By the end of the semester, students should be able to:
1. Analyze the main structural features of an industry and develop strategies that position the firm most favorably in relation to competition and influence industry structure to enhance industry attractiveness.
2. Recognize the different stages of industry evolution and recommend strategies appropriate to each stage.
3. Appraise the resources and capabilities of the firm in terms of their ability to confer sustainable competitive advantage and formulate strategies that leverage a firm’s core competencies.
4. Demonstrate understanding of the concept of competitive advantage and its sources and the ability to recognize it in real-world scenarios.
5. Formulate strategies for exploiting international business opportunities including foreign entry strategies and international location of production.
6. Make recommendations for vertical changes in the boundary of the firm based on an understanding of the advantages of vertical integration and outsourcing and the factors that determine the relative efficiency of each.
7. Demonstrate the ability to think critically in relation to a particular problem, situation or strategic decision through real-world scenarios.
8. Recognize strategic decisions that present ethical challenges and make appropriate recommendations for ethical decision-making.
Learning Outcomes
The overall outcomes of this course will be to learn to:
- Formulate organizational vision, mission, goals, and values.
- Analyze, develop, and establish organizational priorities.
- Utilize ethical decision-making processes to help with formulation of organizational vision, mission, and goals.
- Recognize and understand the importance of making and implementing socially responsible decisions.
- Develop strategies and action plans to achieve an organization's vision, mission, and goals.
- Prepare one written applied project and present (as a team) at least one case analysis to the class.
Syllabus
This course introduces the key concepts, tools, and principles of strategy formulation and competitive analysis. It is concerned with managerial decisions and actions that affect the performance and survival of business enterprises. The course is focused on the information, analyses, organizational processes, and skills and business judgment managers must use to devise strategies, position their businesses, define firm boundaries and maximize long-term profits in the face of uncertainty and competition.
Strategic Management is an integrative and interdisciplinary course. It assumes a broad view of the environment that includes buyers, suppliers, competitors, technology, the economy, capital markets, government, and global forces and views the external environment as dynamic and characterized by uncertainty. The course takes a general management perspective, viewing the firm as a whole, and examining how policies in each functional area are integrated into an overall competitive strategy. The key strategic business decisions of concern in this course involve selecting competitive strategies, creating and defending competitive advantages, defining firm boundaries and allocating critical resources over long periods.
Labs
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Projects
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Assessment
Exam
Each exam consists of 35-45 2-point multiple-choice questions and some short answer and essay questions totaling 100 points. The exams cover the material presented both in class and in the assigned readings since the prior exam.
There are a number of homework assignments that I will ask you to complete throughout the semester. Assignments are due on the assigned date, and it is your responsibility to see that they are submitted on time. Assignments submitted one day late (i.e., the calendar date after the due date) may be accepted for half credit. Otherwise, late assignments will receive no credit. Remember that your are responsible for turning in your assignments
Resources
1. Strategic Management, Concepts and Cases (15th Edition) by Arthur A. Thompson, Jr. and A. J. Strickland III. McGraw-Hill Irwin, New York
2. Grant, R. and Jordan, J. 2012. Foundations of Strategy. NY: John Wiley &Sons, Ltd.
Students will:
• Understand the purpose of quality management systems, PDCA and the 7 management principles
• Understand the ISO 9001 requirements
• Have used ISO 10013 to prepare QMS documentation
• Have used statistic methods to improve products and process
Learning Outcomes
Knowledge:
• requirements considered essential to the adoption of a process approach
• process of quality management policy and objectives determination
• process of QMS implementation
• methods of quality management
Module 1. Modern concept of quality
Module 2. Quality Management Systems (QMS)
Module 3. QMS assessment
Module 4. Statistic methods in quality management
Labs
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Projects
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Assessment
Сredit Test ( Pass/Fail)
Resources
1. Салихов В. А. Управление качеством/ Директ медиа, 2017., 196 с.
