International Business – Management of Technology (Vietnam)
|
Course Code
|
Course
|
Number of Credits
|
Description/Course Objective
|
| SM91.01 | Business Communication (Elective Course) |
2
|
Communication skills are of critical importance for MBA students and future managers in order to work effectively in the business world. Effective communication is the bridge between managers and all others with whom they must interact in their professional lives. This course examines key business communication concepts and fundamentals, considers techniques and approaches to develop and improve communication skills and provides practical opportunities for students to experiment and develop these techniques and skills. |
| SM91.02 | Project Management (Required Course) |
2
|
This cause will provide an introduction of the essential techniques and issues in developing and planning new projects, effectively managing and controlling their implementation with emphasis on large-scale projects. |
| SM91.11 | Decision Analysis (Elective Course) |
2
|
Making effective decisions requires the managers to have not only analytical skills but also good judgments and insights. This course aims at introducing the basic concepts of spreadsheet modeling and decision analysis under both deterministic and probabilistic environment. Comprehensive case studies are used to develop competencies in modeling, analyzing and solving real world problems in business. The students will also acquire some insights of their decision making behavior and judgment biases, and thus learn to improve the quality of their decisions. |
| SM91.1701 | Accounting for Decision Making (Elective Course) |
3
|
This course aims to provide knowledge in financial accounting, cost accounting and tax accounting. It aims to develop accounting skills so that students are able to make decisions consistent with accounting practices and policy in business organizations. |
| SM91.1702 | Business Analytics for Management Decisions (Elective Course) |
3
|
This course is designed to introduce management students from a variety of backgrounds to the fundamental tools of data analytics and decision science. The concepts and skills learned will enhance students’ ability to think about empirical problems in a structured and systematic way, and make more informed management decisions. |
| SM91.1703 | Corporate Finance (Elective Course) |
3
|
The purpose of this course is to provide students thorough knowledge in financial management and financial decision tools. The course aims to provide understanding in corporate finance for both practical and theoretical aspects and an opportunity to utilize valuation techniques in investment banking transactions. |
| SM91.1704 | Entrepreneurship and New Ventures (Elective Course) |
3
|
The objective of this course is to provide an understanding of the interrelationships between the management of new ventures and entrepreneurship in an innovation-driven and knowledge-based economic development. In addition, this course will enable students to design and present to venture capitalists/professional investors both, a business model canvas and a complete business plan for a new business venture. This course helps students to understand typical success and failure factors most frequently encountered by new business ventures in knowledge intensive industries and provide future entrepreneurs with strategic tools of planning the operations for the new company. |
| SM91.1705 | Leadership and Organizational Management (Required Course) |
3
|
In the current rapidly changing environment, start-up businesses and well-established large organizations alike will need to develop an efficiently responsive and effective management system to enhance its business sustainability. Leadership becomes an essential resource for organizations to drive towards organizational effectiveness. This course provides the knowledge base on how organization is developed and changed over time to cope with changing environment; how organizations improve their performance and leadership for business sustainability in various business sectors. It emphasizes the role of leadership and leadership development in organization management. The course also aims to develop the learners’ ability to develop effective leadership and management skills for their organizations. |
| SM91.1706 | Managerial Economics (Required Course) |
3
|
An understanding of economic theory, economic tools and techniques is essential for managers to make the best operating and planning decisions. This course focuses on the evolution and functioning of markets using theories of economics, behavioral science and sociology and enable students to understand the behaviors of real markets. The role of government in influencing a firm's decision making is also introduced since changes in government policy could directly or indirectly affect the firm's operating and planning decisions. |
| SM91.1707 | Managing Technology and Innovation (Required Course) |
3
|
Technology and innovation are sources of corporate competitive advantage, profitability and sustainable growth. The ability of the modern-day managers to analyze and make strategic decisions with respect to technology and innovation has an important bearing on the survival, competitiveness and sustainable growth of the firms. The objective of this course is to provide participants with knowledge and tools to understand, anticipate, acquire and use technology for attaining competitiveness at the market place. The course focuses on integrating various techno-economic and human factors that condition the firm’s creativity, strategies, structures and operations for managing product and service innovations. |
| SM91.1708 | Marketing Management |
3
|
This course aims to provide knowledge in marketing concepts from a managerial perspective. The course focuses on how managers analyze the market environment, competition and customers and how to design effective marketing strategies. The course emphasizes marketing process as a system to plan and deliver an integrated marketing mix of product, price, place and promotion that create value for customers, and achieve organizational objectives. |
