The course will cover the philosophical underpinnings of social research, setting the scene for your work as a doctoral student. It starts with an introduction to the purposes of universities and academic work. In order to help you structure your approach to your own research work we will spend most of our time on explaining what is meant by the following concepts: research problem, research questions, the researcher’s posture, research strategies, and research paradigm. This course covers also questions of theory development and hypothesis generation, advances in management theory, an introduction of qualitative, quantitative, and mixed research methodologies, and ethical issues in management research.
The course will cover the philosophical and theoretical underpinnings of qualitative research, the various approaches and methodologies, as well as particular research methods. Although the course will place qualitative approaches and methods within the broader research design, mostly the course will give a practical experience to participants to help guide their progress in the formulation of their problem statement, their research design, qualitative data collection, and analysis of qualitative data and writing up of the findings.
This course focuses on the use of statistics in business research. In addition to mastery of common statistical tools, it discusses the design and execution of typical business research projects using such methods as surveys, archival data, and direct observation. It covers some important modeling and analysis tools which include Analysis of Variance (ANOVA), Analysis of Covariance (ANCOVA), multiple regression, logistic regression, forecasting, factor analysis, and structural equation modeling. Comprehensive statistical packages will be used to analyze the data, such as SPSS, and Minitab.
This course will demonstrate the “search to insert” process and also details the purpose and process of reviewing and critiquing (summarising and synthesising) source materials. It will involve a number of applied elements so as to ensure all candidates are familiar with locating materials relevant to their area of research and how to catalogue and use reference data (EndNote bibliographic, "Cite While Your Write" software) and also, how to summarise and synthesise source materials.
This course illustrates and discusses research issues and research methods across the functional business areas of Human Resources Management, Accounting, Finance, Marketing Management, Supply Chain Management and Operations, Information Systems and Technology Management, Business Economics, and SME’s, Strategy. The aim is to help the course participants to develop a cross-functional perspective in business research.
This course introduces the concept of business research and its usefulness for businesses to better understand products, processes, markets and competition. The course emphasizes how research outcomes assist in developing policies, strategies and tactics. The course also integrates complete research methodologies (both qualitative, quantitative and mixed research) at the doctoral level in example business researches that are related to improving business practice.
"Based on different conceptions of the institutional role of corporations in society, the course offers students a range of perspectives including different theoretical frameworks to increase their awareness of growing stakeholder demands for financial, environmental and social performance. Students will be encouraged to think about how to create sustainable business value, incorporating concepts such as externalities, accountability and transparency. A key concern of the course is to think critically about what responsible management means for modern organizations. Students will be introduced to the historical background and the contested terrain of business ethics and the emergence of CSR and sustainability debates. Students will be engaged to discuss the macro-level challenges for governments and businesses today and the resulting pressure waves. For instance, students will be asked to think about the ecological crisis and the emergence of sustainable development as a public policy and business goal. The shift of CSR and sustainability from the margins to the core of business strategy and the passage from public relations' CSR initiatives to sustainability strategies are discussed. Also, the link between workers’ rights, employment legislation, and CSR will be discussed (First and second sessions). The course will demand students to think critically about their organizations within the context of sustainable development. For that purpose, students are required to describe their organization’ current CSR and sustainability initiatives. Later, they will be required to write a roadmap on how to build a sustainability strategy for their (third session). Finally, students will be engaged to think about how to bring organizations to account for their social and environmental impacts. For instance, students are called to think about the role of the corporation and to whom managers are accountable? The limits of reporting systems are discussed and solutions towards achieving a strong conservation of financial, environmental and human capitals are considered (Fourth session)."
In depth research design,methodology, and research process discussion within a chosen area of specialization. The Research Elective course can also be a related graduate research course from an approved university discipline (external to FBE) .
The overall aim of this research course is to enable students to write a proposal, and defend it. Topics include planning, research and documentation, style and editing, document design, ethics, abstracts, and oral presentation of the proposal. Students will learn how to deal with basic research proposal components, such as literature review, research questions, aims and objectives, research paradigms and methodologies, the significance and feasibility of their study, as well as other relevant factors for their particular research projects.
The course goal is to help students apply their cumulative understanding and skills to their own research questions. This course does not aim to deliver to students additional substantive material or methodological teachings, as they have been delivered in the Course component of the program (DBA900 – DBA908A).
"The aim of this research course is to enable the students to finalize the writing up and defense of their dissertation, to proceed to graduation. This course deals with both the theoretical and practical aspects of writing a dissertation and successfully defending it in front of an examination panel. The purpose of the course is to assist the students through the writing up and following through from the previous research courses. In this course participants are expected to apply the state of the art research methodologies that have been acquired in previous taught courses in the DBA as well as from their respective Advisors , to study some managerial and business issues pertaining to their organizations or the wider professional field in which they operate. The course requires that a dissertation is written by the end of it, which will make an important contribution and/or provide innovative insights to the practice of the participant’s profession. The course overall goal is to help students apply their cumulative understanding and skills to their own research questions. Upon completion of the course the students should be able to defend their dissertation successfully."
