Management Curriculum, 2021

HARAR TEACHERS EDUCATION & BUSINESS
COLLEGE
DEPARTMENT OF MANAGEMENT
A CURRICULUM FOR BACHELOR OF ARTS
DEGREE
IN MANAGEMENT
JUNE, 2021
1
EXECUTIVE SUMMARY
Name of the Degree Program: Management
Name of the Degree to be awarded: Degree of Bachelor of Arts in Management
Standard/Regular Period of Study: 4 Academic Years with 8 Semesters
Commencement of the Program: 2013 E.C. / 2020/21
Fees / Charges for Regular Students: Cost-sharing
2
TABLE OF CONTENTS
Contents Page No
1. Introduction… ...................................................................................................................... 4
2. Rationale of the program .................................................................................................... 6
3. Objectives of the program ................................................................................................... 7
4. Profile of Graduates ............................................................................................................ 7
5. Professional and program profile ........................................................................................ 8
 Professional Profile ................................................................................................... 8

 Program Profile ............................................................................................................. 9
6. Admission requirement ........................................................................................................ 10
7. Duration of the study................................................................................................................. 11
8. Mode of delivery ................................................................................................................... 11
9. Degree nomenclature ......................................................................................................... 11
10. Graduation requirement ..................................................................................................... 11
11. Course structure .................................................................................................................. 11
12. Course coding ..................................................................................................................... 12
13. List of courses in the program............................................................................................. 13
 Core courses ................................................................................................................... 13
 Supportive Courses ........................................................................................................14
 General Foundation Courses ......................................................................................... 14
14. Course breakdown ............................................................................................................... 15
15. Teaching and learning methods and techniques....................................................................... 19
16. Assessment policy and techniques ....................................................................................... 20
17. Grading system ..................................................................................................................... 21
18. Resource requirement .......................................................................................................... 21
19. Quality assurance ..................................................................................................................21

20. Class size............................................................................................................................... 22
21. Course description and outline ............................................................................................ 23
3
1. INTRODUCTION
The Department of Management has recently completed a major curriculum revision process on
general management. Several circumstances impelled an intense review of the existing degree
offerings, and resulted in changes to the curriculum that had been essentially unchanged for
some years.
Revising on developing this curriculum was driven by the following key objectives. The
foremost of these was an interest in providing a curriculum that would meet stakeholders‟ needs.
An additional factor was an expressed interest on the part of Universities and government to
maintain or increase enrollment on an aggregate basis. This naturally trickled down through the
various universities‟ organs and was reflected in this response.
With the implementation of the new Educational Road Map of the country, starting in the 2020
academic year, four years curriculum has been developed and it is being offered to students that
have been admitted from preparatory programs. In the preparation of the curriculum, as per the
instruction of the Universities and Ministry of Science and Higher Education, a discussion was
made with universities that offer education on management field.
When the current management curriculum was designed, attempt was made to integrate
suggestions from various stakeholders. Suggestion from these sources indicated that new
communication and leadership skills would be desirable.
Among the lessons acquired through benchmarking is the development of curriculum by using
the Balanced Scorecard (BSC) Model developed by Kaplan and Norton (1996).
BSC addresses four value drivers of organizational performance which graduates are expected to
manage in the future, namely:
1. Financial perspective
2. Customer/Stakeholders perspective
3. Internal process perspective
4. Learning and Growth (future) perspective
4
THE BALANCED SCORECARD AND ITS FOUR PERSPECTIVES
The Balanced Scorecard Framework
Financial:
Financial:
(Pats)
(Pats)
How
How do we
do we look
look to
to our
our
owners/shareholders?
owners/shareholders?
Customer: Internal:
(Outside) (Inside)
How do our Balanced At what
Customers scorecard business
see us? processes must
we excel?
Learning & Growth:
(Future)
Can we continue to
improve & create value?
(Adapted from Kaplan & Norton, 1992.p.72)
The Business Core
The Business Core is typically a set of courses in the curriculum of many business schools which
provides the student with a breadth of knowledge across all business disciplines. This business
core achieves the desired objective of breadth of coverage. BSC is used as a model due to:
 In curricula setting BSC provides a flexible, integrative, and unifying theme upon which
the business core can be built.
 It strikes “the balance between short- and long-term objectives, between financial and
non-financial measures, between lagging and leading indicators, and between external
and internal performance perspectives” (Kaplan & Norton, 1996,p. viii)
5
Based on BSC model the following business core course areas have been identified.
Accounting and Internal Learning and

Customer/Stakeholders
finance Operations Growth/Future
 Marketing  Accounting  Organization in  Information
 Sustainability principles perspectives Literacy
 Environmental  Principle of  Management  Learning
impact finance theories Organizations
 Diversity  Finance  Operations  Intellectual/human
 Social Justice Reporting Management Capital
 Customer Behavior  Quantitative  Organizational
 Ethical Marketing analysis Capital

 Legal
environment,
Ethical Issues
2. RATIONALE OF THE PROGRAM
The rationale behind developing nationally standardized and harmonized Management

curriculum was thoroughly explained as follows.
Firstly, Management is a crucial element in economic growth of a country. It brings together the
factors of production: money, machinery, men, methods, markets and material to enable the
country to experience economic development. A country with enough capital, manpower and
other natural resources can still be poor if it does not have competent managers to combine and
coordinate the resources. In the words of Drucker; “without management country‟s resources of
production remain resources and never become products”. Management is important for learners
because of many reasons. Of which these are some:
 Our society depends on specialize institutions or organizations to provide us with goods

