Admas University

School of Postgraduate Studies

Course Outline
Course Title: Advanced Financial Management
Course Code: MBA-562
Credit Hours: 3hrs
Prerequisite: ACFN 501

Course Description
The course deals with the nature and scope of financial management, financial analysis, valuation
concepts, cost of capital and long-term investment decision.

Course Objectives
At the end of this course students will be able to:

 Understand the basic theoretical concepts of finance functions in modern business

enterprise;
 Evaluate alternative sources of finance and investment decision;
 analyze and interpret financial statements so as to extract information about past operations
and to develop expectations about future outcomes
 Identify the advantage and disadvantage of debt financing;
 Measure and evaluate financial performance of an organization;
 Perform valuation of financial assets and cost of financial instruments.
Course Contents

Chapter Topic Time alloted

1 OVERVIEW OF FINANCIAL MANAGEMENT 4hrs
1.1. Major Areas of Finance: Financial Services Vs Financial
Management
1.2. Finance and Related Disciplines
Finance and Accounting
Finance and Economics
Finance and Other Related Disciplines (Marketing,
Production, Quantitative Methods)
1.3. Scope of Financial Management
1.4. Objectives of Financial Management
Profit/EPS Decision Criterion
Wealth Maximization Decision Criterion
2 FINANCIAL ANALYSIS: 10 hrs
2.1.Financial Analysis
Why Financial Analysis?
Financial Statements and Process of Financial Analysis
Considerations in Financial Analysis
Types and Tools of Financial Analysis
Types of financial ratios and interpretations
Limitation of Ratio Analysis
3 VALUATIONS OF FINANCIAL INSTRUMENTS & COST OF 8 hrs
CAPITAL
3.1.Valuation of Bonds and Stocks (Securities)
General Features of Debt & Equity Securities
Valuation: Meaning and Importance
The General Valuation Model
Valuation of Corporate Bonds
Valuation of Common and Preferred Stocks
3.2.Cost of Capital
Cost of Capital: Meaning, Theories, and Basic
Assumptions
Alternative Models (DVM and CAPM)
Specific Costs of Debts, Preferred Stocks, Common
Stocks, and Retained Earnings
Weighted Average Cost of Capital
Marginal Cost of Capital
4 BASICS OF RISK AND RETURN 4hrs

4.1. Definition of Return and Risk

4.2. Measuring Risk and Return for single asset
4.3. Portfolio Risk and Return (Modern portfolio theory
(Markowitz’s portfolio theory)
 4.5. Risk – systematic and unsystematic risk
4.6. Risk and Return – Diversification
5 12hrs
LONG TERM INVESTMENT DECISIONS (CAPITAL
BUDETING DECISIONS)

Introduction
5.1.
Meaning and Importance of Capital Budgeting
Difficulties in Capital Budgeting
Types of Long-Term Investments
5.2. Underlying Assumptions in Capital Budgeting
5.3. Appraisal of Long-Term Investments
Financial Appraisal Criteria
Independent Vs Mutually Exclusive Projects
Comparison of the Various Appraisal Criteria
Financial Appraisal Under Conditions of Capital
Rationing
Appraisal of Projects with Unequal Lives
5.4. Project Evaluation under Condition of Uncertainty (Risk)
Certainty Equivalent Factor (CEF)
Risk Adjusted Discount Rates (RADR)
Capital Budgeting under Inflationary Situation (Real
Vs Nominal Rates)
6 CAPITAL STRUCTURE AND THE CONCEPT OF LEVERAGE 10hrs
6.1 Brief Concept of Capital Structure:
- EBIT –EPS Analysis
- Capital structure theories with symmetric information,
including
- The Modigliani-Miller (MM) irrelevance propositions
- Capital structure with tax and financial distress costs
- Key Business Considerations
6.2 The Concept of Leverage:
Leverage and its meaning
Types of Leverage:-
Operating Leverage,
Financial Leverage, and
Combined Leverage
Effects of Leverage

Text Book
 Bringham and Ehrhardt (2011) Financial Management: Theory and Practice 13th ed.
South-Western, Ohio
Reference:
 Bringham, E. F. and Houston, J. F. (2001) Fundamentals of Financial Management
9th ed. South-Western, Ohio
 Bringhamand Ehrharat (2008) Financial Management-Theory and Practice; 12th ed.
South-Western, Ohio
 Brigham. E.F. (2006) Fundamentals of Financial Management, 9th ed The Dryden press,
South-Western, Ohio
 Brigham and Houston. (2001)Fundamentals of Financial Management, 7th Ed, South-
Western 2001 South-Western, Ohio
 Brealey Myers(2000) Principles of Corporate Finance. 7th ed, McGraw-Hill New York
 Brealey, Myers and Allen.( 2011) Principles of Corporate Finance. 10th ed McGraw-Hill
New York
 Chandra, P. (2004) Fundamentals of Financial Management 3rd ed. Tata McGraw Hill,
New Delhi.
 C. Paramasivan and T. Subramanian. Financial Management New Age International New
Delhi
 Ehrhardt and Bringham (2011) Corporate Finance: A Focused Approach 4th ed South-
Western, Ohio
 Gitman, L.J. (1997), Principles of Managerial Finance,8th ed. Prentice Hall New York
 Gitman, L.J. (2002), Principles of Managerial Finance, 10th ed Prentice Hall New York
 Khan and Jain (2000)Basic Financial Management Tata McGraw Hill New Delhi
 Pandey, I. M., Financial Management, 4th edition, Prentice-Hall of India, New Delhi.
 Ross, Westerfield and Jaffe. (2013). Corporate Finance.10th ed McGraw-Hill New York
 Ross, Westerfield and Jaffe. (2013). Fundamentals of Corporate Finance: Standard Edition.
10th ed McGraw-Hill New York
 Ross, S.A, et.al (1997), Fundamentals of Corporate Finance, 4th ed
 Van Horne, James C. and Wachowicz, John M. (2008), Fundamentals of Financial
management, 13th ed, McGraw-Hill , Boston
 Van Horne, James C. and Wachowicz, John M. (1998), Fundamentals of Financial
management, 10th ed, McGraw-Hill , Boston
 Watson and Head(2007).Corporate Finance Principles & Practice. 4th Prentice Hall New
York
 Admas University
School of Postgraduate Studies
Course Outline
Course Title: Accounting Information System
Course Code: ACFN 512
Credit Hours: 2 with 2 lab hours
Pre request: None

Course Description:

This course attempts to answer the question “how can we use information technology to do much more
than ‘just’ accounting?” i.e., how accountants can improve the design and function of the accounting
information systems with the help of the current state of the art so that it truly adds value to the
organization. This is not a computer technology course. It is a business and information system course in
which you will apply computers to handle business activities and provide information [financial and non-
financial] of use to management. Thus the course discusses topics like conceptual foundation of AIS,
management issues of Information technology, Programming in VB, AIS applications, and projects to be
worked out using Access, Peachtree, and VB.

Course Objectives: The overall aim of the course is to help students gain the knowledge and skill required
for applying latest developments in Information Technology in order to improve the efficiency and
effectiveness of business activities.