| SM91.1709 | Operations Management (Elective Course) |
3
|
Operations management involves the activities that transform inputs into the goods and services in all organizations. The course provides students with theories and practices in planning and managing the operations part of an organization. In the course, students will be able to develop managerial skills in planning business operations covering both long and short term planning, such as capacity plan and production resource scheduling respectively. Moreover, they will be able to acquire analytical skills in making decisions in operations management. These decisions include capacity expansion, facility location, and inventory control. |
| SM91.1710 | Strategy and Corporate Sustainability (Elective Course) |
3
|
Good strategy-making and good strategy-execution are the key ingredients of company success and the most reliable signs of good management. This course is designed to help managers, management consultants, or investment bankers gain an understanding of the theory and practice in the field of strategic management. The goal is to give course participants a thorough understanding of the analytical techniques and tools necessary to identify and formulate strategies successfully and how to implement them. Specifically, the course will focus on three main areas: (a) strategic analysis, including: how to rigorously analyze a firm’s competitive environment and its internal resources (b) strategy formulation, including: how to formulate functional-level, business-level and corporate-level strategies; and (c) strategy implementation, including: organization design and leadership. Moreover, this course will include elements of sustainability that managers need to take in consideration when they design their corporate strategy. |
| SM91.31 | Management Control Systems (Elective Course) |
2
|
This course aims at developing skills for designing, implementing and operating an effective control system for different organizational contexts. This course will draw upon knowledge and skill in the area of managerial accounting, organization behavior and strategic management. |
| SM91.32 | Financial Management (Required Course) |
2
|
The purpose of this class is to give students a thorough introduction to financial management that blends relevant theory with practical applications. This course explores the fundamental financial and operating decision undertaken by corporate management. |
| SM91.33 | International Finance (Elective Course) |
2
|
The focus of this course is on foreign exchange markets, management of the foreign exchange risk and investment and financing decisions and liquidity management of the firms operating internationally. |
| SM91.34 | Financial Institutions, Markets and Economic Development (Elective Course) |
2
|
This course is designed to provide appropriate regulations and regulatory bodies of financial markets and institutions, development of financial instruments, and application of valuation techniques. Also, the course helps students to understand economic development, financial market infrastructure, and how to develop project finance. |
| SM91.36 | Financial Strategy of Firms (Elective Course) |
2
|
This is an advanced level finance course enabling students to integrate financial policy with corporate strategy and other management functions. It focuses on the process of resource allocation and funding strategies, corporate restructuring (mergers and acquisitions, divestment and management buyouts), valuation and value-creating strategies. |
| SM91.41 | Organizational Behavior and Structure (Elective Course) |
2
|
This course provides a framework for understanding organizational structure, behavior and change to adapt external environment and the need for better performance of an organization. It also helps develop a practical perspective on organizational development strategies and enhance the manager’s skills in designing and changing organization. |
| SM91.42 | Cross- Cultural Management (Required Course) |
2
|
This course explores the variety of ways that culture influences organization and management, particularly, the interactions of managers and employees of different national and cultural backgrounds. A comparison of North American, European and Asian cultural perspectives are examined. Specifically the course will look at the implications of culture on technology, organizational design, managerial approaches, organizational and individual performance and human resource dimensions. These provide the background in which people from different cultures interact. |
| SM91.43 | Managing Human Resource in Multinational Corporations (Elective Course) |
2
|
Multinational companies which operate in various different cultures tend to emphasize the human resource management approach consistent with their home country but in the meantime they also need to adapt to local HRM practices to be able to compete in their markets. This course, unlike the basic human resource management course, focuses on the increasing role of human resource management in enhancing the competitive advantage of international firms. |
| SM91.44 | Management of Chage (Elective Course) |
2
|
In order to cope with the new and complex operating conditions, managers have to develop a set of critical skills that allow them to translate change strategies into effective actions. This encompasses key initiatives to enhance organizational efficiency and competitiveness of the organization. This course is designed to provide future managers with understanding of core issues confronting organizations today and discusses about the change process, namely why change, change what, and how to change effectively. |
| SM91.45 | Comparative Industrial Relations (Elective Course) |
2
|
