...Analysis and Management II: Fixed Income | (2) | | IMB 533 Portfolio Analysis and Management III: Derivatives and Financial Risk Management | (2) | | IMB 536 Global Macroeconomic Trends and Financial Institutions or CSB Elective | (1) | | IMB 534 International Real Estate Investment | (1) | | IMB 539 Financial Management | (2) | | IMB --- CSB Elective | (2) | | Or | | | | | | IMB 595 Special Topics in International Business (to be completed at an IBSA partner school) | | C. Thesis or Extensive Written Case Analysis (12 semester hours): Term 3 (summer) | | | IMB 599 Thesis | (6) | | IMB 594 Capstone Project / Practicum | (6) | IMBA Course Descriptions (UNCW) The course descriptions shown below are only for courses offered by UNCW and the Cameron School of Business. See each alliance school for their course offerings. IMB 531. Cases in International Finance (1-2) This course will focus on international financial management cases. Cases will build on topics of international monetary systems, international investment decisions, portfolio diversifications, multinational capital structure, and foreign exchange risk and management. IMB 532. Portfolio Analysis and Management I (2) This course is designed to focus on tool and techniques of modern portfolio theory in a global context. Students will convert theory to practice through active management of a real dollar portfolio. IMB 533. Portfolio analysis and Management II (2) This course...
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...Program: MBA Batch: 33th Course Code, Number, Credits & Grade Point Name of the Student ID Number Reg. No. MGT-524 POM-534 MIS-612 MKT-602 FIN-606 HRM-604 ACN-531 IBS-611 SYS-614 MGT-512 INT. 3 Cre. Sl. No. 3 Cre. 3 Cre. 3 Cre. 3 Cre. 3 Cre. 3 Cre. 3 Cre. 3 Cre. 3 Cre. 4 Cre. 1 AL MAHMUD M21411121002 - - - - - - I - - - - 2 SAFIQUL ISLAM M21411121003 - - - - - - - - - 2.50 - 3 KAZI SOHENUL ALAM M21411121004 ACN-602 (3 Cre.) I 3.00 2.75 - - - - 2.75 - - - 4 MD. FAISAL AHMED M21411121009 4.00 I 3.25 - - - - - - - - 5 SHERIN KHAN M21411121011 - I - - - - - - - - 6 KAMRUN NAHAR SHIRIN F21411121012 - - - - - - - - - - 7 M. A. HAJJAZ M21411121014 - - - - - - - - - 8 FARHANA SHARMIN F21411121015 - - - - - - - - - 9 MUNMUN AKTER ANY F21411121016 - - - - - - - - - - 3.00 10 A. K. M. MOKADDEMUL KALLOL M21411121020 - - - - - - - - - - 3.25 11 YEASIN PATAWARY - - - - - - - - - - 3.50 N.B:- E: Expel, I: Incomplete, F: Fail M21411121022 FIN-533 (3 Cre.) 2.25 FIN-533 (3 Cre...
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...ARTICLE IN PRESS Journal of Accounting and Economics 39 (2005) 509–533 www.elsevier.com/locate/jae To blame or not to blame: Analysts’ reactions to external explanations for poor financial performance$ Jan Barton, Molly Mercerà Goizueta Business School, Emory University, Atlanta, GA 30322, USA Received 3 March 2003; received in revised form 17 March 2005; accepted 4 April 2005 Abstract Managers often provide self-serving disclosures that blame poor financial performance on temporary external factors. Results of an experiment conducted with 124 financial analysts suggest that when analysts perceive such disclosures as plausible, they provide higher earnings forecasts and stock valuations than if the explanation had not been provided. However, we also show that these disclosures can backfire if analysts find them implausible. Specifically, implausible explanations that blame poor performance on temporary external factors lead We appreciate the helpful comments of Holly Ashbaugh, Charlie Bailey, Sudipta Basu, Robert Bloomfield (the referee), Jennifer Joe, Jay Koehler, Mark Kohlbeck, Lisa Koonce, Bob Lipe, Stan Markov, Ella Mae Matsumura, Brian Mayhew, Jeff Miller, Pam Murphy, Lisa Sedor, Siew Hong Teoh, Kristy Towry, Terry Warfield, Greg Waymire, Jerry Zimmerman (the editor), and seminar participants at University of Georgia, Harvard University, University of Notre Dame, Ohio State University, Rice University, University of Wisconsin—Madison, the 2003 AAA Financial Accounting...
