JIGJIGA UNIVERSITY

SCHOOL OF GRADUATE STUDIES

DEPARTMENT OF MANAGEMENT

MBA PROGRAM

REVISED CURRICULUM

Curriculum Review Team

1. Prof. P. Krishna Moorthy (Ph.D) Chairperson
2. Mr. Gemechu Bayessa Secretary
3. Dr. Perways Alam Member
4. Dr. Tazbachew Ashenafi Member

April, 2017

1|Page
 Contents
1 A BRIEF DESCRIPTION OF THE PROGRAMME........................................................................................3
2 RATIONALE OF THE PROGRAM.................................................................................................................3
3 VISION, MISSION, VALUES, GOALS AND OBJECTIVES OF THE PROGRAM.....................................4
3.1 Vision.............................................................................................................................4
3.2 Mission..........................................................................................................................4
3.4 Goals..............................................................................................................................6
3.5 Objectives..................................................................................................................................................6
4 PROFESSIONAL AND GRADUATES’ PROFILE.........................................................................................6
5. ADMISSION CRITERIA...................................................................................................................................7
6. COURSE DURATION......................................................................................................................................7
7. GRADUATION REQUIREMENT...................................................................................................................7
8. NOMENCLATURE OF DEGREE....................................................................................................................7
9. GRADING SYSTEM........................................................................................................................................8
10. COURSE CODING.......................................................................................................................................8
11. COURSE STRUCTURE PER SEMESTER.................................................................................................9
12. COURSES SYLLYBUS..............................................................................................................................10

2|Page
1 A BRIEF DESCRIPTION OF THE PROGRAMME
Since its approval for implementation by the Graduate Council of JJU in 2012, the
curriculum and structure of the Master of Business Administration (MBA) program
has not been revised. In light of the developments that took place since the
curriculum was initially approved by the Graduate Council and the feedback
collected from different stake holders the school of graduate studies thoroughly
evaluated the existing MBA program and it is believed that there is a need to
review the MBA program.

The interdepartmental curriculum review committee established by the

Department of Management and Department of Accounting and Finance in
November 2014 has been engaged in revising the curriculum of the new MBA
program in line with the new initiative of the University. During its discussions,
the Interdepartmental Curriculum Review Committee (IDCRC) has taken the
initiative as an opportunity to review the curriculum of the MBA Program in a
manner that helps to streamline the program. The team also revised the objectives
and the curriculum of the MBA program to reflect the changes in the external
environment. Courses have been extracted from the previous generic MBA
program with some modifications and rearrangements. Considering the diverse
and multidisciplinary nature of the program, courses are designed from
various fields namely; Management science, Finance, economics, Information
Systems, and Accounting.

2 RATIONALE OF THE PROGRAM

Given the changing economic and political conditions in Ethiopia and the
corresponding changes internationally and the challenge of managing both public and
private enterprises has become more demanding and complex. At the national
level, the liberalization of the economy, the reform of the financial sector and the
privatization of public enterprises have all expanded the role of the private sector in the
economic development process. At the international level, the creation of the “global
village” triggered by the breathtaking leaps in information technology, and the
attendant globalization of the world economy have created both threats and
opportunities for developing countries like Ethiopia. Because of all these
developments, the challenge of management has become increasingly more
complex than ever before. Today's global economy and the diminishing importance of
national boundaries require managers who are properly adjusted to the requirements
of a dynamic and very fluid international market. To be successful in this
environment, it is imperative that both mangers and educators are exposed to modern
management education which can sharpen their business acumen and broaden their
scope. Needless to add, that an MBA program, which can achieve these objectives,
would be critical for Ethiopia. Besides, the MBA curriculum is revised in light of an

3|Page
urgent need in public and higher education in the country and expected to train
manpower required for Teaching, Research and Industry requirements.

3 VISION, MISSION, VALUES, GOALS AND OBJECTIVES OF THE

PROGRAM
.1 Vision
Become a leading program of education, research, and community service in
business administration in Ethiopia.
.2 Mission
Prepare business leaders and managers capable of developing successful,
competitive, and sustainable business and/or enterprise.
3.3 Values

 People: We believe that our employees and students are the sources of our
strength. They provide our organizational intelligence and determine our
reputation and validity. Employee involvement and teamwork are the
programs core human values. The Business Administration believes that its
employees are its greatest asset. All investment made to develop and
compensate employees is aimed at preparing them to meet the challenges of
today and of the future.

 Quality – We believe that its product (graduates, findings and service)

should be of the highest (superior quality). The quality of the Business
Administration’s products reflects the quality of its performance as well as
its staff. Quality will be the Business. Administration’s distinguishing mark
and it will not be compromised. We strive to improve quality continuously.

 Commitment and involvement - Work is the means of existence. It is not a

matter of choice. Thus, Business Administration’s management and staff will
always remain committed to perform assigned duties to the best of their
ability. Employee involvement is our way of life. We are a team. We must
treat each other with trust, confidence and respect.

 Integrity - We will exercise the highest standards of integrity in everything

we do. We will practice and defend academic and personal honesty. Our job
performance will be characterized by truthfulness, dependability, and
responsibility. Our doors are open to all ethnic and religious groups, both
sexes, and all colors without discrimination. We will seek to be known by our
clients as trustworthy and dependable.

 Excellence - We believe that excellence is the standard for all we do. We

must strive for excellence in everything we do. We will strive toward the

4|Page
 highest standards of performance in all aspects of our operation. We will
perform every task at an exemplary level of quality. We are committed to
continuously seeking and applying new methods and technologies to improve
our efficiency in our services. Our competitiveness and our growth depend on
our excellence.

 Respect - We will respect the rights of others in order to promote an open and
supportive campus environment. Students will always be treated with respect
and courtesy. Staff members will be valued for the diverse contributions that
they make to the Division of Graduate Studies and the university. Diversity
will be respected and celebrated. We will treat everyone with respect and
civility.

 Continuous Improvement - We will continuously evaluate existing policies

and practices searching for ways to improve our operations. All operational
initiatives will be routinely examined as a basis for refining, replacing, or
eliminating less effective strategies. We will review and implement new
technologies that will enhance our operations and service. We will seek to be
a leader in the application of advanced practices and technologies

 Customer Service: Our customers come first and we will strive to serve them
in a friendly, fair, respectful and cost-effective manner.

 Cooperation and Teamwork: We work together to achieve common goals;

looking beyond self-interest, remaining helpful in difficult situations,
encouraging compromise and positive change, and recognize that a common
commitment leads to organizational excellence.

 Stewardship: We seek the greatest return on investment through management

of public resources.

 Accountability: We are individually and collectively responsible for our

behavior and performance

 Norms: We believe our activities should be conducted in compliance with all

government and university rules and other recognized and acceptable
university and social norms.

 Academic Freedom: we believe and work to provide a questioning and

inquisitive academic environment and value academic freedom and debate.

 Conservation: We will remain committed to conserve the scarce resources

and protect and develop the natural environment.

5|Page
 .4 Goals
To fulfill its vision and mission, the program sets following broad goals:
 High quality, general and need- based graduate program in business
administration.
 Offer company- specific, custom- made, or need-based education and
training programs.
 Provide business and economics researchers to undertake research and
community service activities.
 Produce highly qualified and market oriented managers, leaders and
researchers for current and future Ethiopian industries and companies.

.5 Objectives
The objectives of the program are:
 Train future managers, leaders, policy-makers, entrepreneurs, etc in
graduate business administration.
 Conduct research and development activities in a various branches of
business areas.
 Prepare students to be able to identify, analyze, and apply the interrelations
among public and private business organizations.
 Prepare students to initiate their own business ventures.
 Develop transferable knowledge and skills of students applicable to initiate
their own enterprise.
 Producing Management educators who can fill the vacant positions in
teaching, research and community services in various higher level academic
institutions of the country and meet an urgent need of the MoE;
 save the foreign exchange that the Country spends when sponsoring
students to attend MBA programs offered by foreign institutions;

4 PROFESSIONAL AND GRADUATES’ PROFILE

The MBA program is aimed at producing graduates that can have adequate
knowledge, skills and attitude towards application of management concepts. In
particular:
 Understanding the role of management in socio – economic development;
 Analyzing the alignment (or fit) between organizations and their
environments;
 Knowing stakeholder relationships and management;
 Formulating and implementing organizational strategy;
 Effective management of people in organizations;
 Understand the role of financial resources in the economy in general and
in attaining goals of organizations in particular;
6|Page
 Formulating and implementing financial plans in organizations;
 Transfer employability skill in an ethical manner that can be mirrored
through the cognitive ability, interpersonal skill, numeric skill and research
working skill of the graduate.

5. ADMISSION CRITERIA
The MBA program is normally designed for those who have followed relevant
and appropriate undergraduate studies at Jigjiga University or equivalent
institutions. It is emphasized that a strong quantitative and English language
background is essential for success in the MBA program. Candidates who
want to pursue an MBA Degree should have background of business
courses in their undergraduate degree namely from the field of
Management, Public Administration , Marketing management, Economics,
Banking and finance, Procurement and supply chain management, Accounting
and finance. A student with any background deficiency is required to take the
specifically designed business preparatory courses to clear it. In addition, a good
performance in the entrance examination will be required.

6. COURSE DURATION
The MBA Regular program of Jigjiga University shall be spread in two years
duration with 4 Semesters. In the first year students will do course work. In the
first semester of the second year, students will do course work and write the
proposal for their thesis while in the second semester they will complete their
thesis and defense.
The MBA Weekend program of Jigjiga University shall be spread in three years
duration with 6 Semesters. In the first two years students will do course work.
In the third year first Semester students will write the proposal for their thesis
while in the second semester they will complete their thesis and defense.

7. GRADUATION REQUIREMENT
Graduate students will be awarded the “Master in Business Administration” In
this program criterion referenced grading system is employed. Graduation with
MBA degree requires student to:
a) Maintain continues enrollment throughout the two years program,
b) Complete all courses with a minimum CGPA of 3.00 with a maximum of
one courses “C” or C+ grades ,
c) Students are required to complete 48 credit hours of graduate work.
d) Minimum score in MBA thesis “Good”
e) Compliance with the regulation of the University

7|Page
8. NOMENCLATURE OF DEGREE
This graduate program awards:
 In English – “Master Degree in Business Administration.”
 In Amharic –“ማስተርስ ድግሪ በ ቢዝነስ አስተዳደር”

9. GRADING SYSTEM
Courses are converted in letter grades according to the following scale:
Raw Mark Interval-[100 %] Corresponding
Letter Grade

Description

Description
Status

Clas s
[90,100] A+

First class with

distinction
Great
Excellent
[85, 90) A

[80, 85) A-

[75, 80) B+
Very Good

Distinction
class class with
[70, 75) B First

[65, 70) B-
First
Good

[60, 65) C+

[50, 60) C
Second Class
Satisfactory

<50 F
Failure

Fail

10. COURSE CODING

All courses offered by the program will have a 3- letter code of “MBA” in upper
case followed with a 3- digit number (XYZ). The “X”, “Y”, and “Z” in the 3-
digit number represent “year of offering”, “semester offering” and “course
structure”, respectively. Year I and II will start with 5 and 6, respectively.
Likewise, 1, 2, 3, 4, 5, 6, 7, 8, and 9 are given to all courses structure under each
semester and year respectively. Finally, courses offered in semester I carry
“odd” numbers, and those offered in semester II carry “even” numbers. The first
8|Page
digit represents the year in which the course is offered. The second digit
represents the semester in which the course is offered. The third digit represents
the structure of the course offered in each semester.
Course Breakdown for Regular programme
11. COURSE STRUCTURE PER SEMESTER
Year-I; semester-I
Sr. No. Course Code Courses Title  Cr.hr
1 MBA511 Quantitative Techniques for 3
Business Decisions
2 MBA512 Managerial Accounting 3
3 MBA513 Management Information System 2
4 MBA514 Marketing Management 3
5 MBA515 Business Research Methods 3
  Total   14
Year-I; semester-II
Sr. No. Course Code Courses Title Cr.hr
1 MBA521 Human Resource Management 3
2 MBA522 Managerial Economics 2
3 MBA523 Financial Management 3
4 MBA524 Production and operations 3
Management
5 MBA525 Projects Analysis and 3
Management
  Total   14