Course contents:

Chapter One: Conceptual Foundation of AIS

1.1 AIS: An Overview

1.2 Elements and Procedures of AIS
1.3 System Development and Documentation Techniques
1.4 Data Base Systems
1.5 Data Modeling and Data Base Design
Chapter Two: The Technology of the AIS
2.1 A review of Computer HW and SW
2.2 Data Communication Systems
2.3 E-commerce
2.4 Data Storage and Processing Methods
2.5 File Processing Methods
2.6 Implementing Database Management Systems
2.7 Control and AIS
Chapter Three: Developing Programs Using VB
3.3 The Program Development Process
3.4 The Integrated Development Environment of VB
3.5 Components of the User
3.6 Language Component of VB
3.7 Database Programming with V
Chapter Four: AIS Application
4.1 Revenue Cycle
4.2 Expenditure Cycle
4.3 Production Cycle
4.4 Human Resource Management / Payroll Cycle/
4.5 G/Ledger and Reporting Cycle
Chapter Five: Project Using Peachtree, Access, and Visual Basic

Teaching Methods

 Group discussion  Simulations

 Case study review  Book Review
 Seminar presentation  Industry visit/community based program
 Demonstration  Project work/lab
 Debates and Discussions

Assessment Methods

Assignment One (Article Review Presentation) (Group) 25%

Assignment Two (Case study or Chapter Presentation) 25%
Final Exam 50%
Textbook

Accounting Information Systems, Marshall B. Romney and Paul J. Steinbart 13thPearson Education,
Inc. ISBN 978-0-13-342853-7

Reference Books:

 Core concepts of accounting information system, 11nd edition, by Bangaranoff, 2010.

 Core concepts of accounting information system, 2nd edition, by Bangarano, 2005.
 Accounting Information System, 7th edition, by James A. Hall, 2011
 Systems Understanding Aid, 4th Edition, by Arens and Ward, 1995.
 Accounting Information Systems, 2nd Edition, by Smith and Smith, International Thomson
Learning/Dame Publications, Inc, 1998. (ISBN: 0-87393-668-X).
 Accounting, Information Technology, and Business Solutions by Hollander et al., 1996.
 Visual Basic 6 Black Book, Steven Holzner, 1998.\
 Visual Basic 6.0 or latest version.
 Admas University
School of Postgraduate Studies
Course Outline
Course Title: Applied Econometrics for Accounting and Finance
Course Code: ACFN 521
Credits: 3
Pre request: ACFN 513

Course Description

There have been many advances in financial econometrics during the last two decades, which has resulted
in an increasing number of sophisticated models, which characterize stock market prices and returns. This
course provides students with the opportunity to develop specialized quantitative skills and gain an
understanding of these financial econometric models.

COURSE OBJECTIVES:

1. To enable students to apply statistical techniques to problems in finance by: (i) translating
theoretical models into an empirically implementable form; (ii) the analysis of statistical data; (iii)
the interpretation of econometric results using linear regression models;
2. To provide an introduction to some of the empirical methods used by financial academics and
professionals in the analysis of financial asset prices;
3. Development of the practical skills, which equip students with the ability to offer an empirical
analysis of financial data.
LEARNING OUTCOMES

The learning outcomes are structured around three categories. You should monitor your performance on
the course against these bullet points. From time to time we will review progress against these points

 Demonstrate an understanding of the purpose of financial econometrics;

 Demonstrate basic knowledge and understanding of the Classical Linear Regression Model;
  Demonstrate knowledge and understanding of the assumptions and properties of the Classical
Linear regression Model;
 Demonstrate an ability to formulate and evaluate testable statistical hypotheses using the linear
regression model and econometric software;
 Demonstrate an ability to carefully interpret regression results;
 Demonstrate knowledge and understanding of the effect on regression results when the
assumptions of the Classical Linear Regression Model are violated
 Demonstrate knowledge and understanding of the econometric procedure to measure the stock
price impact of an event.
 Demonstrate knowledge and understanding of the techniques needed to perform econometric
analysis in a non-stationary world.
 Demonstrate knowledge and understanding of the techniques used to model the volatility of
financial asset returns.

Course Content
Chapter One: Introduction (Brooks. Chapters 1&2)

 Financial econometrics;
 Financial data;
 Basic descriptive statistics.
Chapter Two: Classical Linear Regression Model (I) (Brooks. Chapter 3)

 Method of least squares;

 Simple and multiple regressions.
Chapter Three: Classical Linear Regression Model (2) (Brooks. Chapter 3)

 Assumptions and properties;

 Precision and reliability.
Chapter Four: Statistical Inference (Brooks Chapters 3&4)

 The hypothesis testing framework;

 T-tests, F-tests, test of goodness of fit.
Chapter Five;Violations of the Assumptions of the Classical Linear Regression (Brooks Chapter 4)

 Residual non-randomness;
 Residual non-zero mean;
 Heteroscedasticity;
 Autocorrelation.
 Errors-in-variables;
 Normality of residual disturbances;
 Measurement error (omitted/irrelevant variables);
 Multicollinearity;
  Wrong functional form (model specification error)
Chapter Six: Event studies (MacKinlay, 1997)

 Event Study Methodology

 Measuring Abnormal Returns
 Parametric tests
 Non-parametric tests
Teaching Methods

The course consists of three interlinked strands:

1. A series of lectures (each lecture is 3 hours).

2. A series of lab sessions

Assessment Methods

There are two elements to the formal assessment on this course:

1. There you are supposed to pick any published article in the area of finance that used quantitative
method. Then, review the article according to the guideline to be provided. This accounts for 30%
of the total credit.
2. There will be lab test that accounts for 20% of your evaluation
3. The remaining 50% is assessed by a closed book final exam.
Text Book
Brooks, C. (2008), Introductory Econometrics for Finance, 2nd ed. Cambridge
University Press.ISBN-13 978-0-511-39848-3
Basic Econometrics, Gujarati 4th © the McGraw−Hill Companies, 2004
Reference
Hill, R. Carter, Griffiths, W.E., and Judge, George, G. (2001), Using Eviews for Undergraduate Econometrics,
John Wiley. ISBN 0471412392.
Campbell, J.Y., A.W. Lo and A.C. MacKinlay (1997): The Econometrics of Financial Markets, Princeton
University Press.
Studenmund, A.H. (2001), Using Econometrics A Practical Guide, Addison Wesley Longman. IBSN 0-321-
06481;
Koop, G. (2000), Analysis of Economic Data, Wiley. ISBN 0471999156;

Morris, C., Thanassoulis, E. (2007), Essential Maths for Business and Management, Palgrave Macmillan.
ISBN 978 1 4039 1610 5

Patterson, Kerry (2000), An Introduction to Applied Econometrics: A Time Series Approach, MacMillan
Press Ltd. ISBN 0-333-80246-2.

Hill, R. Carter, Griffiths, William E., Judge, George G. (2001) Undergraduate Econometrics, John Wiley.
ISBN 0471331848.
 Admas University
School of Postgraduate Studies
Course Outline
Course Title: Advanced Taxation
Course Code: ACFN 522
Credit Hours: 2hrs
Pre request: None
Course Description:

This course deals with Taxation and the Ethiopian Tax System in particular. It introduces the principles of
taxation, the different types of taxes and the various issues involved from an international perspective.
Moreover, the course examines international tax matters and the measures that are helpful in tackling
them and finally, it discusses the Ethiopian tax system.

Course Objectives:

This course is designed with the objectives of enhancing the awareness of students about the significance
and role of taxes in financing government expenditures, equipping students with the techniques of a fair,
simple and revenue productive tax system, enabling students know how the Ethiopian Tax system
operates and advise stakeholders accordingly, and enabling students visualize the domestic and
international tax issues of the country and work for their solutions.

