the student to the preparation and use of relevant financial and non-financial information in the context of managerial planning and control decisions within a variety of organisational settingsLEARNING OUTCOMESAt the end of this course participants will be able to:(a) use correctly the full range of terminology within the modern discipline of managerial accounting; and (b) understand the principles involved in preparing managerial accounting reports; and (ci) apply, in an intelligent manner, relevant managerial accounting information in

the context of planning and control decisions within organisation; and(d) judge whether the application of development in managerial accounting are appropriate to their organisations.

SYLLABUS OUTLINE

1. Introduction to Accounting as part of a decision making process. The distinction between Financial and Managerial Accounting. The emerging role of non-financial indicators (NFIs) in Managerial Accounting. 2. Review of summarised cost statements and their preparation in contribution format; introduction to cost classification systems.3/4. Cost allocation and cost apportionment to facilitate the evaluation of different business segments and identifying financial contribution to fixed costs. The need for non-financial measures of performance including the utility of the Balanced and other Corporate scorecards.5/6 managerial decision making using Cost Volume profit (CVP) analysis7/8 Setting overhead absorption rates (OHARs) and their use in job costing and pricing decisions. Factors influencing pricing decisions.9/10. Limitations of traditional cost accounting (TCA). Introduction to Activity Based Costing (ABC); cost management and customer profitability analysis (CPA).11/12. Managerial decision making situations including the identification and use of relevant information. Decision situations will include the make or buy decision; outsourcing decisions, add or delete a product. Introduction to target costing. 13/14. Cost prediction techniques and their use in managerial decision-making including the “high low” methods, judgments and accounts classification. Excel applications.15/16. Managerial decision making with scarce resources and the application of contribution per limiting factor.17/18. Overview of budgetary control and reporting of variances to management. Introduction to flexible budgeting.19. Overview of transfer pricing.20. Review of course.

TEACHING AND LEARNING METHODSThe course consists of about 20-class teaching sessions. Brief details of each session content are provided in the syllabus outline.

Class sessions will be devoted to a discussion and explanation of the assigned topics and material and the preparation and discussion of selected problems and short cases highlighting the importance of managerial accounting information.

A number of workshop sessions are planned for this course and these are intended to give all participants an opportunity to work in groups in order to understand and apply the various topics coveredMETHODS OF ASSESSMENT

The assessment for this course will comprise continuous assessment together with a temninal (written) exam.

20% - for short assignments and presentations throughout course 80% - final exam (closed book, 1.5 hours), sat under exam conditions


Main textbook for consultation Title: Introduction to Management Accounting (12th edition, 2002)Author: Horngren, Sundem and Stratton

There are many other Introductory Management Accounting texts in the library. The lecturer will be happy to indicate appropriate pages if other texts are brought to his attention.

Some short cases and supplementary materials will be provided by the lecturer

MBA/MPSM COURSE DESCRIPTORCOURSE TITLE EL 685 - Negotiating SkillsCOURSE INSTRUCTOR(S) Prof. T. SullivanNO. OF CREDITS (1 CREDIT = 7 HOURS) 2MBA CORE/ELECTIVE ElectiveMPSM CORE/ELECTIVE ElectiveCLASS CONTACT HOURS 14MINIMUM LEARNING EFFORT (IN HOURS)

42.

PREREQUISITES (IF ANY) NilOBJECTIVES This programme aims to improve candidates:

1. Ability to analyse issues involved in negotiation; fix and select their own and the other party’s objectives: list and evaluate the various options available; and employ decision making skills to optimize the outcomes from any type of negotiation.

2. Ability to manage the various stages involved in the process of negotiation.3. Understanding of the various aspects of negotiating behaviour such as

personal style/behaviour, body language and the role and importance of signals and movement from one’s opening position.

LEARNING OUTCOMES1. Understanding the strategy of the negotiating process. This is primarily the

way in which the context indicates the extent to which negotiations are distributive, integrative or intra-organizational. Candidates will learn how these three aspects are managed in different ways.