Rules and regulations in many workplaces may be established unilaterally by employers, others by technology, and others governed by laws administered by government agencies. This course will familiarize students with the industrial relations system model to be able to understand the social system at large and design the work relations system at the enterprise level. |
| SM91.51 | International Marketing Management (Required Course) |
2
|
This course examines concepts and theories relating to the understanding of the marketing management field. Marketing encompasses a broad range of activities. This course is designed to give students the background needed for managing the marketing plan adapted to their own environment. |
| SM91.52 | Business to Business Marketing (Elective Course) |
2
|
This course provides an understanding of the issues related to marketing of industrial products as well as the important business-to-business approach. The aim of this course is to give the students an understanding of the challenges and problems the companies face concerning the industrial marketing management. The focus will be analyzing methods of product development, product introduction, segmentation and organizational buying and selling behavior as well as marketing strategies and tactics. |
| SM91.53 | International Marketing Research (Elective Course) |
2
|
In competitive markets where customers have many choices, marketing decisions must be based upon current information about customers and other external environment factors. Marketing research is the formal function which gathers marketing information for use in marketing decisions. In highly competitive companies world-wide, marketing research is integrated into marketing strategy and tactical marketing implementation. |
| SM91.54 | Service Marketing and Management (Elective Course) |
2
|
The course is designed to give to the students the concepts and tools used by service leaders to deliver more value to their customers, employees and shareowners. The course is based on a new business logic -The Service Profit Chain -that can help managers to understand why some service organizations have superior performances. The main objective is to develop service leaders. |
| SM91.61 | Operations Management (Elective Course) |
2
|
To provide students with basic concepts and techniques in managing the operations of a production unit and/or a service enterprise. The practical aspects will be emphasized through case studies / project works to relate the recent theoretical developments with real business environment. |
| SM91.62 | Managing Technology for Competitiveness (Required Course) |
2
|
The main objective of this subject is to present the basic concepts and theories that will be needed to understand, anticipate, acquire, and use technology for attaining a competitive edge at the market place. The subject will be of particular relevance to those who are likely to be involved in integrating technology strategy with business strategy at the firm level, and for those planning to pursue a career in operations management, engineering management, or international business. |
| SM91.63 | International Business (Elective Course) |
2
|
This course is designed to provide an overview of international business practices and processes. It seeks to help participants in developing attitudes and skills of an effective international manager. |
| SM91.64 | Competitive Manufacturing and Technology (Required Course) |
2
|
This course will provide a thorough understanding or world-class manufacturing and manufacturing technology and these can be used to develop manufacturing strategies for enhanced performance in the global market place. |
| SM91.65 | Total Quality Management (Elective Course) |
2
|
All companies, whether in manufacturing or service operation businesses, need to focus on understanding and responding to customer needs. Total quality management, when adequately and successfully implemented, enables companies to serve their customers better and gain competitive advantage in the market place. The objective of this course is to prepare prospective managers for playing a leading role in planning for and implementing total quality management in manufacturing and service organizations. |
| SM91.66 | Asian Business (Elective Course) |
2
|
This course is a survey of the business environment of Asia including its economic dynamic and socio-cultural political and characteristics as they affect business. The three major regions within Asia (East Asia, Southeast Asia and South Asia) are considered. Special emphasis on current and emerging trends and now business organizations can respond. A seminar/workshop approach will be used. |
| SM91.67 | High- Tech Entrepreneurship and Business Plan Development (Elective Course) |
2
|
The course will provide students firstly a theoretical framework to understand the concept of service quality, customer satisfaction and customer value in service and secondly the tools to measure the different concepts. These concepts and tools are analyzed based on an understanding of customer behavior on service settings. |
| SM91.71 | Management Information Systems (Elective Course) |
2
|
This course intends to provide a broad overview on the important technical and managerial issues of management information systems (MIS). It will also provide students with a balanced view of management and technology. Students will learn how to apply information technologies (IT)/ information systems (IS) to solve critical business problems in the real business world. |
| SM91.72 | International Technology Transfer (Required Course) |
2
|
Rapid globalization and the liberalization of national economies have made international transfer of technology (ITT) a very important component of international business. ITT is, today, widely used by firms in both developing and industrialized countries as a means of gaining access to technologies to strengthen their competitiveness and growth. The main objective of this course is to provide the participants with the necessary knowledge and tools to plan and implement ITT both from the perspective of a buyer and seller of technology. |