2. Г. Нив. Организация как система: принципы построения устойчивого бизнеса Э. Деминга/ Альпина Паблишер, 2014
г., 368с.
3. Р. Шторм. Статистический контроль качества/Мир, 1970 г., 368 с.
4. Journal «Total Quality Management & Business Excellence»
The mastering of audit's conceptions, methodology and acquiring basic skills in management of audit inspection and audit procedure
Learning Outcomes
Knowledge:
- provisions of conducting accounting and the reporting
Skills:
- to process the documents connected with auditor activity
- to find typical mistakes and violations on any accounting operation
- to generalize results of checks
- to draw conclusions and to make the audit report on the concrete enterprise
Syllabus
1.Introduction to Auditing
2. The history of Auditing
3. Standards and certification
4. Definition of the notion “project”
5. Types and kinds of projects
6. Project Environment
7. Stakeholders and their functions
Labs
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Projects
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Assessment
Сredit Test ( Pass/Fail)
Resources
1. Arens A. A., Elder R. J., Mark B. Auditing and assurance services: an integrated approach. – Boston: Prentice Hall, 2012.
2. Francis J. R., Wang D. The joint effect of investor protection and Big 4 audits on earnings quality around the world //Contemporary accounting research. – 2008. – Т. 25. – №. 1. – С. 157-191.
Financial Accounting
Taxation Accounting
Economy of enterprise
Course Objectives
Providing managers with information for decision-making for increase in efficiency of activity of the enterprise
Learning Outcomes
Knowledge:
- main systems of management accounting
- management of expenses and decision-making on the basis of data of management accounting
Skills:
- to calculate and analyze product cost
- to form administrative reports on financial results on types of production
- to apply the basic principles and standards of the financial account for formation of accounting policies and financial statements of the organization
Syllabus
1.Introduction to management accounting
2. The history of management accounting
3. Standards and certification
4. Calculation of product cost
5. Methods of calculation expenses
6. Variance analysis
7. Relevant approach to decision-making
Labs
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Projects
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Assessment
Сredit Test ( Pass/Fail)
Resources
1. Kaplan R. S., Atkinson A. A. Advanced management accounting. – PHI Learning, 2015.
2. Burns J., Scapens R. W. Conceptualizing management accounting change: an institutional framework //Management accounting research. – 2000. – Т. 11. – №. 1. – С. 3-25.
3. Horngren C. T. et al. Introduction to management accounting. – Upper Saddle River, New Jersey : Prentice Hall, 2005.
- to provide the foundation student need for a career in database development, data
warehousing, or business intelligence, as well as for the entire Data Warehousing for
Business Intelligence specialization.
- to receive knowledge to create relational databases, write SQL statements to extract
information to satisfy business reporting requests, create entity relationship diagrams
(ERDs) to design databases, and analyze table designs for excessive redundancy.
-to use either Oracle or MySQL to execute SQL statements and a database diagramming tool
such as the ER Assistant to create ERDs.
Learning Outcomes
Knowledge:
- To design a relational database
- To Use the SQL language for software Retrieving information from databases
Skills:
- Bases of the theory of databases
- Features of the relational model and their impact of database design
- Principles of database design, Ensuring consistency and Data integrity
Syllabus
1. Introduction to Databases and DBMSs
2. Relational Data Model and the CREATE TABLE Statement
3. Basic Query Formulation with SQL
4. Extended Query Formulation with SQL
5. Relational Database Support for Data Warehouses
6. Business Intelligence Concepts, Tools, and Applications
7. Developing Business Data Models
8. Design and Build a Data Warehouse for Business Intelligence Implementation
Labs
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Projects
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Assessment
Exam
Resources
1. Itzik Ben-Gan, T-SQL Fundamentals for Microsoft SQL Server 2012 and SQL Azure
2. Paul Atkinson, Robert Vieira, Beginning Microsoft SQL Server 2012 Programming
3. https://www.coursera.org/specializations/data-warehousing
Information Systems and Technologies
Project Management
Course Objectives
This course gives an opportunity to analyze enterprise architecture and develop
IT-service for IT-tools and systems management, to focus on special business needs,
and to reflect on its wider impact in strategic point of view.
