...COURSE INFORMATION | IG NUMBER | | COURSE | NUTRITION THERAPY II | TOPIC: | NUTRITIONAL MANAGEMENT OF CARDIO-VASCULAR DISEASES | TERM | Prelim | WEEK NO | 2 | SESSION | 2 | DURATION | 5 hrs. | INTENDED LEARNINGOUTCOMES | COURSE OUTCOMES | 1. Explain the pathophysiology, the effects of the disease on patient’s nutritional status and the and the required dietary management. 2. Discuss the principles involved in the dietary management of a patient’s disease. 3. Design a nutritional therapy program for patient with cardio-vascular disease. | UNIT OUTCOME/S | 1. Discussion on cardio-vascular diseases and their nutritional therapy management. 2. Develop nutritional therapy program for a patient with cardio-vascular disease. | MATERIALS AND RESOURCES NEEDED | MATERIALS | * Overhead Projector/Laptop and LCD, Laboratory Manual in Nutrition Therapy | TEXTBOOK | Ruiz, Adela J. (2010). Basic Diet Therapy for Filipinos | SUBTOPICS | * TEACHING ACTIVITY | * LEARNING ACTIVITY | * TIME | * OLFU VMV * PEO, CEO * Course Outline | Interactive Lecture | Interactive Discussion | 1.5 hrs. | * OLFU VMV * PEO, CEO * Course Outline | Problem-solving: Organization of laboratory activities | Laboratory Activity: Class organization and Kitchen brigade system | 2.5 hrs. | SUBTOPICS | * ASSESSMENT TASKS | * ASSESSMENT TOOLS | * TIME | * OLFU VMV * PEO, CEO * Course Outline | * Objective test | * *...
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...Information • • • • • • INSE 6310: Systems Engineering Maintenance Management (4 credits) Mondays Wednesday: 6:30 p.m. – 9:00 p.m., H-531 Zhigang (Will) Tian, Ph.D., Concordia Institute for Information Systems Engineering, ENCS. Office: EV7.637, extension 7918, tian@ciise.concordia.ca Office hours: Wednesdays from 2:00 p.m. to 4:00 p.m., or by appointment. Course website: http://users.encs.concordia.ca/~tian/INSE6310 On the course website, you can find lecture slides, handouts, course project information, and other resources. Students are suggested to visit the course website regularly. 2. Course Description • This course teaches basic concepts, models, methods and tools in maintenance management. The related reliability concepts, deterministic replacement, preventive maintenance and condition based maintenance will be discussed. Case studies will be performed. Software tools will be introduced. 3. Prerequisites • • A solid background in Probability and Statistics is required to be successful in this course. MATLAB will be used as a tool to solve assignment problems (primarily Matlab and the Optimization Toolbox). 4. Course Materials • Textbook (required): o Andrew K.S. Jardine, Albert H.C. Tsang. Maintenance, Replacement, and Reliability: Theory and Applications, CRC Press, Taylor & Francis Group, 2006. ISBN: 0849339669 • Available at the Concordia University Bookstore. • Put on reserve at the library, and can be borrowed and kept for up to 24 hours. References: o John...
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...VLT2 - Security Policies and Standards - Best Practices Course of Study This course supports the assessments for VLT2. The course covers 3 competencies and represents 3 competency units. Introduction Overview The skills and knowledge measured by performance assessment VLT2 are derived from a survey of information security professionals from around the world and are also based on the many different information security and assurance frameworks (ISO 27001/2, COBIT, ITL, etc.). The results of this survey were used in weighing the subject areas and ensuring that the weighting is representative of the relative importance of the content. The Security Policy and Standards subdomain focuses on creating organizational security activities and policies; assessing information security risk; and implementing and auditing information security management programs, information assurance certification programs, and security ethics. Watch the following video for an introduction to this course: Competencies This course provides guidance to help you demonstrate the following 3 competencies: Competency 427.3.2: Controls and Countermeasures The graduate evaluates security threats and identifies and applies security controls based on analyses and industry standards and best practices. Competency 427.3.3: Security Audits The graduate evaluates the practice of defining and implementing a security audit and conducts an information security audit using industry best practices. Competency 427...
