COURSE DESCRIPTORS
MBA Core Subjects
No. Subject
1
2
3
4
5
6
7
8
9
10
Competitive Analysis
Corporate Finance
Financial Accounting
Managerial Economics
Managing Human Resources
Managing Strategic Change
Marketing Management
Quantitative Methods for Business
Strategic Marketing
Corporate Environmental Management
Course
Number
CA 700
CR 510
CR 500
CR 520
CA 605
CR 700
CA 600
CR 530
CA 720
CA 620
Total
Hours
35
35
35
35
35
35
35
35
35
21
No. of
Credits
5
5
5
5
5
5
5
5
5
3
11 Ethics in Business & Government
CR 615 21
3
12 Organizational Behaviour
13 Final Project Workshop
14 Market Research
Total Credits
CR 610 21
CR 710 14
CR 715 14
3
2
2
58
MBA Electives
No.
Course
1
Enterprise, Innovation and the Public
Sector
Financial Management for the Public
Sector
Human Resource Management for the
Public Sector
International Finance
2
Course Total No. of
Code
Hours Credits
CM600
35
5
CM700
35
5
CM610
35
5
EL700
35
5
EL600
35
5
6
Logistics and Supply Chain
Management
Project Management
EL605
35
5
7
Public Finance
CM710
35
5
3
4
5
8
CM720
21
3
19
Environmental Management of
Projects
Financial Engineering
EL735
21
3
9
International Business Environment II
EL665
21
3
10
International Marketing
EL620
21
3
11
Management Science
EL705
21
3
12
Managing in the European Union
EL710
21
3
13
Managing Information Systems
EL625
21
3
14
Managing the Service Industry
EL630
21
3
16
Ship Management
EL635
21
3
15
Shipping Finance
EL612
21
3
20
Starting a New Business
EL682
21
3
17
Total Quality Management
EL640
21
3
18
Venture Capital
EL645
21
3
22
Business Modeling & Forecasting
EL715
14
2
23
Corporate Governance
EL720
14
2
24
Creativity in Management
EL650
14
2
25
Electronic Commerce
EL655
14
2
26
Entrepreneurship & Innovation
EL660
14
2
21
Family Business Management
EL681
14
2
27
International Business Environment I
EL615
14
2
28
Introduction to the European Union
EL670
14
2
29
Leadership
EL725
14
2
30
Managerial Accounting
EL675
14
2
31
Managing the SME’s
EL680
14
2
32
Negotiating Skills
EL685
14
2
33
Operations Management
EL690
14
2
34
Organizational Structures
EL695
14
2
35
Risk Management
EL730
14
2
36
Shipping Economics
EL611
14
2
MBA CORE SUBJECTS
MBA/MPSM COURSE DESCRIPTOR
COURSE TITLE
COURSE INSTRUCTOR (S)
NO. OF CREDITS (1 CREDIT = 7 HOURS)
MBA CORE/ELECTIVE
MPSM CORE/ELECTIVE
CLASS CONTACT HOURS
MINIMUM LEARNING EFFORT (IN
CA 700 - Competitive Analysis
Dr. Jim Leontiades
5
Core
Elective
35
105
HOURS)
PREREQUISITES (IF ANY)
50% of Lecture requirements
completed
OBJECTIVES
Objectives of this course:
1. Providing an analytical framework which will
integrate the various techniques and tools required to
analyze a business and to formulate competitive strategy.
2. Familiarize participants with a number of strategic analytical tools.
3. Applying all the above to a live business.
LEARNING OUTCOMES




Participants will acquire tools and concepts associated with competitive
analysis and know how to apply them to a real company.
They will understand competitive advantage and competitive strategy.
They will understand both the need and the “how” of bringing together and
integrating many of the subjects taught in the MBA programme.
They will know how to set forth their findings in a consultant type report.
COURSE OUTLINE
* Competitive strategy and its relation to corporate strategy
* Competitive strategy in relation to other subjects and disciplines of the MBA
* Competitive advantage
* The team assignment: what is expected.
* Format for writing the report
* Tools and concepts of competitive analysis
* Competitive analysis in practice: company examples
* Teams visit client companies to analyze and develop a competitive strategy
* Interpreting field work and developing the team report
TEACHING AND LEARNING METHODS
Participants are introduced to various concepts and tools relevant to competitive
analysis. Grouped in teams, they are assigned a particular “client” firm in Cyprus.
They apply tools and concepts they believe relevant to the client firm to develop a
competitive strategy for it. This is presented in the form of a consulting report which is
assessed. Subsequently, each participant carries out the same type of exercise
individually on a new client firm.
METHODS OF ASSESSMENT
Assessment is based on a group grade for the team report, 40% and 60% on the
individual report.
RECOMMENDED READING LIST
Michael Porter, Competitive Strategy, Free Press, 1980 (chapter 1,2,3)
Costas Markides, What is Strategy? (hand out)
A. Brandenburger and B. Nalebuff, “The Right Game: Use Game Theory to Shape
Strategy”
HBR July-August,’95.
L.V. Gerstner, Who Says Elephants Can’t Dance, Harper Business, ’02. (excerpts)
M. McNeilly, Sun Tzu and the Art of Business , Oxford U. Press, ’00 (Excerpts)
P. Bose, Alexander the Great’s Art of Strategy, Gotham Books, ’03 (Excerpts)
J. Walsh, , Warner, 01 (excerpts)
Strategic Planning Aids (handout) SWOT, Scenario Planning, Mapping, WinnersLosers Analysis, Generic Strategies, Key Success Factors, Competitive Response
Profile, etc.
C.K. Prahalad and G. Hamel, The Core Competence of the Corporation, HBR, MayJune, ‘90
Course descriptor template/mp
MBA/MPSM COURSE DESCRIPTOR
COURSE TITLE
COURSE INSTRUCTOR (S)
NO. OF CREDITS (1 CREDIT = 7 HOURS)
MBA CORE/ELECTIVE
MPSM CORE/ELECTIVE
CLASS CONTACT HOURS
MINIMUM LEARNING EFFORT (IN
CR 510 – Corporate Finance
Richard M. Osborne
5
Core
Core
35
105
HOURS)
PREREQUISITES (IF ANY)
OBJECTIVES
This course may be broadly described as providing students with an introduction to the
fundamental aspects of the theory and practice of finance. The theory of finance is a
combination of closely related topics such as investment, banking, insurance and
microeconomics. It is often considered to be one of the most difficult areas of
economic theory. It is also one of the most useful.
LEARNING OUTCOMES
At the end of this course, students who have successfully completed it will have a
solid understanding of the financial markets and the environment in which
corporations operate. They will be introduced to the fundamental instruments of
finance and, most important, they will learn how to value them. This knowledge is
ultimately applied to the valuation of the firm as a whole.
COURSE OUTLINE
 INTRODUCTION
 GOALS OF THE FINANCIAL MANAGER
 THE FINANCIAL ENVIRONMENT
 FORMS OF BUSINESS ORGANIZATIONS
 FINANCIAL MARKETS
 INTEREST RATES
 STOCKS, BONDS AND MORTGAGES
 COMMON STOCK
 PREFERRED STOCK
 CORPORATE BONDS
 MUNICIPAL BONDS
 MORTGAGES
 FINANCIAL MATHEMATICS
 VALUATION OF FINANCIAL INSTRUMENTS
 DISCOUNTED CASH FLOW (DCF) MODEL
 CAPITAL BUDGETING
 RISK AND RETURN
 BEGINNING STATISTICS
 PORTFOLIO RISK AND RETURN 146
 CAPITAL ASSET PRICING MODEL (CAPM)
 EFFICIENT MARKETS
 COST OF CAPITAL
 LEVERAGE AND CAPITAL STRUCTURE
 CAPITAL STRUCTURE THEORY
 EBIT/EPS ANALYSIS
 DIVIDEND POLICY
TEACHING AND LEARNING METHODS
 Lectures
 Hands-on use of the Wall Street Journal
 Video presentations
 In-class debates and discussion
METHODS OF ASSESSMENT
 Problem sets given in class.
 Closed-book final exam.
RECOMMENDED READING LIST
 My Course Notes. These have been carefully prepared and provide material for
a full Financial Management course.
 Relevant Chapters in Corporate Finance, 6/e Stephen A. Ross, Randolph W.
Westerfield, Jeffrey Jaffe, McGraw-Hill, 2002
 The Wall Street Journal
Course descriptor template/mp
MBA/MPSM COURSE DESCRIPTOR
CR 500 - Financial Accounting
COURSE TITLE
Peter Clarke
COURSE INSTRUCTOR(S)
5
NO. OF CREDITS (1 CREDIT = 7 HOURS)
Core
MBA CORE/ELECTIVE
Core
MPSM CORE/ELECTIVE
35
CLASS CONTACT HOURS
MINIMUM LEARNING EFFORT (IN HOURS) 105
None
PREREQUISITES (IF ANY)
OBJECTIVES:
The language of accounting/finance is used extensively in modern business. In today’s
organisations, understanding this language is a growing necessity to any manager. It is also
necessary to understand the concepts involved. Have you ever been asked any of the
following questions?
How strong is our balance sheet?
Was the profit performance satisfactory?
What’s wrong with our cash flow?
What is our break-even point
What do these financial statements tell us?
Can we trust accountants?
This intensive course is designed to meet the needs and concerns of managers of non-financial
areas who do not have formal accounting training who are experiencing an increasing need to
use financial information to appraise performance and make decisions. Thus, this course
neither requires nor assumes prior knowledge of accounting/finance. It is a user- orientated
course i.e. geared towards understanding and using accounting information. It is NOT a
preparer – orientated course i.e. geared towards individuals who will be involved with the
preparation of accounting information.
LEARNING OUTCOMES
At the end of this course participants will be able to:
(a) understand the “jargon” of accounting/finance and communicate effectively
with accounting/finance personnel within the company or division; and
(b) understand the principles involved in preparing financial statements
(c) use, in an intelligent manner, financial information and be aware of its limitations.
COURSE OUTLINE
1a
INTRODUCTION TO ACCOUNTING
The nature of accounting and financial management and its
role in the management process
The distinction between financial and managerial accounting
Accounting regulation
The role of the external (statutory) auditor
The harmonisation of financial statements (IASB and EU)
Overview of course
1b
FINANCIAL POSITION - THE BALANCE SHEET
The balance sheet as a position statement
Classification of balance sheet items
Evaluation of liquidity and leverage (gearing).
2
INCOME MEASUREMENT
The definition and implication of “revenue” and “expenses””
Accounting conventions including capital and revenue expenditure
3/4
FUNDAMENTAL ACCOUNTING PRINCIPLES USED IN
PREPARING FINANCIAL STATEMENTS
The application of Fundamental Accounting Concepts
Review of fundamental principles including depreciation
Year end adjustments
5/6.
CASH FLOW STATEMENTS
The concept and importance of cash flow
The preparation of cash flow statements
Operating, Investing and Financing activities.
7/8.
INTERPRETATION OF FINANCIAL STATEMENTS
Introduction to accounting ratios
Liquidity ratios; leverage ratios and ratios of overall profitability
i.e. Return on Investment
Return on Capital Employed
Return on Shareholders’ Funds
Profitability of trading
Working capital management
Earnings per share (EPS) and other investor ratios.
9/10
CONTENTS OF ANNUAL REPORTS (PRACTICAL ANALYSIS)
11/16.
16/20
INTRODUCTION TO MANAGEMENT ACCOUNTING
Fundamentals of cost accounting
Accounting statements in contribution format
Cost allocation and apportionment
Principles of overhead absorption (OHAR) and pricing
An introduction to Activity based costing
PLANNING FOR PROFIT & DECISION MAKING
Budgeting and profit planning through CVP analysis
The CVP model and decision making including scarce resources
GROUP ASSIGNMENTS AND PRESENTATIONS
TEACHING AND LEARNING METHODS
The course consists of about 20-class session. Details of the session content are given on the
detailed syllabus outline.
Class sessions will be devoted to a discussion and explanation of assigned topics and material
and the preparation and solution of selected problems highlighting the important accounting
concepts and principles relevant to managers.
There will be some assignments to be prepared towards the end of the course, which should be
done in groups, and participants will be required to make oral presentations of their
conclusions and recommendations.
It should be stressed that accounting is largely a practical discipline, concerning financial
information. This means that the various techniques must be understood and applied.
Consequently, accounting must be practised. To this end, a number of workshop sessions are
planned throughout the course to give participants an opportunity to work either individually
or in groups in order to apply and understand the various topics covered. Such workshops will
allow participants to gain marks under the heading of “participation”.
METHODS OF ASSESSMENT
The examination at the end of this course will last 1 ½ hours and will be mainly in a Multiple
Choice Questions (MCQ's) format. (The previous examination paper will be made available
through the course administrator). There will be about 70 questions to be answered and each
question carries equal marks. However, to prevent pure guesswork, incorrect answers may be
penalised by small negative marking. The standard of the examination will be comparable to
previous years.
The exam will be a closed book examination and shall be sat under
examination conditions.
Most of the marks will be awarded in the terminal examination. However, a small portion of
the marks, about 10%, may be awarded for a variety of criteria including meaningful
participation and progress during class assignments and workshops. Such marks may be
crucial in deciding on borderline candidates at examination time.
RECOMMENDED READING LIST
The following text is available in the library (and is also available for purchase) and is strongly
recommended for consultation purposes:
Accounting Information for Managers
Peter Clarke
Oak Tree Press, 2002
(b) Participants will be provided with a comprehensive reading/problem pack for each class
session. This reading pack includes all teaching material together with a copy of the teaching
acetates.
Course descriptor template/mp
MBA/MPSM COURSE DESCRIPTOR
CR 520 - Managerial Economics
COURSE TITLE
Christis Hassapis
COURSE INSTRUCTOR(S)
5
NO. OF CREDITS (1 CREDIT = 7 HOURS)
Core
MBA CORE/ELECTIVE
Core
MPSM CORE/ELECTIVE
35
CLASS CONTACT HOURS
105
MINIMUM LEARNING EFFORT (IN HOURS)
None
PREREQUISITES (IF ANY)
OBJECTIVES
Managerial Economics applies economic theory and methods to business in order to examine
how an organization can achieve its aims or objectives more efficiently. The objective of this
course is to provide the students with useable knowledge of economics (both micro & macro)
as it applies to business. It teaches them the essential tools to apply in: business plans,
production cost, demand estimation and forecasting, financial analysis, market research and
marketing. An important objective of the course is to train the students in the economic way of
thinking e.g. consideration of alternatives, opportunity costs, marginal analysis, decision
making by consideration of costs and benefits etc. Analyzing and understanding government
policies, such as fiscal and monetary policy and their effects on business are also among the
objectives of the course.
LEARNING OUTCOMES
The students completing the course will be able to apply economy principles and tools to
business problems; students will be able to estimate and forecast demand for existing and new
products, predict the effect of changes in prices, incomes technology and competition on
demand and supply of a product; assess the effects of changes in taxation, interest rates and
other macro parameters on the business environment, and analyze the market structure of their
own industry.
COURSE OUTLINE
1. Introduction & overview
2. Ten Principles of Economics
3. Supply, Demand & Government Policies
4. Production Possibilities – Circular Flow Model
5. Elasticity and its Applications
6. The Costs of Production
7. Monopoly
8. Firms in Competitive Markets
9. Practical Applications
- Demand Estimation
- Demand Forecasting
10. Overview of macroeconomics
11. Macroeconomic policies
12. Simulation of a national economy (using a computer simulation program)
13. Summary & Review
TEACHING AND LEARNING METHODS
 Lectures
 In-class assignments
 simulation games
 Take-home assignments
 In-class debates and discussion
METHODS OF ASSESSMENT
1. Final Exam
2. Term Paper
RECOMMENDED READING LIST
Managerial Economics, J Pappas and M. Hirschey, Dryden Press
Managerial Economics, D Salvatore, McGraw-Hill
Business Economics, P Ferguson et-al, MacMillan
Economics, Begg e t-al McGraw-Hill
Macroeconomics, Downbusch & Fischer, McGraw-Hill
Macroeconomics, N Mankiw, Worth Publishers
MBA/MPSM COURSE DESCRIPTOR
COURSE TITLE
COURSE INSTRUCTOR(S)
CR 600 - Managing Human Resources
Dr. Constantine Kontoghiorghes & Dr. A.
Kelly
5
Core
Core
35
105
Nil
NO. OF CREDITS (1 CREDIT = 7 HOURS)
MBA CORE/ELECTIVE
MPSM CORE/ELECTIVE
CLASS CONTACT HOURS
MINIMUM LEARNING EFFORT (IN HOURS)
PREREQUISITES (IF ANY)
OBJECTIVES
The aim of this course is to provide students with a broad understanding and appreciation of
the field of human resource management. It also aims to enable participants to apply their indepth understanding of Human Resource Management to real-life situations in their own
business environment.
LEARNING OUTCOMES
After taking this course the student will be able to: describe the strategic value of the human
resource function in the organisation; identify the strong interdependency between the
organisation’s overall (business) strategy and its human resource management strategy;
identify the primary issues and roles in the planning and management of the human resource
flow, from entry to and exit from the organisation; assess the appropriateness of alternative
human resource policies; and, define as well as solve human resource management problems.
COURSE OUTLINE
 Perspectives and Overview of the Human Resource Management Field.
 Environmental Context of International Human Resource Management.
 Strategic Approaches to Human Resource Management.
 Strategic Planning and Human Resource Management Planning.
 Job Analysis : Procedures and Choices.
 Management of HRM Inflow Policies : Recruitment, Selection Induction.
 Management of HRM Internal Flow Policies : Career Development, Performance Appraisal
and Reward Systems.
 Management of HRM Outflow Policies : Termination, Outplacement, Retirement.
 The Management of Trade Union Relations and Collective Bargaining.
 Employee Representation and Participation.
 Managing Human Resources in Multi-National Organisations.
TEACHING AND LEARNING METHODS
 Lectures
 Case studies
 Article reviews
 Videos
 Multi-media presentations
 In-class debates and discussion
 Student presentations