2. The critical importance of preparation for whatever type of bargaining situation in which one is involved, either as an individual or part of a team.

3. A sound grasp of the tactics of bargaining such as packaging of proposals, cheap/dear and if/then.

COURSE OUTLINE1. The Morphology of Negotiation

The negotiating cycle, the bargaining spectrum, the context2. The Principles of Negotiation

Seven common errors, key commitments, preparation matrix, bargaining range

3. The Art of Bargaining A training video followed by a video of a real life bargain as it was actually happening. This latter video is not a rehearsal the participants allowed the cameras into the room as the negotiating was taking place.

4. Nature of Bargaining Power Personal, persuasive and coercive 5. Cases, Group Work and Presentations on a variety of bargaining situationsTEACHING AND LEARNING METHODS

1. Lectures2. Case Studies3. Role Plays4. In-class debate and discussion of current commercial, labour, national and

international negotiating situations.5. Students presentations of case studies6. Videos

METHODS OF ASSESSMENTThis is by examination – 100%

RECOMMENDED READING LISTRojet, J., (1991) Negotiation: From Theory to Practice, Macmillan, LondonBazerman, M. H. and Neale, M. A. (1992) Negotiating Rationally, The Free Press, New YorkFletcher, K., (1998) Negotiation for Health and Social Services Professionals, Jessica Kingsley Publishers, London and PhiladelphiaFells, R. E., (1998) Overcoming Dilemma in Bargaining, Industrial Relations, Vol. 53, No. 2 pp 300-326Fells, R. E., (2000) Negotiation; Some Insights into Strategy and Language, Industrial Relations, Vol. 55, No. 4, pp 583-599Sullivan, T. (1978) Collective Bargaining and Disclosure of Information: A View from Labour Economics, Personnel Review Vol. 7, No. 3, Summer.


MBA/MPSM COURSE DESCRIPTORCOURSE TITLE EL 690 - Operations

ManagementCOURSE INSTRUCTOR(S) Dr. Takis StylianidesNO. OF CREDITS (1 CREDIT = 7 HOURS) 2MBA CORE/ELECTIVE ElectiveMPSM CORE/ELECTIVE ElectiveCLASS CONTACT HOURS 14MINIMUM LEARNING EFFORT (IN HOURS) 42PREREQUISITES (IF ANY) NoneOBJECTIVES This course addresses the management of operations in manufacturing and service firms. It discusses diverse activities, such as determining the size and type of production process, purchasing the appropriate raw materials, planning and scheduling the flow of materials and the nature and content of inventories, assuring product quality, and deciding on the production hardware and how it gets used.

LEARNING OUTCOMESThe major learning goal for the course is to familiarize the students with production and operations systems in manufacturing and service firms and how to effectively manage these systems.

COURSE OUTLINEAreas to be covered include:

Design of production and information systems Just-in-time/lean production systems Demand forecasting Capacity & Production planning and scheduling Supply chain management Inventory management

TEACHING AND LEARNING METHODSA combination of lectures, discussions, practical exercises, videos, and case studies

METHODS OF ASSESSMENTAssessment will be based on 20% class participation and 80% on an examination at the end of the course



MBA/MPSM COURSE DESCRIPTORCOURSE TITLE EL 695 - Organization StructuresCOURSE INSTRUCTOR(S) Dr. Constantine Kontoghiorghes

& Dr. A. KellyNO. OF CREDITS (1 CREDIT = 7 HOURS) 2MBA CORE/ELECTIVE ElectiveMPSM CORE/ELECTIVE ElectiveCLASS CONTACT HOURS 14MINIMUM LEARNING EFFORT (IN HOURS) 42PREREQUISITES (IF ANY) NilOBJECTIVES

The aim of this course is to introduce participants to the theory and concepts applicable to the design of structures for organizing work, given such variables as the organisation’s environment, its technology and markets, and the strategy it pursues in seeking organizational success and effectiveness. In all, the course focuses on the nature of organizations, their structural dimensions, the cause of structure, emerging design options and practical management applications.