and services.
6
 Organizations are guided by managers who allocate resources and have responsibility and
authority to manufacture safe, to declare war or peace, to build cities, to keep the
environment clean and so on.
Second, Managers create jobs on one hand and products and services on the other hand.
In light of the rationales stated above, contents of this curriculum have been determined on the
basis of previously done curricula, based on survey, benchmarking and information inputs gained
from resources provided by the Ministry of Education on curriculum development.
3. OBJECTIVES OF THE PROGRAM
Through its programs the department has the objectives of producing:
 Professionals who are capable of planning, organizing, directing and controlling activities
of private, non-government and government organizations.
 Professionals who can competently manage marketing, finance operations, human
resource, materials, information resources etc.
 Professionals who are responsive and effective in working with and through others as
well as capable of making and implementing decisions.
 Professionals capable of searching and developing opportunities as well as tackling
problems
 Professionals who are able to face the challenges of today‟s and tomorrow‟s highly
complex and competitive environment.
4. GRADUATES’ PROFILE
The program is aimed at producing graduates that can have adequate knowledge, skills and
attitude towards application of management concepts. Specifically:
 Capable of making rational decisions to solve organizational problems and manage conflicts.
 Capable to competently manage human resources of an organization by understanding
individual differences, group behavior and organization level behavior.
 Motivated for creativity, innovation and management of projects.
 Design appropriate and robust strategies to shape or cope up with changing organizational
environment.
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 Capable of planning, organizing, directing and controlling the activities of all types of
organizations
 Responsive and effective in working with and through others by developing an understanding
of common goal
 Manage material resources and operations of an organization
 Conduct research and consultancy service in management and related areas and offer training
for those who are in need of it
 manage financial resources of the organization by applying financial principles
 Capable of using decision making models in organizational decision making.
 Capable of understanding the legal, social and ethical responsibilities associated with the
management of all types of organization
 Capable of using information communication technology in utilizing and managing
organizational resources
 Analyze transaction, summarize, record and interpret accounting data for managerial decision
making
 Apply fundamental economic concepts and models in organizational and managerial
decisions
 Apply fundamental marketing concepts and marketing management approaches in domestic
as well as international marketing issues and practices.
 Capable of collecting, analyzing and interpreting statistical data using various statistical tools
for managerial decisions.
 Analyze and manage costs of different organizational activities
5. PROFESSIONAL AND PROGRAM PROFILE

Professional Profile
The management program should enable the graduate to acquire both theoretical knowledge and
practical know-how pertinent to management profession so that will be competent nationally and
internationally. It should 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.
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Program Profile
The program prepares students to become professional managers capable of executing Human
Resources Management, Information System Management, Marketing Management, Operations
Management, Materials Management and Financial Management and other managerial
functional areas. The program will.
 Equip students with a realistic overview of major principles and techniques of human
resources management systems.
 Develop the students‟ ability and skills to identify their information needs source, and
how to utilize the information obtained efficiently.
 Introduce students with the development and operation of markets-local, national and
international-for resources, goods and services.
 Provide students of management with a sound understanding of the concepts techniques,
and applications of production and operations management.
 Equip students with entrepreneurship, entrepreneurship and ethical concepts,
 Equip students with the methods and techniques of acquiring, utilizing, and issuing of
material resources.
6. ADMISSION REQUIREMENT
After a successful completion of preparatory program:
 As per the regulations of Ministry of Science and Higher Education,

 As per the legislation of the college, or
 A pass in entrance examination set by the department (if any).
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7. DURATION OF THE STUDY
The duration of the study for BA in Management is four years.
8. MODE OF DELIVERY
The delivery system of the program is mixed mode of delivery.
9. DEGREE NOMENCLATURE
The degree offered after successful completion of its program is called:
 In English – “Bachelor of Arts Degree in Management.”

 In Amharic – “የ አ ር ት ባ ችለ ር ዲግሪ በ ማኔ ጅመን ት”
10. GRADUATION REQUIREMENT
Graduate students will be awarded the “Bachelor of Arts Degree in Management” if they fulfill
the following requirements:
 A minimum credit hour of 147/251 ECTS

 A minimum Cumulative Grade point Average of 2.00
 No Fx, F, NG, I, in any course and
 Compliance with the regulation of the University
11.COURSE STRUCTURE
The national harmonization committee has observed that the framework provided by various
higher institutions is worthwhile to consider as a framework. Thus we have agreed that our
courses can be structured as:
 General Foundation Courses – courses offered to management department as basic

know-how for core courses.
 Core Courses – Major area courses that reflect the core objective of the program.
 Supportive Course – Courses that will provide support for core courses.
11
12. COURSE CODING
Course code, used in alpha numerical
 MGMT represents core courses.

 The first digit represents the year in which the course is offered.
 The second two digits represent the module number in which the course is included.
 The fourth digit represents the alphabetic sequence of the core course offered among
other course in that module.
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13. LIST OF COURSES
Core courses
Course Title Course code Credit Hour Remark
Entrepreneurship MGMT 1012 3
Introduction to Management MGMT 2062 3
Organization Theory MGMT 2063 3
Computer Applications in MGMT 2091 2
Management
Administrative & Business Communication MGMT 2061 3
Statistics for Management I MGMT 2072 3
Mathematics for Management MGMT 2131 4
Principle of Marketing MGMT 2121 3
Statistics for Management II MGMT 2073 3
Organizational Behavior MGMT 2083 3
Materials Management MGMT 3151 3
Human Resource Management MGMT 3081 3
International Marketing MGMT 3122 3
Management Information System MGMT 3092 3
Econometrics for Management MGMT 3071 3
Leadership & Change MGMT 3082 3
Management
Business Research Methods MGMT 3211 3
System Analysis and Design MGMT 3093 3
Business Law MGMT 3101 3
Managerial Economics MGMT 3171 3
Internship in Management MGMT4221 2
Business Ethics & Corporate Social Responsibility MGMT4231 3
Operations Research MGMT4132 4
Financial Management MGMT 4181 3
Risk Management and Insurance MGMT4192 3
Research in Management I MGMT4212 1
Operations Management MGMT4152 4
Management of Financial Institutions MGMT 4182 3
Innovation Management and Entrepreneurship MGMT 4161 3
Project Management MGMT4191 3
Strategic Management MGMT 4201 3
Research in Management II MGMT4213 2
Total 94
13
14
Supportive Courses
Fundamentals of Accounting I AcFn 2011 3
Fundamentals of Accounting II AcFn 2012 3
Cost and Management AcFn 3031 3
Accounting I
Cost and Management Accounting II ACFN 3032 3
Economics Econ 1011 3
Microeconomics Econ 2021 3
Macroeconomics Econ 2031 3
Total 21
General Foundation Courses