METHODS OF ASSESSMENT


Coursework: 40% (individual assignment; cases; group work and presentations)
Exam: 60%
RECOMMENDED READING LIST
Books
Gary Dressler, (2003). “Human Resource Management (9th ed.)”, Upper Saddle River, NJ:
Prentice Hall.
Paul Evans, Yves Doz, Andre Laurent, (Eds), Human Resource Management in International
Firms. London. Macmillan Press. 1989.
Graeme Salaman (Ed). Human Resource Strategies. Sage. London. 1992.
M Beer, B. Spector, P. Lawrence, D. Quinn Mills and R. Walton, Managing Human Assets.
New York. Free Press. 1984.
C Brewster and A Hegewisch, (Eds), Policy and Practice in European Human Resource
Management. Routledge. London. 1994.
Journals
Academy of Management Journal, Academy of Management Executive, Academy of
Management Review, Journal of Management Studies, Journal of Business Research, Harvard
Business Review.
Course descriptor template/mp
MBA/MPSM COURSE DESCRIPTOR
COURSE TITLE
CR 700 - Managing Strategic Change
COURSE INSTRUCTOR (S)
NO. OF CREDITS (1 CREDIT = 7 HOURS)
MBA CORE/ELECTIVE
MPSM CORE/ELECTIVE
CLASS CONTACT HOURS
MINIMUM LEARNING EFFORT (IN
Vassilis Papadakis
5
Core
Core
35
105
HOURS)
PREREQUISITES (IF ANY)
OBJECTIVES
None
The objective of the present course is to familiarize the participants with a multitude of
circumstances where extensive strategic changes are necessary and to help them understand,
through actual business cases, the challenges of managing strategic changes.
LEARNING OUTCOMES
Candidates taking this course will be able to identify and understand the dynamics of change.
The course aspires to:
(1) Give participants a useful framework to identify the dynamics of change in various
change circumstances,
(2) To help participants develop an understanding of the appropriate actions to effectively
manage change,
(3) To develop practical knowledge on the applicability of various approaches to the
management of change in various change situations,
COURSE OUTLINE
Module 1: Managing Strategic Change in a Simulated Company
Module 2: Externally Imposed Changes – The Challenge of Discontinuous Change
Module 3: Effective Change Management in Mergers and Acquisitions
Module 4: Turnaround Changes in ailing companies as well as Transformation Efforts in
Successful Companies
Module 5: The Challenge of Creating a Learning organization
TEACHING AND LEARNING METHODS







Business Game
Lectures
Case studies
Article reviews
In-class debates and discussion
Student presentations
Videos
METHODS OF ASSESSMENT
 Class participation: 40% (group work and presentations)
 Exam: 60%
RECOMMENDED READING LIST
 Harvard Business Essential Guide to Managing Change and Transition, Harvard
Business School Press, 2003.
 Carnall, Colin, Managing Change in Organizations, Prentice Hall, London, 1995,
second edition.
 Colenso, M., Kaizen Strategies for Successful Organizational Change, Financial
Times-Prentice Hall, 2000.
 Holman and T. Devane, The Change Handbook, Barrett-Koehler Publishers, 1999.
 Jick, T. D., Managing Change: Cases and Concepts, Irwin, Boston, 1993.
 Kotter J.P., Leading Change, Boston, Harvard Business School Press, 1996.
 Senge, P. The Fifth Discipline, Doubleday, 1991.
 Wind, J. and J. Main, Driving Change, The Free Press, 1998.
Course descriptor template/mp
MBA/MPSM COURSE DESCRIPTOR
COURSE TITLE
COURSE INSTRUCTOR (S)
NO. OF CREDITS (1 CREDIT = 7 HOURS)
MBA CORE/ELECTIVE
MPSM CORE/ELECTIVE
CLASS CONTACT HOURS
MINIMUM LEARNING EFFORT (IN
CA 600 - Marketing Management
Dr. Photis M. Panayides
5
Core
Elective
35
105
HOURS)
Nil
PREREQUISITES (IF ANY)
OBJECTIVES
This subject aims to provide participants with a full understanding of the principles of
marketing. It also aims to enable participants to apply their in-depth understanding of
marketing management to real-life situations in their own business environment.
LEARNING OUTCOMES
Candidates taking this course will be able to identify and understand the components
and value of marketing; Recognise the business and strategic importance of marketing
management; Learn the analytical tools used for developing, evaluating and
implementing successfully concepts of marketing management; Understand how the
elements of marketing should be integrated and co-ordinated as a means of satisfying
customer needs profitably; Appreciate the importance of marketing management in the
quest for competitive advantage and higher performance.
COURSE OUTLINE
 The fundamental concepts of marketing
 The marketing environment
 Customer attraction and retention
 Marketing relationships
 The marketing mix
 Product planning and development
 Distribution, logistics and supply chain management
 Pricing
 Integrated marketing communications
 Market segmentation, targeting and positioning
 Consumer behaviour
 Business marketing management
TEACHING AND LEARNING METHODS







Lectures
Case studies
Article reviews
Videos
Multi-media presentations
In-class debates and discussion
Student presentations
METHODS OF ASSESSMENT
 Coursework: 40% (individual assignment; group work and presentations)
 Exam: 60%
RECOMMENDED READING LIST
Books
Bernhardt, K. L. and Kinnear, T. C. (1997), Cases in Marketing Management, Boston:
McGraw-Hill Irwin.
Coughlan, A. T., Anderson, E., Stern, L. W. and El-Ansary, A. I. (2001), Marketing
Channels, 6th ed., Upper-Saddle River, NJ: Prentice-Hall.
Dolan, R. J. (2002), Marketing Management Cases, Boston: McGraw-Hill Irwin.
Hutt, M. D. and Speh, T. W. (2001), Business Marketing Management, 7th ed., Ohio:
South Western Thomson Learning.
Kotler, P. (2000), Marketing Management: Analysis, Planning, Implementation and
Control, 10th ed., Upper-Saddle River, NJ: Prentice-Hall.
Kotler, P. and Armstrong, G. (2001), Principles of Marketing, Upper-Saddle River,
NJ: Prentice-Hall.
Michel, D., Naude, P., Salle, R. and Valla, J-P. (2003), Business-to-Business
Marketing, Basingstoke, Hampshire: Palgrave-Macmillan.
Weitz, B. A. and Wensley, R. (2002), Handbook of Marketing, London: Sage
Publications.
Journals
Journal of Marketing, Journal of Marketing Management, Industrial Marketing
Management, Journal of Business Research, Harvard Business Review.
Course descriptor template/mp
MBA/MPSM COURSE DESCRIPTOR
COURSE TITLE
COURSE INSTRUCTOR (S)
NO. OF CREDITS (1 CREDIT = 7 HOURS)
MBA CORE/ELECTIVE
MPSM CORE/ELECTIVE
CLASS CONTACT HOURS
MINIMUM LEARNING EFFORT (IN
CR 530 - Quantitative Methods for
Business
Dr. Takis Stylianides
5
Core
Core
35
105
HOURS)
PREREQUISITES (IF ANY)
Basic knowledge of Algebra and
computer skills. Willingness to learn
OBJECTIVES
Everything dealing with the collection, processing, analysis and interpretation of
numerical data belongs to the domain of statistics. This course provides the students
of basic statistical methods and techniques used in business and many other fields. It
familiarizes the student with quantitative methods increasingly used by companies to
inform the public, to make forecasts for planning and decision making
LEARNING OUTCOMES
By the end of the course students will be able to:
 Construct, analyze and interpret graphical, numerical and tabular presentation
of data
 Compute probabilities
 Understand probability distribution such as: Normal, t-distribution, chi-square
distribution and others
 Determine sample size, confidence intervals and margin of error
 Perform simple hypothesis tests on large and small samples of population
mean
 Use the least squares method for curve fitting and forecasting
 Use the SPSS software for statistical purposes
SYLLABUS OUTLINE
 Introduction to Statistics
 Presentation of statistical data
 Measures of location and dispersion of data
 Introduction to probability
 Probability distributions – random variables
 The Normal distribution
 The t-distribution
 Sampling and sampling distributions
 Interval estimation of population mean
 Hypothesis testing
 Types of errors
 Significance tests
 Hypothesis testing continue
 Contingency tables
 Introduction to SPSS
 Simple linear regression analysis
 The least Squares method
TEACHING AND LEARNING METHODS
A series of lectures, discussions, exercises, cases and computer exercises using SPSS
and MS excel
METHODS OF ASSESSMENT
 In-class Exercises 10%
 Final Exam
90%
RECOMMENDED READING LIST
 Kazmier Leonard J. “Business Statistics” 3rd or 4th Editions, Schaum’s Outline
 Anderson, Sweeney & Williams “Statistics for Business and Economics”
Course descriptor template/mp
MBA/MPSM COURSE DESCRIPTOR
CA 720 - Strategic Marketing
COURSE TITLE
Gordon Mandry
COURSE INSTRUCTOR(S)
5
NO. OF CREDITS (1 CREDIT = 7 HOURS)
Core
MBA CORE/ELECTIVE
Elective
MPSM CORE/ELECTIVE
35
CLASS CONTACT HOURS
MINIMUM LEARNING EFFORT (IN HOURS) 105
None
PREREQUISITES (IF ANY)
OBJECTIVES
The aim of this course is to provide a solid foundation in the principal issues
underlying marketing strategy.
LEARNING OUTCOMES
By the end of this course students will be able to appreciate how marketing strategy
can create pathways towards a desirable future that marketing management will travel
through in order to achieve them.
COURSE OUTLINE
 A framework for marketing strategy
 Strategic decisions
 Competitive behavior and the role of marketing strategy
 Product-market strategies
 Portfolio models and marketing strategy alternatives
 Strategic assessment of offerings
 Marketing strategy implementation and control systems
TEACHING AND LEARNING METHODS
 Lectures
 Case studies
 Article reviews
 Videos
 Multi-media presentations
 In-class debates and discussion
 Student presentations
METHODS OF ASSESSMENT
 Coursework: 40% (individual assignment; group work and presentations)
 Exam: 60%
RECOMMENDED READING LIST
Books
Cravens, D. W. (2000), Strategic Marketing, 6th ed., Boston: Irwin-McGraw-Hill.
Jain, S. C. (2000), Marketing Planning & Strategy, 6th ed., Ohio: South-Western
Publishing.
Sudharsan, D. (1995), Marketing Strategy: Relationships, Offerings, Timing &
Resource Allocation, Englewood Cliffs, NJ: Prentice-Hall.
Journals
Journal of Strategic Marketing, Journal of Marketing, Harvard Business Review.
Course descriptor template/mp
MBA/MPSM COURSE DESCRIPTOR
COURSE TITLE
CA 620 - Corporate Environmental
Management
Professor Theodore Panayotou
3
Core
Elective
21
63
None
COURSE INSTRUCTOR(S)
NO. OF CREDITS (1 CREDIT = 7 HOURS)
MBA CORE/ELECTIVE
MPSM CORE/ELECTIVE
CLASS CONTACT HOURS
MINIMUM LEARNING EFFORT (IN HOURS)
PREREQUISITES (IF ANY)
OBJECTIVES
The objective of this course is to sensitize the students to the environmental impacts of
business and to alert them to the opportunities that the environmental challenge opens to
business for cost reduction, product differentiation, risk management and innovation for
long-term competitive advantage. The course also aims to provide tools for analyzing
environmental problems and formulating strategic responses, as well as implementing
environmental management systems, such as ISO 14001.
LEARNING OUTCOMES
Upon completion of this course, the student should be able to readily identify
environmental challenges and opportunities faced by specific business in specific
circumstances, and formulate and evaluate alternative responses including risk
management, environmental investments, process and product redesign, “green”
accounting, “green” marketing, and EMS.
COURSE OUTLINE
 Introduction and overview
 The natural environment of business
 Global trends in environmental concerns
 The green consumer
 Ethical investments and green funds
 Product differentiation and green premiums
 Environmental risk management
 Innovation and the Porter Hypothesis
 The Pollution Haven Hypothesis
 Environmental Certification EMAS and ISO14001
 Beyond compliance
 Green Accounting
 Green Marketing
 Environmental-driven product-development
 Cases: Volvo, AT & T, ABB, Southern Company & ARCO
 The EU environmental acquis
TEACHING AND LEARNING METHODS
Lectures, class discussion, syndicate group work, case method, role-play in board of
directors meetings.
METHODS OF ASSESSMENT
Class participation : 20% (including quizes)
In-class examination: 80%
RECOMMENDED READING LIST
Alexander J “ABB Engineering Construction” in: Sullivan R. and H. Wyndham
“Effective Environmental Management: principles and case studies”, 2001, pp 113-135
Dickerson K R “Leading Change in the Face of Product Elimination: ARCO’s Strategic
Choices in a Cleaner-Burning Gasoline” in: Piasecki et al “Environmental
Management and Business Strategy”, 1999, pp 123-136
ECOTEC et al 2001 “The Benefits of Compliance with the Environmental Acquis for the
candidate countries”
Lovins A B, L H Louius and P Hawken “A Road to Natural Capitalism” in Harvard
Business Review May-June 1999
Mon J and B Alhenby “Leveraging Innovative Potential: Design for Environment at AT
& T” in: Piasecki et al “Environmental Management and Business Strategy”, 1999, pp
151-163
Piasecki et al. “Environmental Accounting for Competitive Advantage” in
“Environmental Management and Business Strategy: Leadership Skills for the 21st
Century”, 1999, pp 107-120”
Piasecki et al. “Environmentally Driven New Product” in “Development
Environmental Management and Business Strategy: Leadership Skills for the 21st
Century”, 1999, pp 121-136
Ports M E and C Van der Linde “Green and Competitive: Finding the Stalemate”
Harvard Business Review Sept-Oct 1995
Reinhardt F L “Bringing the Environment Down to Earth”, Harvard Business Review
July-August 1999
Rothenberg S and J Maxwell “Extending the Umbrella of Social Concern: Volvo’s
Strategic Approach to Environmental Management” in: Piasecki et al “Environmental
Management and Business Strategy”, 1999, pp 192-204
Sullivan, R and H Wyndham “Environmental Management System Standards and
Certification” in: “Effective Environmental Management: Principles and Case Studies”,
2001, pp 17-53
Walley N and B Whitehead, “It’s not Easy Being Green”, Harvard Business Review on
Business and the Environment, 2000
Welford, Richard “Corporate Environmental Management 3: Towards Sustainable
Development”, 2000, pp 109-126
Woodhall R and Butler T “Environmental Commitment at the Southern Company” in:
Piasecki et al “Environmental Management and Business Strategy”, 1999, pp 308-327
MBA/MPSM COURSE DESCRIPTOR
COURSE TITLE
CR 620 – Ethics in Business &
Government
Professor Theodore Panayotou
3
Core
Core
21
63
None
COURSE INSTRUCTOR(S)
NO. OF CREDITS (1 CREDIT = 7 HOURS)
MBA CORE/ELECTIVE
MPSM CORE/ELECTIVE
CLASS CONTACT HOURS
MINIMUM LEARNING EFFORT (IN HOURS)
PREREQUISITES (IF ANY)
OBJECTIVES
To sensitize the students to the ethical dimensions of business and to train them to
identify ethical dilemmas and resolve them based on ethical principles and moral theory.
To examine the social responsibility of business from different perspectives
(American/British, European/Japanese, etc.) and to introduce tools of ethical analysis of
management decisions involving difficult choices between right and right and wrong and
wrong.
LEARNING OUTCOMES
The students completing the course should be able to readily identify ethical dilemmas in
business, analyze them based on ethical principles, and resolve them in a defensible
direction or rigorously evaluate the “morality” of others’ decisions, again based on
alternative moral theories.
COURSE OUTLINE
 Introduction and overview
 Basic concepts in business ethics
 The case against ethics in business
 The case for ethics in business
 Legality and morality
 Why the law cannot do it
 Ethical theories and principles
 Rights and duties
 Justice and fairness
 Rawls’ theory of justice
 Moral relativism
 Stakeholder vs shareholder management
 Ethics in finance and accounting
 Ethics in marketing and advertising
 Ethics in employment
 Ethics in international business
TEACHING AND LEARNING METHODS
Lectures, case method, class discussion, syndicate group work, class presentations, roleplay, ethical dilemma simulation.
METHODS OF ASSESSMENT
Class participation (including written class quiz) : 20%
In-class examination
: 80%
RECOMMENDED READING LIST
Almeder R. “Morality and Market Place”
Arrow K “Social Responsibility and Economics Efficiency”
Freeman R E “A Stakeholder Theory of the Modern Corporation” in Snogenbos et al
Friedman M “The Social Responsibility of Business is to Increase Profits”
Sen, Amartya “Does Business Ethics Make Economic Sense”
Sloan Management Review, Winter 2000
Snoeyenbos M, R Almeder, I Humber (Eds) “Business Ethics” 3rd edition, Prometheus
books NY 2001
Stone C “Why the Law Can’t Do It?”
Velasquez M G, “Business Ethics: Concepts and Issues” 5th edition, Prentice Hall, NJ
2002
Waddock S & Smith N “Corporate Responsibility Audit: Doing Well and Doing Good”
PBS Video “Bigger than Enron”
Cases:
Aluminium Co of America
Hooker Chemical Company
Nestle
NYEC
Philip Morris
Procter & Gamble Co.
Texaco
The Markin Mining Company
The McDonald’s Polysterene Case
The Wall Street Effect
Course descriptor template/mp
MBA/MPSM COURSE DESCRIPTOR
COURSE TITLE
COURSE INSTRUCTOR(S)
NO. OF CREDITS (1 CREDIT = 7 HOURS)
MBA CORE/ELECTIVE
MPSM CORE/ELECTIVE
CLASS CONTACT HOURS
MINIMUM LEARNING EFFORT (IN HOURS)
PREREQUISITES (IF ANY)
OBJECTIVES
CR 610 - Organizational Behavior
Dr. Constantine Kontoghiorghes &
Dr. A. Kelly
3
Core
Core
21
63
Nil
The aim of this course is to organize and communicate the most valid and most
applicable knowledge of the organization behavior field in a systematic fashion and to
emphasise the importance of this understanding in the pursuit of individual and collective
goals. This course also attempts to provide an integrative framework within which the
numerous organizational behavior issues and variables can be situated and
conceptualised.
LEARNING OUTCOMES
After taking this course the student will be able to: define organizational behavior and
trace its history and development; identify the central concepts of organization behavior
and their relationship to effective management; examine the nature of personality and
attitudes and describe how they contribute to individual differences and their
implications for management; describe and discuss the content and process theories of
motivated behavior in order to understand what we do, why we do it and the level of
effort with which we do it; describe the nature of groups, how they form and develop and
their impact on communication, task achievement, motivation, job satisfaction and
conformity; explore the nature of intergroup competition and co-operation and the
managerial strategies necessary for creating more co-operative interactions; define
communication and discuss its purposes in organizations; provide an overview of the
development of the early theories of leadership from the traits concept to the behavioural
dimensions of leadership; identify and summarize other contemporary approaches to
leadership; define the nature of power and describe the various sources of power and its
use in exerting influence both upwards and downwards in organizations; understand the
functional and dysfunctional consequences of political behavior in organizations and
identify the appropriate managerial practices for controlling it; understand the
importance of negotiating as an important process in organizational behavior; examine
the nature of conflict and the various methods that may be employed in its resolution;
discuss the internal and external pressures for change in organizations and the reasons
why people resist change; examine the stages in the management of change process and
the range of techniques and interventions used in implementing an effective change
program; understand the nature of individual behavior and motivation in an international
context; and, discuss the significance of cultural differences in the management of
international companies.
COURSE OUTLINE