Learning Outcomes
Having successfully completed this course, you will be able to:
- analyze and formalize the enterprise business processes
- estimate the enterprise architecture and its IT-infrastructure
- develop the security policy of IT-infrastructure
- choose and realize the best model of IT-service and infrastructure according to business needs
- develop the corporative IT-strategy
- develop the projects of information systems and plans to implement them
Syllabus
1. Enterprise business processes: analysis and formalization
2. The basics of IT-management and corporative IT-service
3. Models of corporative information systems and technologies management
4. Security policy of IT-infrastructure
5. Corporative IT-strategy
6. Information Systems Implementation
Labs
1. Business processes formalization
2. Development a model of corporative IT-service and infrastructure
3. Development a corporative security policy
4. Planning of project to implement new information system
Projects
1. The model of enterprise architecture and its IT-service
2. The project of corporative IT-strategy (including road map)
3. The project of new information system
4. The plan of project to implement new information system
Assessment
Сredit Test (Pass/Fail)
Resources
1. Management Information System Implementation Challenges, Success Key Issues, Effects and
Consequences : A Case Study of Fenix System (by Artit Kornkaew, 2012)
2. Enterprise, Business-Process and Information Systems Modeling: 15th International Conference,
BPMDS 2014, 19th International Conference, EMMSAD 2014, Held at CAiSE 2014, Thessaloniki, Greece,
June 16-17, 2014, Proceedings (by Ilia Bider, Khaled Gaaloul, John Krogstie, Selmin Nurcan,
Henderik A. Proper, Rainer Schmidt, Pnina Soffer) – Springer, 2014, 448 pp.
3. Joshi, Girdhar (2013). Management Information Systems. New Delhi: Oxford University Press. p. 328.
4. When CIOs are really just IT managers Many C-level executives still view IT as an operations
function (by Mark Coles 02 May, 2014)
5. Dams Sector Cybersecurity Capability Maturity Model Version 1.0 (2016)
6. Developing the right IT strategy - How to support business strategy with technology (By Ian Cox
May 12, 2016 CIO UK)
7. ITSM vs. ITIL: What’s the Difference? (JANUARY 31, 2017 BY STUART RANCE)
8. Infrastructure Security Architecture for Effective Security Monitoring (Luciana Obregon SANS
Institute 2015)
9. 7 Steps to Successful Systems Implementation (Jan 06, 2017 By Curt Barry)
The goal of the course is to provide basis for ERP-systems and to develop the organizational and managerial
competencies required for effective implementation of ERP-system.
The main objectives of the course are:
1) Given a set of data, the student will be able to define ERP-system, to differ types of ERP-system,
to construct a chart od ERP-system development.
2) Given a practical example, the student will be able to use the real ERP-system.
Learning Outcomes
1) Given definitions of ERP-system, the student will know and understand the nature of ERP-system, including
three main feature of ERP-system.
2) Based on given theoretical background, the student will be able to recognize at least seven types of
ERP-systems and construct a chart of ERP-systems development.
3) After completing Module 4, the student will be able to debate on the at least four informational
systems which support ERP-systems.
4) At the end of Module 5, the student will be able to use one type of ERP-system.
Syllabus
Typical Course Content Includes:
Module 1. Essence of ERP-systems.
Definition of ERP. Characteristics of ERP. The role of ERP-system in management.
Module 2. The history of ERP-systems development.
Main systems in management: MRP( material requirements planning), MRPI / CRP systems,
MRP closed cycle, MRP II (production resource planning), ERP (enterprise resource planning),
ERP II (production enterprise management).
Module 3. Classification of ERP-systems.
Types of ERP-systems. Examples of ERP-systems.
