...LL.M INTERNATIONAL BUSINESS TRANSACTIONS LAW 5901 Kazakhstan Institute of Management, Economics, and Strategic Research School of Law REQUIRED TEXT: International Business and Trade [4th ed.] Ricky W. Griffen, Michael W. Pustay COURSE MATERIALS: http://www.eilfe.com/online-courses/kimep.html International Business Transactions REQUIRED TEXT: International Business and Trade [4th ed.] Ricky W. Griffen, Michael W. Pustay COURSE MATERIALS: http://www.eilfe.com/online-courses/kimep.html International Business Transactions KIMEP SUMMER I 2010 COURSE NUMBER: LAW5901 COURSE NAME: INTERNATIONAL BUSINESS TRANSACTIONS CLASS TIME: MTWTHF 20:15 – 21:45, HALL, NEW BUILDING FINAL EXAM: WEEK SIX; Time and date TBA KIMEP SUMMER I 2010 COURSE NUMBER: LAW5901 COURSE NAME: INTERNATIONAL BUSINESS TRANSACTIONS CLASS TIME: MTWTHF 20:15 – 21:45, HALL, NEW BUILDING FINAL EXAM: WEEK SIX; Time and date TBA Instructor: Prof. Dr. John JA Burke BA, JD, Ph.D. E-Mail: jburke@kimep.kz Office: 119, New Building Hours: Appointment Only Instructor: Prof. Dr. John JA Burke BA, JD, Ph.D. E-Mail: jburke@kimep.kz Office: 119, New Building Hours: Appointment Only INTRODUCTION AND OVERVIEW Joseph E. Stiglizt, the winner of the 2001 Nobel Prize in Economics, states, “We have a process of “globalisation” analogous to the earlier processes in which national...
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...Queen’s University Belfast Queen’s University Management School. MGT2005 OPERATIONS MANAGEMENT Semester 2, 2012 “You don’t have to change. . . Survival is not mandatory.” (Professor William E. Deming) Course Co-ordinator: Dr Yu Xiong Introduction to Operations Management Operations Management (OM) is a functional field of management encompassing the design, operation and improvement of the processes and systems employed in the creation and delivery of an organisation's products and services. Essentially, operations management is concerned with explaining how factories and services work. Managing operations well requires both strategic and tactical skills and is critical to every type of organization, for it is only through effective and efficient utilization of resources that an organization can be successful in the long run. A few common threads pervade the material we cover in this course: First, decision making in operations is highly context dependent. Recognising this is half the battle in managing an operation. The variety of operational contexts obscures the link between particular operational decisions and overall firm profitability. Making this link transparent is essential to making better operational decisions. Variability exists in any operation, and this variability needs to be managed Integration, both across functional areas within a firm, and across firms in the value creation and delivery network, is crucial for superior firm performance...
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...Management Information Systems MANAGING THE DIGITAL FIRM Kenneth C. Laudon New York University f Jane P. Laudon Azimuth Information Systems PEARSON feerttifie tall Pearson Education International Brief Contents Part One Chapter 1 Chapter 2 Chapter 3 Chapter 4 Part One Project Organizations, Management, and the Networked Enterprise 1 Information Systems in Global Business Today 2 Global E-Business: How Businesses Use Information Systems 38 Information Systems, Organizations, and Strategy 80 Ethical and Social Issues in Information Systems 124 Analyzing Business Processes for an Enterprise System 165 Part Two Chapter 5 Chapter 6 Chapter 7 Chapter 8 Part Two Project Information Technology Infrastructure 167 IT Infrastructure and Emerging Technologies 168 Foundations of Business Intelligence: Databases and Information Management 222 Telecommunications, the Internet, and Wireless Technology 260 Securing Information Systems 312 Creating a New Internet Business 351 Part Three Chapter 9 Chapter 10 Chapter 11 Chapter 12 Part Three Project Key System Applications for the Digital Age 353 Achieving Operational Excellence and Customer Intimacy: Enterprise Applications 354 E-Commerce: Digital Markets, Digital Goods 388 Managing Knowledge 428 Enhancing Decision Making 470 Designing an Enterprise Information Portal 508 Part Four Chapter 13 Chapter 14 Chapter 15 Part Four Project Building and Managing Systems 509 Building Systems 510 Project Management:...