The Nature of Individual Differences and Attitudes
The Motivation of People at Work
The Nature of Groups
Communication
Leadership
Power and Politics
Conflict, Negotiation and Intergroup Behavior
Organizational Change and Development
National Cultures and Work Values
TEACHING AND LEARNING METHODS







Lectures
Case studies
Practical Exercises
Videos
Multi-media presentations
In-class debates and discussion
Student presentations
METHODS OF ASSESSMENT


Coursework: 40% (individual assignment; cases; group work and presentations)
Exam: 60%
RECOMMENDED READING LIST
Books
Stephen P. Robbins, (2000), “Essentials of Organizational Behavior (7th ed.), Upper
Saddle River, NJ: Prentice Hall.
Robert Kreitner, (1998), “Organizational Behavior”, Boston, Mass.: Irwin/McGrawHill.
Gregory Morehead, (1998), “Organizational Behavior: Managing People and
Organizations”, Boston: Houghton Mifflin.
Journals
Academy of Management Journal, Academy of Management Executive, Academy of
Management Review, Journal of Management Studies, Journal of Business Research,
Harvard Business Review, Organization Development Journal, Applied Psychology,
Group and Organization Studies.
Course descriptor template/mp
MBA/MPSM COURSE DESCRIPTOR
COURSE TITLE
COURSE INSTRUCTOR(S)
NO. OF CREDITS (1 CREDIT = 7 HOURS)
MBA CORE/ELECTIVE
MPSM CORE/ELECTIVE
CLASS CONTACT HOURS
MINIMUM LEARNING EFFORT (IN HOURS)
PREREQUISITES (IF ANY)
OBJECTIVES
CR 710 - Final Project Workshop
Dr. Jim Leontiades
2
Core
Core
14
42
None
The aims of this course are to:
* To inform students on the requirements of the CIIM project.
* To inform them of the project options from which they may choose.
* To provide guidance on writing a project
* To provide a step by step procedure which they may follow with their project tutor.
* To assist them in choosing a project.
* To assist students begin the initial stages of choosing and writing a project.
LEARNING OUTCOMES
* Participants will acquire an understanding of the basic elements of project report
writing.
* They will know the types of project options open to them.
* They will have an opportunity to develop their project ideas.
* They will have an improved knowledge of the procedure to be followed in writing their
project.
* They will be aware of the correct use of references and the presentation of material.
COURSE OUTLINE
* The aims and purpose of the CIIM project.
* The project options.
* Desired project qualities.
* The procedure to be followed.
* The field survey
* What to include and avoid.
* Presentation of material.
* Use of references.
TEACHING AND LEARNING METHODS
* Lectures
* Project examples
* Project writing exercises, review and comment on project proposals.
METHODS OF ASSESSMENT
No assessment
RECOMMENDED READING LIST
The CIIM Final Project (2003)
Course descriptor template/mp
MBA/MPSM COURSE DESCRIPTOR
COURSE TITLE
COURSE INSTRUCTOR(S)
NO. OF CREDITS (1 CREDIT = 7 HOURS)
MBA CORE/ELECTIVE
MPSM CORE/ELECTIVE
CLASS CONTACT HOURS
MINIMUM LEARNING EFFORT (IN HOURS)
PREREQUISITES (IF ANY)
OBJECTIVES
Market Research
Andreas Petrou
2
MBA Core
MPSM Core
14
Quantitative Methods for Business
Learn how to conduct market research assignments that produce business insights and
valid/reliable results. By the end of this course students should:
 Get exposed to the different types of business problems that can be addressed through
market research
 Understand the steps involved in the market research process and be able to apply them
to solve business problems
 Get exposed to the different types of research designs and be able to select the
appropriate design
 Learn how to develop samples that represent the population of study
 Understand the type of errors involved in market research and be able to minimize
error
 Get exposed to the different survey methods and learn how to select the best method
for the problem of study
 Develop questionnaires that increase response rates and reduce biases
 Introduced to basic data analysis
 Learn how to present data in meaningful ways
COURSE OUTLINE
Introduction to market research
 What is market research
 Type of problems that can be solved through market research
 The market research industry
The market research process
 Translating business issues to research questions
 Research designs
 Data collection methods
Secondary vs primary research
 Advantages/disadvantages
 Sources of data
 Applications
Qualitative research
 Guided interviews
 Focus groups
Quantitative research
 Population surveys vs. sample surveys
 Error involved in estimating population parameters
 Research validity and reliability
 Quantitative research methodology
Sampling
 Identifying the population
 Selecting a sampling procedure
 Sample size
 Sampling error
Data collection methods
 Advantages/disadvantages
 Applications
 Dealing with non-response bias
Questionnaire design
 Attitude measurement
 Question development
 Sequencing
 Pre-testing
Data analysis and presentation
 Frequency distributions
 Descriptive statistics
 Cross-tabulations
 Presentation of messages
TEACHING AND LEARNING METHODS
Lecture and discussion of key concepts and theories
Case study discussions and presentations
Short class exercises
METHODS OF ASSESSMENT
Class participation
Group case studies
Individual project
20%
20%
60%
There will be 3 to 4 group case studies.
RECOMMENDED READING LIST
Books
No textbook is required for this class however, a number of books are recommended. You
can find copies in the library.
Course descriptor template/mp
MBA/MPSM COURSE DESCRIPTOR
COURSE TITLE
CM 600 - Enterprise, Innovation and
the Public Sector
Prof Andrew M McCosh
5
Elective
Core
35
105
None
COURSE INSTRUCTOR (S)
NO. OF CREDITS (1 CREDIT = 7 HOURS)
MBA CORE/ELECTIVE
MPSM CORE/ELECTIVE
CLASS CONTACT HOURS
MINIMUM LEARNING EFFORT (IN HOURS)
PREREQUISITES (IF ANY)
OBJECTIVES
The goal of the course is to help public servants and students who may enter the public
service to understand the need for a managerial orientation to that work, if it is to meet the
new expectations of the public. The old bureaucratic and hierarchical methods of
administration will no longer satisfy, and a more entrepreneurial style must be adopted.
This course has been taught for several years now in several countries, and citizen
satisfaction is directly correlated to the level of adoption of the concepts of new public
management. I must make clear that I am not claiming that the course is having the effect
of achieving such adoption on its own, it can only help if there is political will and citizen
demand. New Public Management entails pushing decision authority down to the lowest
possible level of management. It involves empowering the citizens to make their own
choices about which schools they will send children to, and which hospitals they will take
sick relatives to. Above all it involves elimination of rules and regulations which have no
effect except to prevent the satisfaction of the legitimate wants of the citizens. They have
now reached the point of refusal to allow any more taxes to be levied.
In addition to NPM, the course involves studying methods of financing infrastructure.
Especially, we study the concept of the Private Finance Initiative, sometimes knows as the
Public Private Partnership Programme. Students examine a number of projects to finance
infrastructural developments, and are required to work at least one of them out in full
spreadsheet format, over a forty year time horizon.
LEARNING OUTCOMES
All students will understand the essence of new public management and the deficiencies of
the former and outdated administrative methods. Those of them who are already in the
public service are required to produce a plan for the introduction of one of the tools of
reinvention of government to their own particular department or ministry. The students
who are not employed yet are required to work through a complete PFI project, for a
particular infrastructure activity. Last year we used the Larnaca desalination plant and the
Antirion Bridge
COURSE OUTLINE
Introduction to the SEIPS module
Competitive and Mission Driven Government
Getting going on implementing Re-invention
Clarity of Purpose in Re-invention
Creative Thinking and How to Organize it. Morphological Analysis.
Principles of Control and Motivation
Results, Customers, and Enterprise in Governments
Financial Management in Departments of the UK Government
Budgeting and Performance Measurement
Assessment of Market type mechanisms
Changing practices in managing people
Controlling and managing regulation
Government Organization and its Re-Thinking
Control systems redesign for Re-invention of Government
The OECD studies and reports. Governance in Transition
The OECD Studies and Reports. Competition and Choice
The OECD Studies and reports. Devolution, while ensuring performance
The OECD Studies and Reports. Human Resource Management
Mission driven organizations. The Police
The Sunnyvalue management system
Performance Auditing – Internationally
The New Zealand Experience
An Example of Mission Driving: The Fire Services, UK
The Culture Thing, and putting it all together for True Re-invention
Business Process Re-engineering
TEACHING AND LEARNING METHODS
Lectures, case studies, team presentations, projects
METHODS OF ASSESSMENT
The assessment has already been discussed under learning outcomes. They do a project on
NPM in their own department, and/or they compute and analyze a PFI project for
infrastructure expansion.
RECOMMENDED READING LIST
Banishing Bureaucracy by Osborne and Plastrik, Addison Wesley 1997
Reinventing Government by Osborne and Gaebler, Addison Wesley 1992
The Skye Bridge, The Audit Commission of the UK, 1996
Governance in Transition:- Public Management Reforms in OECD Countries {OECD
1995}
Course descriptor template/mp
MBA/MPSM COURSE DESCRIPTOR
COURSE TITLE
CM 700 - Financial Management For
The P. S.
COURSE INSTRUCTOR (S)
NO. OF CREDITS (1 CREDIT = 7 HOURS)
MBA CORE/ELECTIVE
MPSM CORE/ELECTIVE
CLASS CONTACT HOURS
MINIMUM LEARNING EFFORT (IN
Prof. Glenn P. Jenkins
5
Elective
Core
35
105
HOURS)
PREREQUISITES (IF ANY)
OBJECTIVES

The objectives of the program are to develop the operational skills of participants so that
they are able to plan and assess all aspects of financial analysis for the public sector,
prepare for project-financing negotiations, measure the impacts of inflation and exchange
rates, and design strategies to address stakeholder concerns and risk management.
LEARNING OUTCOMES

The students will learn how to use of analytical tools needed to prepare the financial
analysis of public sector expenditure.
COURSE OUTLINE

















Managing Contingent Liabilities in the Public Sector
The Role and Components of Investment Evaluation
Exercise: Inventory and accounting for Contingent liabilities in Cyprus
The Components of Cash Flow Analysis and Evaluation of Existing Assets
Analysis of Financial Profiles from Alternative Points of View
 Introduction to the Integrated Financial-Economic-Distributive Appraisal of Projects:
Illustration of Integrated Analysis via the Manila Water Distribution Project Case.
Project Financing Negotiation
Case 1: The Limassol Juice Company
 Analysis of the Limassol Juice Company - Market Competitiveness, Risk, and
Implications for Project Financing
Presentation of results of by Negotiating Teams: The Limassol Juice Company
Discounting and Alternative Investment Criteria
Measuring and Adjusting the Debt Service Coverage Ratio of a Project
Determination of Optimal Scale and Timing of Investment
Use of Consistent Prices, Exchange Rates and Interest Rates in Project Evaluation
Impacts of Inflation on Investment Performance
Application of Stakeholder Analysis
Cost-Effectiveness Analysis
Project Financing and Risk Management
Analysis and Presentation of Case 2
TEACHING AND LEARNING METHODS

The program stresses the application of analytical tools to the solution of practical
problems. It offers an intensive and balanced combination of core lectures, focused
discussion group and case studies.
METHODS OF ASSESSMENT

Case Studies
20% (individual assignment; group work and presentations)

Exam
80%
RECOMMENDED READING LIST

H. Polackova, (1989), Contingent Government Liabilities: A Hidden Risk for Fiscal
Stability, Policy Research Working Paper, Europe and Central Asia Poverty
Reduction and Economic Management Sector Unit, The World Bank. pp 1–8.

C. Baldwin, D. Lessard and S. Mason, (1983) Budgetary Time Bombs: Controlling
Government Loan Guarantees, in Canadian Public Policy, Vol 9 – No. 3, pp.338-346.

“Chapters One and Two” in Cost-Benefit Analysis of Investment Decisions, Glenn P.
Jenkins and Arnold C. Harberger, Queen’s University, 2001.

Jenkins, “The Financial Analysis of a Project, pages 1-33”, Chapter Four, Project
Development and Evaluation Manual, Republic of South Africa, 2003.

Jenkins, “The Financial Analysis of a Project, pages 33-37”, Chapter Four, Project
Development and Evaluation Manual, Republic of South Africa, 2003.

Teaching Note #1: A summary of the Integrated Project Appraisal Methodology:
Manila South Water Distribution Project Case,” 2000.

Andreas Andreou, Glenn P. Jenkins, Savvakis Savvides, “Market Competitiveness,
Risk and Economic Return: The Case of the Limassol Juice Company,” 1996.

Jenkins, “Project Evaluation Criteria, pages 1–33”, Chapter Three, Project
Development and Evaluation Manual, Republic of South Africa, 2003.

Jenkins, “Project Evaluation Criteria”, pages 34–48, Chapter Three, Project
Development and Evaluation Manual, Republic of South Africa, 2003.

Jenkins, “Project Evaluation Criteria”, pages 34–48, Chapter Three, Project
Development and Evaluation Manual, Republic of South Africa, 2003.

Jenkins and Harberger, “The Use of Consistent Prices in the Financial Appraisal”,
Chapter Six: Pages 1-15, Cost–Benefit Analysis of Investment Decisions, Glenn P.
Jenkins and Arnold C. Harberger, Queen’s University, 2001.

Jenkins and Harberger, “The Use of Consistent Prices in the Financial Appraisal”,
Chapter Six: Pages 16-30, Cost–Benefit Analysis of Investment Decisions, Glenn P.
Jenkins and Arnold C. Harberger, Queen’s University, 2001.

“Chapter Fourteen: Evaluation of Stakeholder Impacts in Cost-Benefit Analysis,” in
Cost-Benefit Analysis of Investment Decisions, Glenn P. Jenkins & Arnold C.
Harberger, Queen's University, 2001.

Pedro Belli, et.al, “Chapter 7: Cost Effectiveness,” in Economic Analysis of
Investment Operations: Analytical Tools and Practical Applications, WBI
Development Studies, World Bank Institute, World Bank, 2001.

C.W. Beale, (1984) Trends in Limited and Non-Recourse Financing.

J.M. Niehuss, (1982), An Introduction to International Project Financing.

Finnerty, John D.(1996), Project Financing-Asset-Based Financial Engineering,
Chapter 3, John Wiley & Sons.

Jenkins, G.P and Shukla, G.P., “Linking East and West Bangladesh,” Canadian
Journal of Program Evaluation, 1997, pp. 121-145.