Communicative English Language Skills I FLEn 1011 3
Global Trends GlTr 1012 2
Social Anthropology Anth1012 2
Introduction to Emerging Technologies EmTe 1012 3
Moral and Civics Education MCiE 1012 2
Communicative English Language Skills II FLEn 1012 3
Critical Thinking LoCT 1011 3
General Psychology Psyc 1011 3
Mathematics for Social Sciences Math 1012 3
Inclusiveness SNIE-1012 2
Geography of Ethiopia and the Horn GeES 1011 3
Physical Fitness SpSc 1011 P/F
Basic Writing Skills EnLa 2011 3
Total 32
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14.COURSE BREAK DOWN
Year I Semester I
# Course Title Course Code Cr.hr ECT Prerequisite Remark

S
1. Communicative English Language FLEn 1011 3 5
Skills I
2. Economics Econ 1011 3 5
3. Introduction to Emerging EmTe 1012 3 5
Technologies
4. Mathematics for Social Sciences Math 1012 3 5
5. Geography of Ethiopia and the GeES 1011 3 5
Horn
6. General Psychology Psyc 1011 3 5
7. Physical Fitness SpSc 1011 P/F 2
contac
t Hrs.
Total 18 32
Year I Semester II
# Course Title Course Cr.h ECT Prerequisite Remark
Code r S
1. Communicative English Language FLEn 1012 3 5 Communicative English Language
Skills II Skills I
2. Critical Thinking LoCT 3 5
1011
3. Social Anthropology Anth1012 2 4
4. Entrepreneurship MGMT 3 5
1012
5. Inclusiveness SNIE-1012 2 4
6. Global Trends GlTr 1012 2 4
7. Moral and Civics Education MCiE 2 4
1012
Total 18 31
16
Year II Semester I
S.No. Course Title Course Code Cr.Hrs. ECTS Pre-

request
1. Computer Applications in MGMT 2091 2 3 None
Management
2. Basic Writing Skills EnLa 2011 3 5 Communicative English II
3. Microeconomics Econ 2021 3 5 Economics
4. Introduction to Management MGMT 2062 3 5 None
5. Organization Theory MGMT 2063 3 5 None
6. Administrative & MGMT 2061 3 5 None

Business
Communication
7. Statistics for Management I MGMT 2072 3 5 None
Total Semester Load: 20 33
Year II Semester II
S.N Course Title Course Code Cr.H ECT Pre-Requite
o. rs. S
1. Mathematics for Management MGMT 2131 4 6 None
2. Principle of Marketing MGMT 2121 3 5 None
3. Fundamentals of Accounting I AcFn 2011 3 5 None
4. Statistics for Management II MGMT 2073 3 5 Statistics for Management I
5. Macroeconomics Econ 2031 3 5 Microeconomics
6. Organizational Behavior MGMT 2083 3 5
Total 19 31
Semester
Load:
17
Year III Semester I
S.No. Course title Course Code Cr.Hrs ECTS Prerequisite
.
1. Materials Management MGMT 3151 3 5 None
2. Human Resource Management MGMT 3081 3 5
3. International Marketing MGMT 3122 3 5 Principle of Marketing
4. Fundamentals of Accounting II AcFn 2012 3 5 Fundamentals of Accounting I
5. Management Information MGMT 3092 3 5 Computer
System application in
management
6. Econometrics for Management MGMT 3071 3 5 Statistics for Management II
Year III Semester II

S.No. Course title Course Code Cr.Hrs ECTS Pre-Request
.
1. Leadership & Change MGMT 3082 3 5
Management
2. Cost and Management AcFn 3031 3 5 Fundamentals of Accounting
Accounting I II
3. Business Research Methods MGMT 3211 3 5 Statistics for Management II
4. System Analysis and Design MGMT 3093 3 5 None
5. Business Law MGMT 3101 3 5 None
6. Managerial Economics MGMT 3171 3 5 None
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YEAR IV Semester I
S.NO course
Course Title code Cr.Hrs ECTS Pre-Requisite
1 Internship in Management MGMT4221 2 3 None
2 Business Ethics & Corporate Social MGMT4231 3 5 None
Responsibility
3 Cost and Management Accounting II ACFN 3032 3 5 Cost and Management
Accounting I
4 Operations Research MGMT4132 4 6 Mathematics for
Management
5 Financial Management MGMT 4181 3 5 None
6 Risk Management and Insurance MGMT4192 3 5 None
7 Research in Management I MGMT4212 1 2 Business Research
Methods
Total 19 33
YEAR IV Semester II
S.NO course
Course Title code Cr.Hr ECTS Pre-Requisite
s
1 Operations Management MGMT4152 4 6
2 Management of Financial Institutions MGMT 3 5 None
4182
3 Innovation Management and MGMT 3 5 Entrepreneurship
Entrepreneurship 4161
4 Project Management MGMT4191 3 5 None
5 Strategic Management MGMT 3 5 None
4201
6 Research in Management II MGMT4213 2 3 Research in Management I
Total 18 33
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15.TEACHING AND LEARNING METHODS
The program‟s teaching and learning process include a variety of instructional strategies to
accommodate various students learning style and provides opportunities that will help students to
construct their understanding of the concepts and practices of the respective courses involved.
The teaching will be inquiry oriented and is aimed at developing students‟ greater independence
as individual thinkers and as individuals who are capable to work independently and with
groups.
The program uses various types of teaching and learning methods appropriate to each course.
The method may use one or more of the following as deemed appropriate.
- Lectures - Debates and Discussion - Simulations