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...activity. If you engage in all of the learning activities to develop your competence, this course of study may take up to six weeks to complete. Depending on your educational background, work experience, and the time that you are able to dedicate to your studies, you may be able to accelerate your progress. If you wish to do so, please consult with your course mentor. Week 1 Activity Read the following chapter in Management Learning Resource or Site Chapter 1 (“Innovative Management for a Changing World”) Complete the chapter review discussion questions and activities Watch the OTJ Video (“Camp BowWow”) Camp BowWow Complete the OTJ Video Assessment Camp BowWow Assessment Complete Interactive Quiz 1 Interactive Quiz 1 Complete the Aplia Assignment-Innovative Management for a Changing World Aplia Assignment Read supplemental articles Zenger: Leadership Excellence Hargis: Examining the Role of Transactional and Transformational Leadership Across Contexts Business Read the following chapter in Management Chapter 2 (“The Evolution of Management Thinking”) Watch the OTJ Video (“Barcelona Restaurant Group”) Barcelona Restaurant Group Barcelona Restaurant Group Assessment Complete the OTJ Video...
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...Portada Management information systems managing the digital firm Part One. Organizations, Management, and the Networked Enterprise ....1 Chapter 1. Managing the Digital Firm ....2 Opening Case: DaimlerChrysler's Agile Supply Chain ....3 1.1 Why Information Systems? ....4 Why Information Systems Matter 4 • How Much Does IT Matter? 6 • Why IT Now? Digital Convergence and the Changing Business Environment ....7 1.2 Perspectives on Information Systems ....13 What Is an Information System? ....13 Windows on Organizations: Cemex: A Digital Firm in the Making ....14 Window on Technology: UPS Competes Globally with Information Technology ....17 It Isn't Just Technology: A Business Perspective on Information Systems 18 • Dimensions of Information Systems ....20 1.3 Contemporary Approaches to Information Systems ....25 Technical Approach 26 • Behavioral Approach 26 • Approach of This Text: Sociotechnical Systems ....27 1.4 Learning to Use Information Systems: New Opportunities with Technology ....27 The Challenge of Information Systems: Key Management Issues 28 • Integrating Text with Technology: New Opportunities for Learning ....30 Make IT Your Business ....31 Summary, 31 • Key Terms, 32 • Review Questions, 32 • Discussion Questions, 33 • Application Software Exercise: Database Exercise: Adding Value to Information for Management Decision Making, 33 • Dirt Bikes USA: Preparing a Management Overview of the Company, 33 • Electronic Commerce Project: Analyzing...
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...STRATEGIC HUMAN RESOURCE MANAGEMENT MANAGEMENT 5340 Fall 2011 EXECUTIVE MASTER OF BUSINESS ADMINISTRATION (EMBA) Shanghai Modern human resource management may be viewed as a process of acquisition, development, utilization, and maintenance of a human resource mix (people and positions) to achieve strategic organizational goals and objectives. The purpose of this course is to provide the student with an understanding of human resource management from theoretical, practical, and empirical viewpoints. Material will be presented and discussed from the perspective of the operating or line manager as well as the human resource specialist. Attention will be devoted to the various contexts of human resource management, basic techniques and methods, and the changing nature of managing human resources. More specifically, our concerns will include human resource and employment planning, employee recruitment and selection, training and development, performance planning and evaluation, compensation administration, organizational career management, structure of the human resource function, and the strategic role of human resource management. Objectives of the Course: During the course, the student will hopefully progress toward attainment of the following objectives: 1. Become familiar with the human resource management process (or HR value chain) and its key elements: a. Organization and human resource goals and strategies b. Human resource...
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...College Bachelor of Science in Management Syllabus Professor: Dr. 唐律 Dr. José A. Torres Fall Semester 2013-14 All curriculum material protected by U.S. copyright laws. Unauthorized sale or reproduction is strictly prohibited. Keuka College ( 2013 Keuka College HRM 208 Human Resource Management Professor: Dr. 唐律 Location: N/A Telephone: N/A E-Mail Address: drtanglv@gmail.com jtorres@keuka.edu Instructor Availability: You will be able to speak with the instructor before and following each class session. Appointments for additional meeting times may be made following each class session. COURSE DESCRIPTION: As a result of this course, students will be able to analyze and study the role of work in our society and its effect on organizations. The course will deepen the student's understanding of personnel management, the legal influences on personnel decisions, the recruitment, selection, training, and compensation of employees, service and benefit programs, as well as the major problems and recent developments in labor relations. TEXTBOOK Ivancevich, John M., Human Resource Management, 11th edition, China Machine Press, ISBN: 978-7-111-32926-8. COURSE RESOURCES: Introduction to the library for international students: http://libguides.keuka.edu/international http://libguides.keuka.edu/cat.php?cid=35791 Business and Management library guides: http://libguides...