“Jamuna Bridge Project: Sensitivity Analysis of Financial Appraisal (Spreadsheet &
Sensitivity Tables).”
MBA/MPSM COURSE DESCRIPTOR
COURSE TITLE
COURSE INSTRUCTOR (S)
NO. OF CREDITS (1 CREDIT = 7 HOURS)
MBA CORE/ELECTIVE
MPSM CORE/ELECTIVE
CLASS CONTACT HOURS
MINIMUM LEARNING EFFORT (IN
CM 610 - Human Resource
Management in the P.S.
Professor Bill Roche
5
Elective
Core
35
105
HOURS)
Nil
PREREQUISITES (IF ANY)
OBJECTIVES
The subject aims to provide a systematic introduction to human resource management
theory and practice for public sector organizations in the context of the ‘new public
management’. The major innovations in HRM practice in public sectors
internationally are covered, with a particular emphasis on Anglo-Saxon countries,
where such innovations have been pursued to the fullest extent over the past two
decades. The course incorporates the best available international research on the
effects and effectiveness of HRM innovations. The class is invited throughout to
consider and discuss the application of new approaches to the public service and
public sector in Cyprus.
LEARNING OUTCOMES
 Familiarity with major innovations in HRM in the public sector over past two
decades.
 Knowledge of innovations in practice through research and case studies
 How these innovations reflect ‘new public management’ and are introduced
often to support general management and organizational innovation (the
creation of executive agencies and health service trusts etc.
 Technical understanding major core practices (performance-related pay;
partnership; consumer-focused service delivery; modes of pay determination
etc.)
 Capacity to understand innovations and their viability and likely effectiveness
in context of the legal, institutional and governance systems in which they arise
and which they reflect.
 Capacity to contribute constructively and critically to debate on HRM reforms
in Cyprus and Region.
COURSE OUTLINE
 Generic strategies for human resource management
 Competitive strategies and human resource strategies
 Developments in public sector human resource management
 Problems and innovations in employee voice in the public sector
 Innovations in public sector pay determination
 Performance-related pay in the public sector: international trends and debates
 Features and problems of classical approaches to flow management and work
organization in the public sector.
 Consumerism and its challenges to traditional forms of flow management and
work organization.
 Changing concepts of public sector organizational culture and new techniques
for the management of human resource flows and work organization.
 Constraints on the diffusion of human resource management in the public
sector.
TEACHING AND LEARNING METHODS
Lectures, Videos and case studies, Class discussion and debate, Reflection on practice
and professional experience of class members in context of course materials.
METHODS OF ASSESSMENT
Assessment is by a major essay or project at the conclusion of the course, selected by
students from a list of topics that span the course. Topics are formulated in a general
management context, inviting students to advise on the application of innovations and
assess their effectiveness, drawing on the international corpus of research and
experience.
RECOMMENDED READING LIST
Course descriptor template/mp
MBA/MPSM COURSE DESCRIPTOR
EL 700 - International Finance
COURSE TITLE
Dr. Charalambos Pattichis
COURSE INSTRUCTOR(S)
5
NO. OF CREDITS (1 CREDIT = 7 HOURS)
Elective
MBA CORE/ELECTIVE
Elective
MPSM CORE/ELECTIVE
35
CLASS CONTACT HOURS
MINIMUM LEARNING EFFORT (IN HOURS) 105
None
PREREQUISITES (IF ANY)
OBJECTIVES
The main objectives of this course are to introduce students to the complexities of
conducting business in an international setting. Proper international financial
management is a critical issue for the success of a multinational corporation (MNC).
This course is intended as an introduction to the complex mechanics of international
financial markets and the forces that drive them.
LEARNING OUTCOMES
Students taking this course will be able to identify and understand the components and
value of international financial management; Recognise the business and strategic
importance of international financial management; Learn the analytical tools used for
developing, evaluating and implementing successfully concepts of international
financial management; Appreciate the importance of international financial
management in the quest for the success of the MNC.
COURSE OUTLINE
1. Overview of multinational financial management.
2. International flow of funds and the balance of payments.
3. International Financial markets.
4. Exchange rate determination.
5. Currency derivatives.
6. International arbitrage and interest rate parity.
7. Relationships between inflation, interest rates and exchange rates.
8. Measuring exchange rate exposure.
9. Managing transaction exposure.
10. Managing economic and translation exposure.
11. Asset and Liability management
12. Monetary Union in Europe.
TEACHING AND LEARNING METHODS
 Lectures
 In-class assignments
 Take-home assignments
 In-class debates and discussion
METHODS OF ASSESSMENT
Written examination: 100%
RECOMMENDED READING LIST
Madura, J. (2002) International Financial Management, 7th Edition.
(The CIIM library has a huge collection of books on International Finance or
International (or Multinational) Financial Management. These cover the same
topics in the same way).
Course descriptor template/mp
MBA/MPSM COURSE DESCRIPTOR
COURSE TITLE
COURSE INSTRUCTOR (S)
NO. OF CREDITS (1 CREDIT = 7 HOURS)
MBA CORE/ELECTIVE
MPSM CORE/ELECTIVE
CLASS CONTACT HOURS
MINIMUM LEARNING EFFORT (IN
EL 600 - Logistics and Supply Chain
Management
Alan Harrison
5
Elective
Elective
35
105
HOURS)
Nil
PREREQUISITES (IF ANY)
OBJECTIVES
This subject aims to provide participants with a full understanding of the growing
importance of international logistics systems, operations and supply chain
management.
LEARNING OUTCOMES
Participants taking this course will be able to integrate the concepts of logistics and
supply chain management into a business environment that will aim at achieving costeffectiveness and competitiveness.
COURSE OUTLINE
 Logistics and supply chain management defined
 Logistics and supply chain management concepts
 Integrated supply chain management
 Maximizing customer service cost-effectively
 Information technology for the supply chain
 Decision support system for supply chain management
 Logistics network design
 Inventory management in the supply chain; risk pooling; bullwhip effect
 Cost effective distribution strategies
 Outsourcing
 Global supply chain management logistics productivity and performance
 Measurement of performance in logistics
 Logistics quality process
 Third-party logistics
TEACHING AND LEARNING METHODS