Course Content:
Chapter One: Introduction

1.1 Definition, Purposes and Principles

1.2 Presumptive taxation
1.3 Withholding Tax System
1.4 Flat Tax System
Chapter two: Direct and Indirect Taxes
2.1 Income Tax
2.2 Corporation Tax
2.3 Agricultural Income Tax
2.4 Excise Tax
2.5 Sales Tax
2.6 Other Direct and Indirect Taxes
Chapter Three: Value Added Tax
3.1 Why adopt VAT?
3.2 Four basic forms of levying VAT
3.3 Direct Vs Indirect methods
3.4 VAT Rates
3.5 Exemption and zero ratings: equity arguments
3.6 Effects of VAT
Chapter Four: Property Taxes

4.1 Inheritance tax

4.2 Gift tax
4.3 Land value tax
4.4 Registration and license tax and tax on capital gains
Chapter Five: International Taxation

5.1 Taxation of multinational companies

5.2 Tax Avoidance and Evasion through the Use of Tax Havens
5.3 Tax Evasion through Overseas Transactions
5.4 Transfer Pricing Tax System
5.5 Avoidance of international double taxation
5.6 Tax Treaties and Sparing
Chapter Six: The Ethiopian Tax System
6.1 Tax Sharing (Federal and Regional)
6.2 Legal framework of the Ethiopian Tax System
6.3 Tax Rules and GAAP in Ethiopia
6.4 Tax Relief
 6.5 Tax Administration
6.6 Evasion, Avoidance and Enforcement
Teaching Methods
 Lecture  Book Review
 Group discussion  Industry visit
 Seminar presentation  Case studies
 Simulations
No Mode of Assessment Points to be
allotted(weight)
1 Individual Assignments term papers and Presentations 30
2 Project Work 20
3 Article Review 10
4 Final Exam 40
Total 100
Text Books
 Alan A Tait, 1988 Value Added Tax, International Practice and Problems, International Monetary Fund,
Washington, D.C.
References Books
 Proclamation No. 979/16 Income tax proclamation of Ethiopia
 Proclamation No. 983/2016 Federal Tax Administration Proclamation of Ethiopia
 Income Tax Fundamentals, General E.W& Martha Altus B. 2011,
 Taxation in Ethiopia Direct and Indirect Taxes - Categories of Tax Payers Declaration of Income and
Assessment of Taxes Tax Incentives, Addis Ababa 2005
 Gilbert E. Metcalf, (winter 1995) “Value Added Taxation: A Tax Whose Time Has Come?” Journal of
Economic Perspectives, Volume 9, Number 1, PP. 121-140.
 Gillis, M., C. Shoup and G. Sicat , eds., “Value Added Taxation in Developing Countries” Washington
D.C.: World Bank.
 Glenn P. Jenkins and Edwin N. Forlemu, Enhancing Voluntary Compliance by Reducing Compliance
Costs: A Taxpayer Service Approach, Tax Administration Review, #12 March 1993, Inter-American
Centre of Tax Administrators. Pp. 11-23
 Newbery, D. and N. Stern (1987) The Theory of Taxation for Developing Countries, Oxford University
Press.
 Richupan, “Determinants of Income Tax Evasion”, Supply-Side Tax Policy: Its Relevance to Developing
Countries, edited by V.P. Gandhi, International Monetary Fund, 1987, pp. 161-171.
 Admas University
School of Postgraduate Studies
Course Outline
Course Title: Advanced Cost and Management Control
Course Code: ACFN 523
Credit Hours: 3hrs
Pre request: None
Course Description
The course describes the cost functions and behaviors, C-V-P analysis under multi product conditions and
uncertainty, cost analysis for pricing decisions, profit centers approach for decisions regarding transfer
pricing and investment centers approach for determining ROI and residual income.

Course Objective: The objective of the course is to equip the student with the cost and management
accounting tools and techniques for analyzing the cost behavior and its influence on the operating
performance of the organization for efficient decision-making.

Course Contents

Chapter One: Estimating Cost Behavior

1.1 Analysis of cost behavior

1.2 Account classification
1.3 Statistical analysis
1.4 Ordinary least squares regression
1.5 Statistical influence and prediction
1.6 Auto correlation
Chapter Two: Multi product C-V-P Analysis
2.1 Multi product B-E-P analysis
2.2 Multi product C-V-P analysis with: (i) Production constraints and (ii) Multiple
2.3 Production constraints
2.4 Multiple products, Multiple constraints and fixed costs
 2.5 Multi period extension to C-V-P analysis
Chapter Three: C-V-P Analysis under Uncertainty

3.1 Uses of uncertainty models

3.2 Probability distribution of sales
3.3 Probability of break even
3.4 Multiple product C-V-P analysis under uncertainty
3.5 Uncertainty in price and cost parameters
Chapter Four: Cost Analysis and Pricing Decisions

4.1 Profit-maximizing pricing models

4.2 Full cost pricing-evaluation
4.3 Target ROI pricing and assets valuation
4.4 Cost-based pricing
4.5 Strategic Pricing for new products
Chapter Five: Profit Centers and Transfer Pricing

5.1 Profit as a performance measure

5.2 Profit Index

5.3 Common Revenues

5.4 Transfer pricing

5.5 Non-Profit measures of Performance

Chapter Six: Investment Centers

6.1 Relating Profits to assets employed

6.2 ROI and Residual Income
6.3 Accounting Vs. True Rate of Return
6.4 Capitalizing Vs. Expensing
6.5 Identifying Assets in Inventory Base
6.6 Cash Flow Accounting
Teaching Methods

 Group discussion  Simulations

 Seminar presentation  Book Review
 Problem demonstration  Industry visit/community based program
 Debates and Discussions  Case studies

Assessment Methods

Individual presentations and written report during the semester 30%

Group work (includes presentations and written reports) 20%

Final exam 50%

Total 100%

Text Book

 Robert Kaplan “Advanced Management Accounting” Prentice Hall/India, New Delhi. 1988.
Reference Books:

 John Y.L.E. “Advances in Management Accounting Volume 14”, 2006

 Alnoor B. et al. “Management and Cost Accounting” 4th ed. 2008
 Larry M., Walther and Christopher J. Skousen ”Managerial and Cost Accounting, 2009
 John Y.L.E. “Advances in Management Accounting”, 2006
 Charless T. Horngren: “Cost Accounting A Managerial Emphasis” Prentice Hall, International Inc.
 Robert S. Kaplan and Anthory A. Atkinson Advanced Management Accounting Prentice Hall
International Inc.
 Management Accounting , Jerry J.W. Paul D1 Kimmel, 6thed, 2012

 Ray H. Garrison “Managerial Accounting” Irwin, Home wood IL. Boston.

 Charless T. Harngren: Introduction of Management Accounting “ Prentice Hall International, Inc.
 Financial and Managerial Accounting, Belverd, E.N and Marian, P 2011, USA.
 Admas University
School of Postgraduate Studies
Course Outline
Course Title: Organization Behavior and Management
Course Code: MBA 531
Credit Hours: 2 hrs
Prerequisite: none
Course Description

This subject employs an organization theory and research to analyze the central features of contemporary
organizations, namely their structure, culture, people and processes of power. Key issues of organizational
restructuring and change, culture change and management, the management of people and personal
identity, and political and power relations are analyzed. These four areas of organizations are used to
diagnose organizational problems, and skills are developed for problem solving. The subject also develops
key managerial skills in organization analysis and design by encouraging critical thinking and reflexive
practice; synthesizing knowledge between organization theory and management practice.

Course Objective

Upon successful completion of this subject students should be able to:

 appreciate multiple-perspective approaches to the analysis of organizational situations

 critically understand organizational culture and structure
 Understand the relationship between people, identity and work in organizations.
 analyze the dimensions of power in organizations and identify resistance to organizational and
managerial power
 apply a multiple-perspective approach to diagnosing organizational problems and developing
solutions, and develop the ability to critique the practice of management
Course Contents
Chapter One: An over View of Organization Behavior
1.1 What is organizational behavior?