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...INTRODUCTION TO THE CORPORATE ANNUAL REPORT: A BUSINESS APPLICATION 2cd edition Complete the following before you submit your assignment. This step is required to validate your compliance with sections 107 or 108 of the 1976 United States Copyright Act. 1. Remove the front cover of the workbook and identify: o Name: Kent Boysen . o Term: Summer 1 2009 . o Company: Fastenal Company . o Instructor: Dr. Donny Bagwell . 2. Print out your completed electronic template. 3. Attach the following: • This front cover (completed) • Electronic solution template • Company annual report Chapter 1 - Introduction |Chapter 1: Select a Company and Gather Documents—Question 1 | |Fill in the page numbers on the annual report where the following are located. | |Required information for this workbook project. |Page No. |Required information for this workbook project. |Page No. | |Financial Highlights (Not absolutely necessary, |6-7 |Statement of Cash Flows |35 | |but very common in annual reports.) | ...
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...8160: Business Strategy and Innovation Student Support and Calendar Information: So that you have all key information available to you offline, it is highly recommended that you print out the following items for your reference: * This Syllabus * Term Calendar * Instructor and Student Support Info Course Number and Title DDBA 8160: Business Strategy and Innovation Credits 3 credits Catalog Description This course focuses on the development and implementation of business strategies that enable competitive advantage, with an emphasis on understanding the current environment and innovation in which the organization competes and forecasting how that environment may change. Course assignments focus on the practical application of writing and critical-thinking skills and the integration of professional practice at the doctoral level. Learning Objectives Stated in Terms of Learning Outcomes By the end of this course, you will be able to: * Demonstrate an understanding of the evolution of traditional concepts of strategic management and thinking, including models of business-level competitive advantage * Evaluate contemporary challenges to traditional strategic management and thinking models * Apply systems-thinking principles to the framing and analysis of business problems and opportunities * Develop innovative business strategies designed to achieve sustainable solutions * Synthesize principles of sustainable strategic management and...
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...UNIT OUTLINE Read this document to learn essential details about your unit. It will also help you to get started with your studies. BMA247 Organisational Behaviour Semester 2, 2015 THIS UNIT IS BEING OFFERED IN: SHANGHAI OCEANS UNIVERSITY (SOU) Taught by: Dr Sarah Dawkins (UTAS Unit Coordinator) & Cindy He (SOU Lecturer) CRICOS Provider Code: 00586B BMA247, Organisational Behaviour 2 Contents Contact Details ........................................................................................................................................ 2 Unit Description ...................................................................................................................................... 3 Prior Knowledge &/or Skills OR Pre-Requisite Unit(s) ............................................................................ 3 Enrolment in the Unit ............................................................................................................................. 3 When does the unit commence? ............................................................................................................ 3 Intended Learning Outcomes and Generic Graduate Attributes for BMA247, Organisational Behaviour ................................................................................................................................................ 4 Learning Expectations and Teaching Strategies/Approach ........................................
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...SupportEcollege HelpDesk | 1-877-540-1733“As a student, you should choose 1 then 3 for academic issues from the automated menu.”1-877-642-2999“Used for problems entering the class”1-866-448-6703 or 1-303-873-0005“Used for problems once in the class” | INSTRUCTIONAL MATERIAL | Kubasek, N. K., Brennan, B. A., & Browne, N. (2009). The legal environment of business: A critical thinking approach (5th ed.). Upper Saddle River, NJ: Pearson-Prentice Hall.Ferrell, O. C., Fraedrich, J., & Ferrell, L. (2010). Business ethics: Ethical decision making and cases (7th ed.). Boston: Houghton Mifflin Company/South-Western/Cengage Learning.PLEASE READ SYLLABUS PART II in the Course Home tab, it contains important University policies.GETTING TECHNICAL HELPTechnical questions regarding eCollege or classroom issues should be referred to helpdesk@strayeronline.net. Or you may phone the helpdesk at 1(866)448-6703.If the question regards a Strayer system, technical support can be reached at 1(877) 642-2999. Any technical inquiries sent to the instructor will, as a matter of course, be forwarded to the Helpdesk. The eCollege helpdesk is available 24 hours a day, seven days a week, and 365 days a year. Strayer Tech Support is available during normal Strayer Online business hours.QUESTIONS AND ANSWERS TABIn the course home area tab you may ask content related questions to your fellow students or your Professor. You should check this area to see anyone has a question for you. I check it often...