Year-II; semester-I
Sl. No. Course Code Courses Cr.hr

1 MBA611 Financial Markets and Institutions 3

2 MBA612 International Business Management 3
3 MBA613 Business Policy and Strategic 3
Management
4 MBA614 Entrepreneurship and Small 2
Business Management
5 MBA615 Organization Behavior 3
  Total   14

Year-II; semester-II
Sr. No. Course Code Courses Cr.hr
1 MBA621 MBA Thesis 6

Weekend Programme Course break down

9|Page
 Academic Year 2016-17
Year I Semester I
Sl. No. Course Code Courses Title  Cr.hr
1 MBA511 Quantitative Techniques for Business Decisions 3
2 MBA512 Managerial Accounting 3

3 MBA513 Management Information System 2

4 MBA514 Marketing Management 3
  Total   11
Year I semester-II
Sr. No. Course Code Courses Title Cr.hr
1 MBA515 Business Research Methods 3
2 MBA521 Human Resource Management 3
3 MBA522 Managerial Economics 2
4 MBA523 Financial Management 3
Total 11

Year II Semester I
Sr. No. Course Code Courses Title Cr.hr
1 MBA524 Production and operations Management 3
2 MBA525 Project analysis and management 3
3 MBA611 Financial Markets and Institutions 3
4 MBA614 Entrepreneurship and Small Business Management 2
  Total   11
Year II Semster II
Sr. No. Course Code Courses Cr.hr

1 MBA613 Business Policy and Strategic Management 3

2 MBA612 International Business Management 3
3 MBA615 Organization Behavior 3
Total 9

Year-III; semester-I

Sr. No. Course Code Courses Cr.hr

1 MBA621 MBA Thesis 6

12. COURSES SYLLYBUS

Course: Quantitative Techniques for Business Decisions
Course Code No: MBA511
Cr.hr:3

Course Introduction
10 | P a g e
A decision maker in business and industry comes across the problems of
complex decision making situations. An understanding of the applicability of
quantitative methods to decision-making is of fundamental importance to
Managers. Decision analysis models provide an analytical and systematic
approach to depict the expected results. The subject provides a-framework and
methodology for rational decision making when the outcomes are uncertain
using the various decision science models.

Learning objectives:
1. Understand concepts of OR and linear programming, transportation and
assignment problem.
2. Understand and use the decision analysis models under certainty, risk and
uncertainty,
3. Use of theory of games and queuing theories in decision making,
1. Solve any multi- objective optimization problems by goal programming,
4. Optimize a sequence of interrelated decisions using dynamic programming
models,
5. Understand the application of Markov decision processes,
2. Use of simulation techniques to evaluate and compare the alternatives for
solving various types of decision problems, and
3. Understand concepts of correlations vs regression,
Module out line
CHAPTER 1 INTRODUCTION TO OPERATIONS RESEARCH AND
LINEAR PROGRAMMING
1.1. Evolution, concept, model, and applications of operations
research.
1.2. Linear programming, Simplex methods of LPP.
1.3. Concept of duality and its implications
CHAPTER 2 TRANSPORTATION AND ASSIGNMENT PROBLEMS
.1 Transportation problem
2.2 Assignment Problem (AP)
2.3 Hungarian Methods of solving AP
CHAPTER 3: DECISION THEORY
3.1. Decision analysis with decision tables
3.2. Decision trees
3.3. Bayes' theorem
3.4. Decision making without experimentation with experimentation
3.5. Utility theory.

CHAPTER 4: QUEUING AND GAME THEORY

4.1. Concepts of queue/waiting line
4.2. Managerial application of queuing model, Terminology of game theory.
11 | P a g e
 4.3. The formulation of two person, zero sum games, solving simple game
problems.
CHAPTER 5: GOAL PROGRAMMING
5.1Concepts for goal programming, the structure and formulation of goal
programming.
5.2 Simplex method
CHAPTER 6: DYNAMIC PROGRAMMING
6.1 The nature of dynamic programming
6.2 The stagecoach problem
6.3 Allocation process
CHAPTER 7: Markov Decision Process and Simulation
7.1 Markov systems, Transition probabilities, State probabilities
7.2 Steady state, Managerial application
7.3 The general nature of simulation.
7.4 Types of Simulation and its applications in management
problem
CHAPTER 8: CORRELATION AND REGRESSION ANALYSIS
8.1. Correlation analysis, types of correlation, methods of
correlation
8.2. Regression Analysis- concept, Regression lines
8.3. Least square fit of a linear regression - two lines of regression
8.4. Correlation analysis versus regression analysis
Evaluation
 Individual term Papers, = 15 %
 Group case study =25 %
 Class Participation (attendance) =10%
 Final Examination =50
References:
1. Hillier and Lieberman, Introduction to Operations Research, Mc-Graw
Hill, 2010
2. Clemen, T.R : Making Hard Decisions: Introduction to Decision
Analysis 3rd ed duxbury Press, Pacific Grove, CA,2006.
3. Goodwin and Wright: Decision Analysis for Management Judgment,
3rded, Wiley, New York, 2004.
4. Hillier and Hillier; Introduction to Management Science, 4thed, Mc Graw
Hill, 2010
5. Turban and Meredith: Management Science, Irwin
6. Stevenson and Ozgur :introduction to Management Science, Mc Graw
Hill ,2008
7. Kros: Spreadsheet Modeling for Business Decisions, Mc Graw Hill, 2007

12 | P a g e
Course: Managerial Accounting
Course No: MBA512
Cr.hr:3

Objective: to develop an insight of postulates, principles and techniques of accounting

and utilization of financial and cost information for planning, and decision-making

Chapter 1: Introduction to Financial Accounting

 Meaning, Importance and scope
 Accounting principles, journal, ledger, trial balance
 Depreciation (straight line and diminishing balance methods)
 Preparation of final accounts with adjustments.

Chapter 2: Managerial Accounting and Cost Concepts

 Overview of Managerial Accounting
 Financial Accounting Vs Cost Accounting Vs Managerial Accounting
 Code of Conduct for Management Accountants
 General Cost Classifications

Chapter 3: Costing: Tools for Management

 Costing
 The problem of overheads
 Absorption costing
 Overhead absorption
 Marginal costing
 Absorption costing and marginal costing compared
 Activity based costing
 Target costing

Chapter 4: Cost Volume Profit (CVP) Analysis

 Cost-Volume-Profit Relationships
 The Basics of Cost-Volume-Profit (CVP) Analysis
 Preparing a basic breakeven chart
 Breakeven analysis in a multi-product environment
 Breakeven point for multiple products
 Contribution to sales (C/S) ratio for multiple products
 Margin of safety for multiple products
 Target profits for multiple products
 Multi-product breakeven charts
 Assumptions of CVP Analysis
13 | P a g e
Chapter 5: Differential Analysis: The Key to Decision Making
 Cost Concepts for Decision Making
 Adding and Dropping Product Lines and Other Segments
 The Make or Buy Decision
 Opportunity Cost
 Special Orders
 Utilization of a Constrained Resource
 Joint Product Costs and the Contribution Approach
Chapter 6: Budgeting
 The Basic Framework of Budgeting
 Preparing the Master Budget
 The Sales Budget
 The Production Budget
 Inventory Purchases—Merchandising Company
 The Direct Materials Budget
 The Direct Labor Budget
 The Manufacturing Overhead Budget
 The Ending Finished Goods Inventory Budget
 The Selling and Administrative Expense Budget
 The Cash Budget
 The Budgeted Income Statement
 The Budgeted Balance Sheet
Chapter 7: Standard costing and variances analysis
 Standard costing
 Variance analysis
Chapter 8: Performance measurement and control
 Performance measurements
 Divisional performance measures
Suggested Books:
1. I. M. Pandey : Management Accounting Vikas Publishing House.ND
4. Hilton,Ramesh & Jayadev, Managerial Accounting, TMH, New Delhi
5. B.Banerjee, Financial Policy & Management Accounting, PHI, New Delhi
6. P Periasamy, A Text Book of Cost & Management Accounting, Himalaya,
Mumbai
7. Horngren, C.T., Introduction of Management Accounting,, Prentice Hall of
India.
8. Khan and Jain, Management Accounting, Tata Mc Graw Hill, Delhi.
9. Blocher, Chen, Cokins and Lin, Cost Management, A Strategic Emphasis,
TMH, ND
14 | P a g e
10. Porwal, LS, Accounting Theory, TMH, New Delhi

Course Delivery

 The course will be offered in block basis

The following mode of delivery will be applied:

 Lecture
 Group Discussion
 Individual and group assignments
 Presentation of assignments
Assessment
To evaluate the performance of students, the following assessment elements
will be used:
 Individual term Papers, = 15 %
 Group case study =25 %
 Class Participation (attendance) =10%
 Final Examination =50 %

15 | P a g e
Course: Management Information System
Course No: MBA513
Cr.hr 2

COURSE OBJECTIVE:

This course is aimed to develop students’ capabilities to:

 Understand the fundamental elements of information systems and the need
to leverage information for business success.
 Describe the fundamental principles of computer hardware, software, and
networking and applications development.
 Explain why information systems are so important today and how they are
transforming organizations and management.
 Identify various IS applications for supporting different business functions,
operations, decisions, and competitive advantage.
 Understand how organizations develop and manage their information
systems. - recognize information security, privacy, ethical and societal
issues.
COURSE DESCRIPTION:
Information systems (IS) have become a vital component of successful
business firms and other organizations. They thus constitute an essential field
of study in business administration and management. Today, IS, is used
extensively to acquire, develop and communicate information, and, to assist
managers with decisions they make. Education in IS, is critical for business
professionals in every discipline. Students need to understand the potential and
limitation of IS and be able to use it effectively in their work, regardless of their
future occupation.

This course is designed to provide a basic understanding of the principles of

information systems and management within the commercial world. It
describes the fundamental concepts and development in information systems and
explores a set of computer hardware, software and communications networks
including the Internet and World Wide Web. The course surveys the role of
IS in organizations and how they relate to organizational objectives and
organizational structure and analyses various types of IS applications for
supporting different departments, operations, and decisions. It examines how the
management of organizations can be improved by efficient and intelligent
computer systems and provides knowledge about analytical approaches for the
economic evaluation of organization information systems. The course will
also focus on the development, management as well as security and ethical
16 | P a g e
 issues of information systems.