- Term Paper (S) - Industry visit/community based program
- Role Playing
- Research Projects - Case Studies
- Computer Lab Work
- Presentation - Problem based learning - Book
Review
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16. ASSESSMENT POLICIES AND TECHNIQUES
Student work is assessed continuously throughout the semester through examinations, quizzes,
research and writing assignments, projects and participation in class discussions. Final exams
and/or projects typically comprise about 50 percent of the final grade for a course.
17. GRADING SYSTEM
Corresponding Fixe
Status Description
Class Description
Raw Mark Interval-[100 %] d Number Grade
Corresponding
+ Letter Grade
[90,100 ] 4.0 A
Great distinction
First class with
[83, 90) 4.0 A
Very Excellent
[80, 83) 3.75 -

A
Distinc
[75, 80) 3.5 B
Good
class
First
with
tion
[68, 75) 3.0 B
Second Class First class
Good
[65, 68) 2.75 -

B
[60, 65) 2.5 +
C
Unsatisf Satisfactory
[50, 60) 2.0 C
[45, 50) 1.75 C-

actory
Lower
Class
[40,45) 1.0 D
Lowest Lower
Class
Very
Poor
[0,40) 0 F
Class
Fail
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18. RESOURCE REQUIREMENT
Teaching staff
The quality of teaching is one of the most determinant factors for excellence of the program. The
current status of teaching staff is inadequate in terms of quantity to run the program. Hence there
is an urgent need to overcome the inadequacy. To effectively run program, the department needs
sufficient and qualified teaching staff. Towards this end, the program is recommended to have
40% PhD and 60% second degree holders. Given that the intake of students in the department is
to increase, the staff size requirement need also to correspond.
Library and facilities
The libraries‟ facility is less than desirable in terms of space, books, and computing and printing
facilities. The success of this curriculum highly depends on sufficient provision of the service of
the library. Therefore, the library facility needs to fit the curriculum demand.
Other facilities like computer laboratory, information technology facilities, office facilities
(depending on each university), etc., are required to implement this curriculum as designed.
19. QUALITY ASSURANCE
To assure the quality and the success of the program the department will:
 Adopt good planning, monitoring and evaluation of activities and academic programs.
 Monitors its program through getting feedback from employer‟s students, alumni,
teachers and other stakeholders
 Develop its staff members and design an attractive compensation packages to retain
qualified and experienced staff.
 Update its resource and facilities
 The curriculum should be subject to revision when need arises
 Assures students‟ involvement in both theoretical and practical activities.
22
Course Syllabus for the semester Department of management
 Establishing committees (curriculum standards

review committee, examination and grade review
committee, research and publication committee and
staff development committee) working for assuring
quality.
20. CLASS SIZE
To assure the continuous assessment policy the optimal class size should
be:
 For Lecture type courses – 40 students per class

 For lab based courses – 25 students per class



AAU, Department of management Page 23

21. COURSE DESCRIPTION & OUTLINE FOR CORE COURSES
Addis Ababa University

College of Business and Economics
Department of Management
_________________________________________________________________
Course Title: Entrepreneurship
Course Number: MGMT 1012
Credit Hour: 3
Prerequisite: None
Academic year:
Year :1
Semester :1
COURSE DESCRIPTION
This interdisciplinary course is designed to introduce students to the concept of sustainable