1.2 The three basic units of analysis in organizational behavior

1.3 Replacing intuition with systematic study

1.4. A review of a manager’s job and it relation to the study of organizational behavior

1.5. The characteristics of organizational behavior

1.6 The development of organizational behavior

Chapter Two: Foundation of Individual Behavior and Learning

in an Organization

2.1. Perception

2.2. Attitude

2.3. Personality

2.4. Learning

Chapter Three: Foundation of Group Behavior

3.1. Defining and classifying team and/or group

3.2. Why do people form and join team/groups?

3.3. Stages in team/group development

3.4. Obstacle to team/group productivity

Chapter Four: Motivation Concepts and Their Applications
4.1. What is motivation?
4.2. Early Theories of Motivation
4.3. Contemporary theories of motivation
4.4. Implication of motivation for performance and satisfaction

Chapter Five: Management of Organizational Conflict

5.1. Definition of conflict
5.2. Functional Vs dysfunctional conflict
5.3 Nature of conflict in an organization
5.4. Cause of conflict in organization

Chapter Six: Stress Management

6.1. What is stress?
6.2. Understanding sources of stress and its consequences
6.3. Stress management strategies
6.4. Implications for performance and satisfaction
Chapter Seven: Culture and Diversity
7.1 Culture and cultural diversity
7.2. Globalization and people at work
Chapter Eight: Power and Politics in an Organization
8.1. A definition of power
8.2. Contrasting leadership and power
8.3. Base and sources of power
8.4. Power in group coalitions
Chapter Nine: Organizational Design and Structure
9.1. The essence of organizational design and structure
9.2. Key organization design process
9.3. Types of organization structure
9.4 Technology and job design
Teaching/learning methods

 Lecture  Problem demonstration

 Group discussion  Debates and Discussions
 Case study review  Book Review or book chapter review
 Seminar presentation  Organization visit
Assessment

 Quizzes 10%
 Article review (group) 20%
 Project work and presentation (groups) 30%
 Final examination 40%
Reading Materials

Required

 Text: Understanding and Management Organizational Behavior, Jennifer M. George. Gareth R.

Joness, 6th edition, 2012, Prentice Hall Limited.
Recommended

 Bolman, LG and Deal, TE(2008).Reframing Organizations: Artistry, Choice and Leadership, 3rd
edn, San Francisco: Jossey-Bass
 Organizational Behavior, 13th edition, Hellriegel & Slocum, 2011, USA.
 Organizational Behavior, Concepts, Controversies applications, 7th Edition, 1996. Stephen R.
Robins, 12 th 2007
 Organizational Behavior Nelson, L. 6th 2002
 Organization and management Agrawall R.D, 2005
 Organizational Behavior Coloquitt, A etal 2009
 Organizational Behavior: key concepts, skills and best practices Angelo kinicki and Robert
Kreitness 2nd 2003
 Organizational Behavior and Management John M.Ivancevich,Robert Konopaske and Michael
T.Matteson 8th 2008
 Admas University
School of Postgraduate Studies
Course Outline
Course Title: Quantitative Methods for Decision Making
Course Code: MBA 582
Credit Hours: 3
COURSE DESCRIPTION

Quantitative analysis for decision making belongs to management science as one of the quantitative aids
to managerial decision making. It offers the decision-maker a method of evaluating every possible
alternative (act or course of action) by using various techniques to know the potential outcomes. The
course is, therefore, designed to provide an understanding of history and latest development of
Management Science tools and models. Students will be exposed to the process of system approach to
design and development of quantitative models. The course will also focus on the use of tools and the
development of models from case studies. It includes Models and modeling, linear programming,
transportation models, assignment models, decision models, project management techniques, game
theory and queuing models.

Course Objectives

Upon successful completion of this course, students should be able to:

a) Use concepts and methods of Decision Science, which involves the application of mathematical
modeling and analysis to management problems.

b) Apply a foundation in modeling with spreadsheets.

c) Build and use models and model-based analyses.

d) Identify and apply a more disciplined thinking process in the way they approach management
situations.

e) Appreciate the application of OR model in solving different quantitative problem.

Course Contents

Chapter One: Introduction

1.1 Introduction to concepts of Quantitative Analysis for Decision Making

1.2 Development in management theory and practice (from scientific management to

management science)

1.3 Review of probability Theory; Bayesian statistics in particular (for independent review)

1.4 Decision making through quantitative analysis: management science models.

1.5. Model and modeling in Operations Research

Chapter 2 - Linear Programming

2.1. Introduction

2.2. Structure of Linear Programming Model

2.3. Application Area of LP

2.4. Graphical Solutions of LPP

2.5. Special Case in LPP

2.6. The Simplex Method

2.7. Some complication and their Resolution

2.7.1. Unrestricted variables

2.7.2. Tie for leaving and entering variables

2.8. Duality in LPP

2.9. Sensitivity Analysis

Chapter 3 - Transportation and Assignment Problems

3.1. Introduction

3.2. Methods for Finding Initial Solution

3.3. Test for Optimality

3.4. Variation in Transportation

3.4.1. Unbalanced supply and demand

 3.4.2. Degeneracy

3.4.3. Alternate optimal solution

3.4.4. Prohibited transportation routes

3.5. Maximization in Transportation problems

3.6. Solution method for Assignment problem

3.7. Special case in Assignment Problems

Chapter Four: Queuing (waiting line) Analysis

4.1 Elements of waiting line analysis

4.2 The single server waiting line system

4.3 Undefined and constant server times

4.4 Finite queue length

4.5 Finite calling population

4.6 The multiple server waiting line

Chapter Five: Decision Theory

5.1. Introduction
5.2. Types of Decision Making Environment
5.3. Decision making under Uncertainty
5.4. Decision making Under Risk
5.5. Decision making Under Certainty
5.6. Decision Making with Utilities
5.7. Monte Carlo Simulation
5.8. Stochastic Dominance
5.9. The value of Information

Chapter Six: Network Analysis

6.1. Introduction

6.2. Types of Network Models

6.2.1. The Shortest Route Problem

6.2.2. The Maximal Flow Problem

6.2.3. Critical Path Method (CPM) and Project Evaluation and Review Technique (PERT)
 6.3. Time – cost Trade Offs – Crashing

Chapter Seven: Game Theory

7.1. Introduction

7.2. Two person Zero-Sum Game

7.3. Pure Strategies: Game with Saddle Point

7.4. Mixed Strategies: Game without Saddle Point

7.5 The Rule of Dominance

Chapter Eight: List of Management Science Model for Major Group Project

8.1 Linear programming models

8.2 Decision analysis

8.3 Interpretative application of matrix algebra

8.3.1 Markov Chain Analysis

8.3.2 Input output models

8.4 Inventory models

8.5 Regression and correlation analysis

8.6 Queuing (waiting line) models

8.7 Simulation models

8.8 Forecasting models

Teaching Methods

The principles of active learning approach will be implemented in this class. Class participation is vital to
learning and demonstrating proficiency in Management Science for Decision Making. For the graduate
student, participation means initiating questions, engaging in peers discussions and drawing from life
and work experience to enrich class discussion. Students are, therefore, expected to read, think about
the issues and prepare to contribute to class discussion by sharing their experiences.
The course instructor’s primary role is to facilitate the learning process. In each session, the instructor will
devote some time in lecturing, but we will also spend a great deal of time in class discussion. Moreover,
case studies and reflection exercises will also be employed.