LEARNING OUTCOMES

After taking this course the student will be able to: describe the key issues related to organizational structure and design; describe the context in which organizations are operating; explain the different phases of organizational life cycle and decline; describe the main organization design options; understand how the major issues of the day are being handled by organisations; and, become familiar with the key issues related to the design of the organization of the future.

COURSE OUTLINE

Elements of organisation structure, including complexity, formalisation and centralisation.

Context of organisation, including environment, technology and strategy. Organisation design options, including function, product, matrix and bureaucracy. Organising for international and global competition. Organising for high levels of reliability. Organisation life cycle and decline. Organisations in the future.




Coursework: 40% (individual assignment; cases; group work and presentations)

Exam: 60%


Books

Stephen Robbins, (2000). “Essentials of Organizational Behavior”, (7th ed), Upper Saddle River, NJ: Prentice Hall.

Richard Daft, (1998). “Organisation Theory and Design”, South-Western College Publishing. Stephen Robbins, (1989). Organisation Theory: Structure, Design and Applications, (3rd Ed), Upper Saddle River, NJ: Prentice Hall.

Gareth Morgan, (1998). Images of Organisations,( 3rd ed), Sage Publications.

Gareth Morgan, (1989). “Creative Organisation Theory: A Resource Book”, (1st ed), Sage Publications.

Journals

Harvard Business Review, Sloan Management Review, California Management Review, Organisation Dynamics, Academy of Management Journal, Academy of Management Executive, Academy of Management Review, Journal of Management Studies, Journal of Business Research, Organization Development Journal.


MBA/MPSM COURSE DESCRIPTORCOURSE TITLE EL 730 - Risk ManagementCOURSE INSTRUCTOR (S) Dr. Stelios Platis

NO. OF CREDITS (1 CREDIT = 7 HOURS) 2MBA CORE/ELECTIVE ElectiveMPSM CORE/ELECTIVE ElectiveCLASS CONTACT HOURS 14MINIMUM LEARNING EFFORT (IN HOURS)

42

PREREQUISITES (IF ANY) Financial EngineeringOBJECTIVES Risk Management is a strategic tool used by today’s managers to deal with uncertainty and unforeseen events, which may lead to significant financial losses for their business. This course aims to give a pragmatic and applied approach to risk management as it is used currently in the international business arena. LEARNING OUTCOMESThrough cases from the international business practice, the participant is trained to recognize the various types of risk and is introduced to the analytic tools and methods that are being used in risk management. The participant gets a hands-on exposure to sophisticated methods and tools used by the risk management professional with reference to real-life problems and are presented with the tools to understand and design such methods.COURSE OUTLINE

Introduction to Risk Management The Risk Management Profession Types and Sources of Risk Market Risk Market Risk Measurement Techniques Credit Risk Credit Risk Measurement Techniques Operational Risk Other (non-financial) Risks Modelling Risk (VaR) I: Theory Modelling Risk (VaR) II: Practice Modelling Risk Class Work

TEACHING AND LEARNING METHODS Lectures Case studies analysis In-class debates and discussion Design and build tools

METHODS OF ASSESSMENT Coursework: 50% (group work design and build tools) Exam: 50% (individual assignment / take-home exam)


Jorion, P. (2003), Financial Risk Manager Handbook, Wiley Finance Barton, T. L., Shenkir, W. G. and Walker, P. L. (2002), Making Enterprise

Risk Management Pay Off, Financial Times, Prentice Hall Saunders, A. and Cornett, M. M. (2001), Financial Markets and Institutions: A

Modern Perspective, McGraw-Hill Irwin Jorion, P. (2001), Value at Risk (2nd edition), McGraw-Hill


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