Entrepreneurship is often defined as the process of bringing in change (either market or social) through innovation by creating new ventures or within existing organizations. It is often argued that entrepreneurship begins with and ends with innovation. Creativity is a precursor to innovation, which is considered to be a driving force in entrepreneurship. In this course, students will learn how to generate and develop creative ideas through various techniques and sources, and understand how creativity and innovation are linked and connected. Students will also learn how to assess and evaluate creative ideas and turn them into viable, innovative and profitable opportunities in entrepreneurship. This course aims to equip the next generation of leaders in the UAE with an innovative and entrepreneurial mindset and its related core skills. This course will engender in the students a spirit of entrepreneurial behavior by challenging a student’s own perception of self-fit with entrepreneurial activity by placing them within the role of an entrepreneur. Being exposed to entrepreneurial process, students will be able to learn how to develop a business model and launch a new venture.
The path to entrepreneurship lies through creativity and innovation. Creativity while the basic ingredient is not sufficient for innovation. Innovation also requires the development, production and implementation of that creative idea. However, the key difference between creativity and innovation is execution. And the process by which creative ideas become useful innovations is called Entrepreneurship. The students will be encouraged to be creative through simple projects that will exercise their minds and make them think in a very different way. They will also learn that creative ideas do not make people successful but it is the other way around. The difference between innovation and invention will also be ingrained again through some simple student assignments. Finally, to understand the essence of innovation they will be taught that it is necessary to examine the main characteristics of entrepreneurs such as opportunistic mind set, formal training to detect new opportunities and a high degree of persistence as they are the driving force of innovation.
Entrepreneurship is the driving engine of an economy and Entrepreneurs are its life blood. Entrepreneurs turn problems into opportunities; the bigger the problem the bigger the opportunity. They never accept that the problem is unsolvable. The challenge is in teaching people how to turn problems into opportunities. The students will learn that the path to entrepreneurial success is littered with setbacks and obstacles that can be overcome with a mindset of putting the intentions into action. They will be taught that to be a successful entrepreneur one has to learn how to analyze the key parts of various start up business models. In other words, an entrepreneur is not only a leader or a guide but one who also knows how to handle the challenges of marketing, financing, operations and the like. The course will emphasize that entrepreneurs are developed and not born. They will learn the process of generating ideas and of being creative and innovative. Furthermore they will get drilled the concept or methodology of asking the right question and that the formulation of the problem is more important than its solution. Finally they will be taught through some case studies or real life examples that it is fine to make mistakes in the process as “Mistakes are a cost of doing business"
Social Entrepreneurship has been lately embraced by the world of business and interest in it continues to soar. It is still evolving with no clear definition. The question is what differentiates a Social Entrepreneur from a plain old vanilla entrepreneur as all Entrepreneurship at one level is social as it generates jobs and stimulates the economy. If a firm recycles used materials and installs solar panels on its roof, it is socially responsible. In fact a firm does not have to be a Not-for-Profit to be socially responsible. The course will try to make the student understand the different dimensions and set a baseline for understanding social entrepreneurship. The course will focus on problem solving, developing innovative solutions and the emerging needs in the social development sector. Further the course will teach through examples and short case studies on how to develop innovative ventures with exponentially scalable models that can trigger or enable social change in GCC and especially UAE. At the end of the course it is expected that students will realize that Social Entrepreneurs are problem solvers, not idealists. Moreover, they are driven by innovation and not charity. And that they do not believe in getting grants or handouts, rather they use entrepreneurial strategies to effect social change.
The course covers the financial aspects of small business entrepreneurship for owners of sole proprietorships, partnerships, and small nonpublic corporations. The course focuses on: (1) updated financial statement coverage; (2) forecasting definitions and formulas; (3) equipment replacement by using the low cost model; (4) application of operation techniques to examples of small businesses including capital budgeting and working capital management; (5) use of financial statements for horizontal, vertical and ratio analysis; and, (6) basic math formulas for readers with limited mathematical backgrounds. Practical applications will include the time value of money and a computerized spreadsheet primer using Microsoft Excel.
Students develop the skills, values, and attitudes needed for success as an entrepreneur whether starting a new venture from scratch, joining or acquiring an existing business, or creating a new venture inside a larger organization. The primary activity is the development of a comprehensive business plan. Topics include an overview of entrepreneurship and small business in UAE; entrepreneurial mindset, characteristics, competencies and ethics; creativity, idea generation and feasibility studies; business plans; part-time and full-time entrepreneurship; location and capacity planning; marketing research for new ventures; financing new ventures; creating a financial plan; legal structures and issues; new venture development team; and risk analysis and management.