Course outline
Chapter 1: Introduction to Information Systems (IS):
.1 Evolution and importance of IS, Classification of IS, Difference between IS
and IT.
1.2 An IS framework for business professionals, the fundamental roles of IS in
business.
1.3 Trends in IS, Changing the corporate environment.
Chapter 2: Information and Managerial effectiveness:
2.1 New Decision making scenario
2.2 Information as a corporate Resource; Features of information.
2.3 Managerial effectiveness and information
2.4 Information needs and management levels
2.4.1 Types of information
2.4.2 Pervasiveness of information needs
2.5 Process of generation of information
2.6 Elements of Information Technology (IT) infrastructure
2.7 IT resources; Elements of IS.
CHAPTER 3: Business Information Systems (BIS):
3.1 Introduction
3.2 Business IS
3.2.1 Features of Business Information Systems
3.2.2 Performance of Business Information System
3.3 Users of Business Information Systems
3.4 Shared BIS and Personal BIS
CHAPTER 4: Business Functions and Information Needs of Business:
4.1 Basic Business functions
4.2 Marketing function and information needs
4.2.1 Customer contact and promotion
4.2.2 Sales Information
4.2.3 Market Research
4.2.4 Product Development
4.2.5 Pricing Information
4.2.6 Budgetary Control Information
4.3 Finance function and information needs
4.3.1 General ledger accounting information
4.3.2 Financial planning and budgeting
4.3.3 Assets and liability management
4.3.4 Profitability analysis
4.3.5 Cash and funds flow management
17 | P a g e
 4.3.6 Evaluation of funds and investments
4.3.7 Cost Analysis
4.3.8 Responsibility and profitability reporting
4.4 Production function and information needs
4.4.1 Materials Management
4.4.2 Production planning and control
4.5 Human Resource Management and Information Needs
4.6 Information Management as Business function
4.7 Integration of Business Functions
CHAPTER 5: Types of Information Systems:
5.1 Transaction Processing System, Decision Support System
5.2 Management Information System, Office Automation System
5.3 Group Decision Support System, Executive Information System
5.4 Online Analytical Processing, Artificial Intelligence, Expert Systems
5.5 Fuzzy Logic, Intelligent Agents, Knowledge Management
CHAPTER 6: Technological Forecasting For Decision Making:
6.1 The Definition of Technological Forecasting, ForecastingSystem Inputs and
Outputs,
6.2 Classification of Forecasting Techniques, Organisation For Technological
Forecasting
CHAPTER 7: Planning for Hardware and Software Resources
7.1 Hardware options, Software Needs, Acquisition of Software
7.2 Planning for Application Software, Selection of Application Software
7.3 Developing Application Software: System Analysis and Design
7.4 Sequential Vs Modular Approach to System Analysis and Design; Database
Course, Interface Course, Application Course and Implementation
7.5 In house Development Vs Outsourcing
7.6 Benefits and Demerits of outsourcing Application Development Services
Chapter 8:Introduction to Electronic Commerce:
8.1 Origin and need; Framework, applications
8.2 Network infrastructure(including internet), internet commercialization;
8.3 Factors affecting e-commerce
8.4 Business and technological dimensions of e-commerce
Chapter 9: Security, Ethical and Societal challenges:
9.1 Business challenges of computer viruses
9.2 Ethical responsibility of business professionals
9.3 Computer crime, Hacking, Cyber Theft, Unauthorized use at work, Piracy of
Intellectual Property
9.4 Privacy on the Internet
9.5 Tools of Security Management
9.5.1 Internet worked security defenses: Encryption, Firewalls, E-mail monitoring,
and Virus defenses.
18 | P a g e
 9.5.2 Other security measures: Computer failure controls, Security codes, Backup
files, Security monitors, Biometric security, Disaster recovery.

MODE OF DELIVERY:
o Lecture
o Case studies
o Student presentations
o Discussions
o Independent readings
ASSESSMENT:
 Assignments
 Exam
 Term paper
 Presentations and discussions in class
RECOMMENDED REFERENCES:
1. O'Brien, James A.; Marakas, George M: Introduction to Information
Systems, 13th ed., McGraw-Hill, 2007
2. Shelly, G.B.; Cashman, T.J.; Vermaat M.E.: Discovering Computers 2009: A
Gateway to Information, Thomson, 2008.
3. O'Brien, James A.; Marakas, George M: Management Information Systems,
8th ed., McGraw-Hill, 2008
4. Haag, Stephen: Cummings, Maeve: Information Systems Essentials. 2nd ed.
McGrawHill/Irwin, 2008
5. Ralph, Stair: Principles of Information Systems, 6th Edition, 2003
6. Turban, Efrain: Information Technology for Management, 2 nd ed., Wiley,
J/UCH press, 1998.
7. Boar, Bernard H.: Strategic Thinking for Information Technology, Wiley,
J/UCH Press, 1997.
8. Liebowitz, Jay: Information Technology Management, CRC Press, 1998
9. Haag, Stephen; Cummings, Maeve: Management Information System for the
Information Age, McGraw–Hill, 1999.
10. McLeod, Raymond Jr.: Management Information Systems, 7th ed., Prentice Hall,
1998.
11. Schneider P. Gary, Perry T.James, E-Commerce, Thomson Learning, Bombay.
12. Hanson & Kalyanam, Internet Marketing & e-commerce, Thomson Learning,
Bombay.
13. Bharat Bhasker, Electronic Commerce, TMH, N Delhi.
14. Kosiur, Understanding E-Commerce, Prentice Hall of India, Delhi.
15. Kalakota, Whinston , Frontiers of Electronic Commerce, Addison Wesley.
OTHER MATERIALS: International Journal of Business Information Systems
(IJBIS, MIS Quarterly (www.misq.org ), Electronic Journal of Information
Systems in Developing Countries (www.ejisdc.org ) , Journal of Management
Information Systems (www.jmisweb.org)
Course: MARKETING MANAGEMENT
19 | P a g e
Course No: MBA514
Cr.hr:3
Course Description:

The course acquaints student with the leading theories in marketing

management along with the role of marketing in organizations. It is aimed at
developing the participant's marketing management skill through the use of
marketing models and application of marketing principles and tools to marketing
practice in light of the marketing mix elements namely the product, price,
promotion and distribution.

The marketing-mix elements are to be treated in relation to marketing

management of the broad categories of products such as industrial, consumer, and
agricultural products and services. The course will also expose the student to the
nature of international marketing issues and how businesses market their products
out of their home country. In general, the course aims to enrich the student with the
capability to anticipate, forecast and consider the marketing implications of
management decisions. The course will be offered through a mix of lectures,
readings and writing assignments, case studies and/or projects
Course Objectives
Upon completion of the course students will be able to:
· Become familiar with the range of decisions implicit in marketing
management and planning, and to develop skill in using a variety of
analytical frameworks for making
· Understand marketing and marketing process
· Develop marketing opportunities and strategies
· Develop the marketing mix
· Mange Marketing activities
Learning Outcomes
Upon the completion of this course, student’s professional skills should be
improved by being able to better:
· Define what marketing management is and analyze the marketing concepts
· Describe the environmental forces that affect organizations and
developing marketing strategies
· Segment, target and position products
· Develop marketing programs (product plan, price, promote and distribute)
· Mange marketing competition and global marketing

Course Content
20 | P a g e
Chapter 1 Defining the marketing for 21st century

 Marketing management: What is it?

 Marketing philosophies
 Marketing process, tasks and scope of marketing
 Holistic marketing dimensions
Chapter 2 Segmentation, Targeting and Positining

 Levels of Market segmentation

 Segmenting consumer markets
 Selecting the target market segments
 Positioning
Chapter 3 Product

 Product Levels
 Product consumption system
 Product classification and product mix pricing
 Co-brand and Ingredient branding, packaging, Labeling and warranting
Chapter 4 Setting Product Strategy

 New product development process

 Managing new product development
 Product life cycle and strategies to follow
Chapter 5 Designing and Managing Services
 Categories of service mix
 Distinctive characteristics of services
 Services marketing mix
 Marketing strategies for service firms and managing service quality
 Determinants of service quality
 Developing brand strategies for services
 Managing service brands
Chapter 6 Pricing strategies
 Promotional pricing strategies
 Initiating and responding to price changes
 Setting prices
Chapter 7 Place Channels
 Integrated marketing channels
 Value networks, marketing flows
 Consumer and Industrial marketing channels
Chapter 8 Promotion
 Managing integrated marketing communications
 Modes of marketing communications
 Marketing communication mix
21 | P a g e
  Communication platforms
 Steps in developing effective communication
 Issues in facing global adaptations
Chapter 9 Retailing and whole saling
 Trends in Retailing
 Non-Store Retailing
 The Private label threat
 Difference between Whole saling and Retailing
 Market Logistics
Chapter 10 global Marketing
 What is a global firm?
 Major decisions in global marketing
 Global firms based in developing markets
 Cultural dimensions in global marketing
 Commandants of Global Branding

Suggested Books
1. Kotler,Keller,Koshy & Jha, Marketing Management, Pearson, New Delhi
2. William J Stanton, Fundamentals of Marketing, McGraw-Hill, New Delhi.
3. Arun Kumar and Meenakshi, Marketing Management, Vikas, New Delhi
4. Pride and Ferrell, Marketing Management: Planning,Implementation &
Control, Cengage, ND
5. Rajan Sexena, Marketing Management: Text cases in Indian Context.
6. Keith Blois - Oxford Textbook of Marketing Oxford University Press.
7. Zinkota & Kotabe : Maketing Management , Prentice Hall of India.
8. Joel R.Evans & Barry Berman : Marketing, Wiley India, New Delhi.
Journals for Reference:
· Academy of Management Review
· Harvard Business Review
· Journal of Marketing management
· Leadership Quarterly
· Management Review
· Marketing management and Hyman Decision Processes
· Others
Grading Information
Distribution of Performance Measure
 Individual Topic Papers, 2 at 15 % each = 30 %
 Group Term Project =20 %
 Class Participation (attendance) =10%
 Final Examination =40 %
Course: Business Research Methods
Course No: MBA515
Cr.hr:3
22 | P a g e
Course Objectives
By the end of the course, you will be able to:
 Define research and research methodology in your own words.
 Explain the objectives of research and the rationale for research methodology.
 Enumerate the basic concepts, principle and strategies of handling research in
 Social science in general and in business management in particular.
 Understand the context in which different research methods can be applied in
solving practical business problems.
 Appreciate the role of research methods in solving social, business and
organization Problems.
 Develop realistic proposals on variety of problems.
 Carry out research projects and papers on social, managerial and organizational
Problems independently.
 Apply different tools and techniques in gathering and analyzing data.
 Prepare a comprehensive research report from the data analysis.

Course Description

The main purpose of this course is to introduce the basic concepts, theories and
principles of Research Design and Methodology in business management. It
will equip the students with advanced analytical and technical skills that help
them to conduct practical research. The course covers issues as nature of
research; statement of a research problem and the preparation of research
proposal; literature review; research design; sampling techniques; data
gathering tools; data collections, processing, analysis and interpretation; and
report writing. On due course of the delivery process, emphasis will be laid on
tackling practical problems in a manner that will facilitate the writing of
research projects and papers by students.
Course contents
Chapter 1 the Nature of Research

1.1 What is Business research?

1.2 Purposes and Importance of research in Business
1.3 Motivation in research
1.4 Managerial Value of Research: Applications of Research in Important Areas
1.5 Characteristics of a Good Research
1.6 Kinds & Classification of Research
1.7 The Research Process: an Overview

Chapter 2 THE RESEARCH PROBLEM

2.1What is research problem?

23 | P a g e
2.2 problems Discovery and Definition
2.3 Important Problem Sources
2.4 Precautions to problem Selection
2.5 Guidelines/criteria in selection of a research Problem
2.6 Guidelines in writing the title
2.7 Guidelines in statement of the problem
2.8 Hypotheses
Chapter 3 RESEARCH PROPOSAL

3.1What is a research proposal?

3.2 Importance of a research proposal
3.3 Developing a proposal
3.4 Components of the Research Proposal
Chapter 4 REVIEW OF RELATED LITERATURE

4.1 Reading for Research

4.2What does it Mean to carry out a Review?
4.3 Where in a research Project is Literature Review Necessary
4.4 Importance, purposes, and Functions
4.5 Characteristics of Valuable related Literature
4.6 Sources of Related Literature
4.7Where to Locate the Sources of Related Literature
4.8 Generic Review Capabilities
Chapter 5 RESEARCH DESIGN

5.1What is Research design?