Assessment Methods

 Problem solving 20%

 Project work and presentation (groups) 30%
 Final examination 50%
READING MATERIALS
Required
Anderson, Sweeney, Williams, Camm and Martin (2012), An Introduction to Management
Science, Quantitative approach to decision making, Revised 13th Edition. (South-
Western Cengage Learning)
Hamdy A. Taha (2007),Operations Research: An Introduction. 8thEditionNew Delhi, Pearson
Education, Inc.
Hiller &Libermann (2001), Introduction to Operations Research, 7th Edition (McGraw Hill)
N.B. Specific chapters of the texbooks that are relevant to each section above shall be
provided to students in soft copy.
Recommended
Prem, Kumar& D.S. Hira (1979) Operations Research. New Delhi: S. Chand & Company
LTD.
ShermaJ.K.. (2003),Operations Research: Theory and Application. New Delhi:
Macmillan LTD.
Shaum’s Outline (1997).Theory and Problems of Operations Research. New Delhi:
McGraw-Hill Companies. Inc.
Srivastava, Shenoy and Sharma (1989), Quantitative Techniques for Managerial
Decisions,Inc2nd Ed. New Delhi McGraw-Hill Companies.
Stevenson W, William J (1989) Introduction to Management Science. Boston: IRININ,
Inc
 Admas University
School of Postgraduate Studies
Course Outline
Course Title: Human Resource Management

Course Code: MBA 511

Credit Hours: 2 hrs

Course Description:

This course presents an introduction to the field of human resource management (HRM). Topics covered
include historical steps in the development of the human resource function and the forces that have
shaped its development; the role and importance of strategic HRM; ethical considerations in HRM and
contribution to good corporate governance; the importance of effective HR information systems; the
contribution of various HR functions such as job analysis and design, recruitment, selection, remuneration
management, performance management and appraisal as well as training and development; the role of
key stakeholders including government, industrial tribunals and associations; forms of regulation and
entitlements including legislation, awards and agreements; handling workplace grievances and
performance problems; and managing diversity.

Course Objectives:

The purpose of this course is to help students acquire the specific knowledge, skills, and abilities
associated with human resource management so they are actually prepared to perform the essential
functions that human resource professionals are expected to perform. After completing this course
students will be able to:

 Contract with a client and manage the consulting relationship.

 Diagnose organizational problems using both quantitative and qualitative data and use these
data to improve organizations.
 Describe the legal restrictions governing discrimination in employment.
 Develop a human resource plan and design a valid recruitment and selection system.
  Develop and implement a performance evaluation system.
 Assess training needs, design a training program, and evaluate it.
 Design and implement a compensation system that is equitable, legal, motivating, and cost-
benefit effective.
 Identify the factors impacting upon the strategic role of HRM and the processes that facilitate
HRM contributing to the achievement of organizational goals and objectives
 Explain the key functions of HRM and how these relate and contribute to the management of
the organization and to other functional areas within the organization
 Apply the insights from relevant literature to the development and assessment of HRM policies
and practices
 Identify the challenges facing HRM to ensure that policies, procedures and activities are
consistent with the principles of ethics and good corporate governance
Chapter One: Introduction to Human Resource Management

1.1 Definition and back ground

1.2 Responsibilities of Human Resource Department

1.3 Human Resource Management Functions; Roles and Career

1.4 Evolution and Development of Human resource Management

1.5 Goals of Human Resource Management

1.6 Competitive Challenges of Human Resource Management

Chapter Two: The Acquisition of Human Resources

2.1 Human Resource Planning

2.2 Job Analysis

2.3 Recruitment

2.4 Selection

2.5 Induction

2.6 Placement

Chapter Three: The Development of Human Resource

3.1 Training

3.1.1. Training needs assessment and the systems model for training

3.1.2. Training theories and the design of training

 3.1.3. Training Evaluation

3.2 Development

3.3 Performance Evaluation

 Nature of Appraisal

 Performance Evaluation Method

Chapter Four: The Rewarding of Human Resource/Compensation/

4.1 Job evaluation

4.2 Wage : Wage surveys and Developing a wage structure

4.3 Salary

4.4 Employee Benefits and Services

Chapter Five: The Maintenance of Human Resources

5.1 Working Environment: Employee Safety and Health

5.2 Employee Relations:

5.3 Employee Grievances and Discipline

5.4 Employee Participation and Empowerment

Chapter Six: Integration and Maintenance

6.1. Employee discipline
6.2. Labor relation
6.3. Collective bargaining
6.4. Grievance handling
Chapter Seven: Public Sector Human Resource Practice in Ethiopia
7.1. Overview
7.2. Statutory laws
7.3. Civil service reforms
7.4. Patronage VS competitive Employment
7.5. Opportunities & challenges of public sector employment
Teaching/learning methods
 Group discussion  Demonstration
 Case study review  Debates and Discussions
 Seminar presentation  Book Review
  Industry visit/community based
program
Assessment
 Article review (individual) 20%
 Term paper with presentation 30%
 Final examination 50%

Reading Materials

Required

Dessler, G, Griffiths, J and Lloyd-Walker, B, (2007). Human Resource Management, Theory Skill
Application, Pearson Education Australia, Frenchs Forest

Recommended

 Bray, M, Deery, S, Walsh, J and Waring, P, (2005), Industrial Relations: A Contemporary

Approach, 3rd edn, McGraw Hill, Sydney
 Gomez-Mejia, L., Balkin, D. and Cardy R. (2004) Managing Human Resources, 4th Ed., Prentice
Hall USA.
 Nankervis, A.R., Compton, R.L. & Baird, M. (2002) Strategic Human Resource Management,
4th edition, Melbourne: Nelson.
 Stone, R J (2005) Human Resource Management (5th ed), Jacaranda Wiley, Brisbane. ISBN:
0470804033
 Handbook of Human Resource management, 10th edition, Michael Armstrong, 2006, Library
of congress cataloging – in publication Data.
 Human Resource Management, A Contemporary Approach 4th, edition, Ian Beard well, 2004,
Pearson Education Len Holden Limited.
 Human Relations, Dalton, Hoyle.Watts, 4th edition, 2011. South Western Cangage Learning ,
USA
 Human Resource Management: A Critical Approach, Edited by David G. Collings and Geoffrey
wood, 2009, USA and Canada,
 Human Resource Management, Derek T and Laura, H. 6th edition, 2005, Pearson Education
Limited.
 Human Resource Management. Theory and Practice, 2nd edition, John Bratton and Jeffrey G.
1999, Macmillan Press Ltd.
 Admas University
School of Postgraduate Studies
Course Outline
Course Title: Change and Innovation Management
Course Code MAPMC-612

Credit Hours 2

Prerequisites Organizational Behavior and Development (MAPMC-

641)

Course Description
The course aims to achieve a greater understanding of the dynamic and complex processes associated
in the change management, creativity and innovation. It develops students’ creative attitude in
dealing changes of proactive and reactive modes. Specific techniques of anticipating cause of change;
manifestations of resistance & overcoming them will be discussed along with real cases. What is more,
rational and creative techniques of dealing with innovation will be examined.
Learning Outcomes
After completing this course, the graduate students should be able to:
 Explain the importance of change
 Recognize the effect of change on individual, team and on organization.
 Explain key factors in management of change
 Realize the sources of resistance to change and the ways this resistance can be
overcome.
 Play a leading role in initiating in your organization of work environment.
 Appreciate global and national changes in both public and private sector
 Explain the roles of individuals, teams, and the organization in innovation.
 Identify the elements within the organization that foster creativity and innovation.
 Enhance their creative and innovative thinking skills
 Recognize that creativity leads to organizational success

Course Content:
Chapter 1.The Environment and the Need for Change
1.1. The Conceptual Framework of Change
 1.2. Purpose of Change
1.3. Factors that cause change
Chapter 2: Managing Change in an Organization
2.1. Key factors in managing change
2.2. Programming Change
2.3. Lewin's 3-Step Model of the Change Management.
2.4. Making the Change Process Effective
Chapter 3:Resistance to Change
3.1 Reasons for resistance
3.2 Managing Resistance to Change
3.3 Accelerating Change and Gaining Support
Chapter 4. Effective Leadership for Change
4.1 Leadership and managing change
4.2 Leadership and Vision
4.3 Understanding the human dimension of change
4.4 Communication during Change
Chapter 5: Creativity
5.1 What is Creativity?
5.2 Creative Process
5.3 Creative Methods
5.4 Mental Blocks to Creative Thinking and Problem Solving
5.5 Positive Attitudes for Creativity
5.6 Characteristics of the creative person
Chapter 6: Innovation and Innovation Processes
6.1. Definition of Innovation
6.2. Types of Innovation
6.3. Rationale of Innovation
6.4. Driving and Restraining forces of Innovation
6.5. Sources of Innovation
6.6. Innovation Diffusion and Adoption
6.7. First Movers Advantage
6.8. Innovation Decision-Making Process
Teaching Methods
We will be taking an active learning approach in this course. This means that you expected to allot 8
hours every week for readings, exercises, doing assignments and preparing for class presentation and
examination. The course instructor’s primary role is to facilitate the learning process. In each session, the
instructor will devote some time in lecturing, but we will also spend a great deal of time in classroom
discussions. You are, therefore, expected to contribute to class discussion on a regular basis.
Assessment Methods
The course grade will be assessed by a weighted average computation of scores on case study,
individual assignment & attendance, team study report and final examination.
Weights for these items are as follows:
Individual Assignment (Case Study, Article Review,) ….. 20%
Team Study Report ……. 30%
Final Examination ……….… 50 %