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...COURSE OUTLINE MGMT/INTL 446 - Fall 2013 Date Topic Read Aug. 23 F Course introduction 26 M International HRM overview Ch. 1 28 W IHRM overview (continued) Last day to add/drop classes 30 F In-class exercise: Staffing a New Joint Venture Blackboard Sept. 2 M LABOR DAY HOLIDAY – NO CLASS 4 W The cultural context of IHRM Ch. 2 6 F The cultural context (continued) Research project team formation 9 M Select city assignments and oral presentation dates The organizational context Ch. 3 11 W The organizational context (continued) 13 F Homework 1 due: Quality Control at theHawthorne pg. 287-288 Arms 16 M Cross-border M&As, alliances, & SMEs Ch. 4 18 W Cross-border M&As, alliances, & SMEs (continued) QUIZ 1 20 F Homework 2 due: Strategic forecasts and staffing pg. 298-304 formulation 23 M Review for Exam 1 25 W EXAM 1 27 F Selected team oral reports 30 M Research Assignment 1 due In-class exercise: HR Planning Blackboard COURSE OUTLINE (continued) Date Topic Readg, Oct. 2 W Staffing, recruiting & selection Ch. 5 4 F Staffing, recruiting & selection (continued) 7 M Homework 3 due: Spanning the Globe pg. 282-286 9 W Performance management ...
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...[pic] Australian School of Business School of Economics ECON1101 MICROECONOMICS Course Outline Semester 1 2011 Table of Contents STAFF CONTACT DETAILS 3 1.1 Staff 3 1.2 Communications with staff 3 1.3 Pitstop 3 2 COURSE DETAILS 4 2.1 Teaching Times and Locations 4 2.2 Units of Credit 4 2.3 Summary of Course 4 2.4 Aims and Relationship to Other Courses 4 2.5 Student Learning Outcomes 5 3 LEARNING AND TEACHING ACTIVITIES 5 3.1 Approach to Learning and Teaching in the Course 5 3.2 Learning Activities and Teaching Strategies 6 4 ASSESSMENT 7 4.1 Formal Requirements 7 4.2 Quality Assurance 7 4.3 Assessment Details 8 4.3.1 Week 9 In-Session Test 8 4.3.2 Tutorial Participation 8 4.4 Final Exam Format 9 4.5 Feedback Quizzes 9 5 ACADEMIC HONESTY AND PLAGIARISM 10 6 COURSE EVALUATION AND DEVELOPMENT 10 7 STUDENT RESPONSIBILITIES AND CONDUCT 11 7.1 Workload 11 7.2 Attendance 11 7.3 Keeping Informed 11 7.4 Special Consideration and Supplementary Examinations 11 You must submit all assignments and attend all examinations scheduled for your course. You should seek assistance early if you suffer illness or misadventure which affects your course progress. 11 General Information on Special Consideration: 11 8 STUDENT RESOURCES AND SUPPORT 13 9 COURSE RESOURCES 14 9.1 Other useful Readings: 14 10 COURSE SCHEDULE 15 10.1 Lecture Schedule 15 10.2 Tutorial Schedule 15 11 KEY DATES AND STUDENT RESPONSIBILITIES...
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...COURSE OUTLINE Prescription An introduction to the study of marketing and its role in developing a strategic customer/client focus within commercial, public sector and not-for-profit organisations. Course Learning Objectives MARK 101 provides students with an introduction to marketing principles, theory and practice. Students are introduced to the role of marketing within organisations, the economy, and society across commercial, government, and not-for-profit sectors. In particular, students will recognise the function of marketing and markets as the key driver and shaper of any organisation and the integration of marketing with other business and commercial disciplines. Students who successfully complete MARK 101 will have the knowledge and ability to: 1. 2. 3. 4. 5. 6. Describe commonly used marketing concepts and terminology Summarise the main marketing tools of products and services, pricing, distribution and communications Explain social responsibility and ethics as they pertain to marketing Describe marketing in New Zealand with respect to the Pacific Basin and global perspective Analyse marketing problems associated with marketing decisions and present coherent solutions to such problems Organise and explain processes involved in the preparation of marketing strategies and plans Trimester Dates Teaching Period: Monday 29th February – Friday 3rd June Study Period: Monday 6th June – Thursday 9th June Examination Period: Friday 10th June...