| SM91.73 | Management of Innovation (Elective Course) |
2
|
Success followed by failure and innovation followed by inertia is the pattern of a global problem faced by companies in any industry at any time. As short-term corporate success often increases the chances of long-term failure, managers must learn to sustain incremental improvement while at the same time leading radical change. In this course managers learn how to integrate the different techno-economic and behavioral factors that condition a firms creativity and innovation and how to design a strategy system for product/service and process innovation that allows their firm to benefit from increasingly faster technology and market changes. |
| SM91.74 | High- Tech Entrepreneurship and Business Plan Development (Elective Course) |
2
|
The objective of this course is to provide an understanding and appreciation of the interrelationships between the management of modern industrial technology and entrepreneurship, and the role of entrepreneurship in the management of technological innovation and technology-based economic development. In addition, this course will enable students to design and present to venture capitalists a business plan of a new technology start-up firm. |
| SM91.81 | Strategic Management of a Firm (Required Course) |
2
|
This course will enable students to use the strategic management process to understand competitive forces and to develop competitive advantages. They will be able to extending the scope of strategy formulation to successfully compete in the 21st century’s dynamic and challenging competitive landscape. |
| SM91.82 | Case Research on Strategic Issues (Required Course) |
4
|
An in depth understanding of the past, present and future of a company improves the effectiveness of a manager. The awareness of the strategic issues faced by the company brings a new perspective to the manager and allows him to relate with the rest of the organization. The course will follow the case research methodology involving field work both inside and outside the company using specific case guidelines. The field work will be conducted within the frameworks for strategic audit, SWOT and industry analysis and will involve interviews, analyzing company and industry reports. The case will consist of 4 parts. |
| SM91.83 | Case Research on Functional Issues (Required Course) |
4
|
An in depth understanding of the functional dimensions of a company improves the effectiveness of a manager. The awareness of the key functional issues faced by the company brings a new perspective to the manager and allows a full pictures of the organization. The course will follow the case research methodology involving field work both inside and outside the company. The field work will be conducted within the frameworks for functional audit, SWOT and industry analysis and will involve interviews, analyzing company and industry reports. Specific Guideline on Functional Analysis will be followed. |
| SM91.84 | Case Research on Problem Analysis and Solving (Required Course) |
4
|
An in depth understanding of the key problems and their solution improves the effectiveness of a manager. The problem-solving process is a step-by-step method for solving problems and making better decisions. It involves different steps and within each step there are techniques which will help students determine closer to the best possible solution. Specific Problem Solving Guidelines will be followed. Extensive data collection on courses and alternatives are necessary. |
| SM91.86 | Enterprise Reource Planning (Elective Course) |
2
|
Enterprise Resource Planning (ERP) systems provide comprehensive management of financial, manufacturing, sales, distribution and human resources across the enterprise. The ability of ERP systems to support data `drill down' and to eliminate the need to reconcile across functions is designed to enable organizations to compete on the performances of the entire supply chain. To utilize these capabilities managers have to learn how to manage processes in the ERP environment. This course will help students to understand how integrated operational systems work. |
| SM91.87 | Business Simulation (Elective Course) |
2
|
As the managers grow in their career, they are called upon to make holistic decisions encompassing ubiquitous operations of their firms in global markets. The complexity of their assignments increases. Under the circumstances, managers can be trained through simulators to handle complex and uncertain situations. The purpose of this course is to model the industry dynamics and operations of competing firms, experiment with model and make informed decisions. |
| SM91.88 | Information Technology Strategy (Elective Course) |
2
|
This course is designed to provide conceptual frameworks and a practical guide for understanding how IT (Information Technologies) provides a competitive advantage to the organization, how to identify opportunities and risks of strategic use of IT and how to strategically manage IT resources and activities. |
| SM91.89 | Case Research Practicum (Required Course) |
4
|
This course will provide an opportunity for the executive MBA students to develop an independent case research on their own organizations. The case research will enable the students to apply the learned analytical frameworks to better understand the strategic posture of their organizations, the external and internal environment as well as the key challenges faced. The course also serves to prepare the students for their final EMBA Research studies |
| SM91.9001 | Selected Topic: Leadership (Elective Course) |
2
|
The purpose of this course is to prepare the participants for career development to the highest level in an organization or to prepare to lead your own company in the present or the future. Competencies are the critical factor to be effective at the C level. This might be CEO, COO, CIO and CFO. While competencies specific to a function might be different, the competencies required for leadership tend to be very similar.