Lectures
Case studies
Article reviews
Videos
Multi-media presentations
In-class debates and discussion
Student presentations
METHODS OF ASSESSMENT
 Coursework: 40% (individual assignment; group work and presentations)
 Exam: 60%
RECOMMENDED READING LIST
Books
Ballou, R. H. (1999), Business Logistics Management, 4th ed., Upper Saddle River,
NJ: Prentice-Hall.
Christopher, M. (1998), Logistics and Supply Chain Management, 2nd, ed., London:
Financial Times Prentice-Hall.
Coyle, J. J., Bardi, E. J. and Langley, C. J. (2003), The Management of Business
Logistics- A Supply Chain Perspective, 7th ed., Ohio: South Western.
Stock, J. R. and Lambert, D. M. (2001), Strategic Logistics Management, New York:
McGraw-Hill Irwin.
Journals
Journal of Business Logistics, Transportation Research E: Logistics and
Transportation Review
Course descriptor template/mp
MBA/MPSM COURSE DESCRIPTOR
COURSE TITLE
COURSE INSTRUCTOR (S)
NO. OF CREDITS (1 CREDIT = 7 HOURS)
MBA CORE/ELECTIVE
MPSM CORE/ELECTIVE
CLASS CONTACT HOURS
MINIMUM LEARNING EFFORT (IN
EL 605 - Project Management
Prof. Shlomo Globerson
5
Elective
Elective
35
105
HOURS)
Nil
PREREQUISITES (IF ANY)
OBJECTIVES
Every organization, regardless of its size and nature, deals with projects such as the
introduction of a new product or service, replacement of old facilities, and expansion.
The objectives of this course are: A systematic presentation and analysis of the
approaches, models, techniques and tools used in project management. The course
covers the integration of technical processes and management processes, required to
execute a project integration.
LEARNING OUTCOMES
COURSE OUTLINE
 Meaning of Project Management
 Project Life Cycle Cost
 Project Selection
 Project Scope (WBS)
 Organizing the Project
 Project Design
 Configuration Management
 Labor Estimation
 Project Scheduling
 Resource Planning
 Using a Software Package
 Budgeting the Project
 Risk Management
 Project Control
 Overhead Control
 Quality Management
 Statement Of Work (SOW)
 Project Termination
TEACHING AND LEARNING METHODS
 Lectures
 Case studies
 Team presentation
 Class discussion
METHODS OF ASSESSMENT
 Class participation – 15%
 Examination – 85%
RECOMMENDED READING LIST
Relevant chapters from: A. Shtub, J. Bard, S. Globerson, "Project Management",
Prentice-Hall, 1994. The new edition is expected in March 2004
Course descriptor template/mp
MBA/MPSM COURSE DESCRIPTOR
COURSE TITLE
COURSE INSTRUCTOR (S)
NO. OF CREDITS (1 CREDIT = 7 HOURS)
MBA CORE/ELECTIVE
MPSM CORE/ELECTIVE
CLASS CONTACT HOURS
MINIMUM LEARNING EFFORT (IN
CM 710 - Public
Finance
Dr. Gangadhar P Shukla
5
Elective
Core
35
105
HOURS)
PREREQUISITES (IF ANY)
OBJECTIVES
Nil
The aim of this course is to help the participants get a clear understanding
of the basic principles, policy and practice of public finance in open
economies including developing countries and economies in transitional.
It also enables them to understand the impact of tax policy on the
performance of the public sector and decision making in the private
businesses.
LEARNING OUTCOMES
After completing this course, the participants will be able to analyse and
evaluate the impacts of alternative tax policies on the economy's resource
allocation, income distribution, savings and capital formation, inflation,
and environmental protection; understand the implications of different
types of tax regimes for the private businesses in a country; become
familiar with the pros and cons of government incentives; and appreciate
the intricacies of international trade and taxation including the taxation of
multinationals.
COURSE OUTLINE
 Economic principles of taxation
 Efficiency and incidence of tax policies
 Consumption and income taxes
 Taxation of international trade
 Globalization and trade taxes
 Taxation of income of individuals and companies
 International tax harmonization and multinationals
 Wealth, property, asset and real estate taxation
 Taxation of financial sector and electronic commerce
 Inflation and taxation
 Tax incentives and implications for businesses
TEACHING AND LEARNING METHODS
1. Lectures
2. Class discussions
3. Case studies and problem sets
4. Student presentation
METHODS OF ASSESSMENT
1. Class participation 20%
2. Assignments 20%
3. In-class examination 60%
RECOMMENDED READING LIST
Books:
1.
2.
Richard A. and
Peggy B.
Musgrave,
Public Finance
in Theory and
Practice. Fifth
Edition, (New
York: McGraw
Hill, 1989).
Stephen Lewis,
Jr., Taxation
for
Development:
Principles and
Applications
(Oxford
University
Press, 1984).
A. Tait, Value Added Tax: International Practice and Problems, International
Monetary Fund, 1988
3.
Frieden, Karl, Cybertaxation, (CCH Incorporated Chicago, 2000),
ch 5 “Value Added Taxes and E-Commerce” pp. 402-424, ch 6
“Federal and International Income Taxation of E-Commerce” pp. 504516.
4.
Tanzi, V and L Schuknecht, Public Spending in the 20th Century,
(Cambridge Univ. Press, 2000),
5.
Parthasarathi Shome (ed.), Tax Policy Handbook, (International
Monetary Fund, 1995).
Journals:
1. World Bank, World Development Reports
2. Journal of Economic Literature
3. Report of Taxation Commission (1990), Government of Sri Lanka, P.B.
Jayasundera.
Course descriptor template/mp
MBA/MPSM COURSE DESCRIPTOR
COURSE TITLE
COURSE INSTRUCTOR(S)
NO. OF CREDITS (1 CREDIT = 7 HOURS)
MBA CORE/ELECTIVE
MPSM CORE/ELECTIVE
CLASS CONTACT HOURS
MINIMUM LEARNING EFFORT (IN HOURS)
PREREQUISITES (IF ANY)
CM 720 - Environmental
Management of Projects
Professor Theodore Panayotou
3
Elective
Core
35
105
CR520 Managerial Economics
OBJECTIVES
The objective of this course is to develop skills in identifying, analyzing and mitigating
the environmental impacts of projects and policies. Environmental impact assessment is
a standard requirement for large projects, and valuation of environmental benefits and
costs and assessment of risks are needed for comparability with economic benefits and
costs. The competitive advantage of national economies and businesses increasingly lies
with policies and projects that show, in addition to good financial and economic returns,
benign environmental impacts.
LEARNING OUTCOMES
The students learn how to identify and scope environmental impacts of projects and
policies, and how to use sophisticated valuation techniques to obtain theoretically valid
and defensible values for goods and services not priced by markets, or priced incorrectly
because of policy and market failures. Students that complete the course are able to do
benefit cost analysis and non-market valuation.
COURSE OUTLINE
 Introduction and Overview
 Environmental Impact Assessment (EIA)
 Cost Benefit Analysis (CBA)
 Total Economic Value and Willingness to Pay (WTP)
 Overview of Valuation Methods
 Conventional Market-Based Methods
 Valuation of Risk to Life and Health
 Hedonic Valuation Methods (HVM)
 Travel Costs Method (TCM)
 Contingent Valuation Method (CVM)
 Integration of Environmental Values into Cost-Benefit Analysis
 Project and Policy Appraisal and Selection
 Case Studies
TEACHING AND LEARNING METHODS
Lectures, case method, mathematical model simulations, hands-on valuations, syndicate
group work; assessment of actual projects; in-class presentations.
METHODS OF ASSESSMENT
Class participation (including in-class written quizes and problem sets): 20%
In-class final examination: 80%
RECOMMENDED READING LIST
Boardman G and W Vining Cost-Benefit Analysis: Concepts and Practice, Prentice Hall,
NJ 1996
Callan T J Environmental Economics and Management: Theory Policy and
Applications, Irwin (1996)
Georgiou S, D Whittington, D Pearce and D Moran Economic Values and the
Environment in the Developing World, Edward Edgar, UNEP (1997)
Hanley N The Role of Environmental Valuation in Cost-Benefit Analysis
Khan J A Economic Approach to Environment and Natural Resources, Dryden Press
1998
Panayotou T Environmental Economics lecture notes
Viscusi K and T Gayer Quantifying and Valuing Environmental Health Risks, in
Handbook of Environmental Economics
Environmental Management of Projects
Course descriptor template/mp
MBA/MPSM COURSE DESCRIPTOR
COURSE TITLE
COURSE INSTRUCTOR(S)
NO. OF CREDITS (1 CREDIT = 7 HOURS)
MBA CORE/ELECTIVE
MPSM CORE/ELECTIVE
CLASS CONTACT HOURS
MINIMUM LEARNING EFFORT (IN
EL 735 - Financial Engineering
Dr. Stelios Platis
3
Elective
Elective
21
63
HOURS)
Basic Statistics
PREREQUISITES (IF ANY)
PREREQUISITES (IF ANY)
Financial Engineering refers to the designing of financial instruments to tackle the
financial and even operational problems of a business as well as exploit opportunities
that exist in the markets. This is why financial engineering is increasingly becoming
an indispensable instrument for every internationally active organization. This course
aims to give a pragmatic and applied approach to financial engineering and prepare the
participant for the challenges the financial markets present to today’s manager.
LEARNING OUTCOMES
By keeping a high-level and practical approach, this course provides the participant
with an understanding of the issues involved in today’s financial markets from the
view-point of a financial engineer and introduces the participant to the quantitative
methods in computational finance through applied examples. Through real-life cases
from the international business practice the participant gets a hands-on exposure to
sophisticated methods and tools used by today’s financial engineers. Thus the
participant is given the tools to understand and even design such methods in class.
COURSE OUTLINE
 Introduction to Financial Engineering
 Capital Markets: An Introduction
 Capital Markets and Products
 Derivatives Basics
 Random Assets
 Predicting the Markets
 Group Exercise: Trading Game
 Stochastic Calculus: Basics
 Modelling: Monte Carlo and VB
 Fixed Income Basics
 Fixed Income Products
 Modelling: Yield curve calculations
 Options
 Equity Markets
 Currencies and Commodities
 Portfolios and Portfolio Management
 Portfolio Management: Introduction to RM
 Derivatives mistakes and other financial disasters
TEACHING AND LEARNING METHODS
 Lectures
 Case studies analysis
 In-class debates and discussion
 Design and build tools
METHODS OF ASSESSMENT
 Coursework: 50% (group work design and build tools)
 Exam:
50% (individual assignment / take-home exam)
RECOMMENDED READING LIST
 Saunders, A. and Cornett, M. M. (2001), Financial Markets and Institutions: A
Modern Perspective, McGraw-Hill Irwin
 Jorion, P. (2003), Financial Risk Manager Handbook, Wiley Finance
 Jorion, P. (2001), Value at Risk (2nd edition), McGraw-Hill
 Wilmott, P (2000), Paul Wilmott on Quantitative Finance, Willey Finance
Course descriptor template/mp
MBA/MPSM COURSE DESCRIPTOR
COURSE TITLE
COURSE INSTRUCTOR (S)
NO. OF CREDITS (1 CREDIT = 7 HOURS)
MBA CORE/ELECTIVE
MPSM CORE/ELECTIVE
CLASS CONTACT HOURS
MINIMUM LEARNING EFFORT (IN
EL 615 - International Business
Environment II
Dr. Jim Leontiades
3
Elective
Elective
21
63
HOURS)
None
PREREQUISITES (IF ANY)
OBJECTIVES
The aims of this course are to give participants:
* An understanding of the broader international and global competitive environment.
* A knowledge of the major international trends influencing business
* A knowledge of specific international business methods and types of enterprise
* An awareness of the position of Cyprus within the international/global business
context.
* A Knowledge of global business strategies
LEARNING OUTCOMES
* Participants will acquire familiarity with the concepts underlying trade and
international investment.
* They will have knowledge of the diverse views today regarding globalization.
* They will understand the managerial distinctions and their reasons between
different models of international/ global enterprise.
* They will have a grasp of the forces driving international business today.
* They will have a knowledge of forces driving international a global business
COURSE OUTLINE
* The international economic system
* International trade and investment
* The rise of global industries
* Models of international enterprise
* The global markets concept
* The global enterprise
* Global sources of competitive advantage
* Positioning in global industries
TEACHING AND LEARNING METHODS
*Lectures, & Case Studies
*Video
*Team exercises
METHODS OF ASSESSMENT
Individual examination
RECOMMENDED READING LIST
J. Leontiades, Managing the Global Enterprise, Prentice Hall/Financial Times, ’01 (ch 18,10)
P.A. Samuelson,W.D.Nordhaus, Economics, 14th edition, McGraw-Hill Internatl.pp 660-671
The WTO Under Fire, The Economist, Sept 20th, 2003.
D. Arnold, J. Birkinshaw,O. Toulan, “Can Selling be Globalized”, California Management
Review, Fall 2001.
S.Green, F.Hassan,J. Immelt, M. Marks, D.Meiland, “In Search of Global Leaders”, HBR,
August, 2003.
Cases: G.F. Jones International , Ford, The Evolution of a Global Company
Course descriptor templat/mp
Course descriptor templat/mp
MBA/MPSM COURSE DESCRIPTOR
COURSE TITLE
COURSE INSTRUCTOR (S)
NO. OF CREDITS (1 CREDIT = 7 HOURS)
MBA CORE/ELECTIVE
MPSM CORE/ELECTIVE
CLASS CONTACT HOURS
MINIMUM LEARNING EFFORT (IN
EL 620 - International Marketing
Dr. Photis M. Panayides
3
Elective
Elective
21
63
HOURS)
Nil
PREREQUISITES (IF ANY)
OBJECTIVES
This subject aims to provide participants with a full understanding of the principles of
international marketing. It also aims to equip participants with the ability to apply the
methods, tools and techniques used for identifying, analysing and selecting
international market opportunities.
LEARNING OUTCOMES
Candidates completing this course will be able to have a thorough understanding of
international markets, how to analyze and seek opportunities in international markets
and the methods for entering the markets as well as the techniques for successful
marketing in cross-border transactions.
COURSE OUTLINE
 International and global marketing defined.
 The international marketing environment
 Analyzing global marketing opportunities
 International marketing mix
 International market segmentation and buying behaviour
 Global trading
 Modes of international market entry
TEACHING AND LEARNING METHODS
 Lectures, Case studies & Article reviews
 Videos & Multi-media presentations
 In-class debates and discussion
 Student presentations
METHODS OF ASSESSMENT
 Coursework: 40% (individual assignment; group work and presentations)
 Exam: 60%
RECOMMENDED READING LIST
Books
Cateora, P. R. and Graham, J. L. (2002), International Marketing, 11th ed., Boston:
McGraw-Hill.
Czinkota, M. R. and Ronkainen, I. A. (2002), Best Practices in International
Marketing, Fort Worth: Harcourt College Publishers.
Doole, I. And Lowe, R. (2001), International Marketing Strategy, 3rd ed., London:
Thomson Learning.
Jeannet, J-P. and Hennessey, H.D. (2001), Global Marketing Strategies, 5th ed.,
Boston: Houghton Mifflin Company.
Johansson, J. K. (2003), Global Marketing, 3rd ed., New York: McGraw-Hill Higher
Education.
Journals
Journal of International Marketing, International Marketing Review, Harvard Business
Review
Course descriptor template/mp
MBA/MPSM COURSE DESCRIPTOR
EL 705 – Management Science
COURSE TITLE
COURSE INSTRUCTOR(S)
3
NO. OF CREDITS (1 CREDIT = 7 HOURS)
Elective
MBA CORE/ELECTIVE
Elective
MPSM CORE/ELECTIVE
21
CLASS CONTACT HOURS
MINIMUM LEARNING EFFORT (IN HOURS) 63
MS Excel
PREREQUISITES (IF ANY)
OBJECTIVES
To develop students’ ability to represent and analyze complex management decision
problems using structured models
LEARNING OUTCOMES
Students in the course will become proficient in the following modeling techniques:
decision trees; mathematical programming; simulation modeling; elementary game
theory. These techniques are appropriate for tactical, operational, and strategic decision
making
COURSE OUTLINE
Decision Trees
Decision trees, payoffs, and probabilities
Rolling-back trees and the EMV decision criterion
Sensitivity analyses
Insights and limitations of decision trees
Value of information trees
The value of information and its basic properties
Decision trees versus simulation
Using simulation for risk analysis
Interpreting simulation results
Simulation errors
Evaluation of hedging strategies using put and call options
_
_
_
_
_
_
_
_
_
_
_
Optimization Modeling
Optimization models versus simulation models
Linear optimization
Examples and applications
Graphical interpretation
Shadow prices
Sensitivity analysis
Optimization under uncertainty
_
_
_
_
_
_
_
Game Theory
Introduction to Game Theory
Normal Form Games and Nash Equilibria
Prisoner’s Dilemma
Information Economics and the Principal-Agent Paradigm
Competitive Auction Bidding
TEACHING AND LEARNING METHODS
Lectures
Practice problem assignments
Cases
In-class debates and discussions
METHODS OF ASSESSMENT
Take home exam 50%
Class exam 50%
_
_
_
_
_
RECOMMENDED READING LIST
Game Theory with Economic Applications, Bierman and Fernandez, 2nd edition
Addison Wesley, pages 3-59
Data, Models and decision, The Fundamentals of Management Science, Bertsimas and
Freund, Southwestern College Publishing , Chapters 1 and 7
Course descriptor template/mp
MBA/MPSM COURSE DESCRIPTOR
COURSE TITLE
COURSE INSTRUCTOR (S)
NO. OF CREDITS (1 CREDIT = 7 HOURS)
MBA CORE/ELECTIVE
MPSM CORE/ELECTIVE
CLASS CONTACT HOURS
MINIMUM LEARNING EFFORT (IN HOURS)
PREREQUISITES (IF ANY)
EL 710 - Managing in the
EU
Phedon Nicolaides
3
Elective
Elective
21
63
Introductory
microeconomics
OBJECTIVES
The European Union is the largest trading bloc in the world. It is also the largest
trading partner of most countries in central and eastern Europe and the
Mediterranean. The rules of competition of the EU apply to any company that does
business in the European Union or trades with it. Knowledge of the EU competition
policy is an indispensable business tool. The purpose of the course is to provide
students with a deep understanding of the competition policy of the European Union
and the economic concepts which are used in the enforcement of that policy.
LEARNING OUTCOMES
Students develop an understanding of how competition rules impact on business and
policy decisions and what they need to do to achieve compliance.
COURSE OUTLINE
Economics of competition.
The purpose of competition policy in the EU.
The rules on restrictive agreements and cartels and case analysis.
The rules on abuse of dominant market position and case analysis.
Merger control and case analysis
The treatment of public companies and companies with public service mission.
The rules on public subsidies and case analysis.
TEACHING AND LEARNING METHODS
The course uses two teaching methods to achieve its objectives: traditional lectures
and interactive case studies where the students have to analyse real cases and apply
the concepts that are presented in the lectures. Students also assume different roles,
“playing” enforcers and defendants in competition cases.
METHODS OF ASSESSMENT
Students are assessed on the basis of written assignments or in-class examinations.
RECOMMENDED READING LIST
Students are asked to read the lecture notes and other background documents
provided to them in advance. They are also asked to consult the European
Commission’s internet site:
http://europa.eu.int/comm/competition and to read the booklet on competition
rules and consumers at
http://europa.eu.int/comm/competition/citizen/citizen_index.html#1
Recommended text books:
Valentine Korah, EC Competition Law and Practice, (Oxford: Hart Publishing,
2000).
Richard Wish, Competition Law, (London: Butterworths, 2001).
Course descriptor template/mp
COURSE OUTLINE
COURSE TITLE
COURSE INSTRUCTOR (S)
NO. OF CREDITS (1 CREDIT = 7 HOURS)
MBA CORE/ELECTIVE
MPSM CORE/ELECTIVE
CLASS CONTACT HOURS
MINIMUM LEARNING EFFORT (IN
EL 625 - Management Information
Systems
Dr. Sheizaf Rafaeli
3
Elective
Elective
21
63
HOURS)
Nil
PREREQUISITES (IF ANY)
OBJECTIVES
This course establishes a baseline set of concepts and skills in the interaction of
management and information systems. It is an academic and intellectual approach to
preparing managers to be enlightened users and clients of Information Systems
services and consulting. This course presents information as one of the three
essential resources in managing, alongside people and capital. The tools, skills and
issues that are required for the efficient and effective creation, storage, retrieval,
transport and exploitation of information are reviewed in this course.
LEARNING OUTCOMES
The emphasis is not on hands-on skills. Rather, this course prepares the manager to
specify requirements and assess their delivery on the part of others. Basic skills such
as word processing, electronic spreadsheet, electronic mail, surfing etc. are assumed
and required.
The course has three sections: (1) Basic notions of information, organizations and
decision making (2) Technological notions of hardware, software, databases and
telecommunication (3) Systems notions of analysis and design, artificial intelligence
and ethics in the management of information and systems.
Candidates taking this course will be able to identify and understand the basic terms
and processes of information systems; Learn the analytical tools used for developing,
evaluating and implementing information sytems; Understand how technology
constrains and enables, how it should be integrated and co-ordinated.
COURSER OUTLINE
The course covers the following topics:
Information: definition, measurement, economic importance and
problematic aspects.
Organizations and systems.
Individual decision making.
Introduction to Hardware and Software (issues for managers)
Telecommunication (concepts and constructs)
Databases (issues for managers)
Artificial Intelligence (issues for managers)
Analysis and Design (introduction to specification, modeling and
diagramming)
Ethics in Computers and Information Systems
TEACHING AND LEARNING METHODS
This course is based on readings, cases, lectures, and tutorials.
METHODS OF ASSESSMENT
The course has written assignments and a final test, conducted online.
RECOMMENDED READING LIST
The Laudon and Laudon Introduction to MIS textbook is recommended as
background and for preparation for the final test.
Management Information Systems, Seventh and Eighth Editions,
by Kenneth C. Laudon and Jane P. Laudon, Prentice Hall, 2002(3),
ISBN 0-13-011732-3.
Instructor’s powerpoint slides are a resource made available to the students. Students
are directed to an extensive list of supplementary readings, available here:
http://132.74.124.36/BookListInInformationSystems.htm
Additional texts of interest include:
Information Systems: A Manager;s Perspective, Alter, S. Addison Wesley
Introduction to Information Systems, O’Brian, JA , Irwin
Management Information Systems, 8th Edition By McLeod and Schell; ISBN:
0-13-019237-6; 2001; Prentice Hall
Information Systems Management in Practice, 6th Edition* By McNurlin and
Sprague; ISBN: 0-13-101139-1; Prentice Hall; 2004
Information Systems Today , By Jessup and Valacich; ISBN: 0-13-009414-5;
2003; Prentice Hall
Course descriptor template/mp
MBA/MPSM COURSE DESCRIPTOR
COURSE TITLE
EL 630 - Managing the Service
Industry
Dr. Photis M. Panayides
COURSE INSTRUCTOR (S)
3
NO. OF CREDITS (1 CREDIT = 7 HOURS)
Elective
MBA CORE/ELECTIVE
Elective
MPSM CORE/ELECTIVE
21
CLASS CONTACT HOURS
MINIMUM LEARNING EFFORT (IN HOURS) 63
Nil
PREREQUISITES (IF ANY)
OBJECTIVES
To provide the opportunity to participants to gain a comprehensive and integrated
knowledge of the new frameworks and concepts geared to the characteristics of
services and the nature of service competition.
LEARNING OUTCOMES
Candidates taking this course will be able to understand the importance of services in
the new economy and appreciate the need for new approaches in managing the service
industry. Participants will learn the key tools and techniques for understanding,
managing, delivering and controlling customer service that will enable companies and
organizations to achieve their marketing and corporate objectives.
COURSE OUTLINE
 Importance and growth of services
 The product/service continuum
 The characteristics of services and marketing implications
 Managing service capacity and demand
 The service concept
 The services marketing concept
 The service encounter
 The service delivery process
 Service quality and measurement
 Relationships in services marketing
 Services marketing strategy: internal, external and interactive marketing
TEACHING AND LEARNING METHODS
 Lectures
 Case studies
 Article reviews
 In-class debates and discussion
 Videos
 Multi-media presentations
 Student presentations
METHODS OF ASSESSMENT
 Coursework: 40% (individual assignment; group work and presentations)
 Exam: 60%
RECOMMENDED READING LIST
Books
Hoffman, K. D. and Bateson, J. E.G. (2001) Essentials of Services Marketing:
Concepts, Strategies and Cases, 2nd ed., Ohio: South-Western Learning.
Lovelock, C. (2001), Services Marketing- People, Technology, Strategy, 4th ed., Upper
Saddle River, NJ: Prentice-Hall.
Swartz, T. A. and Iacobucci, D. (2000), Handbook of Services Marketing &
Management, Thousand Oaks: Sage Publications.
Zeithaml, V. A. and Bitner, M. J. (1996), Services Marketing, 6th ed., New York:
McGraw-Hill.
Journals
Journal of Services Marketing, The Service Industries Journal, Journal of Service
Research, Harvard Business Review
Course descriptor template/mp
MBA/MPSM COURSE DESCRIPTOR
COURSE TITLE
COURSE INSTRUCTOR (S)
NO. OF CREDITS (1 CREDIT = 7 HOURS)
MBA CORE/ELECTIVE
MPSM CORE/ELECTIVE
CLASS CONTACT HOURS
MINIMUM LEARNING EFFORT (IN
EL 635 - Ship Management
Dr. Photis M. Panayides
3
Elective
Elective
21
63
HOURS)
Nil
PREREQUISITES (IF ANY)
OBJECTIVES
This module focuses on the management functions pertaining to the operation of ships
and the activities/inter-relationships of the various stakeholders associated with it.
LEARNING OUTCOMES
Candidates taking this course will have the opportunity to gain a full understanding of
the internal and external environments within which ships are managed. Candidates
will be exposed to the workings, prospects and inter-relationships of third-party ship
management and on the basis of this background will appreciate the requirements for a
successful ship management business.
COURSE OUTLINE
 Framework of international shipping, companies, organisations and regulatory
bodies
 The world fleet and world maritime trade
 Classification societies and quality assurance
 Flag state functions and port state control co-ordination
 Flags of convenience open and second registries and ship registration
 Third-party ship management, development and prospects
 Ship management functions; crewing, operations and technical management;
marine insurance; chartering; manning and recruitment, consultancy, ship
registration
 Reasons for outsourcing ship management
 Ship management agreements: SHIPMAN, CREWMAN
 Relationship between owners and managers
 The ISM Code, the ISMA Code
 Policy: OSRA 1998 and EU competition policy
 Models of maritime clusters
 Conferences, consortia, pools, alliances and joint ventures; market
concentration mergers and acquisitions.
TEACHING AND LEARNING METHODS







Lectures
Case studies
Article reviews
Videos
Multi-media presentations
In-class debates and discussion
Student presentations
METHODS OF ASSESSMENT
 Coursework: 40% (individual assignment; group work and presentations)
 Exam: 60%
RECOMMENDED READING LIST
Books
Branch, A. E. (1996), Elements of Shipping, 7th ed., London: Chapman & Hall.
Farthing, B. (2001), International Shipping, London: LLP Ltd.
Gorton, L., Ihre, R., Sandevarn, A. (1990), Shipbroking and Chartering Practice, 3rd
ed., London: Lloyd’ of London Press.
Grammenos, C. Th. (2002), The Handbook of Maritime Economics and Business,
London: LLP Ltd.
Kendall, L. C. and Buckley, J. J. (1994), The Business of Shipping, 6th ed., Maryland:
Cornell Maritime Press.
Panayides, Ph. M. (2001), Professional Ship Management: Marketing and Strategy,
Aldershot: Ashgate.
Panayides, Ph. M. (1999), International Ship Management: Market Analysis and
Strategic Opportunities, London: IRR Publications.
Willingale, M. (1998), Ship Management, 3rd ed., London: LLP Ltd.
Journals
Maritime Economics and Logistics, Maritime Policy and Management, Transportation
Research E, Lloyd’s Shipping Economist, Lloyd’s Ship Manager.
C
ourse descriptor template/mp
COURSE OUTLINE
SUBJECT TITLE
SUBJECT LECTURER
CREDITS
STATUS
CONTACT HOURS
TOTAL LEARNING TIME
PREREQUISITES
OBJECTIVES
Shipping Finance
Visiting Professor (TBA)
3
Elective (MBA)
21
63
Nil
The aim of this course is to apply financial instruments to the maritime sector.
LEARNING OUTCOMES
Candidates taking this course will be equipped with a thorough understanding of the
workings of the shipping markets from a financial perspective. Candidates will
develop analytical and other generic skills, which facilitate the rigorous analysis of
business decision making in shipping and its effects in the market.
SYLLABUS OUTLINE
 Shipping investment and finance
 Investment feasibility
 Bank credit policy, credit analysis and proposals
 Sources of shipping finance, shipyards and capital markets
 Stock price performance in shipping
 Financial risk in international shipping
 Hedging; internal hedging techniques for currency risk management, external
hedging techniques for currency risk management
 Interest rate risk management in shipping and logistics
 Hedging shipping market risk on BIFFEX
 Hedging fuel price risk
 Forward freight agreements
 Leases
 Empirical issues in financing the shipping and logistics industries.
TEACHING AND LEARNING METHODS






Lectures
Case studies
Article reviews
Multi-media presentations
In-class debates and discussion
Student presentations
METHODS OF ASSESSMENT
 Coursework: 40% (individual assignment; group work and presentations)
 Exam: 60%
RECOMMENDED READING LIST
Books
Drewry Consultants (1996), Shipping Finance: A High Risk – Low Return Business,
London: Drewry Shipping Consultants.
Grammenos, C. Th. (ed) (2002), The Handbook of Maritime Economics and Business,
London: LLP Limited.
Panayides, Ph. M. (2001), Professional Ship Management: Marketing and Strategy,
Aldershot: Ashgate.
Panayides Ph. M. (2002), Recent Developments in International Shipping Finance,
London: Informa Publications.
Stopford, M. (1997), Maritime Economics, 2nd ed., London: Routledge.
Journals
Maritime Economics and Logistics, Maritime Policy and Management, Transportation
Research E, Lloyd’s Shipping Economist
Course descriptor template/mp
MBA/MPSM COURSE DESCRIPTOR
COURSE INSTRUCTOR(S)
Starting up a new business –Business
Plan Competition
Panikkos Poutziouris
NO. OF CREDITS (1 CREDIT = 7 HOURS)
3
MBA CORE/ELECTIVE
Elective
COURSE TITLE
MPSM CORE/ELECTIVE
CLASS CONTACT HOURS
MINIMUM LEARNING EFFORT (IN HOURS)
PREREQUISITES (IF ANY)
21
63
None
OBJECTIVES
The aim this practical module is to offer the opportunity to MBAs to apply in practise key
strategic, entrepreneurial management, business financial tools and techniques in the
context of a start up business venture. More specifically, they will consider a new business
opportunity –idea and undertake a feasibility study through the design and implementation of
experiential market research activity for a new venture ;or for the strategic developmentdiversification of an existing company. Students will develop hands on experience in terms of
the formulation, presentation and promotion of a real business plan proposal to potential
investors/financiers . Business ideas to be featured in the course project fieldwork are to be
welcomed from entrepreneurs .
LEARNING OUTCOMES

To get an insight into the business planning practices for small business start ups

To learn about company formations , legal and tax issues relating to small firms.