This course examines the issues and challenges faced by family businesses. Family businesses require governance structures that can accommodate both the business and family relationships. The success of family businesses also depends on successful intergenerational transfer. For continued growth, there may be a need to introduce professional management in the form of practices and professional personnel. The introduction of modern management into family businesses is needed yet this is an area that family businesses have great difficulty with particularly with the introduction of professional managers who are not family members.
Entrepreneurial ventures whether they are Home-based businesses (HBB), Family controlled businesses (FCB), SME’s or within large corporations (intra-preneurship) all go through the same challenges of growth. After sustaining a certain level of expansion in the initial stage, they realize that management by personality does not work any more. The transition from a personal to a professional management style becomes a necessity and requires drastic changes in the manner of how the entity was being managed and run in the start-up phase. The students will be exposed to the working and intricacies of each type of venture and will be able to identify their relative strengths and weaknesses. At the end of the course they will be in a good position to measure the merits and demerits of each approach and apply their learning in their chosen careers. The course will draw heavily from real life examples and each type will be debated, dissected and analyzed in detail to enhance their understanding.
In this course, students will learn the processes involved in creating an innovative business. They will achieve this through a series of “design sprints” ending with a Demo Day. Working closely over a 16-week period, with co-founding team members, students will drive the entrepreneurial process by going through idea generation processes, conducting a feasibility study, develop value propositions, designing a viable product, building a prototype of product, developing a business model to achieve a “product-market fit”, construct sales and marketing strategy. Students will also devise a robust Business Plan to kick off an exciting and innovative new venture and develop a ‘business growth roadmap’. Students will be guided through adopting the philosophies and mindsets of an innovative organizational founder. Throughout the course, students will work in team and collaborate with a local entrepreneur, who act as a mentor to the team alongside with the course instructor. This course consists of 7-module where students are given the opportunity to practice their entrepreneurial skills immediately upon completion of every two modules in three “pit stops” i.e. Pitch Deck, Business Model Presentation and Demo Day. These pit stops allow students to present their work and receive external feedback to improve their business ideas
This course focuses on technology entrepreneurs and their new ventures. It helps the student who is majoring in science, engineering, or other non‐business disciplines to understand key aspects of entrepreneurship and the formation of new technology companies so that they can decide if a technology business path is right for them. Major class topics include learning to identify and evaluate innovation opportunities, assessing an industry, intellectual property strategies, the founding team, business models, and funding a new venture. Students will gain the skills and tools to turn technical ideas into profitable sustainable businesses.
International entrepreneurship is entrepreneurship in which global factors like commercial, socio-cultural cum political and economic landscape either play an important role or influence in some fashion the success of a new venture. The new ventures can transcend their land boundaries for instance by either partnering with a local entity or by establishing a strong beachhead in many national markets like GCC or MENA and various other means of creating differentiation. The students will effectively realize that there are three major challenges in going global. The first one pertains to the local environment. GCC for example with its own laws, rules and regulations cannot be a region to focus growth on unless these aspects are well understood. Secondly, mobilization of resources is another unique challenge as the manpower, raw materials and the supply chain may not be in the same place or region. And finally distance from headquarters inspite of the advances in communication technologies sometimes becomes an impediment. The students will be exposed to some international business models and they will acquire the skills to determine which one more closely aligns with the specified objectives of a firm. They will also learn how to identify opportunities that are far away from a firm’s home base and management of contingencies as the venture grows.
The course aims to bring together theory and practice to students through their participation in practical training. The objectives of such practical training are to better understand work environments, gain on-job practical training and enhance students’ work ethics and communication skills. The student will be given the opportunity to perform real work and actively participate in the operations of different business institutions during their actual working hours. Written reports and oral presentation are required from the students at the end (and during) the term training program. (The internship is conducted over 12 Weeks in the last semester (after a four week preparation session). No courses are allowed to be registered during the internship)
This course is the first in a series of four courses in which students will be removed from a structured learning environment in a classroom setting and will be challenged to deal with unstructured practical and industry-based problems. Students will be provided with the opportunity to work with the management of a client organization from the community. In groups and under the supervision of a faculty member, students will be required to utilize their skills to complete the first stage of analyzing a business problem or opportunity. At the end of this course, students are expected to demonstrate their understanding of the business problem and present their findings with the analysis framework.
At this second stage of the field project, students are expected to use the knowledge gained and tools learned from the courses in the first semester of the MBA program to develop and defend action plans within the framework developed in Field Project I. Students will collect data, conduct interviews with subject matter experts, and top executives in order to enhance and finalize their action plans. Findings are presented and submitted in a report at the end of this course.