References
1. Beckhard, R. (1969). Organizational Development: Strategy and Models. Reading, Massa
Chusetts: Addison -Wesley.
2. Carnall, C. (1995). Managing Change in Organizations. New York: Prentice Hall.
3. Kotter, John (1996). Leading Change. HBS Press. Boston, Massa chutes
4. Ettlie E. John (2006). Managing innovation: New technology, New Products, and New
5. Services in the Global Economy. Elsevier. India.
6. Armstrong, M.(1990). Management Processes and Functions. London: Institute of Personnel
Management
7. Buchanan, D., and D. Buddy (1992). The Expertise of the Change Agent: Public Performance
and Backstage Activity. New Jersey: Prentice-Hall.
8. Liz Clarke (2003) The Essence of Change. Prentice Hall. India
9. Paul E. Plsek (2003) Creativity, Innovation and Quality. Eastern Economy Edition. India
10. Robert E. Patin (2000) Change management: A Guide to Effective Implementation
11. Todd D. Jick (1993). Managing Change: Cases and Concepts

Admas University
School of Postgraduate Studies
Course Outline

Course Title: Managerial Economics

Course Code MAPMC-622

Credit Hours 2
Course Description
The course provides an understanding of the microeconomic forces that influence firm
decision making. It includes competitive markets and market failure, benefit-cost analysis,
demand estimation and forecasting, decision making under risk and uncertainty, production
and cost estimation, and market structure analysis.
Learning Outcomes
After completing this course, students should be able to:
 Design and develop business strategy at the firm level.
 Understand competitive markets as well as alternative market structures such as
monopoly, oligopoly, and monopolistic competition.
 Acquire a basic competence in the theoretical derivation and empirical estimation of
demand, cost, and production functions
 Answer the fundamental managerial questions of what, how, and for whom to produce.
Course Contents
Chapter One: Introduction
a) What is managerial economics?
b) Firms and managerial objectives
c) Economic Optimization
d) Firms and Profits
e) Tools of economic analysis
f) Marginal analysis
Chapter Two: Demand & supply analysis & its relevance to business decision making
a) Demand
b) Supply
c) Elasticity
Chapter Three: Regression Analysis: Demand Estimation
a) Measuring Economic Relationships
b) Statistical Relations and Regression Analysis
c) Forecasting The Business Cycle
d) Time Series Trends
Chapter Four: Production and Cost
a) Theory of Production
b) Cost and Profit Analysis
c) Empirical Analysis of Production and Cost
Chapter Five: Market Structure
a) Perfect Competition
b) Monopolies
 c) Measuring Firms' Performance
d) Making Decisions under Noncompetitive Conditions
e) Oligopolies
f) Pricing Methods
g) Regulating the Market Economy
h) Economies of Scale
i) Taxes and Subsidies
j) Costs of Regulation
Chapter Six: Project Decisions
a) Decision Making under Uncertainty: Risk Analysis
b) Macroeconomic problems, variables and key macroeconomic policies
Teaching Methods
The teaching and learning methods for this course include class room lecture, individual assignments,
presentations, group discussions and assignments, panel discussion, and guest lectures.

Assessment Methods
Term Paper/Note Preparation & Presentation (Individual) ……20%
Critical Review of articles……………………………………...10%
Group Assignment ……………………………………….….….20%
Final Exam ……………………………………………………..50%

References
Mark Hirschey (2009), Fundamentals of Managerial Economics
Wilkinson (2005): Managerial Economics: A Problem-Solving Approach
Bhat& Rau (2008), Managerial Economics and Financial Analysis –Ch. 1-4
Canvery, R. (2005). Managerial Economics
G. Bredon, (2007) Study Guide to Accompany Macroeconomics, 8th Edition.
Gopalakrishma (2004). Managerial Economics
J. Jackson and R. McIver (2007). Macroeconomics, 8th Edition.
Mcconnell, Campbell, R. (2002). Economics: Principles, Problems and Polices.
 Admas University
School of Postgraduate Studies
Course Outline
Course Title: Strategic Management
Course Code MAPMC-642

Credit Hours 2

Course Description

The course deals with n-depth analysis of industries and competitors, and how to build and defend
competitive advantages in forming a successful competitive strategy. Case analysis and management
simulation convey the multifunctional nature of decision making at the top management level.
Augmented by live-case analyses must be taken in the final semester prior to graduation.

Learning Outcomes

After completing this course, the graduate students should be able to:
  Identify what business strategy is and why it is important
 Synthesize the determinants of competitive advantage
 Distinguish between crafting and executing a business strategy
 Explore various concepts and analytical tools for evaluating a company’s situation.
 Explain the merits and demerits of the five generic competitive strategies
 Identify some of the drivers of unethical strategies and business behavior.
 Determine ingredients required to effectively lead the strategy execution process.
 Explain the leadership challenge of making corrective adjustments.

Course Contents

The ground that this program covers is challenging, wide-ranging and exciting and, will include the
following subject areas:

Chapter One: Strategic Management Process - an overview

a) The nature and scope of strategic management

b) Essence of strategic / corporate planning
c) The process of strategic management
Chapter Two: Basic components of Strategy Design

a) Basic components of strategy formulation : Creating a Vision, Outlining the Mission,

Values, and strategic issues, Setting Goals and Objectives, Strategic plan
b) Building sustainable competitive advantage
Chapter Three: Company Situation Analysis

a) Value chain analysis, core competencies and competitive advantage

b) Competitive Strength Assessments
c) Internal analysis: organizational skills and resources
d) Environmental analysis - Analyzing the external environment
Chapter Four: Industry and Competitive Analysis

a) Methods of industry and competitive analysis

 b) The five generic competitive strategies
c) Offensive and defensive strategies
Chapter Five: Corporate Diversification Strategies – Intent and Fit

a) Matching strategy to a company situation

b) Matching strategies and industry evolution
c) Single business strategies and diversification
d) Strategic fit and intent
Chapter Six: Strategic Analysis of Diversified Companies

a) Assessing strategic performance

b) Application of analytical and strategic tools
c) Strategic choice
Chapter Seven: Implementing Strategy

a) A framework for implementing strategy

b) Core competencies, re-engineering and structure
c) Support systems and rewards
d) Linking budgets to strategies
Chapter Eight: Strategic Alliances and Virtual Networks

a) Partnering, Networks and Joint ventures

b) Arrangements between joint venture partners

Teaching Methods

Classes will involve a combination of lectures, problem-solving exercises, group and team dynamic
activities and experiential learning reflection. These methods will be supplemented with both printed
and electronic learning materials and resources.