To understand the art of creative entrepreneurial thinking and innovation management

To learn the key tools marketing research, formulating convincingly business plan
proposals

To master the various dimensions of the new venture funding process - bootstrapping
finance, business angel private equity-VC etc.

To understand and practice small business financial controls, cash flow management
and to learn how to undertake feasibility -financial analysis, Break-Even-Point ; and small
business risk analysis

To develop insightful knowledge and practical skills about entrepreneurial business
planning skills i.e. market research, communication, presentation, networking skills etc..

To be able to critically evaluate business plans from the perspective of the financier,
investor, entrepreneurial manager and service provider / support agencies
COURSE OUTLINE
Day 1-2 :
Session 1: The Entrepreneurial Map - SMEs, start ups, incubation, tech transfer etc..
Session 2: Creativity, innovation and opportunity – idea generation / evaluation
Session 3 : Entrepreneurial profiles - personality traits – team building , HR issues
Session 4 : Entrepreneurial marketing and strategic planning tools
Session 5: Start up Toolkit: Trade Name / Business Registration - Location Analysis –
Raising Finance
Session 6 : Entrepreneurial Financing
Session 7 Financing Controls - BEP analysis; Cash Flow Management
Session 8 : The Practitioners Perspectives: Company Registrar , Legal/IP, VAT/Tax ,
banking, VC matters
Session 9: The operationalisation of a winning business plan - Evaluation of business plans
Session 10 : Tutorial, interim presentations and assessment of the plan
Day 3 (after 2 weeks) : Group Presentations of Business Plans to panel of experts (this will
be in the context of Business Plan Competition orchestrated by the CIIM Entrepreneurship
Initiative , sponsored by a bank, accountancy, legal firm and high profile entrepreneurs )
TEACHING AND LEARNING METHODS



Series of Seminars on key Business Planning and Entrepreneurial Finance Matters
Case studies and didactic videos featuring the art of Business Planning
Presentations-by guest business entrepreneurs and financiers (live or video case
studies)
MBA/MPSM COURSE DESCRIPTOR
COURSE TITLE
COURSE INSTRUCTOR (S)
NO. OF CREDITS (1 CREDIT = 7 HOURS)
MBA CORE/ELECTIVE
MPSM CORE/ELECTIVE
CLASS CONTACT HOURS
MINIMUM LEARNING EFFORT (IN
EL 640 - Total Quality Management
Dr. Takis Stylianides
3
Elective
Elective
21
63
HOURS)
PREREQUISITES (IF ANY)
OBJECTIVES
None
To familiarize and improve participants' knowledge of basic concepts relevant to quality
management and discuss continuous quality improvement methods and tools currently in use.
To introduce the Malcolm Baldridge National Quality Award and the European Quality
Award as well as the ISO 9000 Quality Standards Series and to discuss a Service Quality
Model.
LEARNING OUTCOMES
The students will learn several TQM models as well as several TQM tools that can
apply at their own work environment
COURSE OUTLINE
Introduction
Overview of Quality Management
What is quality?
Who is the customer?
The TQM gurus and their TQM models
Continuous quality improvement methods and tools
SPC, Pareto Analysis, Cause and Effect Diagram, Affinity Diagram, etc
The Quality Awards: MBNQA, EQA, Deming Prize
Quality Standards: ISO 9000 Series
Measuring and monitoring service quality
The SERVQUAL model
TEACHING AND LEARNING METHODS
A combination of lectures, discussions, practical exercises, videos, and case studies
METHODS OF ASSESSMENT
Assessment will be based on 20% class participation and 80% on a take home case study
analysis at the end of the course
RECOMMENDED READING LIST
J. M. Juran & Frank M. Gryna: “Quality Planning and Analysis”
Philip Crosby: “Quality is Free”
Several articles from TQM Journals, and newspapers
Course descriptor template/mp
MBA/MPSM COURSE DESCRIPTOR
Venture Capital
COURSE TITLE
Panikkos Poutziouris
COURSE INSTRUCTOR(S)
3
NO. OF CREDITS (1 CREDIT = 7 HOURS)
Elective
MBA CORE/ELECTIVE
MPSM CORE/ELECTIVE
14
CLASS CONTACT HOURS
MINIMUM LEARNING EFFORT (IN HOURS) 42
None
PREREQUISITES (IF ANY)
OBJECTIVES
This practical course is geared for MBAs who are interested in working for venture capital
organizations, bank-financiers, and fund managers investing in VC funds. It will also prove
useful for entrepreneurs and start-up / growth business managers seeking VC money.
Topics to be covered include : the mechanics of VC across the capital cycle; raising VC
funds; structuring VC partnerships ; company valuation techniques; how investments in
entrepreneurial firms are evaluated and deals structured ; adding value and monitoring
investments; how VCs harvest and exit from deals. A number of VC practical tools will be
illustrated via the use of state of the art case studies; moreover a number of quest
speakers from the financial community will be invited to offer their practical insight
LEARNING OUTCOMES

To get an insight into the birth and growth drivers of the VC industry

To understand how a venture capital fund is set up, and managed.

To understand the factors shaping the deal structure from the VC and ownermanager side

To learn the key tools of the trade – cash flow management , company
valuation , business plan evaluation etc.

To practically examine the dynamics of Leveraged Management Buy _Outs ;
determinants of borrowing levels

To consider how VC add value to their investee companies

To consider exit routes – mainly the flotation route

To develop the insightful knowledge and practical skills needed to be able to
deal proficiently with the professional venture capitalist, government agencies,
business partners seeking equity –funded entrepreneurial growth strategies.
COURSE OUTLINE
Session 1 : The emergence of the Venture Capital Industry
Session 2: The built up and management of venture capital fund
Session 3: VC deal structures -- instruments for managing downside risk
Session 4: Company Valuations Techniques for VCs
Session 5: Leveraged Buy -Outs
Session 6: How do VCs add Value -- Forum involving VC and Entrepreneurial
Firm
Session 7: Tools and Insights about How to Raise Money from the VC
Session 8: How do VCs exit form their investments
TEACHING AND LEARNING METHODS
MBA/MPSM COURSE DESCRIPTOR
COURSE TITLE
EL 715 – Business Modeling
and Forecasting
Prof. Nikitas Pittis
2
Elective
Elective
14
42
Basic Statistics Knowledge
COURSE INSTRUCTOR(S)
NO. OF CREDITS (1 CREDIT = 7 HOURS)
MBA CORE/ELECTIVE
MPSM CORE/ELECTIVE
CLASS CONTACT HOURS
MINIMUM LEARNING EFFORT (IN HOURS)
PREREQUISITES (IF ANY)
OBJECTIVES
To introduce the basic principles of forecasting in finance, economics and business
with special emphasis on business modeling. The participant is introduced to the
tools and methods to model real life problems and analyze scenarios. Participants
will be taught various types of forecasting methods and be trained in the rudiments of
business modeling and the use of such models in business.
LEARNING OUTCOMES
 Understand the degree of complexity that characterizes economic phenomena
 Learn how to extract useful information from the data
 Apply modern forecasting techniques to appropriate data
 Use a powerful computer package for model building and forecasting
 Evaluate and discuss results, with reference to model adequacy and
adjustments
COURSE OUTLINE
Introduction
 Forecasting: why do we care?
 Data Representations
 Randomness Vs Determinism and Complexity
Methods of forecasting
 Judgment methods
 Scientific Methods: The concept of a “Statistical Model”
 Metaphysics
 Credibility and limitations of Methods
Trends and Cycles
 Deterministic Vs Stochastic Trends
 Deterministic Vs. Stochastic Cycles
 Seasonality
 Pattern and Periodicity: The extend to which “Past” is related to “Future”
Model Building
 A simple “Recursive” Structure
 A realistic Model to handle the Complexity of the Business World
 Alternative Models
 Scatter diagrams and Curve fitting
 Simple regression and Extrapolation
Case studies
Multivariate Analysis: Global Trends
TEACHING AND LEARNING METHODS
Lectures, case method, individual work, group discussions, computer simulations, inclass exercises
METHODS OF ASSESSMENT
Final Exam
RECOMMENDED READING LIST
Makridakis, S., Wheelwright, S. C. and McGee, V. E., “Forecasting: Methods and
Applications”, 2nd edn, John Wiley and Sons, 1983
Makridakis, S. “Forecasting, Planning and Strategy for the 21st Century”, The Free
Press, 1990
Wilson, J. H. and Keating, B., ”Business Forecasting”, Irwin, 1990
Butler, W. F., Kavesh, R. A. and Platt, R. B., (eds), “Methods and Techniques of
Business Forecasting”, Prentice Hall, inc. 1974
Course descriptor template/mp
MBA/MPSM COURSE DESCRIPTOR
COURSE TITLE
COURSE INSTRUCTOR (S)
NO. OF CREDITS (1 CREDIT = 7 HOURS)
MBA CORE/ELECTIVE
MPSM CORE/ELECTIVE
CLASS CONTACT HOURS
MINIMUM LEARNING EFFORT (IN
EL720 - Corporate Governance
Dr Loizos Heracleous
2
Elective
Elective
14
42
HOURS)
None
PREREQUISITES (IF ANY)
OBJECTIVES
This course aims to:
 Raise students’ awareness of the importance of good corporate governance to
companies and countries
 Impart the key principles of effective corporate governance and discuss the
board and institutional mechanisms by which good governance can be
achieved
 Clarify directors’ responsibilities to shareholders and other stakeholders
 Highlight the importance of ethics for good governance
LEARNING OUTCOMES
Students will be able to evaluate company and country governance based on
established principles of effective governance and knowledge of the mechanisms by
which this can be achieved. They will gain detailed knowledge of such issues as the
roles of board committees, the jobs of the Chair and CEO, remuneration of directors,
and the strategic responsibilities of the board; and will learn how to apply this
knowledge through the use of case studies. Through this course students will gain a
better awareness of the responsibilities of directors to shareholders and other
stakeholders, and can consequently more effectively exercise their rights as
shareholders, as well as meet their responsibilities as potential company directors.
COURSE OUTLINE
The purpose and strategic role of the Board
 Questionable governance? Some spectacular failings of corporate governance
 Does good corporate governance make a difference to performance?
 The changing global context of governance: Pressures for developing effective
boards
 The board as agents of the owners
 Duties and strategic roles of directors: Four dilemmas of the board
 The importance of board independence and how to achieve it
 Case study: Off with his head?
Ethical dilemmas at Board level
 Why discuss ethics in governance? The power of corporations and
questionable ethics
 Do business ethics make a difference to performance?
 Obstacles to ethical conduct
 Levers for creating an ethical climate
 Ethical examination of a decision: A framework
Case studies: $5 a booking (Kidzline)
Organizing for influence: structure in the boardroom
 Why do we need board organization?
 Types of corporate boards
 Types of Board Committees
 Directors’ roles in committees
 Case studies: Stone & Webster and Hour Glass
The Chairperson’s role, special situations and best practices in governance
 The Chairman’s role
 Duties and responsibilities of the chair
 Evaluating the Chair and the CEO
 Governance in private family businesses
 Governance in closely held public corporations
 Governance in subsidiaries of holding companies or MNCs
 Board responsibilities in mergers and acquisitions
 Case Study: Waste Management Corp
 Conclusion: Best practices in corporate governance
TEACHING AND LEARNING METHODS
 Lectures
 Case discussions and other class analysis
 Student presentations
 Group projects
METHODS OF ASSESSMENT
Class participation (25%)
Case analysis (25%)
Group project (50%)
RECOMMENDED READING LIST
Articles
 Coombes, P. and Watson, M. 2000. Three surveys on corporate governance.
McKinsey Quarterly, 4: 74-77.
 Economist. 2003. The way we govern now. January 11th, pp. 59-61.
 Finegold, D., Lawler, E. and Conger, J. 2001. Building a better board. Journal
of Business Strategy, Nov/Dec: 33-37.
 Heracleous, L. 2000. What is the impact of corporate governance on
organizational performance? Corporate Governance: An International Review,
9 (3): 165-173.
 Heracleous, L. and Lan, L. L. 2002. Who wants to be a competent director? An
evaluation tool of directors’ knowledge of governance principles and legal
duties. Corporate Governance: The International Journal of Effective Board
Performance, 2 (4): 17-23.
 Hitt, M., Ireland, D. and Hoskisson, R. 2003. Corporate Governance. In Hitt et
al., Strategic Management: Competitiveness and Globalization. South-Western
College Publishing: 306-341.
 Lawler, E. E., Finegold, D. L., Benson, G. S. and Conger, J. A. 2002.
Corporate boards: Keys to effectiveness. Organizational Dynamics, 30 (4):
310-324.
 Lee, P. 2001. Not badly paid but paid badly. Corporate Governance, 10 (2):
69-74.
 Monks, R. 2001. Redesigning corporate governance structures and systems for
the twenty first century. Corporate Governance: An International Review, 9
(3): 142-147.
 Montgomery, C. A. and Kaufman, R. 2003. The board’s missing Link.
Harvard Business Review, March, pp. 86-93.
 de Swaan, J. C. and Harper, N. W. C. 2003. Getting what you pay for with
stock options. McKinsey Quarterly, 1: 2-5
Case studies
 Off with his head? Champion, D. (2001). Harvard Business Review, October,
35-46.
 Five dollars a booking (Kidzline). Sligo, F. X. (2000). Asian Case Research
Journal, 4, 2: 135-143.
 Corporate Governance at the Hour Glass. 2003. In Singh, K., Pangarkar, N.
and Heracleous, L. Business Strategy in Asia: A Casebook (2nd Edition).
Thomson Learning.
 Waste Management Corp. In Monks, R. and Minow, N. (2001). Corporate
Governance (2nd Ed): 403-421. Oxford: Blackwell.
 Stone & Webster. In Monks, R. and Minow, N. (2001). Corporate Governance
(2nd Ed): 422-434. Oxford: Blackwell.
Course descriptor template/mp
MBA/MPSM COURSE DESCRIPTOR
COURSE TITLE
COURSE INSTRUCTOR(S)
NO. OF CREDITS (1 CREDIT = 7 HOURS)
MBA CORE/ELECTIVE
MPSM CORE/ELECTIVE
CLASS CONTACT HOURS
MINIMUM LEARNING EFFORT (IN HOURS)
PREREQUISITES (IF ANY)
OBJECTIVES
EL 650 - Creativity Management
Panikkos Poutziouris
2
Elective
Elective
14
42
None
The objective of the module is for MBAs to gain a practical understanding of the
creative management and innovative process, know how to stimulate creativity and
break down barriers to innovation. Creativity, often defined as the generation of new
ideas, solutions, approaches, can often prove stimulus to developing an approach to
innovation and entrepreneurial thinking in the context of naming/marketing new
products, solving qualitative problems, developing new creative ventures, as an
entrepreneur or working within a corporation as an intrapreneur. The course will
supplement the orthodox technocratic MBA agenda with the framework of creative
management i.e. the paradigms of creativity and problem solving but also the practice
of nurturing creative behavior.
LEARNING OUTCOMES





To identify the origins of creativity theories, concepts and paradigms
To understand the human thinking modes – how can we classify personalities by
multiple intelligences quotient [MIQ]
To master the various stages of creative problem management
To learn via experimentation with creative problem solving models how creative
capabilities and culture can be developed
To appreciate how creativity techniques can add value to business venturing and
strategizing
COURSE OUTLINE
Session 1: Creativity – from theory to practise
Session 2: Thinking modes; L-R brains
Session 3: Multiple Intelligence and Learning styles
Session 4: Models of creative problem solving
Session 5: Engineering creativity- live case study – quest speaker from industry
Session 6: Creativity Workshops
Session 7: Creativity in the context of management of change and the innovation
process
TEACHING AND LEARNING METHODS





Series of Seminars on Key Creativity Matters
Case studies and didactic videos featuring the practise of creativity
Presentations-by guest business entrepreneurs (live or video case studies)
Presentation of interim reports on creativity – following experimentation
Fieldwork: critical examination of the practise of creativity in organisations
METHODS OF ASSESSMENT
Individual assessment: Following fieldwork/research investigation prepare a report of
2-3,000 words on either A or B activities:
A
(i)
With the co-operation of a peer member, self evaluate and report on your
multiple intelligence quotient (50%)
(ii)
Evaluate your learning style and then critically review the course and suggest
how this can be modified in order to enhance effective learning? (50%)
Or
B
(i) Report on an organisation where creativity is celebrated – owner/managers
continuously foster creativity and innovation; contrary case study reports
where creativity and innovation is systematically arrested will also be
acceptable.
RECOMMENDED READING LIST