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...Dimensions: A Comparison of Greece and U.S. Human Resource Management Approaches By Kelly M. Mistretta MBOL2 MBA 533, Human Resource in Management Dr. James C. Dumville Saint Leo University – Center for Online Learning September 9, 2012 Name: Kelly Mistretta Title: Hofstede’s Cultural Dimensions: A Comparison of Greece and U.S. Human Resource Management Approaches Date: September 9, 2012 Abstract Globalization continues to become more important in the business culture in our world. No longer can management focus only on companies within their own country. Businesses are forced to compete with companies from other countries. With the increased global competition, a business must understand other cultures if they hope to remain competitive and have continued success. There are several models that show the influence of cultural differences between nations. Hofstede’s model, called the theory of cultural relativity of organization practices is the most recognized model. Hofstede’s model focuses on cultural influences and work behaviors in five different dimensions. Each dimension has important implications in understanding business. This paper will compare the Hofstede analysis of Greece and the United States. Biographical Sketch Kelly Mistretta is currently an MBA student at Saint Leo University. Mistretta has a BA in Accounting and plans to obtain an MBA to equip her with improved business skills to better contribute to society. Mistretta’s career goal includes...
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...Effective Job Training Methods Saint Leo University Stephanie J. Jones MBA 533 Dr. Coronel 12/4/11 Based on the needs of the company, the employee, and on the duty being performed, the method by which job training is delivered may often vary. Choosing the right method can inspire employees to learn their job duties correctly and prepare them for their role within the organization. These methods include on the job training, goal setting, role playing, computer training, and team building exercises (Ivancevich, 2010). Development and training programs are essential for an organization to successfully train and educate their employees which ultimately leads to higher profits and tenured employees within that organization. Effective training in the banking industry is essential to be successful. In today’s market, companies have to increase their flexibility, use cutting edged technology, and be aware of their customers’ ever changing needs, in order to remain competitive. Being successful in these areas is crucial and having an effective training program will allow it to happen. On the job training is probably the most common and effective way of teaching employees tasks and duties regarding their positions, within an organization. Having “hands on” experience, actually performing the job duties with a trained professional, can be vital in the growth of employee and employer. More than half of all training occurs on the job (Ivancevich, 2010.) However, this method...
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...9 -7 0 4 -4 5 8 DECEMBER 15, 2003 KENNETH S. CORTS JOHN R. WELLS Alusaf Hillside Project At the beginning of 1994, Alusaf was considering building the world’s largest greenfield primary aluminum smelter, a 466,000-ton-per-year facility at Richard’s Bay, a deepwater port on the east coast of South Africa’s province of Kwa-Zulu Natal. Alusaf was the sole primary aluminum producer in South Africa, operating 170,000 tpy of capacity at the existing “Bayside” facility at Richard’s Bay. Alusaf’s 1993 revenues were $220.2 million, up 1% from 1992. Income was $8.6 million, up 122% from 1992. A feasibility study for the proposed “Hillside” smelter had been completed over the past two years. During this time, South Africa’s political regime had undergone a dramatic transformation with the 1993 passing of the Transitional Executive Council (TEC) Bill. This bill removed absolute power from the hands of whites and created a multi-racial body that would share responsibility for organizing and overseeing the general elections to be held in April 1994. Within days, Nelson Mandela, leader of the African National Congress party, addressed the UN Special Committee Against Apartheid in New York, calling on the international community to lift sanctions against South Africa. The European Union, the Organization of African Unity, Canada, China, Sweden, Singapore, India, and the United States all responded quickly with announcements that they would begin the process of restoring normal economic relations...
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...9 -7 0 4 -4 5 8 DECEMBER 15, 2003 KENNETH S. CORTS JOHN R. WELLS Alusaf Hillside Project At the beginning of 1994, Alusaf was considering building the world’s largest greenfield primary aluminum smelter, a 466,000-ton-per-year facility at Richard’s Bay, a deepwater port on the east coast of South Africa’s province of Kwa-Zulu Natal. Alusaf was the sole primary aluminum producer in South Africa, operating 170,000 tpy of capacity at the existing “Bayside” facility at Richard’s Bay. Alusaf’s 1993 revenues were $220.2 million, up 1% from 1992. Income was $8.6 million, up 122% from 1992. A feasibility study for the proposed “Hillside” smelter had been completed over the past two years. During this time, South Africa’s political regime had undergone a dramatic transformation with the 1993 passing of the Transitional Executive Council (TEC) Bill. This bill removed absolute power from the hands of whites and created a multi-racial body that would share responsibility for organizing and overseeing the general elections to be held in April 1994. Within days, Nelson Mandela, leader of the African National Congress party, addressed the UN Special Committee Against Apartheid in New York, calling on the international community to lift sanctions against South Africa. The European Union, the Organization of African Unity, Canada, China, Sweden, Singapore, India, and the United States all responded quickly with announcements that they would begin the process of restoring normal economic...