In this course, students will learn skills and tools to implement the action plans developed in Field Project II. Some tools and techniques will require subject matter experts, field professionals, and/or faculty members from the client organization or other institutions to explanation and facilitation. Students will implement the skills and use the tools in enhancing the action plans. At the end of this course, students are expected to present their proposed solution and/or recommendations in both oral and written formats.
This is the final course in the four-course field project series. In this course, under the supervision of a faculty member (project consultant) and executives from the associated client organization, students will implement, and receive feedback on, the action plans developed in Field Project III. If the project addresses a business issue that has been resolved by the organization under consideration then a congruency analysis between the two approaches will be developed. Otherwise, the proposed implementation or solution will be discussed with the stakeholders. At the end of this course, students are expected to submit a report documenting the findings of their field project.
This course is designed to provide the MBA student with the required skills to develop and demonstrate competency in business research methodology and techniques. It includes the development of a clear and well structured research proposal. Topics covered include, but not limited to, the stages of research processes, primary data collection methods, data coding, and survey analysis and critique. At the end of this course, MBA students will be able to develop a research plan and conduct basic business research. They will understand and be able to apply both qualitative and quantitative research methods to a UAE-related business problem
The Field Application Project is the culmination of the UAEU MBA experience. In consultation with their employers, MBA students identify a significant business challenge or opportunity to which to apply their skill in Action Research toward actual problem solution or goal achievement. MBA students will be guided to frame unstructured business problems or goals, to identity the central issues, and to develop an effective investigative strategy, drawing on the tools and concepts developed during study for the UAEU MBA. Under UAEU MBA faculty supervision, MBA students will conduct the study and present their findings in a live defense with the objective of achieving approval from their employers for workplace implementation. Students will produce their Field Application Project in the form of a bound volume as a condition for graduation.
In today’s dynamic and rapidly changing business environment, the success of any organization depends on the ability of its members at all levels to work concertedly to achieve the strategic goals of the organization. This course covers basic analysis and applications of modern theories and techniques for understanding human behavior in organizational contexts. The course discusses the basic knowledge on the dynamics, determinants, and outcomes of individual and group behavior in organizations. Topics covered include determinants of motivation, individual and group decision making, organizational communication, team dynamics, leadership, power and politics in organizations, and conflict resolution.
This course provides a basic knowledge of the key aspects of managing human resources, emphasizing the link between human resource policies and practices and the organization's strategy. Topics covered in the course include HR planning, job (work) analysis, staffing, performance appraisal, employee compensation and benefits, orientation and training, and employee relations.
This course covers various activities and techniques used for effective human resource staffing in organizations. Students will conduct job analyses, develop HR plans, and develop recruitment and selection programs using human resource information systems to support these activities. Topics covered include an analysis of objectives, techniques, and procedures for forecasting manpower needs, recruiting candidates, and selecting employees. The course emphasizes understanding basic types of assessment tools and procedures for choosing new employees. Basic concepts in measurement and validity are discussed. Issues relating to organizational entry and socialization may also be covered.
This course provides and intensive discussion and application of concepts and tools used for appraising and enhancing human performance in organizations. Topics covered include designing, implementing, and evaluating programs to assess employee job performance, developing training and development programs to improve performance, and linking rewards to performance. The course addresses the ethical issues inherent in appraising and rewarding employees as well as the challenges of developing appropriate practices and techniques.
This course provides a systematic study of effective management of compensation and benefits in organizations. Topics covered include strategic compensation planning, components of the total pay mix, job evaluation systems, the compensation structure, governmental regulation of compensation, employee benefits and employee services programs, administering incentive plans, and other significant compensation issues such as variable pay plans, skill and knowledge based pay plans, and linking pay to performance.
This course provides students with basic management knowledge. It also improves students' ability to diagnose and solve managerial problems as well as gaining familiarity with new issues in the management area. Topics covered include an overview of the history of management science, ethics, organizational culture, organization structure, human resources and leadership theory. The four functions of management (Planning, Organizing, Leading and Controlling) are thoroughly examined.
This capstone course examines how organizations can analyze their environments and use the insights from this analysis to formulate and implement new strategies. Topics covered include: industry analysis, vertical and horizontal integration, SWOT analysis, strategy formulation at the corporate level, business level, and functional level, strategy implementation, and strategy evaluation and control.
This is a foundation pre-requisite course for those who do not have a first degree in accounting or business. It is aimed at providing an introduction to fundamental business concepts from a global managing perspective. Students will gain insights into key business activities during different stages of a firm's lifecycle. The course is based on an integrative framework that especially emphasizes the relationships, connections and dependencies among functional areas in different lifecycle situations. The course develops a critical understanding of the nature, behavior and outcomes associated with the economic, social, political and legal systems that govern corporations.