Rickards T.; Creativity and the Management of Change, Blackwell, 1999
Harris Craig; Art and Innovation, MIT, 1999 Harvard Business Review on
Innovation Harvard Business Review on Change 1998Harvard Business
Review on Breakthrough Thinking 1998Boden M. A.; Dimensions of
Creativity, MIT Press, 1996Pedler M. et al; The Learning Company, 2nd
Edition, McGraw Hill, 1997
Harvard Business Essentials - Managing Creativity And InnovationRunco, M,
& Pritzker, S., (1999) Encyclopedia of creativity, San Diego: APLumsdaine ,
Keep on Moving: Entrepreneurial Creativity and Effective Problem Solving
ISBN: 0072841532
Davis ,Managing Creativity - ISBN: 033520693X
Epstein, Robert , The Big Book of Creativity Games: Quick, Fun Activities for
Jumpstarting Innovation ISBN: 0071361766
Course descriptor template/mp
MBA/MPSM COURSE DESCRIPTOR
COURSE TITLE
COURSE INSTRUCTOR (S)
NO. OF CREDITS (1 CREDIT = 7 HOURS)
MBA CORE/ELECTIVE
MPSM CORE/ELECTIVE
CLASS CONTACT HOURS
MINIMUM LEARNING EFFORT (IN
EL655 - Electronic Commerce
Dr. Sheizaf Rafaeli
2
Elective
Elective
14
42
HOURS)
none
PREREQUISITES (IF ANY)
OBJECTIVES
The Internet and associated technologies form the foundation upon which the
information infrastructures of business and society are being built. The "Electronic
Business" course develops an understanding of the main components of electronic
business and commerce. It is based on the value chain including e-products and eservices, e-procurement, online marketing, e-contracting, online distribution, epayment and electronic customer relationship management.
The objectives of the course include:
Balance chance and risk of electronic business activities
Understand the technological imperatives and obstacles to e-business
Develop a business model for electronic products and services
Understand the value chain including the information, negotiation, and
processing phase of electronic business transactions
Know the characteristics of customer relationship management and online
marketing
Understand the effects of electronic business for individuals and society
LEARNING OUTCOMES
Candidates taking this course will be able to identify and understand the components
and value of e-business; After the rise and fall of excitement regarding dot com
business, what remains? Recognise the business and strategic importance of the
internet and its role in domestic and international business; Learn the analytical tools
used for developing, evaluating and implementing e-business systems; Understand
how technology is and should be integrated and co-ordinated in the conduct of
traditional and new forms of business; Appreciate the importance of
telecommunication opportunities in the quest for competitive advantage and higher
performance.
COURSE OUTLINE
The course covers the following topics:
Business Models on the internet
Frameworks for analyzing technology and market intersections
Encryption technologies
Digital methods of payment
Privacy issues and technologies of stickiness
Customer Relation Management, Web Measurement and Access Logs
Online auctions
Knowledge Management, Communities of Practice
TEACHING AND LEARNING METHODS
This course is based on readings, cases, lectures, and tutorials. The course contains a
large element of in-class discussion. There is an online syllabus with PowerPoint
slides, and numerous online animations, tutorials and extra references, here:
http://ebusiness.rafaeli.net/
METHODS OF ASSESSMENT
Evaluation is based on a written examination and (if time permits) in-class group
assignments and presentations.
RECOMMENDED READING LIST
There is an extensive online syllabus, including pointers to online resources, a
bibliography of books and journal articles, a concept map for the topics covered in
class – here:
http://ebusiness.rafaeli.net/
Other useful texts in the field include:
Carter, J. A. (2002). Developing e-Commerce Systems. Upper Saddle River,
NJ: Prentice Hall. http://www.pearsoneduc.com/book.asp?prodID=231546&d=CM
Chaffey, D. (2002). E-Business and E-Commerce Management. Essex, UK:
Pearson Education. http://www.booksites.net/chaffey/
Evans, P., & Wurster, T. S. (2000). Blown to bits: how the new economics of
information transforms strategy. Boston, Mass.: Harvard Business School
Press
Kalakota, R., & Whinston, A. B. (1997, 2000, 2003). Electronic commerce: A
manager's guide. Reading, Mass.: Addison-Wesley
Krishnamurthy, S. (2002). E-Commerce Management: Text and Cases:
South Western Thomson Learning. http://krishnamurthy.swcollege.com
Laudon, K. C., & Traver, C. G. (2002). E-commerce: Business. Technology.
Society. Boston: Addison
Wesley. http://www.aw.com/catalog/academic/product/1,4096,0201748150,00.html
Mohammed, R., Fisher, R. J., Jaworski, B. J., & Paddison, G. (2004). Internet
Marketing (2 ed.). New York: McGraw-Hill Higher
Education. http://www.mhhe.com/catalogs/0072865261.mhtml
Phillips, P. (2003). E-Business Strategy: Text And Cases. Maidenhead, UK:
McGraw-Hill Education. http://www.mcgraw-hill.co.uk/html/0077098374.html
Rowley, J. (2002). E-business: Principles and Practice. Houndmills, UK:
Palgrave. http://www.amazon.co.uk/exec/obidos/ASIN/0333949145/mortenraskdk-21
Turban, E., King, D., Lee, J., Warketin, M., & Chung, H. M. (2002). Electronic
commerce: a managerial perspective (2 ed.). Upper Saddle River, NJ:
Pearson Education, Prentice
Hall. http://www.prenhall.com/academic/product?ISBN=0130653012
Course descriptor template/mp
MBA/MPSM COURSE DESCRIPTOR
COURSE TITLE
EL 660 - Entrepreneurship and
Innovation
Andreas Petrou
2
Elective
Elective
14
42
None
COURSE INSTRUCTOR(S)
NO. OF CREDITS (1 CREDIT = 7 HOURS)
MBA CORE/ELECTIVE
MPSM CORE/ELECTIVE
CLASS CONTACT HOURS
MINIMUM LEARNING EFFORT (IN HOURS)
PREREQUISITES (IF ANY)
OBJECTIVES
Learn how to promote innovation and entrepreneurship in organizations by
influencing the key “pillars” of innovation.
LEARNING OUTCOMES
 Understand why organizations fail to innovate
 Get exposed to models adopted by innovative organizations
 Learn how to use tools and techniques for analyzing the external environment for
signals
 Learn how to identify core competencies in the organization and employ them to
innovate
 Recognize the key facilitators of innovation in an organization and be able to
design an innovative organization
 Learn how entrepreneurship can be cultivated in large organizations and
maintained is smaller growing companies
COURSE OUTLINE
Introduction to innovation and entrepreneurship
- types of innovation
- the innovation process
- characteristics of the entrepreneur
Barriers to innovation – why great companies fail?
- organizational culture
- core rigidities
- dominant designs
- mental maps
Market signals
- techniques for environmental analysis
- issues with market research/experimentation
Strategic innovation
- redefining the rules of the game
- core competencies as drivers of innovation
- innovation as a core strategy
Creating the innovative organization
- a model of organizational change
- structuring for innovation – the ambidextrous organization
Competing at the edge of chaos
- entrepreneurship in large organizations
- maintaining entrepreneurship in the growing smaller organization
TEACHING AND LEARNING METHODS
 Lecture on key concepts/theories
 Paper & Case study discussions
 Short class exercises
 Company/industry research/analysis
METHODS OF ASSESSMENT
 Individual project 60%
 Class participation 40%
RECOMMENDED READING LIST
Tushman, M. and C. O’Reilly (2002). Winning through innovation. Boston Mass.,
Harvard Business School Press
Tidd, J., J. Bessant and K. Pavitt (2001). Managing innovation. Chichester, Wiley
Christensen, C. (2003). The innovator’s dilemma. Cambridge, Mass., Harvard
Business School Press.
Chesbrough, H. (2003). Open innovation. Boston Mass., Harvard Business School
Press
Kirby, D. (2000). Entrepreneurship. London, McGrow Hill.
Course descriptor template/mp
MBA/MPSM COURSE DESCRIPTOR
COURSE TITLE
Family Business Management
COURSE INSTRUCTOR(S)
Panikkos Poutziouris
NO. OF CREDITS (1 CREDIT = 7 HOURS)
2
MBA CORE/ELECTIVE
Elective
MPSM CORE/ELECTIVE
CLASS CONTACT HOURS
MINIMUM LEARNING EFFORT (IN HOURS)
PREREQUISITES (IF ANY)
14
42
None
OBJECTIVES
The aim of the module is to offer to MBAs a practical insight into entrepreneurial
dynamics of owner-managed family businesses and large dynastic business
families . Topics covered will include : managing and growing the family
business , conflict management and governance schemes for the owning family
and business regime, strategic succession planning and financing transitions .
Through the use of interactive video cases- featuring the Guccis, Batas etc.. , via
quest speaker perspectives and live project fieldwork approach, participants will
be equipped with practical tools and techniques useful to chart family business
growth and continuity strategies ; and of course how to optimise their managerial
careers as insiders or outsiders in the closely held family business .
LEARNING OUTCOMES

To analyse the advantages and dis-advantages of family ingredients that may
differentiate success from failure of family businesses

To get an practical insight into family business systems – family trees, genograms
which condition the development of the family business – business family .

To identify the particular issues that contribute to the unique family cultural
dynamics – conflicting systems; governance schemes for the family and business

To master the techniques and tools used to manage the succession planning
process

To get practical insight into financing family business transitions – secure growth
capital and liquidity
 To offer MBAs guides, tools and techniques useful in their effort to strategically
optimise their roles as insiders / outsiders in the closely held family business and/or
to map their future management career plans;

COURSE OUTLINE


Session 1: The dual legacy of the family business entrepreneurship
Session 2: The co-evolutionary development of the family and business; the family
business management ownership system model
 Session 3 : Governing the Family Business System, Cultural – Governance
Paradigms
 Session 4 : The strategic succession planning framework (with diagnostics and
prognostics).
 Session 5 The role of the Family Council - Constitution in regulating the role of the
family in business .
 Session 6 : The financial development of family firms – Pruning and Exit options
TEACHING AND LEARNING METHODS
 Series of Seminars on key Family Business Topics

Case studies and didactic videos featuring Family firms e.g. Guccis, Clarke Shoes

Presentations-by guest family business entrepreneurs and financiers

Evaluation of real family businesses – local and international dynasties

Fieldwork: On a consultancy basis - research and formulate succession plans for live
family firms alternatively, – research and document family business case study
reporting on flotation/exit strategies, strategic succession planning processes
MBA/MPSM COURSE DESCRIPTOR
COURSE TITLE
COURSE INSTRUCTOR (S)
NO. OF CREDITS (1 CREDIT = 7 HOURS)
MBA CORE/ELECTIVE
MPSM CORE/ELECTIVE
CLASS CONTACT HOURS
MINIMUM LEARNING EFFORT (IN
EL 665 - International Business
Environment I
Dr. Jim Leontiades
2
Elective
Elective
14
42
HOURS)
None
PREREQUISITES (IF ANY)
OBJECTIVES
The aims of this course are to give participants:
* An understanding of the broader international and global competitive environment.
* A knowledge of the major international trends influencing business
* A knowledge of specific international business methods and types of enterprise
* An awareness of the position of Cyprus within the international/global business
context.
LEARNING OUTCOMES
* Participants will acquire familiarity with the concepts underlying trade and
international investment.
* They will have knowledge of the diverse views today regarding globalization.
* They will understand the managerial distinctions and their reasons between
different models of international/ global enterprise.
* They will have a grasp of the forces driving international business today.
COURSE OUTLINE
* The international economic system
* International trade and investment
* The rise of global industries
* Models of international enterprise
* The global markets concept
* The global enterprise
* Positioning in global industries
TEACHING AND LEARNING METHODS
*Lectures
*Case Studies
*Video
*Team exercises
METHODS OF ASSESSMENT
Individual examination
RECOMMENDED READING LIST
J. Leontiades, Managing the Global Enterprise, Prentice Hall/Financial Times, ’01
(chps 1-4,8,10).
P.A. Samuelson,W.D.Nordhaus, Economics, 14th edition, McGraw-Hill Internatl.pp
660-671.
The WTO Under Fire, The Economist, Sept 20th, 2003.
D. Arnold, J. Birkinshaw,O. Toulan, “Can Selling be Globalized”, California
Management
Review, Fall 2001.
S.Green, F.Hassan,J. Immelt, M. Marks, D.Meiland, “In Search of Global Leaders”,
HBR,
August, 2003.
Cases: G.F. Jones International , Ford, The Evolution of a Global Company
Course descriptor templat/mp
Course descriptor templat/mp
MBA/MPSM COURSE DESCRIPTOR
COURSE TITLE
EL 670 - Introduction to the
European Union
Phedon Nicolaides
2
Elective
Elective
14
42
COURSE INSTRUCTOR (S)
NO. OF CREDITS (1 CREDIT = 7 HOURS)
MBA CORE/ELECTIVE
MPSM CORE/ELECTIVE
CLASS CONTACT HOURS
MINIMUM LEARNING EFFORT (IN HOURS)
PREREQUISITES (IF ANY)
OBJECTIVES
The purpose of the course is to impart a broad understanding of the origin, rules and
activities of the European Union. Even those who do not deal directly with the EU or
have a professional interest in studying the EU still need to know how the EU
functions, how it may affect their tasks within business or public administrations, what
kind of rights it confers, what kind of obligations it imposes and how they may benefit
from Community funds and the programmes it sponsors.
LEARNING OUTCOMES
Students understand the complexity of the EU, how it may influence business
transactions or the functioning of public administrations and where to find the
necessary information.
COURSE OUTLINE
Introduction: course objectives and methods
Why be interested in the EU and what is its significance?
EU origins and evolution
Discussion: What is your perception of the EU?
The EU and EC system
EU institutions and decision-making procedures.
Discussion: What do you think is the right decision-making system for the EU?
The single market, its four freedoms and tax rules.
Discussion: In you opinion, what more and what less should the EU do? Should it
harmonise direct taxes?
Main EU policies: common agricultural policy, structural policies, competition policy,
trade policy.
Discussion: What are the main obligations of business under the EU
competition rules? What should be the CAP and structural policies in the
enlarged EU?
EU budget.
Discussion: How should the burden of financing the EU budget be shared?
Economic and monetary union.
Discussion: Should there be monetary union in the EU? When should the new
member states join the eurozone? What are the consequences of the single
currency on business?
Enlargement of the EU.
Discussion: What are the limits of the enlargement of the EU? What
opportunities does it offer and what challenges does it pose?
TEACHING AND LEARNING METHODS
Each session includes lectures and discussion. Very detailed lecture notes have been
developed for this purpose, which are distributed in advance. These notes are also a
source of reference for the students. After each lecture there is discussion on a the main
points and further questions are explored so that students begin to form their own
views.
METHODS OF ASSESSMENT
Students are assessed on the basis of written essays or in-class examinations.
RECOMMENDED READING LIST
Students are asked to read the lectures notes that are delivered beforehand and consult
the following internet sites:
http://europa.eu.int general website for accessing the EU Council, Commission,
Parliament
http://www.europarl.eu.int/factsheets/default_en.htm provides fact sheets on EU
structure and policies
http://www.europa.eu.int/eur-lex/en/about/abc/index.html information on EU law
and decision-making procedures
http://europa.eu.int/business information for business
http://europa.eu.int/citizens information on the rights of citizens
http://www.euractiv.com latest news and analysis of EU affairs
http://www.eipa.nl information on EU policy issues
Recommended text book:
Debra Johnson and Colin Turner, European Business: Policy Changes for the New
Commercial Environment, (London: Routledge, 1999)
Course descriptor template/mp
MBA/MPSM COURSE DESCRIPTOR
COURSE TITLE
COURSE INSTRUCTOR(S)
EL 725 - Leadership
Dr. Constantine Kontoghiorghes &
A. Kakabadse
2
Elective
Elective
14
42
Nil
NO. OF CREDITS (1 CREDIT = 7 HOURS)
MBA CORE/ELECTIVE
MPSM CORE/ELECTIVE
CLASS CONTACT HOURS
MINIMUM LEARNING EFFORT (IN HOURS)
PREREQUISITES (IF ANY)
OBJECTIVES
The aim of this course is to present a broad review of theory and research on leadership
in formal organizations. Further, this course summarizes the main characteristics of
leadership and attempts to provide the answer to the question of what makes a person
an effective leader.
LEARNING OUTCOMES
Upon completion of this course the student will be able to: describe the main
leadership theories; describe the main managerial and leadership traits and skills;
differentiate between management and leadership; describe the different types of
leadership; explain the different perspectives of effective leadership behavior; and,
become familiar with the issues related to ethical leadership and diversity.
COURSE OUTLINE
 Introduction: The Nature of Leadership
 The Nature of Managerial Work
 Perspectives on Effective Leadership Behavior
 Participative Leadership, Delegation, and Empowerment
 Dyadic Role-Making Theories and Fellowship
 Power and Influence
 Managerial Traits and Skills
 Contingency Theories of Effective Leadership
 Charismatic and Transformational Leadership
 Leading Change in Organizations
 Leadership in Teams and Decision Groups
 Strategic Leadership by Executives
 Developing Leadership Skills
 Ethical Leadership and Diversity
 Overview and Integration
TEACHING AND LEARNING METHODS
 Lectures
 Case studies
 Practical Exercises
 Videos
 Multi-media presentations
 In-class debates and discussion
 Student presentations
METHODS OF ASSESSMENT
 Coursework: 40% (individual assignment; cases; group work and presentations)
 Exam: 60%
RECOMMENDED READING LIST
Books
Gary A. Yukl, (2002). “Leadership in Organizations” (5th ed.), Upper Saddle River,
NJ: Prentice Hall.
Afsaneh Nahavandi, (2002). “The Art and Science of Leadership” (3rd.), Upper Saddle
River, NJ: Prentice Hall.
James G. Clawson, (2002). “Level Three Leadership” (2nd ed.), Upper Saddle River,
NJ: Prentice Hall.
James M. Kouzes, (2002). “The Leadership Challenge Card: Side A: The Ten
Commitments of Leadership; Side B: The Five Practices of Exemplary Leadership”, (3rd Ed.),
Jossey-Bass.
Journals
Journal of Leadership & Organizational Studies, Leadership & Organization
Development Journal, Journal of Occupational and Organizational Psychology,
Academy of Management Journal, Academy of Management Executive, Academy of
Management Review, Journal of Management Studies, Journal of Business Research,
Harvard Business Review, Organization Development Journal, Applied Psychology,
Group and Organization Studies.
Course descriptor template/mp
MBA/MPSM COURSE DESCRIPTOR
COURSE TITLE
EL 675 - Managerial
Accounting
Peter Clarke
2
Elective
Elective
14
42
Financial Accounting
COURSE INSTRUCTOR (S)
NO. OF CREDITS (1 CREDIT = 7 HOURS)
MBA CORE/ELECTIVE
MPSM CORE/ELECTIVE
CLASS CONTACT HOURS
MINIMUM LEARNING EFFORT (IN HOURS)
PREREQUISITES (IF ANY)
OBJECTIVES
The objectives for this course are to introduce the student to the preparation and use
of relevant financial and non-financial information in the context of managerial
planning and control decisions within a variety of organisational settings
LEARNING OUTCOMES
At the end of this course participants will be able to:
(a) use correctly the full range of terminology within the modern discipline of
managerial
accounting; and
(b) understand the principles involved in preparing managerial accounting reports;
and
(ci) apply, in an intelligent manner, relevant managerial accounting information in
the context of planning and control decisions within organisation; and
(d) judge whether the application of development in managerial accounting are
appropriate to
their organisations.
SYLLABUS OUTLINE
1. Introduction to Accounting as part of a decision making process. The distinction
between Financial and Managerial Accounting. The emerging role of non-financial
indicators (NFIs) in Managerial Accounting.
2. Review of summarised cost statements and their preparation in contribution
format; introduction to cost classification systems.
3/4. Cost allocation and cost apportionment to facilitate the evaluation of different
business segments and identifying financial contribution to fixed costs. The need for
non-financial measures of performance including the utility of the Balanced and other
Corporate scorecards.
5/6 managerial decision making using Cost Volume profit (CVP) analysis
7/8 Setting overhead absorption rates (OHARs) and their use in job costing and
pricing decisions. Factors influencing pricing decisions.
9/10. Limitations of traditional cost accounting (TCA). Introduction to Activity
Based Costing (ABC); cost management and customer profitability analysis (CPA).
11/12. Managerial decision making situations including the identification and use of
relevant information. Decision situations will include the make or buy decision;
outsourcing decisions, add or delete a product. Introduction to target costing.
13/14. Cost prediction techniques and their use in managerial decision-making
including the “high low” methods, judgments and accounts classification. Excel
applications.
15/16. Managerial decision making with scarce resources and the application of
contribution per limiting factor.
17/18. Overview of budgetary control and reporting of variances to management.
Introduction to flexible budgeting.
19. Overview of transfer pricing.
20. Review of course.
TEACHING AND LEARNING METHODS
The course consists of about 20-class teaching sessions. Brief details of each session
content are provided in the syllabus outline.
Class sessions will be devoted to a discussion and explanation of the assigned topics
and material and the preparation and discussion of selected problems and short cases
highlighting the importance of managerial accounting information.
A number of workshop sessions are planned for this course and these are intended to
give all participants an opportunity to work in groups in order to understand and
apply the various topics covered
METHODS OF ASSESSMENT
The assessment for this course will comprise continuous assessment together with a
temninal (written) exam.