5.2Importance of Research Design
5.3 Features of a Good Research Design
5.4Components of Research design
5.4.1 Model Development
5.4.2 Research Approaches
5.4.3 Data Sources
5.4.4 Data Gathering instruments
5.4.5 Sampling plan and contact methods, and
5.4.6 Selecting analytical methods: statistical tools
o Variables and measurement scales
o Measures of difference
o Measures of association

Chapter 6 DATA PROCESSING, ANALYSIS AND INTERPRETATION

6.1 Data Processing: Editing, Coding, Classification & Tabulation

24 | P a g e
6.2 Data Analysis and Interpretation
6.2.1 Analysis of qualitative data
6.2.2 Analysis of quantitative data
Chapter 7 PRESENTATION OF RESULTS: REPORTING WRITING

7.1 Role of Written Report

7.2 Types of Reports
7.3 Principles of report preparation
7.4 Contents of Report: report Format
7.5 Procedure of preparation of references and bibliography
MODE OF DELIVERY
The main methods of delivery will be lecture, group discussions, and individual
assignments.
MODE OF ASSESSMENT
o Individual Proposal writing and presentation, = 40 %
o Class Participation (attendance) =10%
o Final Examination =50 %
REFERENCES:
1. American Psychological Association/APA (2001). Publication Manual of
the American Psychological Association (5thed.).Washington, DC: Author.
2. Bailey, K.D. (1982) Methods of Social Research 2nd.ed. New York: The
Free Press.
3. Best, J.W., & Kahn, J.V. (2002). Research in Education (4thed.). New
Delhi: Prentice-Hall of India.
4. Birely, G., and Moreland, N. (1998). A Practical Guide to Academic
Research. 2nd.ed.New York: The Free press.
5. Blaxter, L., Hugues, c., and Tight, T. (1996). How to Research?
Buckingham: Open
University Press.
6. Bryman, A., & Cramer, D. (1994). Qualitative Data Analysis for Social
Scientists. London: Routledge.
7. Cohen, L., & Manion, L. (1994). Research Methods in Education (4th ed.).
London:.Routledge.
8. Cooper, D.R., and Schindler, P.S. (1998) Business Research Method, 6th
ed., NewYork: McGraw-Hill Co.Ltd.
9. Coughlin, M.A., and Pagano, M. (1997). Case Study Applications of
Statistics In Institutional Research. Flonda: Association for Institutional
Research.
10. Denzin, N.K., & Lincoln, Y.S. (eds.) (1994). Handbook of Qualitative
Research.Thousand Oaks, CA: Sage.
11. Glathorn, A.A. (1998). Writing theWinning Dissertation: A step-by-step
guide.Thousand Oaks, CA: Crown Press, Inc.
12. Hammersley, M. (2002). Educational Research, Policymaking and
Practice. London:Pc.P..

25 | P a g e
13. Hult, C.A. (1996). Researching andWriting in the Social Sciences. Needham
Heights,M.A: Allyn and Bacon.
14. Kerlinger, F. (1986). Foundations of Behavioral Research. New York:
Holt, Rinehart & Winston, Inc.
15. Kothari, C.A. (1990). Research Methods for the Behavioral Sciences.
Lagos: LoIyf
Nigeria Publishers.
16. Luck, J.D., and Rubin, R.S. (1987). Marketing Research, 7th ed.
Englewood Cliffs:Prentice-Hall International, Inc.
17. Leedy, P.D. (1985). Practical Research: Planning and Design. New York:
Macmillan
Publishing Co.
18. Sharma, K.R. (2002). Research Methodology. New Delhi: National
Publishing house.
19. Shaughnessy, J.J., & Zechemeister, E.B. (1994). Research Methods in
Psychology (3rded.). New York: McGraw-Hill.

Course: HUMAN RESOURCE MANAGEMENT

26 | P a g e
Course No: MBA521
Cr.hr:3

Course Description
In broad terms, this course is designed to deal with the acquisition,
development and utilization of human resources within an organization.
Detailed coverage includes recruitment selection, promotion, transfer,
training, separation, compensation, conditions of service, discipline,
communication, job description and analysis, performance evaluation,
wage and salary structure and administration, trade unions and their
roles in different socio-economic and political systems, labour relations in
Ethiopia, legal practices arising from employer-employee relations, such as in
collective agreements and grievance procedures.

Learning outcomes

Human Resource Management is concerned with the effective management of

people at work. The human resource impute in any organization is a
complex combination of physical and intellectual skills-human capital.
Recent studies show that the competitive advantages lie with the human
capital that any organization has one of the important factors, which
determines the survival and growth of an organization is the quality of
human resources and how it is being managed. Hence, the objective of this
course is to educate the students about the importance of HRM and how to
manage it effectively.

Course Outline:

Chapter 1: HRM Introduction

.1 Defining HRM Importance of HRM
1.2 Scope & coverage of HRM
1.3 HRM in Transition

hapter 2 Human Resource Management &

Environment
2.1 Internal environment
2.2 External environment

hapter 3 : HR Planning
3.1 HRP defined 3.2 Job analyses
3.3 H.R.P process
27 | P a g e
 3.4 Objective of H.R.P 3.5 Problems in HRP

hapter 4 : Recruitment & Selection

4.1 Sources of Recruitment
4.2 Process of Recruitment
4.3 S elections methods
4.4 Placement
Chapter 5: Training & Development
5.1 Training & Development
5.2 Importance of Training
5.3 Training needs identifications 5.4 Training Methods
5.5 Training Evaluation
chapter 6: Performance Appraisal
6.1 Definition
6.2 Importance of Appraisal
6.3 Methods of Appraisal
6.4 Problems associated with Appraisal

hapter 7 : Compensation Management

7.1 Objective and Importance of compensation
7.2 Factors affecting compensation management
7.3 Job evaluation
7.4 Compensation methods
7.5 Employee benefits
Chapter 8: Labour & Industrial Relation, Employees’ Safety and health
8.1 Industrial Relation defined
8.2 Parties to IR
8.3 Patterns of IR
8.4 Management Workplace Safety and Health
8.5 Emerging scenario of IR
Chapter 9: Grievance Management
9.1 Grievance defined
9.2 Importance of Grievance Handling
9.3 Grievance Management
Chapter 10: Quality of Work Life
10.1 Employee participation and communication
10.2 Safety and Security
10.3 Conflict Resolution
10.4 Equitable Compensation
10.5 Career Development
10.6 Job Security, wellness and Pride
Chapter 11: Human Resource Management in Ethiopian Context.
Course Evaluation
To assess the students in their inculcation of HR related inputs, the
evaluation of the Candidates will be conducted along the following lines:

28 | P a g e
 o Individual term Papers, = 15 %
o Group case study =25 %
o Class Participation (attendance) =10%
o Final Examination =50 %

References
1. Flippo, Edwin; Personnel Management, 1984.
2. Henderson, Richard; Compensation Management: Rewarding performance
1985
3. HT Graham. R Bennet; Human Resource Management 1992
4. Ivancevich, John and Glueck. William: Fundamentals of Personnel: Human
Resource Management,1989
1. Jucius, Michel: Personnel Management 1964.
5. Megginson, Leno; Personnel Management: Human Resource Approach, 1989.
6. Pigors, Paul; Personnel Administration: A Point of View and a Method, 1961.
7. Pigors, Paul and Myers, Charles; Personnel Administration 1965.
8. Strauss, George and Sayles; Personnel: The Human Problems of
Management 1967
2. Wert her, William and Davis, Keith; Personnel Management and Human
Resources, 1993
11. Jan Beardwell && Len Holden, Human Resource Management 1995.

Other Suggested Readings

Additional readings may be assigned by the instructor
during the term. Possible Journals
 Academy of Management Review
 Harvard Business Review
 Journal of Human Resource management
 Management Review
 Others

29 | P a g e
 Course: MANAGERIAL ECONOMICS
Course No: MBA522
Cr.hr:2
Objective: to enable the students to understand economic concepts and theories
and their application in management decision-making.
1. – Introduction:
Nature and Scope of Managerial Economics, Objectives of the Firm, Traditional
Theory, Sales and Revenue Maximizing Theories, Managerial Theories and
Behavioral Theories, Profit Maximization Vs Wealth Maximization.

Chapter 2-Demand Analysis:

Demand-Meaning, Determinations Of Demand, Demand Function; Law of
Demand; Elasticity of Demand –Price, Income, Cross and Promotional or
Advertising Elasticity of demand, Managerial Uses of Elasticity of Demand;
Demand Forecasting, Demand Forecasting, Methods for Existing and New
Products, Criteria for Good Forecasting Method.
Chapter 3- Production Analysis:
Production Function –Law of Variable Proportions, Isoquant and Isocost
Curves, Least Cost Combination, and Returns to Scale; Economies of Large
Scale; Cobb- Douglas Production Function and Constant Elasticity of
Substitution - Production Function; Cost concepts and Cost Oriented Pricing
Methods.
Chapter 4 Market Analysis:
Price and Output Determination under Perfect Competition; Profit-Meaning and
Profit Theories-Profit Planning-Measurement.
Chapter 5 Economic Optimization:

Economic Problems and Optimization Techniques –Unconstrained and

Constrained Optimization; Unbounded Maxim – Optimization of Functions of
One Variable and Optimization with Multivariate Function;

Chapter 6 Macro Economic policies :

Fiscal policy- objectives, tools of fiscal Policy, Monetary Policy- objectives and tools of
30 | P a g e
monetary policy, measures of national income; business cycles; inflation analysis; tariff
analysis
Suggested Books:
1. Dean,Joel: Managerial Economics, PHI., New Delhi
2. DN Dwidvedi, Managerial Economics, Vikas, New Delhi
3. Trivedi M.L: Managerial Economics, Theory and Applications, TMH,ND
4. Mark Hirschey, Managerial Economics: An Integrative Approach, Cengage,
New Delhi
5. Mehta, P.L: Managerial Economics, Text and Csaes, S.Chand & Co
6. Mittal A., . Managerial Economics, Text and Csaes, Wisdom, Delhi
7. Mithani, D.M: Managerial Economics, Theory and Applications, Himalaya
Publishing.
8. Attmanad; Managerial Economics, Excel publications.
9. G.S.Gupa, Macro Economics: , Theory and Applications, Tata McGraw Hill.
10. Dwivedi, D.N. Macro Economics: Theory and Applications, Tata McGraw
Hill
Course Delivery
 The course will be offered in block basis

The following mode of delivery will be applied:

Lecture
Group Discussion
Individual and group assignments
Presentation of assignments
Assessment
To evaluate the performance of students, the following assessment elements
will be used:
o Individual term Papers, = 15 %
o Group case study =25 %
o Class Participation (attendance) =10%
o Final Examination =50 %

31 | P a g e
Course: FINANCIAL MANAGEMENT
Course No: MBA523
Cr.hr:3
DESCRIPTION OF COURSE

The main aim of this Course is to provide a rigorous grounding in the theory
and practice of corporate finance at an advanced level, and a thorough synthesis
of the most important current research in corporate finance, with an emphasis on
the applications of the principles. Both normative and positive aspects of the
theory are examined, together with supporting descriptive and empirical
evidence.
LEARNING OUTCOMES
 Upon completion of the Course, you should have:
 advanced knowledge and critical understanding of essential components
of modern finance theory and associated current research;
 explored, understood and appreciated the complexity and contradictions
of the current academic literature and its implications for professional
practice, and be able to identify open questions for their own research;
 demonstrated ability to learn and work independently in corporate
finance, exercising critical judgment and discrimination in the resolution of
complex problematic situations;
 used highly specialized and advanced technical, professional and
academic skills in the analysis of relevant specific problems in corporate
finance;
 Had the opportunity to apply problem solving and analytical skills to
issues in corporate finance in a complex specialized context.