entrepreneurship, a manageable process that can be applied across careers and work settings. It
focuses on building entrepreneurial attitudes and behaviors that will lead to creative solution
within community and organizational environments. Course topics include the history of
entrepreneurship, the role of entrepreneurs in the 21st century global economy, and the
identification of entrepreneurial opportunities. The elements of creative problem solving, the
development of a business concept/model, the examination of feasibility studies and the social
/moral/ethical implication of entrepreneurship will be incorporated. Issues related to starting
and financing a new venture are included.
COURSE OBJECTIVES;
Upon successful completion of this course, students should be able to:
 Define entrepreneurship within the context of society; organizations and individuals.
 Understand more about the specific management issues involved in setting up and running a
small enterprise.
 Demonstrate an understanding of the impact of entrepreneurship on the economy.
 Distinguish between an entrepreneurial and a conventional approach to management.
 Recognize and overcome obstacles to creative problem-solving.
 Describe the element of an effective business model/plan.
 Develop a concept for an innovative product or service in his or her own area of interest.
 Recognize that entrepreneurial success in the 21st century depends on teamwork and diversity.
 Develop a personal framework for managing the ethical dilemmas and social responsibilities
facing entrepreneurs.
 Describe the leadership studies of entrepreneurs who have been successful in different sectors
(e.g., start-ups, corporations. Community, public sector, etc.)
 Equipped with the basic knowledge and skills of starting and operating a business for they will
be the future managers (or even Owner-managers) of these firms.
 Identify traits/characteristics of an entrepreneur/ entrepreneurs as exhibited in behavior
24
 Analyze elements of the entrepreneurial mind set and discuss the implications for functioning
as a successful entrepreneur.
Chapter one: introduction to entrepreneurship
1.1. What is entrepreneurship
1.2. Why become entrepreneur
1.3. Characteristics of successful entrepreneur
1.4. Common myth about entrepreneurs
1.5. Entrepreneurship importance
1.5.1. Economic impact of entrepreneurial firms
1.5.2. Entrepreneurial firm‟s impact on society
1.5.3. Entrepreneurial firm‟s impact on large firm
1.6. The entrepreneurial process
Chapter two: recognizing opportunities and generating ideas
2.1. Identifying and recognizing opportunities
2.2. Finding gaps in the market place
2.3. Personal characteristics of the entrepreneur
2.4. Techniques of generating ideas
2.5. Encouraging and protecting ideas
Chapter three: Feasibility Analysis
3.1. What is feasibility analysis?
3.2. Role of feasibility analysis in developing successful business ideas
3.3. Product/service feasibility analysis
3.4. Industry/ market feasibility analysis
3.5. Organizational feasibility analysis
3.6. Financial feasibility
Chapter four: writing a business plan
4.1. What is a business plan?
4.2. Why a business plan
4.3. Outline of the business plan
4.4. Presenting the business plan to investors
Chapter five: Industry and Competitor Analysis
5.1. Industry analysis
5.2. The importance of industry versus firm-specific factors
5.3. The five competitive forces that determine industry profitability
5.4. Competitor analysis
5.5. Identifying competitors
5.6. Sources of competitive intelligence
5.7. Completing a competitive analysis grid
Chapter six: Developing and Effective Business Model
6.1. Business Model
6.2. The importance of business model
6.3. Components of an effective business model
Chapter seven: Building a new venture team
7.1. Partnering for success
7.2. Recruiting and selecting key employees
Chapter eight: Getting financing of funding
25
8.1. The importance of getting financing or funding
8.2. Sources of equity funding
8.3. Sources of debt financing
8.4. Creative sources of financing and funding
Chapter nine: unique marketing issues
9.1. Selecting a market and establishing a position
9.2. Key marketing issues for new venture
9.3. The four Ps of marketing for new venture
Chapter Ten: Preparing the proper ethical and legal foundation
10.1. Initial ethical and legal issues facing a new firm
10.2. Choosing a form of business organization
10.3. The legal environment of the internet
Chapter Eleven: Strategies for a firm’s growth
11.1. Internal growth strategies
11.1 External growth strategies
Text Book
 Barringer, Bruce R. Entrepreneurship: Successfully launching new ventures. Pearson Education
India, 2008.
REFERENCE BOOKS:
 HirshRobertD. and D. and PetersMichaelP. “Entrepreneurship” Fifth Edition, Tata McGraw Hill
Edition, 2002.
 Kuratko, Donald F. and Hodgetts, Richard H.,, Entrepreneurship: Theory, Process, Practice, 7th
edition ,2008 ISBN 0-324-32341-7, Thomson South-Western.
 Thomas J.Peters and Robert H.Waterman , Jr, In search of Excellence .Lessons from American‟s
Best Run Companies,1982
 Holt David H. “Entrepreneurship – New venture Creation “Eastern Economy Edition, 2000.
 How to Write a Business Plan, Ethiopian Chamber of Commerce, 2004.
 HailayGebretinsae, Entrepreneurship and Small Business Management, 2nd Edition.
 DonaldF.Kutatko and RichardM.Hodgetts, “Entrepreneurship: A Cotemporary Approach” Fourth
Edition.
 Barringer , Bruce R, Ireland, R. Dunce, Entrepreneurship: successfully launching new ventures, 4
th
Edition, Pearson Prentice Hall.2012
 Steven D.Strauss , The Small Business Bible; Everything you need to know to succeed in your
small business,John Wiley and Sons, inc.,2005
LIST OF USEFUL WEBSITES IN LEARNING ENTREPRENEURSHIP
Entrepreneur www.entrepreneur.com
Small Business Opportunities www.sbomag.com
Global Entrepreneurship Monitor www.gemconsortium.org
Idea Café www.businessownersideacafe.com
Center for Business Planning www.businessplans.org
26
EVALUATION SCHEME
Continuous Assessment 20%
Midterm exam 20%
Project work 30%
Final Exam 30%
27
ADDIS ABABA UNIVERSITY
COLLEGE OF BUSINESS AND ECONOMICS
COURSE OUTLINE
Course Code MGMT 2063
Course Title Organizational theory
Credit Hours 3
ECTS 5
Prerequisite Courses No
Offering Time 2nd year,1st Semester
Category of the Core
Course
Teaching & Learning Lecture, brain storming, individual reflections, group discussions,
Methods
debates, presentations, case study.
Course Description This course emphasizes on topics that are essential to organizational
success, including strategy implementation, innovation, organizational
structure and culture, change management, and power and influence.
Throughout the course, consideration will be given to the lessons and
implications that organization theory offers for individuals‟ careers. In
short, this course is about ideas and practices that can make or break
organizations and careers. Thus this course is relevant to students
considering careers in a wide range of fields.
Course Objective Upon completion of this course, students will be able to:
 Demonstrate knowledge of the principles of organization

structure and design.
 Develop skills for understanding the impact of environment,

strategy, technology, organizational culture, change, and
organizational size on organizational and interorganizational
relationships.
 Demonstrate analytical skills in linking design/structure to

performance.
28
 Develop awareness of the decision making hierarchies,
bureaucracy, power and politics.
 Demonstrate knowledge of various organization theories

which enable managers to understand, predict, and influence
organizational design/structure and development.
CONTENTS OF THE COURSE

CHAPTER 1 -. Organizations and Organization Theory (6 hours)
1.1. Organization theory in action.

1.2. What is an organization?
1.3. Perspectives on organizations: open systems and organizational
configuration.
1.4. Dimensions of organization design: structural and conceptual.
1.5. The evolution of organization theory and design.
CHAPTER 2- Strategy, Organization Design, and Effectiveness (7 hours)
2.1. The role of strategic direction on organization design.

2.2. Organization purpose.
2.3. A framework for selecting strategy and design/structure.
2.4. Assessing organizational effectiveness.
2.5. Contingency effectiveness approach, resource based approach,
and internal process approach.
2.6. An integrated effectiveness model.
CHAPTER 3- Fundamentals of Organization Structure (7hours)
3.1. Organization structure.

3.2. Information processing perspective in organization structure.
3.3. Organization design alternatives.
3.4. Functional, divisional, and geographical designs.
3.5. Matrix structure.
3.6. Horizontal structure
29
3.7. Modular structure.
3.8. Hybrid structure.
CHAPTER 4- Open Systems Design Elements (6 hours)
4.1. The external environment.