20% - for short assignments and presentations throughout course
80% - final exam (closed book, 1.5 hours), sat under exam conditions
RECOMMENDED READING LIST
Main textbook for consultation
Title: Introduction to Management Accounting (12th edition, 2002)
Author: Horngren, Sundem and Stratton
There are many other Introductory Management Accounting texts in the library. The
lecturer will be happy to indicate appropriate pages if other texts are brought to his
attention.
Some short cases and supplementary materials will be provided by the lecturer
Course descriptor template/mp
MBA/MPSM COURSE DESCRIPTOR
Managing Small Medium
COURSE TITLE
Sized Enterprises (SME’s)
Panikkos Poutziouris
COURSE INSTRUCTOR(S)
2
NO. OF CREDITS (1 CREDIT = 7 HOURS)
Elective
MBA CORE/ELECTIVE
MPSM CORE/ELECTIVE
14
CLASS CONTACT HOURS
MINIMUM LEARNING EFFORT (IN HOURS) 42
None
PREREQUISITES (IF ANY)
OBJECTIVES


To instil on MBA participants a multi-dimensional appreciation of individual,
interpersonal, corporate and strategic development issues and entrepreneurial
dynamics shaping the management of growing small companies – which are
often family owner-managed.
To enhance MBAs’ awareness, understanding and learning about the principles
of small business management; how to grow a small business ; how to master
family business dynamics ; how to finance a growing business ; how to chart
effective niche marketing strategies .
LEARNING OUTCOMES

To better understand the factors shaping the entrepreneurial development of
small companies

To lean how to map out small business growth and to critically evaluate
growth prospects and constraints conditioning small business developmental
patterns .

To understand how entrepreneurial and/or family business dynamics can shape
business strategies

To practically appreciate the financing schemes open to smaller companies
(behavioral issues)

To consider small business – niche marketing tactics
COURSE OUTLINE
Session 1 : The Entrepreneurial SME Economy
Session 2: Managing Growth Dynamics ( Video case study : Sausage Wars)
Session 3: Managing my Entrepreneurial Business - Guest Entrepreneur
Session 4: Family Business Dynamics ( Video case study : Shire Beds)
Session 5: Financing Small Growing Business
Session 6: Small Business Niche Marketing ( Video case study : De Hullivand
Shoes )



Series of Seminars on key Small Business and Entrepreneurial Matters
Case studies and didactic videos featuring small entrepreneurial (family)
companies
Presentations-by guest business entrepreneurs and financiers (live or video case
studies)
MBA/MPSM COURSE DESCRIPTOR
COURSE TITLE
COURSE INSTRUCTOR(S)
NO. OF CREDITS (1 CREDIT = 7 HOURS)
MBA CORE/ELECTIVE
MPSM CORE/ELECTIVE
CLASS CONTACT HOURS
MINIMUM LEARNING EFFORT (IN
EL 685 - Negotiating Skills
Prof. T. Sullivan
2
Elective
Elective
14
42.
HOURS)
Nil
PREREQUISITES (IF ANY)
OBJECTIVES
This programme aims to improve candidates:
1. Ability to analyse issues involved in negotiation; fix and select their own and
the other party’s objectives: list and evaluate the various options available;
and employ decision making skills to optimize the outcomes from any type of
negotiation.
2. Ability to manage the various stages involved in the process of negotiation.
3. Understanding of the various aspects of negotiating behaviour such as
personal style/behaviour, body language and the role and importance of
signals and movement from one’s opening position.
LEARNING OUTCOMES
1. Understanding the strategy of the negotiating process. This is primarily the way in
which the context indicates the extent to which negotiations are distributive,
integrative or intra-organizational. Candidates will learn how these three aspects
are managed in different ways.
2. The critical importance of preparation for whatever type of bargaining situation in
which one is involved, either as an individual or part of a team.
3. A sound grasp of the tactics of bargaining such as packaging of proposals,
cheap/dear and if/then.
COURSE OUTLINE
1. The Morphology of Negotiation
The negotiating cycle, the bargaining spectrum, the context
2. The Principles of Negotiation
Seven common errors, key commitments, preparation matrix, bargaining
range
3. The Art of Bargaining
A training video followed by a video of a real life bargain as it was actually
happening. This latter video is not a rehearsal the participants allowed the
cameras into the room as the negotiating was taking place.
4. Nature of Bargaining Power
Personal, persuasive and coercive
5. Cases, Group Work and Presentations on a variety of bargaining situations
TEACHING AND LEARNING METHODS
1.
2.
3.
4.
Lectures
Case Studies
Role Plays
In-class debate and discussion of current commercial, labour, national and
international negotiating situations.
5. Students presentations of case studies
6. Videos
METHODS OF ASSESSMENT
This is by examination – 100%
RECOMMENDED READING LIST
Rojet, J., (1991) Negotiation: From Theory to Practice, Macmillan, London
Bazerman, M. H. and Neale, M. A. (1992) Negotiating Rationally, The Free Press,
New York
Fletcher, K., (1998) Negotiation for Health and Social Services Professionals, Jessica
Kingsley Publishers, London and Philadelphia
Fells, R. E., (1998) Overcoming Dilemma in Bargaining, Industrial Relations, Vol.
53, No. 2 pp 300-326
Fells, R. E., (2000) Negotiation; Some Insights into Strategy and Language,
Industrial Relations, Vol. 55, No. 4, pp 583-599
Sullivan, T. (1978) Collective Bargaining and Disclosure of Information: A View
from Labour Economics, Personnel Review Vol. 7, No. 3, Summer.
Course descriptor template/mp
MBA/MPSM COURSE DESCRIPTOR
COURSE TITLE
EL 690 - Operations
Management
Dr. Takis Stylianides
2
Elective
Elective
14
42
None
COURSE INSTRUCTOR(S)
NO. OF CREDITS (1 CREDIT = 7 HOURS)
MBA CORE/ELECTIVE
MPSM CORE/ELECTIVE
CLASS CONTACT HOURS
MINIMUM LEARNING EFFORT (IN HOURS)
PREREQUISITES (IF ANY)
OBJECTIVES
This course addresses the management of operations in manufacturing and service
firms. It discusses diverse activities, such as determining the size and type of
production process, purchasing the appropriate raw materials, planning and
scheduling the flow of materials and the nature and content of inventories, assuring
product quality, and deciding on the production hardware and how it gets used.
LEARNING OUTCOMES
The major learning goal for the course is to familiarize the students with production
and operations systems in manufacturing and service firms and how to effectively
manage these systems.
COURSE OUTLINE
Areas to be covered include:
 Design of production and information systems
 Just-in-time/lean production systems
 Demand forecasting
 Capacity & Production planning and scheduling
 Supply chain management
 Inventory management
TEACHING AND LEARNING METHODS
A combination of lectures, discussions, practical exercises, videos, and case studies
METHODS OF ASSESSMENT
Assessment will be based on 20% class participation and 80% on an examination at
the end of the course
RECOMMENDED READING LIST
Course descriptor template/mp
MBA/MPSM COURSE DESCRIPTOR
COURSE TITLE
COURSE INSTRUCTOR(S)
NO. OF CREDITS (1 CREDIT = 7 HOURS)
MBA CORE/ELECTIVE
MPSM CORE/ELECTIVE
CLASS CONTACT HOURS
MINIMUM LEARNING EFFORT (IN HOURS)
PREREQUISITES (IF ANY)
OBJECTIVES
EL 695 - Organization Structures
Dr. Constantine Kontoghiorghes
& Dr. A. Kelly
2
Elective
Elective
14
42
Nil
The aim of this course is to introduce participants to the theory and concepts
applicable to the design of structures for organizing work, given such variables as the
organisation’s environment, its technology and markets, and the strategy it pursues in
seeking organizational success and effectiveness. In all, the course focuses on the
nature of organizations, their structural dimensions, the cause of structure, emerging
design options and practical management applications.
LEARNING OUTCOMES
After taking this course the student will be able to: describe the key issues related to
organizational structure and design; describe the context in which organizations are
operating; explain the different phases of organizational life cycle and decline;
describe the main organization design options; understand how the major issues of
the day are being handled by organisations; and, become familiar with the key issues
related to the design of the organization of the future.
COURSE OUTLINE







Elements of organisation structure, including complexity, formalisation and
centralisation.
Context of organisation, including environment, technology and strategy.
Organisation design options, including function, product, matrix and bureaucracy.
Organising for international and global competition.
Organising for high levels of reliability.
Organisation life cycle and decline.
Organisations in the future.
TEACHING AND LEARNING METHODS







Lectures
Case studies
Practical Exercises
Videos
Multi-media presentations
In-class debates and discussion
Student presentations
METHODS OF ASSESSMENT


Coursework: 40% (individual assignment; cases; group work and
presentations)
Exam: 60%
RECOMMENDED READING LIST
Books
Stephen Robbins, (2000). “Essentials of Organizational Behavior”, (7th ed), Upper
Saddle River, NJ: Prentice Hall.
Richard Daft, (1998). “Organisation Theory and Design”, South-Western College
Publishing.
Stephen Robbins, (1989). Organisation Theory: Structure, Design and Applications,
(3rd Ed), Upper Saddle River, NJ: Prentice Hall.
Gareth Morgan, (1998). Images of Organisations,( 3rd ed), Sage Publications.
Gareth Morgan, (1989). “Creative Organisation Theory: A Resource Book”, (1st ed),
Sage Publications.
Journals
Harvard Business Review, Sloan Management Review, California Management
Review, Organisation Dynamics, Academy of Management Journal, Academy of
Management Executive, Academy of Management Review, Journal of Management
Studies, Journal of Business Research, Organization Development Journal.
Course descriptor template/mp
MBA/MPSM COURSE DESCRIPTOR
COURSE TITLE
COURSE INSTRUCTOR (S)
NO. OF CREDITS (1 CREDIT = 7 HOURS)
MBA CORE/ELECTIVE
MPSM CORE/ELECTIVE
CLASS CONTACT HOURS
MINIMUM LEARNING EFFORT (IN
EL 730 - Risk Management
Dr. Stelios Platis
2
Elective
Elective
14
42
HOURS)
Financial Engineering
PREREQUISITES (IF ANY)
OBJECTIVES
Risk Management is a strategic tool used by today’s managers to deal with uncertainty
and unforeseen events, which may lead to significant financial losses for their
business. This course aims to give a pragmatic and applied approach to risk
management as it is used currently in the international business arena.
LEARNING OUTCOMES
Through cases from the international business practice, the participant is trained to
recognize the various types of risk and is introduced to the analytic tools and methods
that are being used in risk management. The participant gets a hands-on exposure to
sophisticated methods and tools used by the risk management professional with
reference to real-life problems and are presented with the tools to understand and
design such methods.
COURSE OUTLINE
 Introduction to Risk Management
 The Risk Management Profession
 Types and Sources of Risk
 Market Risk
 Market Risk Measurement Techniques
 Credit Risk
 Credit Risk Measurement Techniques
 Operational Risk
 Other (non-financial) Risks
 Modelling Risk (VaR) I: Theory
 Modelling Risk (VaR) II: Practice
 Modelling Risk Class Work
TEACHING AND LEARNING METHODS
 Lectures
 Case studies analysis
 In-class debates and discussion
 Design and build tools
METHODS OF ASSESSMENT
 Coursework: 50% (group work design and build tools)
 Exam:
50% (individual assignment / take-home exam)
RECOMMENDED READING LIST
 Jorion, P. (2003), Financial Risk Manager Handbook, Wiley Finance
 Barton, T. L., Shenkir, W. G. and Walker, P. L. (2002), Making Enterprise
Risk Management Pay Off, Financial Times, Prentice Hall
 Saunders, A. and Cornett, M. M. (2001), Financial Markets and Institutions: A
Modern Perspective, McGraw-Hill Irwin
 Jorion, P. (2001), Value at Risk (2nd edition), McGraw-Hill
Course descriptor template/mp
MBA/MPSM COURSE DESCRIPTOR
EL 730 - Risk Management
COURSE TITLE
Dr. Stelios Platis
COURSE INSTRUCTOR (S)
2
NO. OF CREDITS (1 CREDIT = 7 HOURS)
Elective
MBA CORE/ELECTIVE
Elective
MPSM CORE/ELECTIVE
14
CLASS CONTACT HOURS
42
MINIMUM LEARNING EFFORT (IN HOURS)
Financial Engineering
PREREQUISITES (IF ANY)
OBJECTIVES
Risk Management is a strategic tool used by today’s managers to deal with uncertainty
and unforeseen events, which may lead to significant financial losses for their business.
This course aims to give a pragmatic and applied approach to risk management as it is
used currently in the international business arena.
LEARNING OUTCOMES
Through cases from the international business practice, the participant is trained to
recognize the various types of risk and is introduced to the analytic tools and methods
that are being used in risk management. The participant gets a hands-on exposure to
sophisticated methods and tools used by the risk management professional with reference
to real-life problems and are presented with the tools to understand and design such
methods.
COURSE OUTLINE
 Introduction to Risk Management
 The Risk Management Profession
 Types and Sources of Risk
 Market Risk
 Market Risk Measurement Techniques
 Credit Risk
 Credit Risk Measurement Techniques
 Operational Risk
 Other (non-financial) Risks
 Modelling Risk (VaR) I: Theory
 Modelling Risk (VaR) II: Practice
 Modelling Risk Class Work
TEACHING AND LEARNING METHODS
 Lectures
 Case studies analysis
 In-class debates and discussion
 Design and build tools
METHODS OF ASSESSMENT
 Coursework: 50% (group work design and build tools)
 Exam:
50% (individual assignment / take-home exam)
RECOMMENDED READING LIST
 Jorion, P. (2003), Financial Risk Manager Handbook, Wiley Finance
 Barton, T. L., Shenkir, W. G. and Walker, P. L. (2002), Making Enterprise Risk
Management Pay Off, Financial Times, Prentice Hall
 Saunders, A. and Cornett, M. M. (2001), Financial Markets and Institutions: A
Modern Perspective, McGraw-Hill Irwin