CONTENT

Chapter 1 An Introduction to Financial Theory:

 An overview of Finance
 Objectives and Goals of Finance
 Functions of financial management

32 | P a g e
  Role of corporate finance manager
 Financial Assets/ Instruments and Markets
Chapter 2 Capital Structure and Dividend Decisions
2.1 Capital structure decisions-financial and operating leverage
2.2 capital structure theories - NI, NOI, traditional and M-M theories;
2.3 Determinants of dividend policy and dividend models -Walter, Gordon &
M.M. models.

Chapter 3 Investment Decisions and Capital budgeting:

3.1 Introduction to investments and capital budgeting

3.2 Investment appraisal techniques
Non Discounted cash flow techniques
 Payback period
 Accounting rate of returns
Discounted cash flow techniques
 Net present Value(NPV)
 Internal Rate of Returns(IRR)
 Comparison of the NPV and IRR Methods
 Multiple IRRs and Modified Internal Rate of Return
(MIRR)

 Profitability Index(PI)
 Conclusions on Capital Budgeting Methods and Business
Practice
Chapter 4 Valuation of Stock and Bonds
4.1 Legal Rights and Privileges of Common Stockholders

 Types of Common Stock

 Common Stock Valuation
 Constant Growth Stocks and Expected Rate of Return on a Constant
 Valuing Stocks That Have a Non constant Growth Rate
 Stock Valuation by the Free Cash Flow Approach
 Preferred Stock

4.2 Bond valuation

 Who Issues Bonds?
 Key Characteristics of Bonds
 Bond Valuation
 Bond Yields

33 | P a g e
  Changes in Bond Values over Time
Chapter 5: Risk and Return analysis and Portfolio theory
 Risk Analysis & Management
 Uncertainty and Risk
 Types of Risk
 Measurement of Risk (Standard Deviation and Beta)
 Systematic and Unsystematic Risk (Measurement and Analysis)
 Diversification and Portfolio Risk
 The Security Market Line (SML)
 Markowitz’s portfolio theory
 The Capital Asset Pricing Model (CAPM) and Arbitrage pricing theory
(APT)

Chapter 6 Cost of Capital

6.1.The Cost of Equity
6.2. The Cost of Debt
6.3. The cost Preferred Stock
6.4. The Weighted Average Cost of Capital

Chapter 7 Market Efficiency and Efficient Market Hypothesis:

 Classification of financial markets and Market Efficiency

 Forms of efficiency
 Efficient market hypothesis

Chapter 8 Corporate Valuation And Financial Analysis:

8.1 Corporate Value Creation
 What should be the goal of management?
 Accounting profits and economic profits
 Residual income
 Some evidence
 EVA and MVA
 Other measures of value creation

8.2. Corporate Valuation and Ratio Analysis

 Market Value Ratios

 Trend Analysis, Common Size Analysis, and Percentage Change
Analysis
 The Du Pont Equation
 Comparative Ratio and Bench marking
 Uses and Limitations of Ratio Analysis
34 | P a g e
Suggested Books:
1. Brealey,Myers,Allen and Mohanty, Principles of Financial Management,
TataMcGrawhill,ND
2. Pandey IM - Financial Management, Vikas, New Delhi
3. JC Varshney, Financial Management, Wisdom, Delhi
4. Brigham and Houston, Fundamentals of Financial Management, Cengage,
New Delhi
5. Banerjii, B., Fundamentals of Financial Management, PHI, New Delhi
6. Weston & Brigham, Managerial Finance, The Dryden Press,Illinois
7. James C.Van Horne -- Financial Management & Policy, Prentice Hall of
India.
8. Khan & Jain - Financial Management, Tata McGraw Hill.
9. RM Srivasthava: Financial Management and Policy, Himalaya Publication.
10. Robert F Bruner, Case Studies in Finance: Managing for Corporate Value
Creation,TMH,New Delhi

Course Delivery

The course will be offered in block basis

The following mode of delivery will be applied:
 Lecture
 Group Discussion
 Individual and group assignments
 Presentation of assignments
Assessment
To evaluate the performance of students, the following assessment elements
will be used:
o Individual term Papers, = 15 %
o Group case study =25 %
o Class Participation (attendance) =10%
o Final Examination =50 %

35 | P a g e
Course: PRODUCTION AND OPERATIONS MANAGEMENT
Course No: MBA524
Cr.hr:3

Course Description:

Production And Operations Management (OM) is the management of any

productive system that creates desired goods and services. It deals with the
creation, direction and control of processes that transform a set of inputs to
desired outputs at added value. This course presents the core concepts and
theories of OM and provides a basic understanding of key issues and
challenges encountered by operations managers. It also demonstrates the
application of proven analytic techniques that enable the efficient and effective
management of operations systems. Topics covered include operations strategy,
product and process design, plant location and facilities layout, capacity
management, quality management and improvement, and supply chain and
materials management. Students are expected to make critical operational
analysis of selected aspects of the productive system both in
manufacturing and service organizations.
Course Objectives
Upon completion of this course, students will be able to:
· Understand the strategic importance of operations management for
organizational success and competitiveness.
· Understand the roles and responsibilities of the operations manager.
· Explain the inter-relationships between OM and other functional areas
(such as Finance and Marketing) in organizations.
· Explain the strategic importance and benefits of emphasizing product and
process quality.
· Compare and contrast the different quality improvement methods such as
TQM, BPR, ISO 9000 and Six-Sigma
· Understand the significance of effective capacity management and
explain issues related to long-term, intermediate and short-term
capacity planning.
36 | P a g e
· Explain the critical importance of effective supply chain management.
· Explain the purpose of carrying inventories, identify inventory related costs,
and demonstrate techniques used to manage independent-demand and
dependent–demand inventory.
· Describe the general characteristics of a project and illustrate project
scheduling methods including the use of time-cost trade-offs in project
management.
· Apply analytic techniques to evaluate operations processes from various
perspectives such as efficiency, responsiveness, quality and productivity.

Course Outline
Chapter 1 : Introduction to production and Operations Management

· Introduction POM
· Why study POM
· The Scope of Operations Management
· Differentiating features of Operations Management
· The Historical evolution of Operations Management
· Trends in Business

Chapter 2 : Forecasting

· Introduction
· Features common to all forecasts
· Elements of a good forecast
· Steps in the forecasting process
· Approaches to forecasting

Chapter 3 : System Design

· What does product and service design do?

· Reasons for product or service design
· Objectives of product or service design
· Sources of ideas for new or redesigned products and services
· Legal, Ethical and Environmental issues
· Other issues in product and service design
· Designing for manufacturing
· Designing for service
· Overview of service design and design guidelines
37 | P a g e
 · Quality function deployment
· The Kano Model
Chapter 4 : Capacity Planning
· Introduction
· Importance of capacity decisions
· Defining and measuring capacity
· Determinants of effective capacity
· Determining capacity requirements
· Developing capacity alternatives

Chapter 5 : Process selection and facility layout

· Introduction
· Automation
· Service process design
· Product layouts
· Fixed-position layouts
· Other service layouts
Chapter 6 : Design of work system
· Introduction
· Job Design
· Work Measurement and Compensation
Chapter 7 : Location Planning and Analysis
· The need for location decisions
· The nature of location decisions
· General procedure for making decisions
· Factors that affect location decisions
· Global locations

Chapter 8 : Introduction to Quality and Quality Control

· Introduction to quality
· The evolution of quality management
· Quality: The Basics
· Quality Certification
· Introduction to quality control
· Inspection
· Statistical process control
· Process capability

38 | P a g e
 Chapter 9 : Aggregate Planning

· Introduction
· The purpose and scope of aggregate planning
· Techniques of aggregate planning
· Aggregate planning in service
· Master scheduling
Chapter 10 : MRP and ERP

· Introduction to MRP
· An Overview of MRP
· MRP inputs & MRP processing
· MRP outputs
· Capacity requirements planning
· Benefits of requirements of MRP
· MRP –II & ERP

Chapter 11 : Scheduling

· Scheduling operations
· Scheduling in High-Volume system
· Scheduling in Low-Volume system
· Additional service considerations
Student Evaluation:
 Individual term Papers, = 15 %
 Group case study =25 %
 Class Participation (attendance) =10%
 Final Examination =50 %
REFERENCES
1. Richard B. Chase, F.robert Jacobs, Nicholas Aquilano, and Nitin K. Agarwal
Operations Management: For Competitive Advantage 11th ed., McGraw-Hill, 2006.
2. Stevenson, W. J., Production/Operations Management 6rd ed. Richard D. Irwin, 2005
3. Stevenson, W. J., Production/Operations Management 6rd ed. Richard D. Irwin, 1999
4. Finch, Operations Now.Com: Processes ,Values, and Profitability, McGraw-Hill (2003)
5. Chase Richard B. and Aquilano N. J, Nitin K. Agarwal F. Robert Jacobs: Production
and Operations Management: Manufacturing and Services, 8th ed., McGraw-Hill, 1998.
6. Chase Richard B. and Aquilano N. J.: Production and Operations Management: A
Life Cycle Approach, 5th ed., Richard D. Irwin, 1989.
7. Roberta S. Russell and Bernard W. Taylor Operations Management, Prentice hall Inc
( 2000)
8. Stevenson, W. J., Production/Operations Management 3rd ed. Richard D. Irwin, 1990
9. Chase Richard B. and Aquilano N. J.: Production and Operations
39 | P a g e
 Management: Manufacturing and Services, 8th ed., McGraw-Hill, 1998.
10. Donald Waters; Operations management: Producing Goods and Services, 2th ed.
Prentice Hall (2002)
11. Krajewski Lee J. and Ritzman L. P.: Operations Management: Strategy and Analysis, 5th ed.,
Addison-Wesley, 1999.
12. Alan Muhlemann and et al.: Production and Operations Management 6th ed., 1992.
13. Monks Joseph G.: Operations Management: Theory and Problems, 3r d ed., McGraw-Hill,
1987.
14. Schroeder, Roger G.: Operations Management: Decision Making in the Operation
Functions, 3rd ed., McGraw-Hill, 1981.
15. Evans, James R, D.R. Anderson, J. Sweeney, and Thomas A. Williams: Applied
Production and Operations Management 3rd ed., West Publishing, 1990.
16. James B. Dilworth: Operations Management 2nd ed., Mc-Graw-Hill, 1996.
17. Jay Heizer, B. Render: Principles of Operations Management 3rd ed., Prentice Hall, 1999

40 | P a g e
Course: Project Analysis and Management
Course No: MBA525
Cr.hr:3
Course description
Project analysis and Management involves systematically incorporating the interests
of customers, creating a disciplined way of prioritizing efforts and resolving
tradeoffs, working concurrently on all aspects of the project in multifunctional teams
and downstream activities. To this end, the course is designed to teach students the
fundamentals of project formulations, appraisal, executive, planning and analysis of
projects, the project cycle, market and demand analysis, raw material and supply
study, location, site, and environmental assessment, production plan and plant
capacity, technology and engineering study, financial & economic analysis ,
appraisal criteria, project financing, documentation, implementation monitoring and
evaluation.
Contents

Chapter 1 INTRODUCTION
1.1 Meaning and definition of project
1.2 Features of a project
1.3 Projects and Plans
1.4 Project and program
1.5 Project management
Chapter 2 PROJECT CYCLE
2.1 Meaning and Definition of Project Cycle
2.2 World Bank Project Cycle
2.3 UNIDO Project Cycle