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...Course outline for BUSN85 STRATEGIC CORPORATE FINANCE, Fall 2014, 7.5 credits Introduction The main objective of the course is to further your understanding of the theory and econometrics of corporate finance beyond what is covered in previous courses in corporate finance (esp BUSN92 Empirical Corporate Finance). It is not necessary to have completed BUSN92 Empirical Corporate Finance (corporate finance students), nor BUSN80 Financial Econometrics and BUSN81 Theory of Corporate Finance (MSc finance students), but you are expected to hold equivalent knowledge of the theory and econometrics of corporate finance. The course emphasizes three perspectives: behavioral corporate finance, corporate governance, and microeconometrics. Behavioral corporate finance integrates psychology into the study of corporate financial decisions, while corporate governance focuses on implicit and explicit contracting, supervision, and control for ensuring accountability and reconciliation of conflicting interests. Microeconometrics, finally, refers to econometric tools for analysis of individual-level data on the economic behavior of individuals or firms. Assessment and grading The intention with the assessment is for you to give account for your knowledge and demonstrate your capacity to undertake the abilities you are expected to learn in the course. All assessment tasks must be carried out in English. In the grading, we make use of scoring system where you collect points on different assessment...
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...ACC 4291 INTEGRATED CASE STUDY Case Summary: Androids Under Attack SEM 1 2013/2014 Case Synopsis 1918 : Arthur Androids form an audit firm called Androids & Co. For many years, the Androids’ motto was “Think straight, talk straight” as it emphasis on honesty. 1987 : David Lawrence appointed as Androids’ partner in charge of auditing Enronaa’s accounts. His job was to check Enronaa’s accounts and to make sure that they fairly represent the state of the business. 1997 : US SEC found Androids guilty of issuing materially false and misstatement audit reports on Solid Waste financial statements for the period 1993 through 1996. Androids and Solid Waste agreed to pay USD 229 million to settle the class-action suit. The Solid Waste case followed Androids’ decision to pay USD 110 million to settle a lawsuit on audits at Sunbaemic. Both cases are the point of discussion between David and Ken Bailey, a junior partner to solve the Enronaa’s case. 2001 : David began to painfully explain the technical intricacies of Enronaa’s accounting to Ken. Both of them knew that the firm is in deep trouble and another scandal in the likes of Enronaa may end their business. The future of 85,000 staffs in 390 offices in 84 countries lies in David’s hand. Protagonist/Decision-maker Obviously, the decision-maker of the case is David Lawrence; one of the Androids’s partners. He is in...
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...MBA – II WINTER 2011 COURSE: HUMAN RESOURCE MANAGEMENT (MGT 604) INSTRUCTOR: PROF. F. A. FAREEDY TEACHING ASSOCIATE: HAADIAH QAISER SYLLABUS 1. Case Study Method: How to prepare and present a case analysis. Why to do case studies? Traditional/Lecture approach versus the Case Method, Oral Presentations and Preparing a Written Case Analysis. Constructing Visual Aids and Answering Questions. 2. Introduction to Human Resource Management: Human Resource Management at Work. The changing environment and role of HRM. The Human Resource Managers’ Proficiencies. 3. Strategic Human Resource Management: The HR Scorecard: The Strategic Management Process. Human Resource Management’s Role in Creating Competitive Advantage. Human Resource Management’s Strategic Roles. Creating the Strategic HRM System. 4. A Review of concepts in Organizational Behavior: Motivation. Communication. Leadership. Management and corporate culture. 5. Recruitment and Placement: Job Analysis. Job Specification. Job Description. Human Resource Planning and Recruiting. Planning and Forecasting. Recruiting a more Diverse Workforce. 6. Employee Testing and Selection: Interviewing Candidates. Designing and conducting an effective interview. Structured and Unstructured Interviews. 7. Training and Development: Training and Developing Employees. Management Development systems and programs. 8. Performance Management and Appraisal: Appraising Performance; Problems and Solutions. Managing...