This course is designed to examine the strategic challenges faced by senior managers in formulating and administering human resources policies and procedures in different types of organizations. Contemporary issues related to strategic human resources management, human resource planning, job/work analysis, hiring, training, performance management, and compensation will be examined.
The course will expose the student's minds to the vagaries of the journey of being an Entrepreneur in a simulated setting. They will learn that Innovators are creative and capable of changing existing business models. Team practice is linked to real-world entrepreneurial projects, which balances theory and practice through business case studies. The students will be tasked to come up with an innovative idea that they will commercialize in a theoretical setting. This will involve developing a business model, a business plan, funding, commercialization and managing growth, via the creation of a comprehensive business pan. This course appeals to individuals who have a desire to start-up new for-profit ventures (mainstream entrepreneurship), corporate employees interested in initiating new projects within organizations (intra-preneurship), and philanthropists with civic innovative mindsets (social entrepreneurship).
This course discusses individual and group behavior within organizations and its relation to the social and economics roles of modern organizations. The course covers contemporary issues related to individual and group motivation and performance, organizational culture, the role of leadership, power and politics in organizations, managing organizational change, organizational restructuring, and workforce diversity.
This course covers the basic conceptual and practical issues in the areas of recruitment, selection, and retention of staff in modern organizations. Topics covered include developing a staffing strategy, recruiting candidates, and selecting employees. The course emphasizes understanding basic staffing support systems including legal compliance, HR planning, job analysis, and various types of assessment tools used in employee selection
This course is designed to introduce students to the basic issues in managing and rewarding employee performance. The course provides an in-depth understanding of performance management and the various tools and techniques that can be used to enhance an employee's contribution to the organization. This course also discusses the role that employee total reward systems play in organizational success and emphasizes the importance of linking rewards to performance.
This course provides an overview of major challenges and issues in developing human resources within the UAE and the regional contexts. Issues of cross-cultural HRM will be discussed. The course then provides an in-depth discussion of themes and trends in training and development, individual and adult learning principles, training needs assessment, training evaluation, and management development.
This course covers the role of project management in business or governmental organizations. The course is designed to equip students with skills, knowledge, abilities, and behaviors required for effective management of projects over the various phases in the project life cycle from the initial concept to project completion. The course covers key aspects of managing projects starting from understanding of the socio-economic environment in which the project is created and then focusing on technical aspects of project planning, implementation and control. Students in this course will learn how to achieve project goals and objectives within set constraints, such as time and budget.
This course addresses the "big picture" questions surrounding the relationships between business ethics and business and society as a whole: Why does an organization exist? Whom does the organization serve? What responsibilities does an organization have to its stakeholders? Is there a moral high ground in business? Does running an ethical business pay off in the long run? Students will learn to address these questions throughout this course.
The key to improve productivity in the service sector lies in the effective management of service operations. This course focuses on analyzing and improving service operations in organizations. Topics covered include: service strategy, service quality, service operations, service process design and facility location, service process flow management, managing supply and demand, managing waiting lines, and service capacity planning. The topics will be taught through a mix of quantitative models and qualitative frameworks and concepts.
This course explores why effective strategic management leads to quality business performance. The basic concepts and tools of strategic analysis, developing the craft of a well-conceived strategy, and the execution of a strategic plan are covered. Students will be called upon to probe, question and evaluate all aspects of a company's external and internal situation thereby sizing up a company's standing in the marketplace and its ability to compete with rivals.
This course covers the basic skills and competencies required to enhance managerial effectiveness. The course introduces students to the main functions and responsibilities of managers and leaders in modern organizations. Topics covered include the major challenges facing managers in today’s organizations, employee behavior and motivation, team dynamics, distinction between management and leadership, effective leadership in today’s organizations, determinants of individual and group decision making, power and politics in organizations, and conflict resolution in organizations.
This course emphasizes the importance of quality and excellence in today's organizations. It reviews the history of quality and examines the wide variety of concepts, tools and techniques for managing, controlling and improving, quality. Topics covered include the philosophy and practice of Total Quality Management (TQM), quality certificates such as ISO, Six Sigma, quality awards, quality costs, quality tools and quality assurance.
This course emphasizes the importance of organizational excellence (OE) in today's organizations. Topics examined include origins of OE, a variety of frameworks for understanding organizational excellence, current models of organizational excellence such as European Foundation for Quality Management (EFQM) excellence model, and different pillars of OE.
This course aims to help participants to develop basic decision-making skills required to successfully manage different aspects of international business in global markets. Among the topics to be covered are the national differences in political economy, culture, and ethics, international business strategies (i.e., localization strategy, global strategy, etc.), headquarter-subsidiary relationships, entry strategies into international markets, global marketing and R&D, global production, outsourcing, and logistics, and global human resource management.