CHAPTER 3 PROJECT IDENTIFICATION

3.1. Project Idea – meaning
3.2. Sources of Project Ideas
3.2.1. Macro sources
3.2.2. Micro sources
CHAPTER 4 PROJECT PREPARATION
4.1. Markets and Demand Analysis
4.2. Raw Materials and Supplies Study
4.3. Location, Site and Environment Impact Assessment (EIA)
4.4. Production Program and Plant Capacity
4.5. Technology Selection
4.6. Organizational and Human Resource
4.7. Financial and Economic Analysis
4.7.1. Initial investment cost
41 | P a g e
 4.7.2. Production cost
4.7.3. Marketing cost
4.7.4. Projection of cash flow
4.7.5. Financial evaluation
4.7.5.1. Net present value (NPV)
4.7.5.2. Internal rate of return (IRR)
4.7.5.3. Benefit cost ratio (BCR)
4.7.5.4. Payback period (PBP)
4.7.5.5. Accounting rate of return (ARR)
4.7.5.6. Break – even analysis (BEA)
hapter 5 PROJECT IMPLEMENTATION, MONITORING AND
EVLAUATION
5.1. Organization
5.1.1. Line and Staff Organization
5.1.2. Divisional Organization
5.1.3. Matrix Organization
5.2. Project Planning
5.3. Project Control
5.4. Human Aspects of Project Management
5.5. Pre – requisites for Successful Project Implementations
hapter 6 SOCIAL COST BENEFIT ANALYSIS (SCBA)
6.1. Rationale for SCBA
6.2. UNIDO Approach
6.3. Net Benefit in Terms of Economic Prices
6.4. Savings Impact
hapter 7 PROJECT FINANCING
7.1. Source of Project Finance( Ethiopian Context)
7.1.1. Equity
7.1.2. Loan financing
7.1.3. Leasing
7.2. Cost of Capital
7.3. Public Policy and Regulations on Financing
7.4. Financing Institutions
hapter 8 : PROJECT RISK MANAGEMENT
8.1 Risk management defined
8.2 Objectives of risk management
8.3 Steps in risk management process
8.4 Risk identification
8.5 Risk measurement
8.6 Selecting the appropriate tools of risk management
8.7 Risk administration
42 | P a g e
hapter 9 : Why project failed
Chapter 10: International Financial Institutions
10.1 World Bank, IMF, Asian Development Bank, African Development Bank

Core Readings:
1. Chandra, Prasanna.: Project Preparation, Appraisal and Implementation
(Tata Mc Graw Hill, N. Delhi,1998)
2. Desai, Vasant.: Entrepreneurial Development, Vol.II Project Formulation
Appraisal and Financing for Small Industry. (Himalaya Publ. N. Delhi,
2000)
3. Nicholas: Project Management for Business and Technology: Principles
and Practice (Prentice Hall of India, N. Delhi, 2008)
4. Pitala.: Project Appraisal Techniques (Oxford & IBH Publication, 1992)
5. Yound, Trevour L.: Planning and Implementing Project (Sterling
Publishing Ltd,1998)
6. Krishnan and Moorthy: Text Book of Project Management (Mac Millan
India Ltd, 1998)
7. Singh, Narendra.: Project Management & Control (Himalaya Publ., N.
Delhi, 2000)
8. Harold Kerzner, Project Management
9. Rory Burke, Project Management
10. Trevor Tong, Planning Projects

Additional Readings
· OECD.: Guide to Practical Project Appraisal (OECD Publications, 1972)
· OECD.: Manual for Preparation of Industrial Feasibility Studies (OECD
Publication, 1971)
· OECD.: Manual of Industrial Project Analysis in Developing Countries
(IDBI Reprint, Bombay, 2002)
· OECD.: A Management Approach to Project Appraisal (OECD
Publications, 2000) Philipose, Susi.: Operation Research – A Practical
Approach (Tata Mc Graw Hill, N. Delhi, 1986)
· UNIDO, A Manual for the Preparations of Industrial Feasibility Studies
· UNIDO, A Guide to Practical Project Appraisal
Course Delivery
 The course will be offered in block basis
 The following mode of delivery will be applied:
 Lecture
 Group Discussion
 Individual and group assignments
 Presentation of assignments
Assessment
 To evaluate the performance of students, the following assessment elements will be used:
43 | P a g e
  Case study and Presentations- 40%
 Attendance and class participation - 10%
 Final exam –50%

Course: FINANCIAL MARKETS AND INSTITUTIONS

Course No: MBA611
Cr.hr:3

Course Description:
The course examines the nature, role and operation of the financial system and
major protagonists in the system. In addition it will provide information
regarding the characteristics of various financial instruments that are created
and traded in the financial market. The topic includes the commercial banks,
non-banking financial institutions, financial markets and the importance of
regulations on the financial institutions and markets, the role financial
resources to the macroeconomic development of a nation. Financial
intermediaries and their role in a market led economy will be assessed.
Moreover, It also includes a rudimentary introduction to the financial system
in Ethiopia.
Learning Outcomes /Course Objectives/:
After reading this course, participants are expected:
· To understand financial market and its place in an economy
· To explain the main players in the financial market
· To describe the wide range of instruments of financing available in
financial market
· To explore financial market trading mechanisms
· To describe investment alternatives, instruments and risk exposures
· To analyze exchange rates, and more generally asset pricing in a global
economy.
· To understand of risks encountered by multinational companies and
the process of managing these risks;
· To describe financial institutions & their operations
· To understand the financial regulatory environment of financial market

Course Outline
The Course covers the following main topics:
2. INTRODUCTION TO THE FINANCIAL SYSTEM
 The role of financial resource in an economy
 Places of trading: the financial markets
 Market Players: market participants
 Trading attributes: price and markets
 Financial asset innovation

44 | P a g e
  Characteristics of financial assets
 Lending, borrowing and the national income
 The law and the financial systems

CHAPTER 2: FINANCIAL MARKETS IN FINANCIAL SYSTEM

 The organization and structure of markets
 The money markets
 The capital markets
 The derivative markets
 The debt markets
 The foreign exchange market

CHAPTER 3: FINANCIAL INSTITUTIONS IN THE FINANCIAL SYSTEM

 Classification of financial institutions
 Depository financial institutions
 Non-depository institutions
 Investment banking firms
 Credit rating

CHAPTER 4 RISK MANAGEMENT IN FINANCIAL INSTITUTIONS

 Types of Risks incurred by financial institutions
 Managing Credit risk on the balance sheet
 Managing Liquidity risk on the Balance sheet
 Managing interest rate risk and insolvency risk on the balance sheet
hapter 5 REGULATING THE FINANCIAL MARKET

 The role of government

 The theory of regulation
 The markets failure argument
 Financial regulation in US, UK, & European Union
 Globalization & financial market regulation
hapter 6 ETHIOPIAN FINANCIAL MARKETS &INSTITUTIONS
 Introduction
 The formal financial sector
 The Semi-formal financial sector
 The informal financial sector
 Micro-finance institutions, saving, loan & thrift associations
 Financial Market Regulation in Ethiopia
 Asrat (2003); Lema (2005); Proceedings of the Ethiopian Economic
45 | P a g e
 Associations First and Second Annual Conference
References:
1. Fabozzi. F and Modigillani. F “Capital Market”
2. Rose.P. “Money and Capital Market”
3. Campbell. T & Kracew. W “financial institutions and Capital markets”
4. Mishkin. F & Eakins. G “financial markets and institutions”
5. Alan C. Shapiro (XXXX) Multinational Financial Management5th
Edition, Prentice Hall, Upper Saddle River.
6. Allen, F. (2001), Do Financial Institutions Matter? The Journal
of Finance, 56 (4), 1165-1175.
7. Altunbas, Y., Evans, L., and Molyneux, P (2001), Bank Ownership and
Efficiency. Journal of Money Credit & Banking, 33(4), 926-954
8. Areslis, P., Demetradeous, P., and Luintel, B (2001). Financial Development &
Economic Growth: The role of Stock Markets. Journal of Money Credit &
Banking, 33(1), 16-41
9. Ball, C., and Stoll, H.(1998). Regulatory Capital of Financial Institutions: A
Comparative Analysis. Financial Markets, Institutions and Instruments, 7(3) 1-
57.
10. Barnh Schumacher ill, T., Papapanagiotou, P., and Schumacher, L. (2002).
Measuring Integrated Market and Credit Risk in Bank Portfolios: An
Application to a Set of Hypothetical Banks Operating in South Africa. Finance,
Markets, Institutions & Instruments, 11(5), 401-444.
11. Bekaert, G., and Harvey, C. (2003). Emerging Markets Finance. Journal of
Empirical Finance, 10, 3-55
12. Black, F., and Scholes, M. (1973). The Pricing of Options and Corporate
Liabilities. Journal of Political Economy, 8 1(3), 637-654
13. Blake, D. (2000). Financial Market Analysis. 2nd ed., Wiley.
14. Brealley, R., and Myers, S. (2000). Principles of Corporate Finance. 6th ed.,
McGrawHill (Chapter 20-22).
15. Buckly, A. (1998). International Investment, Copenhagen Business School
Pres, Denmark.
16. Combs, Charles A.(1976) The arena of International Finance, John Wiley& sons,
New york.
17. Cuthbertson, K. (1996). Quantitative Financial Economics. Wiley.
18. Eiteman Dk. A.I.Stonehill. and M H Moffet (1992). Multinational
Business Finance, Addison-Wesley.
19. Eng, M., Lees F., and Maur L.(1995). Global Finance, Harper Collins,
USA
20. Fabozzi, F., and Modigliani, F. (1996). Capital Markets: Institutions &
Instruments. 2nd ed., Prentice-Hall.
21. Fabozzi, F., and Modigliani, F. (2003). Capital Market: Institutions &
Instruments. 3rd ed., Prentice-Hall.
22. George, Abraham M, and Ian H.Giddy (1983). International Finance Handbook,
John Wiley& sons, New york.
23. Grabbe, Oren J. (1986). International Financial Markets, Elsevier, New york.
24. Grinblatt, M., and Titman S. (2004). Financial Markets & Corporate Strategy.
2nd ed., Tata McGraw-Hill
25. Howlls, P., and Bain, K. (2000). Financial Markets & Institutions. 3rd ed.,
Prentice-Hall.
26. Hull, J. (1997). Options, Futures & Other Derivatives. 3rd ed., Prentice-Hall.
27. Joon, C. (2003). Who Makes Markets? MIT, Cambridge, USA.
46 | P a g e
28. Madura, J. (2000(. International Financial Management. 7 th Edition,
Southwestern, USA
29. Mullineaux, D., and Roten, I. (2002). Liquidity, Labels and Medium-Term
Notes. Finance, Markets, Institutions & Instruments, 11(5), 445-467.
30. O’Hara, M. (1996). Market Microstructure Theory. Blackwell.
31. Pike, R., and Neale, B. (2003). Corporate Finance and Investment. 4th ed.,
Prentice-Hall (Chapter 13).
32. Robbins, Sidney M., Robert B,Stobaugh (1973) Money in the
multinational Enterprise, New york.
33. Ross, S., Westerfield, R., and Jordan, B., (1998). Fundamentals of Corporate
Finance. 4th ed., McGrawHill (Chapter 21 and 22)
34. Sercu Piet and Raman Uppel. (1995). International Financial Markets and the
firm. Chapman and Hall.