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...the questions in the annual report project. If you did not purchase the workbook you are not permitted to use this template. INTRODUCTION TO THE CORPORATE ANNUAL REPORT: A Business Application with IFRS Content 3rd edition Copyright 2011 by Applied Accounting Analytics. All rights reserved. Reproduction or translation of this book beyond that permitted by the applicable copyright law without Applied Accounting Analytics’ permission is prohibited. Requests for permission to reprint or for further information should be directed to bstanko@luc.edu or tzeller@luc.edu. ISBN: 978-0-9841839-2-0 To be completed by the student and submitted with the completed annual report project according to your instructor’s requirements. Complete the following before you submit your assignment. This step is required to validate your compliance with sections 107 or 108 of the 1976 United States Copyright Act. 1. Remove the front cover of the workbook and identify: Student Name: Wesley Franklin | Term: First Term | Selected Company: Pepsico | Instructor: Brandy Havens | 2. Print your completed electronic template. 3. Attach the following: * This page completed with all required information. * Completed Word template. Template boxes expand as you input responses. Adjust page breaks as necessary to submit a professional representation of your work. Chapter 1 - Introduction Select a Company and Gather Documents Chapter 1: Select...
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...Moore School of Business Phone: (803) 576-8440 Email: aberger@moore.sc.edu Office Hours: MW 10:00 AM – 11:00 AM and 5:30 PM– 6:30 PM; and by appointment Extra office hours will be available before each of the three tests. Course Overview: This course is structured around the theme of risk management in banking. You will examine how banking institutions generate earnings and the nature of risks assumed in their operations. The focus of the subject matter is risk management. Topics to be covered: Why are financial intermediaries special? the role of depository institutions; financial crisis; risk of financial intermediation including interest rate risk, credit risk, off-balance sheet risk, liquidity risk; management of risks including liquid asset management and liability management, deposit insurance and other liability guarantees, capital adequacy, product and geographic diversification, and loan sales. The objective of this course is to provide the student with the conceptual framework necessary to analyze and comprehend the current problems confronting managers of commercial banks and other depository institutions. The course materials do not dwell on the development of financial theories. It is assumed that the student comprehends the basic theoretical concepts of corporate finance, monetary theory, and financial accounting. Each class session will be structured to include lecture and discussion. This class is fundamentally a RISK MANAGEMENT class that applies...
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...GM1114 Relationship Management 2015 Course outline The course is divided into four modules Module 1 - RM Concepts, Module 2 - RM Applications in Consumer and Business Markets, Module 3 - RM Tools, Techniques and Technologies, and Module 4 - RM Implementation Module 1: Sessions 1-4 The Concept of Relationship Management Text: Chapters 1-4 This module focuses on the conceptual and theoretical foundations of RM. A number of theoretical perspectives developed in economics, law and social psychology are being applied in RM. These include transactions cost analysis, agency theory, relational contracting, social exchange theory, network theory, and inter-organizational exchange behavior. Resource allocation and resource dependency perspectives and classical psychological and consumer behavior theories have also been used to explain why organizations and consumers engage in relational behavior. An overview of these theories will help develop insights on RM from multiple perspectives. Session 1 : CRM : The Strategic Imperatives Reading – Chapter 1 Session 2: Conceptual Foundations of CRM Reading – Chapter 2 Session 3: Building Customer Relationships Reading – Chapter 3 Session 4: Economics of CRM Reading – Chapter 4 Additional Recommended Readings Module 1 Brodie, R. J., Hollebeek, L. D., Jurić, B., & Ilić, A. (2011). Customer Engagement: Conceptual Domain, Fundamental Propositions, and Implications for Research. Journal of Service Research, 14(3), 252271. Egol...
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...provides the student with an understanding of how international business strategy fits into the organisation and running of a company or multi-company corporation. The course consists of 8x three-hour sessions of lectures and case studies. The aim of the module is to introduce the student to the way in which a firm can achieve sustainable competitive advantage through strategy. LEARNIING OUTCOMES By the end of the course students should be able to (1) understand the concepts of strategic management, (2) evaluate the factors that need to be considered in analysing a firm’s external environment, (3) evaluate the internal core competences of a firm, (4) formulate strategy for the firm, (5) understand the nature of corporate strategy, and (6) understand the nature of international strategy. Additional learning outcomes are specified for each session. COURSE CONTENT The course consists of nine sessions: (1) What is strategy? (2) The Market Positioning Approach (3) The Resource Based View of Strategy (4) The Institution Based View of Strategy (5) Diversifications and Acquisitions (6) Strategic Alliances and Networks (7) International Strategy (8) Globalisation and MNC organisation structures (9) Conclusion The course will be taught over nine sessions of 3hrs, namely a lecture of 2hrs and a seminar of 1hr. The lectures are used to illustrate the key points under each topic as well as real business examples. Seminars will be used for case studies and applications...
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