4.2. Inter-organizational Relationships.
4.3. Organization size and life cycle and design/structure.
4.4. Comparative management
CHAPTER 5- Organizational Culture and Organizational theory (5 hours)
5.1. Organizational culture

5.2. Organization design and culture
5.3. Culture and the learning organization
5.4. Ethical values in organizations.
5.5. Leadership and culture and ethics.
CHAPTER 6- Innovation and Change and Organizational Theory (6 hours)
6.1. The strategic role of change

6.2. Elements of successful change
6.3. New products and services
6.4. Technological change
6.5. Strategy and structure change
6.6. Cultural change
6.7. Strategies for implementing change.
CHAPTER 7-Decision-Making Process (5 hours)
7.1. Rational approach

7.2. Bounded rationality perspective
7.3. Organizational decision-making
7.4. The learning organization
7.5. Contingency decision-making perspective
7.6. Special decision circumstances.
CHAPTER 8- Conflict, Power, and Politics (6 hours)
30
8.1. Intergroup conflict in organizations.
8.2. Power and organizations
8.3. Political processes in organizations
8.4. Using power, politics, and collaboration
Classroom Etiquette: Students are expected to observe proper etiquette in class.

Disruptions, such as talking to a classmate and leaving in the middle of class must be
avoided. All students must maintain a high level of professionalism in their classroom
with instructor and with their fellow students. This means coming to class on time, being
respectful during class discussions, and in all communications with instructor and others
Academic Integrity: Academic Integrity is a fundamental value essential to the pursuit
of learning and scholarships at the University. Participating honestly, respectively,
responsibly, and fairly in this academic community ensures that the degree that you earn
will continue to be valued and respected as a true signifier of a student's individual work
and academic achievement. As a result, the University treats cases of academic
misconduct very seriously.
References
 Richard D. Daft (2013), Organization Theory and Design (11 th ed.), Mason,
OH: South-Western, Cengage Learning.
 Shafritz, Jay, Ott, Steven, and Young Suk Jang. 2005. Classics of
Organization Theory. 6th edition.
 Miles, J. A. (2014). New Directions in Management and Organization
Theory. Newcastle upon Tyne: Cambridge Scholars Publishing
 Stanford, N. (2007). The Economist Guide to Organisation Design: Creating
High Performance and Adaptable Enterprises. London:
 Richard m. Hodgets& Donald F. Kuralko, “Management,” Harcount Brace
Jovanovich publishers, 1991, third ed.
 Robert N.Lussier, Management: concepts, Applications, and skil development,
“South western college publishing, 1997.
 Samul C.Certo, “Principles of Modern Management”, Allyn and Bacon Inc.,
boston, 1986.
31
 Y.K Bushan, “Fundametals of business Organization and Management”, Sultan
chand& sons, New Delhi.
Techniques of evaluation Weight

Test 1 10%
Test 2 10%
Quiz 5%
Assignment (Individual and group) 25%
Final Exam 50%
Total 100%

COURSE OUTLINE

Course Title Administrative and Business Communication
Credit Hours 3
ECTS 5
Course
Offering Time 2nd Year, 1st Semester
Teaching & Lecture, Group Discussion, Reflection, Creative Writing, Presentation and
Learning Methods demonstration, Role Playing.
Course description Any organization requires effective communication to achieve the
objective. As a result, effective communication is a “life blood” of every
organization and a key to success in a business career. The course
describes communication environment, barriers of communication,
guidelines for effective communication, verbal and nonverbal
communication, face to face and telephone communication, meeting and
meeting management, interview, written correspondences.
Course objectives This course is expected to
 Enable students to understand the importance of effective
communication in the real world of Business.
 Help students identify problems of effective communication and its
impact on the overall organizational goal achievements.
32
 Introduce students to the basic skills and ways of improving
communication.
 Help students improve interpersonal communication.
 Enable students understand the significance of effective
communication in undertaking managerial functions.
 Learn techniques and skills of correct business research report writing;
learn report writing style using an approved style; and, apply the basics
of oral communication in a presentation of a project, including, proper
speech, organization, use of graphical aids, and effective non-verbal
communications.
CHAPTER 1 - COMMUNICATION: AN OVERVIEW (3 hours)