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...MANAGEMENT AY 2015-16 TERM: III TITLE OF THE COURSE: FINANCE II CREDITS: 4 Name of the Faculty Arnab Bhattacharya Gaurav Singh Chauhan Kousik Guhathakurta Radha M. Ladkani Faculty Block/ Room No. J BLOCK C-102 A-106 J BLOCK Email Telephone Number arnabb@iimidr.ac.in gauravs@iimidr.ac.in kousikg@iimidr.ac.in; radhal@iimidr.ac.in; 0731-2439589 0731-2439592 0731-2439518 0731-2439698 COURSE DESCRIPTION The second core course in Finance deals with the core corporate finance functions in an applied setting. The participants are exposed to real world corporate finance decisions to be taken up by managers for creating value. Such an exposure is accomplished through a mix of theory and practice. The pedagogy employed reflects a judicious mix of case discussions, lectures and problem solving approach. COURSE OBJECTIVES The objective is to familiarize participants with the three major decision areas of Corporate Finance, viz. the investments, financing and earnings distribution decisions. Subsequently the participants are to be offered an integrated view of the decision areas by discussing the issues in corporate valuations and risk management. The course aims at sharpening the financial decision making skills of the participants. EXPECTED LEARNING OUTCOMES AND ASSOCIATED MEASURES At the end of the course student is expected to accomplish the following learning outcomes. Alignment of Course Learning Outcomes (CLOs) with the Programme Learning...
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...AFM 341 - Accounting Information Systems Week Date 1 2 3 4 Topic Jan 5 Accounting Information Systems and Firm Value Accountants as Business Analyst Jan 12 Data Modeling Relational Database and Enterprise Systems Jan 19 Sales and Collections Business Process In Class Lab (Bring Laptop with Microsoft Access 2010 or 2013 Installed) Jan 26 Purchase and Payments Business Process Conversion Business Process Feb 2 Integrated Project In Class Lab (Bring Laptop with Microsoft Access 2010 or 2013 Installed) MID-TERM EXAM – Ch. 1 to 7 – IN CLASS EXAM Reading Quiz Due (Saturday Assignment Due at 9pm) Ch.1 Quiz#1 (ch.1-2) Ch.2 Ch.3 Quiz#2 (ch.3-4) Ch.4 Ch.5 Quiz#3 (ch.5) Ch.6 Ch.7 Ch. 8 Quiz#4 (ch.6-7) Reporting Processes and XBRL Review Exam Group Presentations Feb 16 NO CLASS: Reading Week Feb 23 Accounting Information Systems and Internal Controls Group Presentations Mar 2 Information Security and Computer Fraud Review DB-Phase 2 Group Presentations Ch.9 Quiz#5 (ch.8-9) Ch.10 Quiz#6 (ch.10) Ch.11 Quiz#7 (ch.11) 10 Mar 9 Ch.12 Quiz#8 (ch.12) 11 Mar 16 Ch.13 Quiz#9 (ch.13-14) Ch. 14 Ch. 15 Quiz#10 (ch.15) 5 6 7 8 9 Feb 9 12 Mar 23 13 Mar 30 Monitoring and Auditing AIS Group Presentations The Balanced Score Card and Business Value of Information Technology Evaluating AIS Investments The Systems Development Life Cycle and Project Management Group Presentations ...