Assessment Methods

 Group Project & Presentation – (article review) ………….. 20%

 Case analysis (Group)……………………… 30%
 Final Examination (Individual)…………. 50%
References

1. David, R Fred (2011). Strategic Management: concepts and cases, 13th edition

2. White, Colin (2004). Strategic Management, Palgrave Macmillan, NY.

3. Hussey, David (1998). Strategic Management, From Theory to Implementation, 4th ed.
Butterworth Einemann, Oxford

4. Hittet al, Editors (2006). The Blackwell Handbook of Strategic Management, in The Blackwell
Encyclopaedia of Management: Strategic Management Edited by McGee, John; 2nd ed.,
Blackwell Publishing, NY.

5. Applegate, M. Lynda (2007), Corporate Information Strategy and Management: Text and
Cases, 7th Ed. (New Delhi: Tata McGraw Hill)

6. Barney, B. Jay (2010), Strategic Management and Competitive Advantage: Concepts, 3rd Ed.
(New Delhi: PHI Learning)

7. Budhiraja, SB. (1996), Cases in Strategic Management (New Delhi: Tata McGraw Hill)

8. Burgelman, A. Robert (1988), Strategic Management of Technology and Innovation 2nd Ed.
(Boston: McGraw Hill)

9. David, R. Fred (1997), Strategic Management, 6th Ed. (New Jersey: Prentice Hall)

10. Kazmi, Azhar (2002), Business Policy and Strategic Management (New Delhi: Tata McGraw
Hill)

11. Rao, Mohana (2003), Strategic Management: Current Issues and Trends (New Delhi: Deep and
Deep)

12. Stacey, D. Ralph (1993), Strategic Management and Organizational Dynamics: The Challenges
of Complexity (New York: Prentice Hall)

13. Strickland, A. J. (1998), Cases in Strategic Management, 10th Ed. (Boston: McGraw Hill)

14. Thompson, A. Arthur (2003), Strategic Management: Concepts and Cases, 13th Ed. (New Delhi:
Tata McGraw Hill)

15. Williamson, David (2006), Strategic Management and Business Analysis (Butterworth
Heinemann.
 Admas University
School of Postgraduate Studies
Course Outline
Course Title: Project Risk Management
II. Structure of the Course

Course Code MAPMS-632, Prerequisite: MAPMS-611

Credit Hours 2

Course Description

The fact that almost all projects are executed in a relatively uncertain environment, the project
managers need to develop their capacity in assessing the risky environment, analyze it thoroughly
and take the necessary preventive action before the projects confront credible loss. For this reason,
SMU has designed "Project Risk Management" course to be incorporated as part of MBA in Project
Management. The main emphases of the course will be on assessing the background of risks for
projects, managing risks for effective decision, applying risk management techniques suitable to
circumstantial factors, risk management methods, and review risks from time to time.

Learning objectives

After completing this course, the students should be able to:

 assess the risks environment for possible alternative action including neutralization effect;
 identify risks in all of the project management phases;
 apply various quantitative and qualitative tools to measure the level of severity and frequency
the risks identified;
 manage their projects successfully.

Course contents:
Chapter One: Overview of Risk Management
 Risk and Uncertainty
 Risk Management Purpose
 Nature of Risk Management
 Benefits of Risk Management
 Risk Management Objectives
Chapter Two: Risk Management Roles

 Project Executive Officers / Milestone Decision Authorities

 Project Managers
 Integrated Product Team
 Risk Management Boards
 Support Activities
 Employer
Chapter Three: Phases of Risk Management

 Risk Management Plan

 Risks Identification
 Qualitative Risk Analysis
 Quantitative Risk Analysis
 Risk Responses Plan
 Risks Monitoring and Control
Chapter Four: The Project Cycle and Risk Management Effort

 Introduction
 Project Risk
 Integrating Risk
 Typical Life Cycle Profiles: Risk Versus Amount at Stake
Chapter Five: Risk Management Methods

 Overview of Risk Management

 Importance Risk Management
 Types of Risk Management Methods
 Avoidance
 Reduction
 Transfer
 Retention
Chapter Six: Review of Risks over Time Intervals (independent reading assignment)

Teaching Methods

The participant centered approach will be adopted in facilitating teaching and learning. This adult
teaching methodology will ensure that participants approach the entire course in a friendly and
experiential learning environment in which they relate to every aspect of the course with their
relevant work experiences. Lectures, case studies, and plenary discussions will be used to bring the
experiences of others in this vast field of application to bear on the entire teaching and learning
session. Group discussions and simulation exercises will also be used to encourage interactions and
idea sharing. Participants will be required to use the knowledge acquired to assess past projects they
have designed as well as proposals prepared in the past so as to determine areas needing
improvement. These will be very important lessons that will guide all future practices in this area and
reinforce new attitudes.

Assessment Methods:

Group written assignments with presentations (term paper) 30%

Individual written assignment 20%

Final exam 50%

References:

1. Hillson, D. (2009). Managing risks in projects. London: Gower Publishing ltd.

2. A Guide to Project Management Body of Knowledge (PMBOK Guide), 4th Edition, 2008
(Pennsylvania: Project Management Institute)

3. Frame, J. Davidson (2002), The New Project Management: Tools for an age of rapid change,
complexity and other business realities (Jossey-Bass)

4. Lewis, James P. (2008), Mastering Project Management, 2nd Ed.: Applying Advance Concepts
to Systems Thinking, Control Evaluation, [and] resource allocation.
 Admas University
School of Postgraduate Studies
Course Outline
Course Title: Computer Security and Privacy
Course Code: CS671
Credit hour: 2
Contact hour: 4 (1 lecture hour +3 lab hour)
Course Description
The course is about fundamentals of computer security, privacy, the importance of security for
computer- systems, protection schemes and policy, network security concepts and mechanisms,
public and private key encryption techniques, network layers security, computer forensics, legal
and policy issues, viruses and worms, web security, programming security.

Learning Outcomes

On successful completion of the course students will be able to:

 - Describe elements of computer security and privacy

 Investigate the degree of vulnerability of a computing environment to security threats
 Identify computer security threats in a computing environment and prepare the
necessary counter measures for protection
 Deployment security techniques like encryption, cryptography, access control,
firewall, etc.
 Develop computer security and privacy policies, procedures and guidelines for a
computing environment
 Develop team work spirit and communication skills
Course Content

1. Fundamentals of Computer Security & Privacy

Overview, history, vulnerabilities, countermeasures, physical security

2. Computer Security Threats

Viruses, Worms, Trojan horses, Crackers, Spy-wares …

3. Security Techniques
Encryption, cryptography, access control, firewall,

4. Network Security Concepts and Mechanisms

Software security mechanisms, programming techniques

5. Secure System Planning and Administration

Analyzing risks, planning, policies and procedures

6. Computer Forensics
7. Legal, Ethical and Policy Issues
Teaching Strategy

This course will be offered through lectures, presentations, class discussions, laboratory work
and Group project work. Students present their assignments, and get feedbacks.

Assessment Criteria

Identify elements of computer security and privacy

 Analyze the degree of vulnerability of a computing environment to security threats

 Identify computer security threats in a computing environment and prepare the
necessary counter measures for protection
 Create security techniques like encryption, cryptography, access control, firewall, etc.
 Create computer security and privacy policies, procedures and guidelines for a
computing environment.
Method of Assessment

This course is assessed by a group project, individual assignments, and examination. Each group
project will be presented in the class, defended/demonstrated by the students and feedbacks will be
given to them by the instructor and by other peer students in the class.

Percentage Contribution to the Assessment

  Written examination (final):40%
 Group project: 30%
 Assignment: 30%
Teaching Support and Inputs for each content

Textbook:

 Stallings, W. Cryptography and network security: principles and practice.5th Edition

Course Requirements

 Every student should attend all lectures.

 Students should group themselves into 3 for the project work and identify their own
project titles from the list of categories of topics that will be provided by the instructor.
 Students should submit every assignment and project work according to the deadline.
 Students should present/demonstrate their work.
 Students should sit for the written examination.
Course Calendar

The calendar follows the usual semester of 14 to 15 weeks. The details of delivery, assignment
deadlines, presentations and examination will be given to the student one week before
commencement of the class.