1.1. Meaning of Communication
1.2. Significance of Communication
1.3. Communication in Management
CHAPTER 2 – THE COMMUNICATION PROCESS (6 hours)
2.1. Elements of Communication
2.2. The process of communication
2.3. Barriers to Communication
2.4. Interpersonal Communications and Teamwork
CHAPTER 3 - PRINCIPLES OF COMMUNICATION- Seven C’s(3 hours)
3.1. Completeness
3.2. Conciseness
3.3. Consideration
3.4. Clarity
3.5. Concreteness
3.6. Courtesy
3.7. Correctness
33
CHAPTER 4 - TYPES OF COMMUNICATION IN ORGANIZATION (7 hours)
4.1. Internal &external Communication
4.2. Formal flow of communication
4.2.1. Down Ward Communication
4.2.2. Upward Communication
4.2.3. Horizontal Communication
4.2.4. Diagonal Communication
4.3. Informal Communication
4.4. Non- verbal communication
CHAPTER 5 – PUBLIC RELATION (3 hours)
5.1. Meanings
5.2. Components of public relations
5.3. The need for public relations
5.4. The publics
5.5. Media relations
CHAPTER 6 - MEDIA OF COMMUNICATION (26 hours)
6.1. Introduction
6.1.1. Overview of media of communication
6.1.2. Oral Communication
6.1.3. Speech
6.1.4. Telephoning vs. face to face conversation
6.1.5. Active listening
6.1.6. Interviews
6.1.7. Meetings
6.2. Written Communication
6.2.1. Business letter writing
6.2.2. Memo and Report Writing
Term-Paper Presentation for Media of Communication
Guidelines:
1. Students are required to read in advance and taken note during presentation
2. Each group of students is required to
2.1. Prepare and present discussions on one topic
34
2.2. Prepare and submit a concise written summary of the topic presented by the
group (not less than ten pages).
3. Evaluation is both individual and group based
3.1. Individual evaluation is based on his/her presentation and participation in
the class
3.2. Group evaluation is based on the group's overall coordination,
presentation and written summary.
Topics to be presented
1. Speech
1.1. Introduction
1.2. Types of speech
1.3. Parts of speech
1.4. Characteristics of good speaker
1.5. Guidelines for an effective delivery of speech
1.6. Practical demonstration
2. Telephone vs. face-to-face communication
2.1. Introduction
2.2. Basic characteristics of a telephone conversation
2.3. Basic characteristics of face to face communication
2.4. Procedures to be followed by the caller and the receiver
2.4.1. Before Telephoning
2.4.2. During Telephoning
2.4.3. After telephoning
2.5. Merits and demerit of telephoning vs. face to face conversation
3. Active listening
3.1. Introduction
3.2. Causes for poor listening
3.3. Guidelines for effective listening
4. Interview
35
4.1. Introduction
4.2. Major types of interviews
4.3. General guidelines to be followed in all type of interviews
4.4. Guidelines for effective employment interview when one acts as
4.4.1. An interviewer
4.4.2. An interviewee
4.5. Practical
demonstration
5. Meeting
5.1. Introduction
5.2. Objective of meeting
5.3. Preparation for a meeting
5.4. Conducting a meeting (the role of a chair person)
5.5. Minutes of a meeting (formal and content, the role of minute secretary)
6. Business letters:
6.1. Introduction
6.2. Characteristics of good letters
6.3. Conversational of business letters
6.4. Types of business letters
6.4.1. Inquiry letters, claim letter and adjustment letters (their content and
pointed to be considered writing them)
6.4.2. Employment letters
6.4.2.1. Application letter
6.4.2.2. Curriculum vitae (resume)
7. Memo and Report Writing
7.1. Introduction
7.2. Types of memos
7.3. Types of report writing
7.4. Tips of memo and report writing
36
Techniques of Evaluation Weight
Test 10%
Quiz 5%%
Individual assignment 10%
Group assignment 10%
Group Presentation, Demonstration & Role Playing 15%
Final Exam 50%
Total 100%

References:
 Bovee, C,I; thill, JV: Business Communication today, MC
Graw, hill Ssanffrancisco, 3rd edition. 1992
 Danieels, T.D; spiker, BK. Perspective on organizational communication, Brown
and Bendhamarkpublishers, Madison, 3rd 1998
 Hamilton &Parker: Communication for results, second edition. 1987
 K
rizan, Merrier, And Jones. Business Communication, 5th. Edition. Cincinnati:
South-Western Publishing Company. 2002.
 Marry Cullina: Business communication, principle and process 2nd edition
 Murphy H.A Hilderbrandt, HW. Effective Business Communication, Mc Graw
37
Hill
 Payne,jpayne s: The how to guide for manager, Gower publishing ltd England
.1996
Publishing co, New yorks, 5th ed. 1991.
 Sigband and Bateman: Communicating in Business, 1981.
 Soreson, R and Others; Business and management communication, prentice hall,
new jersiy 3rded 1997
 Wayne, FS; Dauwalder, DO: Communicating business, Irwin, boston, 1994
38
COURSE OUTLINE
Course code MGMT 2072

Course Title Statistics for Management I
Credit Hours 3
ECTS 5
Prerequisite courses No prerequisite
Offering Time 2nd Year, 1st semester
Course
Teaching and Lecture, Class and Homework, Group Discussion, Worksheet
Learning Methods Exercises Solving, Tutorial and Reflection
Course Description It is a course in basic statistics with statistical methods, and statistical
inference which have become useful tools in every field of
knowledge. The former generally describes the group characteristics
of the particular data, and the latter describes the judgments based on
statistical analysis. Besides, it includes Introduction; data collection
and presentation; measures of central tendency and dispersion;
Probability and probability distribution
Course Objectives The course intended to:
 Familiarizes students with basic concepts of statistics
 Equip student with statistical skills and use these skills in the
managerial applications.
 Enable the students to develop an ability to apply statistics in
managerial decision making.

CHAPTER 1: INTRODUCTION (6 hours)
1.1. Definition of Statistics
1.2. Classification of Statistics
1.3. Classification of variables
1.4. Importance of statistics
1.5. Business application of Statistics
CHAPTER 2: DATA COLLECTION AND PRESENTATION (10 hours)
2.1. Data Collection
39
2.1.1. Classification of Data
2.1.2. Methods of Data Collection
2.2. Tabular Methods of Data Presentation
2.2.1. Frequency Distributions (Absolute, Relative and Cumulative
Distributions)
2.3. Graphic Methods of Data Presentation (Histograms, Polygons, Ogive, Pie-
Charts, Bar and Line Graphs)
CHAPTER 3: MEASURES OF CENTRAL TENDENCY AND DISPERSION (14
hours)
3.1. The Use of Summation Notation
3.2. Measures of central tendency
3.3. Measures of dispersion
CHAPTER 4 - PROBABILITY THEORY (9hours)
4.1. Importance concepts of probability
4.2. Types of event
4.3. Types of probability
4.4. Rules of probability
4.5. Bayes theorem
4.6. Tree diagram
4.7. Joint probability table
4.8. Rules of counting
CHAPTER 5- PROBABILITY DISTRIBUTION (9 hours )
5.1. Definition of Probability and probability distribution

5.2. Basic concepts- discrete and continuous random variables, expected value
and variance of discrete random variables
5.3. Discrete probability distributions (Binomial, Hyper-geometric and Poisson
Distributions).
5.4. Continuous probability distributions (Normal Distributions.)
Test 1 10%
Test 2 10%
Quiz 5%
40
Final Exam 50%
Total 100%