As a learning approach, the course follows an Assessment Center process. This process will include: - A selection exercise Participants will be given the opportunity to think of their future career, determine their current competencies, identify the competencies they will need in the future, and practice those competencies in practical and realistic situations. At the end of the course, iEMBA participants should have a new level of competencies and capability to apply those competencies for improved performance and future success. |
| SM91.9002 | Selected Topic: Decision and Negotiation Analysis (Elective Course) |
2
|
Making effective decisions requires the managers to rely not only on intuitions and experiences but also on good analysis of the complex decision situations. The challenge is further complicated when more than one parties participate and interact in negotiations with conflicting goals, resources and strategies. This course aims at introducing the basic frameworks and approaches to help managers analyzing the different decision and negotiation situations under both deterministic and probabilistic environment. Basic and common decision models are then used to solve these problems, or to improve existing solutions, with assistance of simple spreadsheet-based tools. Through real and comprehensive case studies and negotiation games, students develop competencies in analyzing, modeling and solving real world problems in business. The students will also acquire some insights of actual decision making behavior and judgment biases, and thus learn to improve the quality of their decisions. |
| SM91.9003 | Selected Topic: Investment (Elective Course) |
2
|
The course is designed to provide the student with a good understanding in financial instruments and products that are available in the international financial market for investments. Students will gain an appreciation on the tools and methodology that can be used for investment analysis. In addition, project financing will be one of the most important topics of discussion because it will require skill in various areas in decision making process. The course will also cover cost of capital, capital markets, derivatives, and risk and return on investments. |
| SM91.9004 | Selected Topic: Supply Chain Management (Elective Course) |
2
|
Supply chain management is a set of approaches for coordinating activities related to planning, implementation, and control of goods and information flows from the front end to the back end of the supply chain in such a way that the total system wide cost is minimized while satisfying the service level requirement. The objective of this course is to impart to the students basic knowledge on supply chain management, which includes key issues on inventory control and management, supply contract, bullwhip effect and the value of information sharing, distribution strategy, strategic alliance, procurement strategy, pricing strategy, etc. |
| SM91.9005 | Selected Topic: Solving Complex Problems (Elective Course) |
2
|
In todays rapidly changing environment, management personnel, whether in companies, in non-profit organizations of within governmental departments, are constantly confronted with decision problems with far-reaching consequences. Survival and long-term success will often depend on finding the right solution. This course focuses precisely on such complex decision problems. The aim is to provide support to management for their successful resolution. |
| SM91.9006 | Selected Topic: Contract & Risk Law for Managers (Elective Course) |
1
|
The contract is the fundamental legal instrument for business transactions. And some areas of contract may be very complex. Therefore, managers must understand the general principles and the essential prerequisites established by the law of contract. They must also learn hot to avoid costly errors and must be equipped with the capacity to draft and monitor the implementation of a contract for the best interest of their company. This course is intended as a practical guide for managers in small, medium, large and State companies who do not have legal training by need practical knowledge and skill about dealing with international contracts and related risks. |
| SM91.9007 | Selected Topic: Financing Energy Projects: Power Sector (Elective Course) |
2
|
This course is designed to increase participants understanding of the process which leads to the creation of suitable financial structures for energy projects. The course background is based on the international prerequisites of pre-feasibility studies of energy projects in order to obtain sufficient funding under financial strain and with political and economical risks involved. |
| SM91.9008 | Selected Topic: Energy Value Chain (Elective Course) |
2
|
This course is designed to introduce executive participants to the economics of electricity generation, transmission, and distribution. The course will discuss the value-chain of electricity and analyze the economic rationale for the recent market reform exercise undertaken by regulators from various countries. The experiences of California and Ontario will be discussed and problems encountered by these earlier liberalization attempts will be used to highlight important challenges and constraints for Vietnamese energy policy makers and managers, and the Vietnamese regulatory authority. |
| SM91.9009 | Selected Topic: Transmission System Operator (Elective Course) |
3
|
This course aims at developing reasonable skills to understand the role of the Transmission System Operator (TSO) in a Norwegian, Nordic and European perspective. |
| SM91.9010 | Selected Topic: Power Market Operations (Elective Course) |
3
|
This course gives a description of the most modern electricity market in the world – the Nordic Market at Nord Pool. The market is both a physical and financial market, and is a market common for the Nordic countries. The market was originally set up by the Nordic TSO`s.