Module 4. Information systems which support ERP-systems.
SCM-systems: definition, role, advantages and disadvantages. CRM-systems: definition,
role, advantages and disadvantages. MES-systems: definition, role, advantages and disadvantages.
BI-systems: definition, role, advantages and disadvantages.
Module 5.Example of ERP-system.
SAP ERP. Evaluation of SAP ERP. Structure of SAP ERP. Examples of implementation.
Labs
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Projects
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Assessment
Exam
Resources
1. Enterprise Resource Planning (ERP) Definition, Benefits, Types and Resources. http://www.compudata.com/software/erp/
2. ERP (enterprise resource planning) http://searchsap.techtarget.com/definition/ERP
3. ERP – enterprise resource planning http://www.webopedia.com/TERM/E/ERP.html
4. Соснин В.Н. и др. «Эффективность внедрения и эксплуатации на предприятии тиражируемых ERP-систем
c набором отраслевых методологических моделей высокой степени адаптивности к изменениям»: методические
рекомендации. – Томск, 2015.
5. Соснин В.Н. и др. «Адаптивная ERP-система - тиражируемые программно-методологические решения автоматизации
управления финансами предприятий и организаций в условиях нестабильных рынков. Проблематика и варианты построения
отраслевых учетных аналитических моделей для предприятий и организаций»: информационно-методический материал. – Томск, 2015.
Accounting
Human resource management
Management accounting
Course Objectives
The goal of the course is to prepare students to make effective decisions in labour management.
Learning Outcomes
Knowledge:
- On the basis of the specific operational process, the student will be able to select, present,
evaluate and interpret data of labour management process using managerial analysis techniques
in a logical and systematic fashion.
- Within the specific operational process, the student will be able to formulate
the labour management problem and offer at least one effective economic solution
using the tools of labour planning and work measurement.
- Within the course paper, the student will be able to conduct independent research,
achieve goal and objectives, take initiative, be organized and meet deadlines.
- Audit report on the concrete enterprise
Syllabus
1. Introduction to Labor measurement
2. Labor economics
3. Labor organization and planning
4. Wages and salary administration
5. Labor standards and measurement
Labs
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Projects
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Assessment
Сredit Test ( Pass/Fail)
Resources
1. Slack N., Chambers S., Johnson R. Operations management. 6th ed. Prentice Hall, 2010
2. Koch T. Lean Business Systems and Beyond, 2008. TPU corporate access online:
http://link.springer.com/book/10.1007/978-0-387-77249-3
3. Meyers, Fred E. Motion and Time Study for Lean Manufacturing. 2nd ed. Upper Saddle River, NJ: Prentice Hall, 2011.
4. Bridger, R.S. Introduction to Ergonomics. New York: McGraw-Hill, 1995.
The mastering of project management’s major conceptions, philosophy and methodology and acquiring basic skills in management of various project types
Learning Outcomes
know:
the present-day project management methodology;
definitions and notions of projects, programs and their context as objects of management;
definitions and notions of management entities, and the set of instruments they use;
processes and management tools of various project functional fields;
state-of-the-art software and information technologies used in project management;
the history and development trends of project management;
be able to:
identify the goal, the object field and structures of the project;
calculate a calendar plan of project implementation;
draw up major sections of the project master schedule;
make a selection of software for the attainment of project management major objectives.
Syllabus
1 Introduction to Project Management 2 The history of project management 3 Standards and certification 4 Definition of the notion “project” 5 Types and kinds of projects 6 Project Environment 7 Stakeholders and their functions
Labs
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Projects
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Assessment
Exam
Resources
Resource Book: Duffy, M.G., Managing Projects: Expert Solutions to Everyday Challenges. Boston: Harvard Business School Press, 2006, 100 pages, $9.95 Case: McFarlan, F. W., M. Keil, and J. Huff, “The AtekPC Project Management Office,” Harvard Business School, Case 9-308-049, (Oct. 11, 2007).