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...9-913-533 JANUARY 29, 2013 ROBERT SIMONS CRAIG CHAPMAN Luotang Power: Variances Explained Introduction As soon as Tan Min Yi received the 2011 Report of Operations for the Luotang Power Company, he called company Controller Fiona Zhu and Sales Manager Ricky Wang into his office to discuss the results. Tan was general manager of the Luotang Power Company, a 600 Mega Watt (“MW”)1 coalfired power plant, located in Hubei Province, China. He was scheduled to make a presentation to the Board of Directors of his parent company, China Hua Tong Power (“HT Power”), the following week about the most recent results and was concerned about their reaction to the disappointing results.2 Tan knew his company had performed well during the year. Both plant availability3 and fuel economy had improved over the previous year. Additionally the plant’s primary customer, the Hubei Provincial Power Company (“HPPC”), had met its contractual electricity purchase obligations for the year. However, there had been limited opportunity to sell energy above the contractual minimum, either to HPPC or others. Still, Tan felt that these factors were outside his control. His team had performed well—it just didn’t show up in the financial results. The scheduled presentation to the Board was important for two reasons. First, HT Power was considering a 2,000 MW expansion at Luotang. However, on a more personal note for Tan, he had been general manager of Luotang since 2002, and he hoped it would be time for...
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...9-913-533 JANUARY 29, 2013 ROBERT SIMONS CRAIG CHAPMAN Luotang Power: Variances Explained Introduction As soon as Tan Min Yi received the 2011 Report of Operations for the Luotang Power Company, he called company Controller Fiona Zhu and Sales Manager Ricky Wang into his office to discuss the results. Tan was general manager of the Luotang Power Company, a 600 Mega Watt (“MW”)1 coalfired power plant, located in Hubei Province, China. He was scheduled to make a presentation to the Board of Directors of his parent company, China Hua Tong Power (“HT Power”), the following week about the most recent results and was concerned about their reaction to the disappointing results.2 Tan knew his company had performed well during the year. Both plant availability3 and fuel economy had improved over the previous year. Additionally the plant’s primary customer, the Hubei Provincial Power Company (“HPPC”), had met its contractual electricity purchase obligations for the year. However, there had been limited opportunity to sell energy above the contractual minimum, either to HPPC or others. Still, Tan felt that these factors were outside his control. His team had performed well—it just didn’t show up in the financial results. The scheduled presentation to the Board was important for two reasons. First, HT Power was considering a 2,000 MW expansion at Luotang. However, on a more personal note for Tan, he had been general manager of Luotang since 2002, and he hoped it would...
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...Willean Guiden 11-23-2014 MBA 533 An effective performance appraisal should serve as a motivational tool and justification of an implemented reward system for both the employee and manager performing the appraisal. The performance appraisal allows the manager to relate employee expectations and results to the intended employee with the ability to have a conducive conversation about results and improvement mechanisms. The employee is also able to share his or her intended career path plans with the employer and both are able to align goals in order for the intended results to be accomplished. The purpose and process of the appraisal should be explained to the employee before the appraisal procedures begin. Also, the manager should ensure that the employee understands his or her job description, qualifications and responsibilities before the appraisal meeting takes place. Previous job skills and qualifications should be discussed to better assist the employee to understand how far they have grown professionally and within the organization from the previous year(s). Quantifiable established goals should be examined and together, the manager and employee should determine whether those goals have been met. The appraisal score should be calculated after the appraisal meeting to give the manager enough time to take in consideration any statements the employee has stated. An effective performance appraisal will determine if the employee will receive a pay increase or bonus....
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...Clinical Information Technology versus Financial Information Technology, and the definitions of health care information, and health care acronyms and remittance terms Jesse Davis Jr. University of Phoenix MBA 533/ Health Information Systems December, 2014 Professor Aimee Kirkendol Health information related acronyms, their translation, and elucidation The field of healthcare is primarily concerned with the care of people requiring preventive and medical care. However healthcare is a business. The business of health care generates trillions of dollars for the national and international health care communities. Health care as a right in the United States precludes the fact that capitalism rules every aspect of citizen life, especially health care. The factors primarily affecting health care include new technologies. The medical technology industry is a 150 to 200 billion industry. Prescription drugs, government regulation, malpractice liability and the aging of the largest generation birthed in the U.S., the Baby Boomers (78 million). Every day in the U.S., 10,000 Baby Boomers reach age 60, putting greater demands on medical services. Chronic diseases, many preventable (diabetes, cancers of the lung and cardio vascular disorders) also contribute...