This course emphasizes the importance of organizational performance management. Topics examined include concepts of performance measurement and management, principles of performance management, current approaches of performance management such as balanced scorecard and business process engineering (BPE). It also addresses how to use benchmarking in measuring and improving organizational performance; and provides an updated methodology for benchmarking in order to enable organizations to adopt best practices and excel.
Management information systems and technologies (MIST) are an integral part of all business activities and careers. This course is designed to introduce students to contemporary information systems and demonstrate how these systems are used throughout organizations. The focus of this course is on the key components of management information systems and technologies - people, processes, software, hardware, data, and communication technologies, and how these components can be integrated and managed to create competitive advantage. Through the knowledge of how MIST provides a competitive advantage, students gain an understanding of how information is used in businesses and how business information technologies enable improvement in quality, speed, and agility. This course also provides an introduction to business information systems and development concepts, business information technology acquisition, and various types of application software that have become prevalent or are emerging in modern organizations and society.
This course provides an exposure to the fundamental concepts and models of web-based application development. Students learn the basic programming, program design, data structures, computer concepts, problem solving, and event driven programming. It includes the use of logical and physical structures for both programs and data. It introduces MIS students to business programming applications by providing them with the skills necessary to design and implement programs and web-based user interfaces. This course covers fundamentals of object-oriented program development using top-down design, structured programming and debugging, testing and implementation, and elementary data structures. Java programming language is used as the software tool for students to learn about the fundamentals of programming for business applications.
Information Technology (IT) and information systems (IS) are becoming core elements of any business. This course is directly concerned with the role of computers in business systems and different business functions. It takes a structured view of managerial decision making. Everyday examples of finance, marketing, supply chain management and logistics, and human resource management and development are studied using hands-on and learn-by-example model development. The emphasis of this course is the practical implementation of real world model rather than traditional theoretical approach. This course helps students to put theoretical concepts into practical applications. It focuses on the ingredients of student knowledge necessary for success in business administration and to cope with the challenges inherent in the implementation of rapidly advanced information technologies and systems. The course’s active learning approach encourages the student to focus on developing skills in “how” to build a model while summarizing the mathematical logic as to “why” the model is constructed. Microsoft Excel and Access are the main tools used in this course.
This course discusses the processes, methods, techniques and tools that organizations use to determine how they should conduct their business, with a particular focus on how computer-based technologies can most effectively contribute to the way business is organized and business processes are managed. The course covers a systematic methodology for analyzing a business problem or opportunity, determining what role, if any, computer-based technologies can play in addressing the business need, articulating business requirements for the technology solution, specifying alternative approaches to acquiring the technology capabilities needed to address the business requirements, and specifying the requirements for the business information systems solution in particular, in-house development, development from third-party providers, or purchased commercial-off-the-shelf (COTS) packages.
e-Business has changed the way emerging and current businesses operate and compete. This course focuses on the fundamentals of e-business, its architecture, business models, challenges, and promises. It illustrates how business process re-engineering (BPR) can achieve effective e-Business strategies. This course emphasizes the innovative nature of e-business models, which includes B2B, B2C, B2E, B2G and others. It provides an overview of e-Commerce from a managerial perspective. The course introduces students to e-marketplaces, e-procurement, e-business infrastructure, online payment systems, e-Business strategic issues, and the role of ethical and social issues.
This course provides the students with an introduction to the core concepts in data and information management. It is centered around the core skills of identifying organizational information requirements, modeling them using conceptual data modeling techniques, converting the conceptual data models into relational data models and verifying its structural characteristics with normalization techniques, and implementing and utilizing a relational database using an industrial-strength database management system. The course covers basic database administration tasks. This course also provides MIS students with fundamental principles and topics of data quality and IT security. In addition to developing database applications, the course helps the students understand how large-scale packaged systems are highly dependent on the use of DBMSs. Building on the transactional database understanding, the course introduces data and information management technologies that support business intelligence.
This course discusses the processes, methods, techniques and tools that organizations use to manage their business information systems projects. The course covers a systematic methodology for initiating, planning, executing, controlling, and closing projects. This course assumes that project management in the modern organization is a complex team-based activity, where various types of technologies (including project management software as well as software to support group collaboration) are an inherent part of the project management process. This course also acknowledges that project management involves both the use of resources from within the firm, as well as contracted from outside the organization.