Reading Materials

 Stallings W. Network Security Essentials: Applications and Standards, 4th Edition..

 D. Russell and G.T. Gangemi, Computer Security Basics, OReilly & Associates, 1991.
 BPB Publications, Security Complete, New Delhi BPB Publications,1999.
 C. Easttom, Computer Security Fundamentals, Prentice Hall, May 2005.
 W. Stallings, Network Security Essentials, 2nd edition, Prentice Hall, 2003.
 L. Fennelly, Effective Physical Security, Butterworth-heinemann, 2003.
 T. R. Peltier, Information Security Policies, Procedures, And Standards:Guidelines For
Effective Information Security Management, Auerbach Publications, 2001.
 E. Michael, Physical Security for IT, Digital Pr, 2004.
 M. Bishop, Computer Security: Art and Science, Addison-Wesley, 2002.
 S. Bosworth and M. E. Kabay, Computer Security Handbook, 4th edition, Willey, 2002.
 R. J. Anderson, Security Engineering, Ross Anderson, John Wiley & Sons Inc., 2008.
 Admas University
School of Postgraduate Studies
Course Outline
Course Title: Data Warehousing and Data Mining
Course Code: CS630
Credit hour: 3
Prerequisite course (s): None
Contact hour: 5(2 lecture hour +3 lab hour)
Course Description

The course is about discovering hidden pattern (knowledge) from a given data warehouse or
data source using different data mining functionalities for research and business applications

Learning Outcomes

On successful completion of the course students will be able to:

 Understand the concept of data warehouse and data mining

 Understand the different data mining functionalities: Association, Classification,
Clustering, etc.
-
 Understand the data warehouse operations: Slicing, dicing, pivoting, rolling up,
rolling down, etc
 Understand and use data mining modeling techniques such as CRISP-DM
 Develop skill on how to measure performance of data mining system
 Develop skill to measure the goodness of the data set for decision making
 Develop confidence in doing research in the area of data mining and data
warehousing
 Develop and test data mining systems
 Develop team work spirit
Course Content
1. Overview
 Brief description of data mining
 Data warehousing, data mining and database technology
 Online Transaction processing and data mining
 2. Data Warehousing
 Design
 Operations
3. Association Rule Mining
 Description
 Principle
 Design
 Algorithm
 Rule evaluation
4. Classification Rule Mining
 Description
 Principle
-
 Design
 Rule evaluation
 Algorithm
5. Clustering
 Description
 Principle
 Design
 Algorithm
 Result Analysis
Teaching Strategy

This course will be offered through lectures, presentations, class discussions, laboratory
work and Group project work. Students present their assignments, and get feedbacks.

Assessment Criteria

 Identify the different data mining functionalities: Association, Classification, Clustering, etc.
 Identify the data warehouse operations: Slicing, dicing, pivoting, rolling up, rolling down, etc.
 Describe data mining modeling techniques such as CRISP-DM.
 Describe measure of performance of data mining system.
 Develop and test data mining systems
 Method of Assessment

This course is assessed by the report that they submit and present as well as the research/project
that they will come up with. The detail of the evaluation criteria and their percentage share is shown
below:

 The first assignment(report writing on specific aspect of data mining and data
warehousing) presentation and documentation from: 5%
 The second assignment (critical review of data mining and data warehousing paper)
presentation and document from: 5%
 Clarity of the project/research problem: 5%
 Clarity of the methodology to solve the problem: 5%
 Preprocessing phase and its justification: 15%
 Scenarios considered and their justification: 10%
 Analysis made on the output: 15%
 Presentation skill: 10%
 Final Examination: 30%
Teaching Support and Inputs for each content

Textbook:

 The-Morgan-Kaufmann-Series-in-Data-Management-Systems-Jiawei-Han-Micheline-
Kamber-Jian-Pei-Data-Mining.-Concepts-and-Techniques-3rd-Edition-Morgan-
Kaufmann-2011
Course Requirements

 Every student should attend all lectures.

 Students should group themselves into 3 for the project/research work and identify their own
project titles at the end of the second chapter together with their instructor.
 Students should submit every assignment according to the deadline. Students should
present/demonstrate their assignments.
 Student must sit for the final exam
Course Calendar

The calendar follows the usual semester of 14 to 15 weeks. The details of delivery, assignment
deadlines, presentations and examination will be given to the student one week before
commencement of the class.
Reading Materials

 Aggarwal, C. C. (2015). Data mining: the textbook. Springer.

 J. Han and M. Kamber with tile Data Mining Concepts and Techniques, 2nd edition
 Usama Fayyad, Gregory Piatetsky-Shapiro, Padhraic Smyth, and Ramasamy Uthurasamy,
"Advances in Knowledge Discovery and Data Mining", AAAI Press/ The MIT Press, 1996.
 J. Ross Quinlan, "C4.5: Programs for Machine Learning", Morgan Kaufmann Publishers, 1993.
 Michael Berry and Gordon Linoff, "Data Mining Techniques (For Marketing, Sales, and
Customer Support), John Wiley & Sons, 1997.
 Sholom M. Weiss and Nitin Indurkhya, "Predictive Data Mining: A Practical Guide", Morgan
Kaufmann Publishers, 1998.
 Alex Freitas and Simon Lavington, "Mining Very Large Databases with Parallel Processing",
Kluwer Academic Publishers, 1998.
 A. K. Jain and R. C. Dubes, "Algorithms for Clustering Data", Prentice Hall, 1988.
Course Title: Pervasive Computing and Mobile Application Development

Course Code: CS604

Credit Hours: 3 hrs

Contact Hours: 5 hrs (2 Lecture hour+ 3 Lab hours)

Prerequisite: none

Course Description:

The proposed course would survey the emerging hardware and software landscape,
examine some of the issues concerned with interfacing with and exploiting pervasive
infrastructure, look at examples of innovative service types and explore some of the
economic and business model issues underlying the development and support of such
services.

Course Objective:

At the end of the course, students should be able to:

 Identify software infrastructure for pervasive computing that can support the
integration between our physical space and virtual computing space
 Know wireless network and communication technologies that can capture and
disseminate context information
 Know context-aware applications that use context information to create intelligent
objects and applications
 Embed computing into everyday objects
 Design and develop user interfaces for ubiquitous computing
 Know security and privacy to protect access to user context information
Course Contents

1. Wireless Communication Fundamentals and Technologies

2. Pervasive Computing Principles
3. Types of Devices: computing, storage, input, output
  Connecting via pervasive devices
4. Software for Pervasive System(OS, Programming Environment, Security)
5. Wireless Messaging API, Bluetooth and OBEX
6. Mobile Application Development

Text Books:

 Judith Symonds, Ubiquitous and Pervasive Computing: Concepts, Methodologies,

tools and Applications. Information Science Reference (an imprint of IGI
Global).2010. ISBN 978-1-60566-960-1.
Reference

 Obaidat, M. S., Denko, M., & Woungang, I. (Eds.). (2011). Pervasive computing and
networking. John Wiley & Sons.
 Uwe Hansmann, Lothar Merk, Martin S, Nicklous, Thomas Stober Pervasive Computing
Handbook, Springer Verlag; 1Edition January 2001.
 Sing Li And Jonathan Knudsen Beginning J2ME: From Novice to Professional, Third
Edition. Apress Inc. 2005 ISBN: 1-59059-479-7.
Resource Required:

Laboratory equipped with wireless application development kits like J2ME compiler and Java
Wirless Toolkit.

Delivery
Lecture, Group discussion, Laboratory demonstration and article Review
Evaluation Method:
 Article review and presentation (25%)
 Practical project (30%)
 Practical assignment (15%)
 Final exam (30%).