Ethiopian Materials:

1. Asrat Tesema (2003). Prospects & Challenges for Developing Securities Market in
Ethiopia: Analytical Review. R&D Management Journal, 15(1), 50-65.
2. Lema W. Senbet (2005) .A Market based reform of the Ethiopian Financial
System. Fortune, Volume 6, No 278 & 279.
3. (1995). Does Ethiopian need capital markets? Birritu, NBE, No. 63.
4. (2000) Towards promoting Capital Market in Ethiopia: Opportunities &
Challenges. Seminar Proceedings, Mekele University, Mekele.
5. (1960).Commercial Code of Ethiopia. Birhannena Selam Printing Enterprise.
6. (1998)Prospects for Capital market in Ethiopia. NBE.
7. (1999)Proposal for promoting share Market in Ethiopia. A.A. Chamber of
Commerce (March 18, 1999).
8. (1994). Proclamation 83/94 on Monetary & Banking System
9. (1994)Proclamation 84/94 on Banking Supervision
10. (1994). Proclamation 86/94 on Insurance Supervision
11. Proceedings of the Ethiopian Economic Association First and Second Annual
Conference

Course Delivery:
The course will be offered in block basis.
The following mode of delivery will be applied:
o Lecture
o Group Discussion
o Individual and group assignments
o Presentation of assignments
Assessment:
 Individual term Papers, = 15 %
 Group case study =25 %
 Class Participation (attendance) =10%
 Final Examination =50 %

47 | P a g e
Course: INTERNATIONAL BUSINESS MANAGEMENT
Course No: MBA612
Cr.hr:3
Course description
Objective: The objective of this course is to acquaint the students to emerging
global trends to business environment.
Chapter 1 INTRODUCTION

Definitions of international Business, Reasons of International Business,

Stages in internalization, Characteristics of International Business, Features of
International Trade, International Business Approaches, Advantages/Benefits
of International Business, Problems in international Business.
Chapter 2 : MODES OF ENTRY

Export, Import & Counter Trade, Licensing and Franchising, Contract

Manufacturing, Management contracts and Turnkey Contracts, Mergers &
Acquisitions, Joint Venture, Foreign direct investment, Strategic Alliance.
Chapter 3 : INTERNATIONAL BUSINESS ENVIRONMENT

International Political and Cultural Environment–Regional Trade Blocks –

Inter Region Trade Among Regional Groups.
Chapter 4 : INTERNATIONAL BUSINESS STRATEGY

International Product Management, International Pricing Strategies, Crafting

International Promotion, International Distribution / Logistic Strategies.
Chapter 5 : World Trade organizations
General Agreement on Tariffs and Trade (GATT) Eighth Round: Uruguay
Round, World Trade Organization: Structure – Technology Transfer – Dispute
resolution Mechanism- Doha Declaration WTO Agreements including TRIPS
& TRIMS.
Chapter 6 : Balance of Payments: Structure, Major components of Balance
of payments, Causes for dis-equilibrium in Balance of Payments, correction
measures, Impact of New Economic Policy on Balance of Payments,Recent
trends.
Chapter 7 : GLOBAL STRATEGIC MANAGEMENT

Structural Designs of MNEs, Concept of, and Issues in Structural Design of

MNEs, Traditional Alternative Structural Designs of MNEs, Evolving
Alternative Structural Designs of MNEs, Location of Decision Making Power
48 | P a g e
in MNEs
Chapter 8 : APPROACHES TO INTERNATIONAL BUSINESS CONTROL
Types of Control in Globalization, General control Mechanisms, Control in
Special Situations, Requisites of Controls in MNE’s context, Structure and
Control Interface.
Chapter 9 : MAJOR PLAYERS IN INTERNATIONAL BUSINESS

European Union- EU-Environment--Japan-Political, Social and cultural

Characteristics, Economic Characteristics -North America--Canada’s
Economy, Ethiopian context
Suggested Books:
1. Crinkota, Ronkainen and Moffett, International Business, Cengage, New Delhi
2. Andrew Harrison – International Business, Oxford University Press.
3. E. Bhattacharya: International Business, Excel Publications.
4. Francis Cherunilam, International Business: Text and Cases, Prentice Hall of India.
5. Sundaram & Black, International Business Environment – The Text and Cases,
Prentice Hall of India.
6. Taggart and Medrmott, The Essence of International Business, Prentice Hall of
India.
7. Bhalla, V.K., & S. Sivaramu, International Business Environment and Business,
Annual Publications.
8. Daniel John D and Redebough, Lee. H., International Business, Addision Wesley
India.

Course Delivery

 The course will be offered in block basis

The following mode of delivery will be applied:

 Lecture
 Group Discussion
 Individual and group assignments
 Presentation of assignments
Assessment
To evaluate the performance of students, the following assessment elements
will be used:
o Individual term Papers, = 15 %
o Group case study =25 %
o Class Participation (attendance) =10%
o Final Examination =50 %

49 | P a g e
Course: BUSINESS POLICY AND STRATEGIC MANAGEMENT
Course No: MBA613
Cr.hr:3

Description and objective of the course

The course business policy and strategy has been preceded by, and is to be
given simultaneously with, courses taken and being offered in the various tool,
functional and operational areas of the business and MBA program. This is a
capstone course and draws much of the knowledge, and many of the tools,
concepts and procedures, which are presented in both the undergraduate business
curriculum, and the required core and concentration areas of the MBA program.

It is the objective of this course to develop concepts and a framework for

understanding, analyzing, and describing the organizations total situation –
opportunities and problems/challenges for appraising past performance and
present conditions, and for guiding future action. In other words, the basic mission
of the policy and strategy course is to provide students with the opportunity to
sharpen and develop a generalist point of view.

Approach to the course

The case method of learning/teaching is used in this course. The most important
part of the learning process is the analysis, discussion, presentation and writing
of cases. In the discussions and write-ups students will apply the factual and
conceptual information/data contained in the readings and cases. The case
method provides the students with the opportunity to analyze, discuss, present
and write-up the case materials individually and/or in groups.

Course Outline

Chapter 1: Introduction to Strategy and Corporate Strategy

 Introduction
 Definitions of Strategy
 Mintzberg 5 P’s of strategy
 Why Corporate Strategy? (Need and Importance of Corporate
Strategy)
 Levels of Strategy and Basic approaches to crafting a strategy
 Strategy is as ongoing process
 The process of developing corporate strategy
Chapter 2 Strategic Management Process
 Introduction and process of Strategic Management
 Role of Strategists

50 | P a g e
  Mintzberg’s Modes of Strategic Decision Making and logical
incrementalism by Quinn
 Strategic Management in Ethiopia
hapter 3 Mission, objectives and Goals

 Introduction and process of establishing organizational direction

 Elements of strategy formulation
 Strategic Intent
 Mission, Objectives and synergy
 Drucker’s eight key areas in which organizational objectives are to
be set
Chapter 4: Strategic Business Unit and Functional Level Strategies
 Introduction and Strategic management outcomes
 Evolution of structures
 Types of structures
 Strategic Management decisions at different levels
 Corporate level strategy and structure combinations
 Role of SBU level executives

Chapter 5: Environmental Analysis and Scanning Techniques

· Introduction and the concept of Environment
· Taxonomy of firms environment
· External environment classification and discussion
· Environment and Strategic Analysis
· The Fit concept and The Stretch concept
· Major techniques of environmental scanning
Chapter 6: Internal Analysis
· Introduction and definition of Internal Analysis
· Steps of Internal analysis process
· Asia’s 50 most competitive companies
· Approaches to internal Analysis and Value chain Analysis
· Core competence of identification
· Porter’s five forces analysis of competition
· Mc Kinsey’s 7-s Framework
Chapter 7: Strategic Alternatives and Choice of Strategy

 Introduction
 Strategic Alternatives
 Generic Strategies
 Choices

51 | P a g e
  Grand Strategies

Chapter 8: Strategic Alliances and Diversification Strategies

 Introduction and Reasons for forming alliances

 Typology of Strategic Alliances
 Types of alliances range from mutual consortia
 Managing Strategic Alliances

Chapter 9: Turnaround Strategies and Corporate Restructuring

 Introduction and turnaround defined

 Signals of turnaround
 Turnaround process models
 Turnaround management
 Corporate Restructuring
 Forms of Restructuring
 Types of Restructuring
 Process and barriers of restructuring

Chapter 10: Functional Strategies

 Introduction and Functional Strategies

 R&D Strategy
 Logistics and Supply Chain Strategy
 Information Systems Strategy
 Financial Strategy
 Marketing Strategy
 Human Resource Strategy
 Strategies to avoid
 Selecting the best strategy

Chapter 11: Planning and Resource Allocation

 Introduction and planning defined

 Nature of Planning
 Types of Plans
 Steps in Planning
 Resource Allocation and Methods of Resource Allocation
 Resource Allocation Process
 Problems in Resource Allocation

52 | P a g e
REFERENCES
1. Lomash Sukul & Mishra P.K.(2003), Business Policy and Strategic
Management, Vikas Publishing House, New Delhi
2. Thomas L. Wheelen and Hunger J.David (2002), Concepts in Strategic
Management and Business Policy, Pearson Education Asia, NewnDelhi.
3. Thampson and Stickland(2003), Strategic Management: Concepts and Cases,
Tata McGraw Hill, New Delhi
4. Karchu Upendra(2005), Strategic Management: Concepts and Cases, Excel
Books, New Delhi.
5. Acharya B.K and Govekar P.B(1999), Business Policy and Strategic
Management, Himalaya Publishing House, New Delhi
6. Kazmi Azhar(2003), Business Policy & Strategic Management, Tata McGraw
Hill, New Delhi
7. Fred R. David(2003), Strategic Management: Concepts and Cases, Pearson
Education, New Delhi
8. Ansoff, H.I(1965), Corporate Strategy, McGraw Hill, Newyork
9. Gulati M.L (2000), Strategic planning and Management, Excel Publishers,
Mumbai
10. Fransis Cherunilam(2000), Strategic Management, Himalaya Publishing House,
Mumbai
11. John A. PearceII and RichardB. Robinson Jr.,(1988), Strategic Management,All
India Traveller Book Seller, New Delhi
12. Hitt, M.A, R.D Ireland and R E Hoskission,(1996), Strategic Management:
Competitiveness and Globalization, West Publishing, Newyork
13. N.S. Gupta, Business Policy and Strategic Management, Himalaya Publishing
House, Mumbai
14. Veerendra Kumar(2005), Business policy and strategic Analysis, Kalyani
Publishers, Ludhiana
15. P. Subba Rao(2003 Business Policy and Strategic Management, Himalaya
Publishing House, Mumbai
16. P.K Ghosh,(2001), Strategic Planning and Management, Sultan Chand & sons,
New Delhi
17. Philip Kotler(1998) marketing Management, Prentice hall, Englewood Cliffs,
NewJersy
18. Richard D’Aveni (1994), Hyper Competition, The Free Press, Newyork.

Student Evaluation.
 Individual term Papers, = 15 %
 Group case study =25 %
 Class Participation (attendance) =10%
 Final Examination =50 %

53 | P a g e
 Course: ENTREPRENEURSHIP AND SMALL BUSINESS MANAGEMENT
Course No: MBA614
Cr.hr:2
Course Objective:

The major objective of this course is to gain an understanding and cover what an
MBA student needs to know about the Entrepreneurship such as
Entrepreneurship, Theories, Nature and Importance, Entrepreneurial
Environment, Project Management, Sources of Capital, Marketing Concepts,
Location of Enterprise and problems of Entrepreneurship.