This course aims to develop understanding about the essentials of Business Intelligence (BI), Data Warehousing, Business Analytics, Data Visualization, Business Data Mining and Business Performance Management (BPM) Systems. Through lectures, case studies and class discussions this course develops participants’ ability to identify key decision variables, critical success factors, key performance indicators (KPIs) that are affecting business performance and subsequently monitor the same using business intelligence systems using online analytical process (OLAP) and other performance management (BPM) techniques. This course helps participants to develop a connection between BI and BPM by using the output of business intelligence systems as input for BPM. The idea of using BI and BPM hand-in-hand revolves around the concept that any kind of knowledge created locally (within an organization) is a corporate resource and hence should be managed effectively using appropriate tools, processes, and methodology.
This course is designed to provide students with an understanding of the theoretic and practical issues related to the application of Enterprise Systems within organizations as a strategic initiative. The main focus of this course is to demonstrate how Enterprise Systems integrate information and organizational processes across functional areas with a unified system comprised of a single database and shared reporting tools. It takes a senior management perspective in exploring the acquisition, development and implementation of plans and policies to achieve efficient and effective enterprise systems. The students will gain an appreciation of the scope of enterprise information systems and the motivation for implementing them. This course covers information systems security and risk management at the organizational level. This course conceptualizes, comprehends, and communicates the complex nature of strategic information systems management (SISM). The course will include hands-on experience with local clients so students get a clear idea on how MIS strategy is formulated and implemented.
The ultimate goal of this course is to provide students a holistic and in-depth understanding of information systems (IS) role in supporting, shaping, and enabling business strategies and achieving corporate objectives. Information systems are one of the major tools available to business managers for achieving operational excellence, developing new products and services, improving decision making, and achieving competitive advantage. A fundamental question that is answered by this course is “how information systems and technologies are efficiently and effectively utilized in managing the information as a business resource?”. The divide that currently exist between IT and business can be bridged by increasing the IS and IT-knowledge of decision makers. This course provides an understanding of the different types of information systems in business organizations, the role of IT in business decision-making, E-business, IT infrastructure and emerging technologies, business intelligence, MIS ethical and social issues, and enterprise information systems.
The focus of this course is management of technology and innovation (MoT+I) which is a powerful tool organizations use to compete in an increasingly challenging global economy. Technology Management is at the intersection of science, engineering, management and behavioral science. Participants will: (1) Understand the dynamics of technological innovation, (2) be familiar with how to formulate technology strategies, (3) know how to implement technology strategies, and (4) understand how to manage ideas in a technological based organization.
This course is about information systems strategy and management from a top management perspective. Information technology (IT) is an integral part of most products and services of the post-industrial society of the 21st century and has changed the top management job. Topics include business models and organization forms in the information age, IT as a business enabler, IT and competitive strategy, information for management control, analysis and redesign of business structure and processes, knowledge management and information networks, interorganizational networks, sourcing strategies, interfacing with the IT function, reliability and security, and ethical and policy issues. The course relies extensively on the case method and the students will supplement their analyses with current information obtained from the Web, or directly from the firms under study in the cases.
This course develops an understanding about the essentials of Business Intelligence, Data Warehousing, Business Analytics, Data Visualization, Data, Text and Web Mining. Focus will be on use of above technologies in decision support systems and business performance management. The course also covers decision support systems concepts, methodologies, and technologies. Through lectures, case studies and class discussions this course aims to develop participants? ability to identify key performance indicators (KPIs) that are affecting business performance and subsequently monitor the same using decision support and business intelligence systems using online analytical process (OLAP) and other performance management (BPM) techniques.
This course focuses on the concepts and applications of e-business, its infrastructure, business models, challenges, and promises, particularly to the discipline of business and in general to all other areas. The course contents extend to the several of electronic communications and collaborations, including e-government applications. This course will highlight e-business in general, the opportunities it brings about, as well as its limitations and risks. Examples of various types of e-business will be examined in detail.
Traditionally information systems have been introduced into organizations as functionally specialized applications serving the specific needs of individual departments. Enterprise Information Systems, more commonly referred to as ERP systems, provide a more holistic view of the organization, helping eliminate narrower departmental perspectives. Introducing ERP applications has the potential of adding enormously to organizational value, if undertaken properly. This course discusses how these applications can best be applied to realize those organizational benefits and will discuss the associated topics of supply chain management (SCM), human resource management (HRM), customer relationship management (CRM) and knowledge management (KM).
This course provides students with knowledge about the importance of marketing as a basic function in enterprises, which deal with goods, services, and ideas. It clarifies the marketing functions related to the marketing mix: product, price, place, and promotion. It also describes the ultimate consumer and industrial buyer and the marketing strategies needed to deal with them. This course covers the different types of marketing enterprises and some other topics such as international marketing and services marketing. This course uses both the qualitative and quantitative methods in presenting and analyzing data.
This course provides students with the conceptual and the analytical aspects of marketing research. It is structured from the point of view of the marketing manager, consultant or entrepreneur who uses marketing research to make key business decisions. It covers topics of research design, dissemination of appropriate data, scaling and questionnaire construction, sampling procedure, data collection methods, data analysis and interpretation, and reporting.