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...Personal Responsibility GEN/200 Personal Responsibility “The U.S. Bureau of Labor Statistics reports that even though 12.5 million Americans are searching for work, there are 3.5 million jobs that remain unfilled, largely due to a lack of skilled workers” (Umehira, 2012, p. 2). Seeking higher education is the responsibility of any student; it is the individual’s accountability to maintain their resiliency to live up to the monumental tasks of achieves academic success. College students must take full control of their educational needs to achieve personal success. “A 1998 survey identified 90 percent of the American population were concerned about the decline of the moral values across the nation” (Clarkston, 2011, p. 14). The price of this success comes with the responsibility of not compromising their personal moral and ethical responsibilities to themselves and to the institution. It is a large undertaking process to manage these learning objectives while understanding personal responsibilities to earn an educational degree. “Ethical decision belongs to the individual to make the choice to do the right or wrong” (Clarkston, 2011, p. 13). Ethical and moral responsibilities are integrated standards, which defines a person’s role to maintain ones integrity. However, if a student violates these standards and rules and regulations of unbecoming a scholar student, within the universities policies. Then the student could face expulsion or may receive sanctions, due to the circumstances...
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...PROPOSED REGULATION CHANGES 1Q: State the administrative agency which controls the regulation. Explain why this agency and your proposed regulation interests you (briefly). Will this proposed regulation affect you or the business in which you are working? If so, how? Submit a copy of the proposed regulation along with your responses to these five questions. The proposed regulation can be submitted as either a separate Word document (.doc) or Adobe file (.pdf). This means you will submit two attachments to the Week 2 Dropbox: (a) a Word document with the questions and your answers and (b) a copy of the proposed regulation you used for this assignment. (10 points) 1A: Department of Education. This interests me because I am a Graduate student with extremely high student loan debt. This regulation was made official this past week. This regulation does not affect the business field I work in (accounting), but it DOES affect me, the student with the student loan debt. 2Q: Describe the proposal/change. (10 points) 2A: This proposal updates the regulations and details in implementing a new Income-Contingent Repayment (ICR) plan in the Direct Loan program. This proposal is based on President Obama’s “Pay As You Earn” initiative. 3Q: Write the public comment that you would submit to this proposal. If the proposed regulation deadline has already passed, write the comment you would have submitted. Explain briefly what you wish to accomplish with your comment. (10 points) 3A:...
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...Handling HR issues in Greece Vicki Sweet Saint Leo University Human Resource in Management MBA 533 Dr. Sherbert July 14, 2013 Handling HR issues in Greece In the ever-changing business climate, utilization of global human resources continues. Whether a multinational corporation or a global corporation, cultural complexities play a dominant part in the handling of HR issues. Cultural differences are a factor in the determination of an organization’s fit within the foreign culture and as such, must be closely examined to succeed in the international business market. According to Myloni et al. (2003), “HRM practices are grounded in cultural beliefs that reflect the basic assumptions and values of the national culture in which organizations are embedded.” (Myloni, Harzing, & Mirza, 2003, p. 7) Professor Geert Hofstede‘s 1984 cultural dimensions research established four dimensions of national culture: power distance, individualism versus collectivism, avoidance of uncertainty, and masculinity. The fifth dimension of long-term versus short-term orientation was later added. (The Hofstede Centre, n.d.) These dimensions represent cultural differences between countries and exhibit how culture influences work behavior and the effectiveness of HRM policies and procedures. Utilizing Hofstede’s cultural dimensions information, this paper will examine how HR issues might be handled in Greece. The first cultural dimension, power distance, refers to the emphasis placed upon...
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...MBA 5501, Advanced Marketing Course Syllabus Course Description An overview of advanced topics in marketing planning, strategy, analysis, and control. Emphasis on consumer needs and analysis, market position, competition, and public policy environment related to marketing activities. Prerequisites None Course Textbook Kotler, P., & Keller, K. L. (2012). Marketing management (14th ed.). Upper Saddle River, NJ: Prentice Hall. Course Learning Objectives Upon completion of this course, students should be able to: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. Explain both the Marketing Concept and the Holistic Marketing Concept. Analyze the macroenvironments as related to the marketing process. Illustrate the use of marketing research and the forecasting of demand. Describe the development of customer value, satisfaction, and loyalty. Explain the use of customer relationship management in cultivating customer relationship. Illustrate the consumer buying process and the organizational buying process. Illustrate market segmentation, market targeting, and brand equity. Describe positioning and differentiation strategies. Illustrate the development of product strategy and explain competitive strategies. Explain the marketing strategies for service companies. Identify and explain the various pricing strategies. Describe the management of the retail and wholesale business. Classify the management of advertising, sales promotion, events, and public relations. Identify...
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