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...Human Resource Management (HR- 101) Course Objectives: It is increasingly understood by both practitioners and academicians that one critical source of sustainable competitive advantage lies in their human resources and its effective management. Human resource management practices of an organization play a pivotal role in acquiring, developing and deploying employees to create and sustain the human resource-based competitive advantage. The course aims to help students develop this perspective as well as expose them to various functional and strategic human resource policies and practices. Course Duration and Pedagogy: It is a 1.5 credit course and will be conducted during the pre- midterm period (5 weeks; 13-12-10 to 14-1-11). The course would involve a mix of lectures, exercises, and live case discussions. Instructors and Course Coordinator: The course is divided into two parts, A and B. While Part A will be a Strategic Human Resource Management approach to basic HRM issues, Part B will be an Economics of Human Resources approach to those very issues. Course Reading Materials: Reference books: 1. Human Resource Management- Mirza Saiyadain, Tata McGrawhill education pvt ltd., New Delhi-2004. 2. Personnel/ Human Resource Management- David A. DeCenzo & Stephen P Robbins- Prentice Hall of India, Private Ltd. New Delhi, 3rd edition, 2007 In addition, a bound reading materials package will also be handed out as will be the class lecture slides. Evaluation:...
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...MGNT 7090 – BUSINESS STRATEGY GUIDELINES FOR INDIVIDUAL PROJECT You should view this individual project as an opportunity to refine your strategic analysis and formulating skills and apply them to a practical situation—preferably one that has benefit to you and your career. For most students, this will be the organization for which you have an inherent interest. It might be your family’s business or a company that you have worked for, or it could be an organization for which you would like to work in the future. Personally, I prefer you not take a famous international company like Starbucks, Alibaba or Wal-Mart, but you can if you want. You are to take on the role of a consultant and devise a plan to improve and implement the strategy of the company of your choice. Note, this is a rough guideline, and you may modify the structure as you see fit. The basic components of the project are as follows: I. Overview (~1-2 pages) -- Give an overview of the firm, including a brief history, its strategy, its tactics, its primary competitors and its goals. Questions you may wish to consider addressing: What is the ownership structure? Is it a family organization? Is it a government bureau or department? Is it a state-owned enterprise (SOE)? Is it a conglomerate or a division of a larger organization? What are the major strengths and weaknesses? What is the process by which strategy is formed? What are major issues or problems the organization is facing? II. External...
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...Management & Organization (2 mc, intensive format) FM1, 7-9 January 2013 FM3/FM4, 10-12 January 2013 Dr. Daniel J. McAllister Dr. Matthias Spitzmuller BIZ 1#08-58 BIZ1 #08-46 +65 6516 1009 +65 6516 7230 bizdjm@nus.edu.sg bizms@nus.edu.sg ABOUT THE COURSE Managers often express surprise when they find that people are more difficult than numbers to understand. Recruiters often indicate that they wish new managers possessed stronger people skills. Alumni often affirm that they too wish they had stronger people skills. The aim of this course is to provide you with some of these skills so that you can become a more effective manager and leader. However, management is not a science. Nor is it a profession. It is an art – a craft that is developed over a lifetime. This course is therefore not designed to offer you a magic formula for how to manage an organization. It is designed to provide tools to help you better understand why people in organizations do the things they do and how to influence these behaviors. We will use theories of management, economics, sociology, psychology, and philosophy to help us discuss individual-, team-, and organizational-level behaviors. The format for this course will be highly interactive in order to provide a rich learning experience. We will do this through the use of debates, role-playing, simulations, and case studies. Each of these experiences will provide opportunities to reflect and analyze in order that we may walk away...
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... | |Course |: |Event Conceptualization And | | | |Planning | |Level |: |Bachelor | |Credit unit |: |4 | |Contact hour |: |4 | |Semester |: |2 | |Course Status |: |Core | |Pre-requisite |: |None | Course Outcomes At the end of the course, the student will be able to: 1. Identify the event management process in strategizing event conceptualization and planning. 2. Develop an estimated event budget 3. Propose an event which is in accordance with stakeholder’s requirements and needs. Course Description This course is designed for...
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