A study of the concepts, techniques, and models of consumer behavior including the decision making processes and the influence of environmental forces. The study of psychological and social factors that influence buying decisions are discussed as well as the managerial implications for planning executing, and evaluating marketing strategies. Theories of consumer behavior to develop managerial frameworks for the development and launch of new products, segmentation, and brand management
This course focuses on the unique challenges of marketing and managing services and delivering quality service to customers. The course is equally applicable to organizations whose core product is service (e.g., banks, transportation companies, hotels, hospitals, educational institutions, professional services, telecommunication, etc.) and to organizations that depend on service excellence for competitive advantage (e.g., high technology manufacturers, automotive, industrial products, etc.). The basic concepts covered in the course include: the difference between marketing services versus products; the key drivers of service quality; the customer’s role in service creation; service design and innovation; technology’s impact on services; managing customer service expectations; and customer service metrics.
The course covers different aspects of international marketing activities from the perspective of small and medium size firms as well as multinationals with special emphasis on GCC countries. At the macro level, the course covers the environment of international marketing, institutional aspects, mechanisms, and recent developments that affect marketing activities. At the micro level, the course deals with the development and formulation of the firm international marketing strategy.
The objective of this course is to study marketing within the overall corporate system of business policy-making. Strategic Marketing Management is an integration of all marketing elements in a strategic planning framework. It emphasizes areas of strategic importance, especially those that have significant implications and relevance for marketing policy decisions in competitive situations. The course investigates marketing from a managerial perspective, including the critical analysis of the functions of marketing, marketing planning and programming, marketing leadership and organization, and evaluating and adjusting the marketing effort.
This course provides students with a senior managerial approach to advanced problems in marketing with primary emphasis on case studies that examine structural complexities facilitated by electronic communication and choice of marketing tools. New knowledge and value propositions are developed using strategic marketing plans and decisions commensurate to changing needs of sophisticated consumers, markets, and multinational corporations. Current trends to translate to corporate proficiency, profitability, and sustainability in a competitive global marketplace are evaluated.
This course aims to familiarize students with the nature and behavior of consumer markets. The purpose is to investigate and understand how customers make specific decision and behave in different situations and circumstances. In addition students will be taught the practicalities of experimental consumer behavior research, which is fundamental to both understanding the consumer and assessing the effectiveness of consumer focused marketing interventions. Understanding the nature of contemporary customers is an important issue in maintaining and enhancing profit outcomes of a business.
This course focuses on methods and principles of operations and supply chain management in manufacturing and services firms. The course offers basic methods of analysis in planning, organizing and controlling supply chain operations. The course also examines topics such as operations and supply chain strategies, forecasting, location planning, inventory control, MRP, JIT, managing quality, capacity management, and process analysis.
This course is an introduction to the application and development of mathematical modeling tools for the analysis of strategic, tactical, and operational supply chain and logistics problems. Students will learn to apply several quantitative tools commonly used in the field of supply chain management, which include linear and integer programming, network models, queuing models, decision analysis, and simulation.
This course provides a comprehensive grounding in the differences between strategic and tactical aspects of purchasing, and covers the procurement process and the role of the procurement function within any organization. It addresses the purchasing function's role in fulfilling the organization's operations and competitive strategies, supplier evaluation, selection and development, relationships with suppliers, supplier base management, supply information systems and e-commerce, purchasing services, negotiation, commodity planning, ethics, and cost, price, and value analysis. Applications in manufacturing, services, and government.
This course examines the role of transportation and logistics in supply chains, the major modes of transportation, their respective capabilities and limitations, transportation infrastructure, and transportation management practices. The course also examines the role of information technology in logistics and transportation, order processing, inventory and warehousing decisions, network design and facility location, and reverse logistics systems.
This course introduces a number of supply chain concepts with an emphasis on issues of a global operating supply chain. Topics include globalization, international trade, identifying and managing global risks, global supplier selection, evaluation and management, global distribution and logistics management, international contracts and documents, and development and maintenance of international buyer-supplier relationships and alliances, and global practices.
This capstone course covers a comprehensive range of supply chain and logistics topics and case studies across product, service and government settings. This course builds on the skills and concepts acquired in previous supply chain courses. Topics covered include strategic supply chains, supply chain design, and the role of supply chain management in attaining and sustaining competitive advantage.
This course covers the major issues in supply chain management including supply chain performance and strategic alignment, supply chain optimization and network design, inventory and safety stock management, forecasting, aggregate planning, sourcing principles, and supply chain coordination. The course will also provide students with quantitative modeling tools to analyze, model and solve supply chain problems, using appropriate software.
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