The course gives an overview of the Nordic market, with focus on the development towards a free market system, the connection with the EU internal energy market, the success factors and the remaining challenges for future development. The physical market, spot price based, is described and price calculation, price setting, price areas and experiences with the Elspot price are in focus. The financial market is described and comprises both questions on how to create liquidity in such a market, as well as describing the financial products and how to trade them. The financial products include forward and future contracts, option contracts as well as CfDs(Contracts for Differences). Trading carbon is placed focus on, both the framework conditions and Nord Pool`s trading solutions. The clearing of financial contracts is described, clearing routines, settlement and control, security requirements, secure participant interface (PI) and Clearing Report Application (CRA). The course also contains a brief look into the Risk Management sides of trading, why Risk Management, Risk calculations, Risk reports and tools as well as a Technical model (SPAN) with parameters used. The course is based on teaching from instructors working within the actual areas, also based on thorough interaction with the students through excercises and case studies. The course also includes a visit to the trading floors of Nord Pool. This course is designed for financial analysts, energy traders and marketers, policy makers, others interested in understanding the development, function and use of competitive Electricity markets. |
| SM91.9011 | Selected Topic: Renewable and Altenrative Energy Technologies (Elective Course) |
2
|
The purpose of this course is to take a strategic assessment of renewable technologies or non-fossil fuel alternatives such as nuclear or hydro.
As a strategic assessment the emphasis will be on the future and focuses on the potential implementation of these technologies in the context of Vietnam’s power requirements to 2025 and beyond. Related to the macro-environment for renewable and alternative technologies approaches such as PESTE (Political, Economic Socio-Cultural, Technological Ecological) or SWOT analysis will be used. For specific technologies an assessment based on the social, economic and environmental impacts, costs and benefits will be used. |
| SM91.9012 | Selected Topic: International Investment and Portfolio (Elective Course) |
2
|
This course aims to provide a strong understanding of functioning of capital market and how securities of different types are traded and valued in the capital markets across the world. The course covers different valuation models and approaches in security analysis. It provides a framework for understanding, practicing fundamental and technical analysis and the skills used in tracking market behaviour of securities' prices. |
| SM91.9013 | Selected Topic: Internet Marketing (Elective Course) |
2
|
With the advent of online advertisements, search engines and web2.0 initiatives, the internet has become one of primary mediums for companies to reach out to targeted customer segments. Though online marketing has been looked at as a minor channel or an extension of conventional marketing, its importance and the use of more refined and rapidly changing technology has made the internet a domain which requires full attention of marketers. The purpose of this course is to introduce contemporary marketing approaches in the internet to enable students to utilize the internet to its full advantage. |
| SM91.9014 | Selected Topic: Energy Policy and Planning for Sustainability (Elective Course) |
2
|
This course emphasizes a genuine concern about what’s happening to the planet, a sense of what policies are required regarding our legacy for the world of the future. It will examine policies and sustainability issues and the implications for energy companies. Because of the interdisciplinary nature of the subject, it is important that participants develop an understanding of multiple perspectives on energy and the triple bottom line.
In this course, the focus is on global energy and environmental problems from a wide range of perspectives, with emphasis on understanding how the different disciplinary approaches are interrelated. The course is based on Energy: Science, Policy, and the Pursuit of Sustainability edited by Robert Bent, Lloyd Orr, and Randall Baker of Indiana University. Participants are expected to use this book, and the references, as the starting point for their analysis and presentations, and to supplement it with what they can find on their own from current issues on the internet. |
| SM91.9015 | Selected Topic: Lean Management (Elective Course) |
2
|
The course gives an introduction to background information and concepts of a future-oriented management system -particularly of manufacturing enterprises- what is focused on getting the right things, to the right place, at the right time, in the right quantity to achieve perfect work flow while minimizing waste and being flexible and able to change. |
| SM91.9016 | Selected Topic: Business Intelligence Strategy (Elective Course) | This course will provide an introduction with latest basic scientific methods of lean tools. To acquire knowledge required for engineers and administration staff as bases for the systematic initiation and implementation of lean tools in national and international enterprises of different sizes and lines of business. To apply a lean enterprise roll-out-vision. To acquire knowledge of lean enterprise benefits and to understand the differences between a conventional enterprise and a lean enterprise. | |
| SM91.9017 | Selected Topic: Business Ethics and Corporate Social Resonsibility (Elective Course) |
2
|
Ethics and Corporate Social Responsibility should be integral components of a management school's educational program. In addition to studying ethics for management and leadership decision-making, this subject is important for introducing MBA students to strategies of best conduct, comprised of standards and guidelines governing the behavior of members of the business profession. This course will investigate current challenges and opportunities facing managers and companies in areas of corporate responsibility and ethical governance. Through case studies we will examine and critically evaluate contemporary developments in ethical responsibility with respect to environmental protection, community development and employee welfare. Also, the integration of social values into corporate objectives and the balancing of those objectives with responsibility to shareholders and communicating a vision of corporate social responsibility. The main purpose of this course is to develop MBA students’ analytical skills in understanding and applying ethical concepts to real-life management problems and practical situations. |