3. Introduction to Entrepreneurship

· Definition of Entrepreneurship
· Structure and Entrepreneurship Culture
· The Concept of Entrepreneurship
· Theories of Entrepreneurship
· Types of Entrepreneurs

hapter 2 Characteristics of Entrepreneur

· Characteristics of successful entrepreneur
· Features of Small Scale and Large Scale Entrepreneurs
· Nature and Importance
· Entrepreneur Vs Entrepreneurship
· Entrepreneur Vs Professional Manager

hapter 3 Entrepreneurial Environment

· The process of Entrepreneurial Development
· Entrepreneurial Development Training
· The Nature of International Entrepreneurship
Chapter 4 Search for Business Ideas
· Projects Classification
· Aspects of Projects
· Project Cycle and phase of project Management
· Project Management Process

hapter 5 Source of Capital

· Debt or Equity Financing, Internal or External Funds, Personal funds,
Family and Friends, Commercial Banks, Cash Flow Financing,
· Bank Lending Decisions
· R & D Limited Partnership

54 | P a g e
 · Private Placements

hapter 6 :Marketing Concepts

· Salient features of Marketing
· Marketing Mix
· Marketing Research
· Marketing Channels
· Importance of marketing channels
· Important distribution channels

hapter 7 Location of enterprise

· Steps involved in enterprise location
· Factors affecting location of enterprise
· Selection of small scale industry
· Incentives and Subsidies

hapter 8 Problems of Entrepreneurship

· Problems of Small Scale enterprise
· Sickness in Small Scale Industries.
Chapter 9: New venture Finance Funding for Entrepreneurs
The 30 personal Entrepreneurial Competencies

chapter 10: Writing business plan

Student Evaluation: The course grade will be based on professional etiquette, a

mid exam, home work assignments and a final exam

Area of Grade Percentage (%)

Assignment, seminars ,Professional Etiquette 20
Case studies (business plan) 30
Final Exam 40
Group activities 10
Total 100

Suggested Books:
1. NVR Naidu and T.Krishna Rao, Management and Entrepreneurship, IK Int Pub House,
New Delhi
2. S Anil Kumar, Small Business and Entrepreneurship, IK Int Pub House, New Delhi
3. Balraj Singh, Entrepreneurship Development, Wisdom, Delhi
4. Timmons and Spinelli, New Venture Creation:Entrepreneurship for 21st Century,
TMH, ND
5. Tabarrok – Entrepreneurial Economics, Oxford University Press.
6. C.V. Bakshi, Entrepreneurship development, Excel Publications.
7. Jain, Hand Book of Entrepreneurs, Oxford University Press.
55 | P a g e
8. Vasant Desai, Small Business in Entrepreneurship, Himalaya Publishing House.

Course Title: Organizational Behavior

Course number: MBA615
Course Credit: 3 Hrs

Course Description:
Organizational Behavior presents basic concepts of organization behavior.
Students become acquainted with major conceptual models believed to explain
behaviors in organizations, acquire an understanding of the methods used to study
individuals, groups, organizations, and analyze research on organizational
behavior topics. While the emphasis is in critical analysis of literature that deals
with what is, attention is also given to views about what should be for people and
organizations to derive maximum satisfaction and other benefits from
organizational activities
Course Objectives
 Upon completion of the course students will be able to:
 Understand and describe the major organizational theories
 Describe how organization behavior research can benefit all members of an
organization.
 Describe what managers should know about human learning,
perception, and the formation of attitudes and opinions.
 Identify major theories of motivation and apply them to motivational
strategies for dealing with poor performance and job dissatisfaction.
 Describe and give examples of behavior modification strategies.
 Analyze case studies and provide potential solutions to problem issues of
motivation, attitudinal conflict, and skill development among culturally or
ethnically diverse groups.
 Distinguish between leadership and managerial roles.
 Apply several current contingency leadership theories to case situations,
outlining main issues, and recommending preferred leadership styles.
 Identify managerial behaviors that facilitate effective decision-making.
 Show how organizational design (structure) impacts the nature of
organizations.
 Understand the nature of change and suggest strategies to deal with
resistance to change in organizations.
 Understand organizational culture and describe strategies for reshaping an
56 | P a g e
 organizational culture.
Learning Outcomes
Upon the completion of this course, student’s professional skills should be
improved by being able to better:
o Understand the impact of both innate and learned individual
characteristics (e.g., personality, emotional intelligence), and how
these factors do and do not shape behavior
o Learn how organizations shape employee attitudes, and how this in
turn shapes performance
o Analyze and improve the motivation of subordinates and team members
o Anticipate and manage dysfunctional interpersonal conflict
o Adapt communication and leadership styles to specific work situations
o Enhance employee creativity
o Understand that most managerial issues are multi-faceted and not
always quickly resolved by the latest management fad.
o Realize that good management skills are not necessarily intuitive or
obvious
Course Content
Chapter -1: Introduction to Organizational Behavior (OB)
· Definition, OB is for whom? What do we mean by organization?
· OB: Making sense of behavior in organizations!
· The Building blocks of OB, OB looks beyond common sense
· Research methods in OB,OB takes a Contingency Approach
· How will knowing OB makes a difference
· Challenges at the work place at the individual level, group level and
organizational level.
Chapter-2: Perception and Personality
· Definition of Perception, Factors influencing perception
· Attribution theory, Determinants of attribution, How attribution get
distorted
· Define Personality, Determinants of Personality, Personality Traits
· Major Personality attributes influencing OB, Emotional Intelligence.
Chapter-3: Working in Teams
· Definition, Teams Vs Groups, Why have teams become so popular?
· Stages of group and team development, Five stages model of team
development
· Creating effective teams: context, adequate resources, leadership and
structure, climate of trust, composition, roles, diversity, size, member
flexibility etc;
· Creating virtual teams.

57 | P a g e
Chapter-4: Conflict and Negotiations
· Definition of conflict, functional Vs dysfunctional conflict, Research
findings
· Conflict Resolution, Conflict Management Strategies, How individuals
manage conflict
· Negotiation defined, bargaining strategies and negotiation principles(how
to negotiate)
Chapter-5: Power and Politics
· Define Power, Measuring the bases of power, different types of power,
The abuse of power
· Politics, why do people engage in politics, define political behavior, types
of political activity, impression management, and office politics.
Chapter-6: Leadership and change management
· Definition, Are Managers and Leaders the same? Management Vs
Leadership
· Trait Theory: Are leaders different from others?
· Behavioral Theories
· Inspirational leadership: Transactional and Charismatic leaders, Is
charismatic leadership always necessary? Dispersed leadership, providing
team leadership, Leading oneself, Do men and women lead differently?
Chapter 7: Motivational Theories
· Maslow’s Hierarchy needs theory
· Hergeberg’s two factor theory
· Alderf’s ERG theory
· Goal setting theory
· Mcleland Achievement theory
Chapter-8: Transactional Analysis
· Definition, The Ego-states-Structure Analysis, Strokes, positive/ negative
strokes, conditional/ unconditional strokes
· Transactions- complementary transactions, crossed transactions, ulterior
transactions
· Time structuring, life position.
Chapter 9: Communication
· Introduction
· Importance of Communication
· Interpersonal Communication
· The process of Communication
· Communication in Organizations
· Barriers to communication
Chapter 9: Instructions in written communication
 Written Instructions
58 | P a g e
  General Warning, Caution and Danger
 Format in Instructions, Oral Instructions, Audience Analysis, Product
Instructions,
 Circulars, Memos and practical exercises.

Chapter-10 : Organizational culture and change

· What is organizational culture? Definition, levels of culture,
characteristics of culture, culture functions, and Do organizations have
uniform culture?
· Creating and sustaining organizational culture, matching people with
organizational culture, culture impact on change, diversity and mergers
· Approaches to managing change, Resistance to change.
Course Framework
The approach followed in this course involves group discussions of
organizational behavior topics found in text, book of readings, the Internet, and
library research.
Thus, participation in the classroom is essential for effective learning and
making the course joyful. A fair amount of organizational behavior topics are
reviewed, which results in an academic requirement that students understand
the models reviewed.
This can only occur through reading and studying the material in the textbook and
the book of readings. The conceptual frameworks discussed in those texts
will be applied to real world issues.
Assignments are done by individuals and groups. Therefore attendance and
participation is mandatory.
Required Text and Other Reading Materials:
1. Stephen P. Robbins, “Essentials of Organizational Behavior” (10th Edition),
Prentice Hall, 2005.
2. Henry L. Tosi ‘Neal P. Mero, and John R. Rizzo “Managing Organizational
Behavior” Blackwell publisher, USA 4th Edition, 1999.
3. Invancevich, John or Michael T, Mateson Organizational Behavior, Richard
Irwin inc., 1991
4. Jay. B. Barney, Ricky, W Griffin, “The Management of Organizations:
Strategy, Structure, Behavior, “Houghton Mifflin Company, Boston, Toronto,
New Jercy, 1992.
5. John R. Sehermerhorn Jr; “Management and Organizational Behavior”, John
Wiley & sons, New York, 1996.
6. Readings in Organizational Behavior. 3rd ed. Toronto, Canada: Thompson
7. Wadsworth. Additional readings may be assigned by the instructor during the term.
Possible Journals for Reference:
59 | P a g e
· Academy of Management Review
· Harvard Business Review
· Journal of Organizational Behavior
· Leadership Quarterly
· Management Review
· Organizational Behavior and Hyman Decision Processes

Grading Information
Distribution of Performance Measure
 Individual term Papers, = 15 %
 Group case study =25 %
 Class Participation (attendance) =10%
 Final Examination =50 %

References and other Suggested Reading Materials

Text: McShane, Steven L. and Mary Ann Van Glinow Organizational
Behavior, IRWIN McGraw Hill, Boston 2000.

REFERENCES

1. Stephen P. Robbins, Organization Behavior, 13th Ed

2. Stephen P. Robbins, Organization theory: Design, Structure and Applications
3. Debra L. Nelson and James Cambell Quick, Organizational Behavior:
Foundations, Realities, and challenges, 2nd ed., West Publishing Co., New York,
1997.
4. Denis W.Organ and W.C.Hamner, “Organizational Behavior-Applied
Psychological Approach,” Business Publication plan, 1982.
5. Helga Drummond, Introduction to Organizational Behavior,” Oxford
university press, New York.
6. Henry L. Tosi Neal P. Nero, and John R. Rizzo “Managing Organizational
Behavior” Blackwell publisher, USA 4th Edition, 1999.
7. Invancevich, John or Michael T, Mateson organizational Behavior, Richard Irwin
Inc., 1991.
8. Jay. B. Barney, Ricky, W Griffin, “The Management of organizations:
Strategy, Structure, Behavior, “Houghton Mifflin Company, Boston Toronto,
New Jercy, 19992.
9. Johan, A,Wanger III, John R. Hollenbeck, “Management of Organizational
Behavior,” Prentice, Hall, New Jercy 2ndedition, 1999.
10. John R. Sehermerhorn Jr; “Management and Organizational Behavior”, John
Wiley & sons, New York, 1996.
11. Robert Kreitner, Angelo Knicki, “Organizational Behavior” Richard D. Irwin
Inc., 2nd edit, 1992.
12. Recommended Journals: Academy of Management Review, Harvard
Business Review, Journal of Organizational Behavior, Leadership Quarterly,
Management Review, Organizational Behavior and Hyman Decision Processes

60 | P a g e
YEAR II SEMESTETR II

Course: MBA THESIS (Excellent, Very good, good, Satisfactory, Fail)

Course No: MBA621
Cr.hr:6
Each student will be required to complete an MBA thesis – normally on an in-
company basis – involving the practical application of the concepts and techniques
learned in previous semesters under the direct supervision of a faculty member in
that area. The Research work should be carried out at year 2 in two consecutive
semesters

61 | P a g e