References:
 David F. sharp. Statistics for Social Science, Little, Brown and company, Sonston
Toronto-1987
 Gupta, C.B. And Gupta, V. An Introduction to Statistical Methods.
 John R. Stocking and Charles T.Clark, Introduction to Business & Economics
Statistics, South Western Publishing co. 1974.
 Lawrence I.Lapin, Statistics for Modern Business Decision. Harcourt Race
JoranovichINC, 1987.
 Moms Hamburg, Basic Statistics, TohnWikky& Sons, 1986
 Robert D. Mason and douglas A. Lind, Statistical Techniques in Business and
Economies, 7thed. Irwinsnc 1998.
 Smith (2010), Managerial Statistics, Pearson USA.
 Sp. Gupta M.T Guta, New Delhi-India, Business Statistic
41
COURSE OUTLINE

Course Title Mathematics for Management
Credit Hours 4
ECTS 6
Prerequisite courses No prerequisite
Offering Time 2nd Year, 2nd semester
Course
Teaching and Lecture, group discussion, problem solving, worksheet exercise,
Learning Methods individual and group reflections, tutorials.
Course Objective At the end of this course, students will be able to:
 Differentiate the various techniques of mathematics that can be
employed in solving business problems
 Know the way these mathematical techniques are utilized
 Appreciate the importance of mathematics in solving real world
business problems
 Use different mathematical techniques for supporting managerial
Decisions
42
CONTENTES OF THE COURSE
CHAPTER 1- LINEAR EQUATIONS AND THEIR INTERPRETATIVE
APPLICATIONS (9 hours)
1.1. Linear Equations, Functions and Graphs
1.2. Characteristics of linear equation
1.3. Applications of Linear Equations
1.3.1. Linear Cost Output Relations, Variable Cost, Fixed Cost, Total Cost,
Average Cost, Marginal cost, Total Revenue, and Total Profit
1.3.2. Break Even Analysis: Model and Solutions
CHAPTER 2 - MATRIX ALGEBRA AND ITS APPLICATIONS (9 hours)
2.1. Matrix Concepts
2.2. Dimensions and Types of Matrix
2.3. Matrix Operations and Techniques
2.4. Inverse of a Matrix
2.5. Matrix Applications
2.5.1. Solving Systems of Linear Equations
2.5.2. Markov Chains: Concepts, Models and Solutions
CHAPTER 3-ELEMENTS AND APPLICATIONS OF CALCULUS (10 hours)
3.1. Differential Calculus
3.1.1. Concept
3.1.2. Rules of Differentiation
3.1.3. First and Second Derivative for Extreme
3.1.4. Business Application of Differential Calculus
3.1.4.1. Marginal Analysis
3.1.4.2. Optimization Problems
3.2. Integral Calculus
3.2.1. Concept
43
3.2.2. Indefinite and Definite Integration
3.2.3. Rules of Integration
3.2.4. Business Applications of Integral calculus
3.2.4.1. Finding Total functions
3.2.4.2. Area problems
CHAPTER 4 - INTRODUCTION TO LINEAR PROGRAMMING (10 hours)
4.1. Concepts
4.2. Formulation of Linear Programming Models
4.2.1. The Maximization Problem
4.2.2. The Minimization Problem
4.3. Graphic method of Linear Programming Problem
CHAPTER 5 - MATHEMATICS OF FINANCE (10 hours)
5.1. Overview of exponential and logarithmic functions
5.2. Simple Interest and Discount: Computing Simple Interest
5.3. Compound Interest
5.3.1. Compound Amount (Maturity Value)
5.3.2. Present Value (Principal) of Compound Amount
5.4. Nominal and Effective Interest Rate
5.5. Ordinary Annuities
5.5.1. Sum of Ordinary Annuity
5.5.2. Sinking Fund Payments
5.5.3. Present Value of Ordinary Annuity
5.5.4. Amortization
5.5.5. Mortgage Payments
Test 1 10%
Test 2 10%
Quiz 5%
Final Exam 50%
Total 100%
44
References:
 Ann j. Hughes, Applied Mathematics: For Business, Economics, and the social
Science, 1983.
 Barnett Raymond A. and Ziegler Michael R, Essentials of College Mathematics
for business and Economics, life science and social science, 3rded., 1989
 Bowen Earl K et. Al, Mathematics with applications in Business and Economics,
1987.
 Dexter j Booth and John K Turner, Business mathematics with Statistics, 1996,
 Hole Poul G., Finite Mathematics and Calculus with Applications to Business,
1974.
 Ronald E. Larson and Bruce H. Edwards, Finite Mathematics with Calculus, 1991
 Ronald J. Harshbager and James J. Reynolds, Finite Mathematics, 3rdEd.
 Ronald J. Harshbager and James J. Reynolds, Mathematics Applications.
 Teresa Bradley and Paul Patton, “Essential Mathematics for Economics and
Business‟, Jon Wiley and Sons, December 1999.
45
COURSE OUTLINE
Course Title Principles of Marketing
Credit Hours 3
ECTS 5
Prerequisite courses No
Delivery Time 2ndYear, 2nd semester
Course
Teaching and Lecture, Case Study, Term paper (students are expected to prepare marketing plan), P
Learning Methods
Reflection.
Course Description The course covers an overview of marketing, the marketing environment, types of
product development, branding and packaging, pricing decisions, factors infl
techniques, distribution decision: channel and physical distribution decision, prom
promotional messages and media.
Course Objective Upon completing this course, the student will be able to:
 Define basic/core marketing principles/ concepts
 Describe the marketing plan process and strategy
 Identify and analyze marketing environment
 Define and classify products/ product mix
 Explain the importance and role of product development;
 Discuss marketing channel concept, examine the structure and function of the
distribution and materials management
 Describe the role of promotion mix and identify factors affecting the choice of pr
 Analyze the importance of pricing and examine key factors that may influence m
46
CHAPTER 1- AN OVERVIEW OF MARKETING AND MARKETING
MANAGEMENT (6 hours)
1.1. Marketing and its core concepts
1.2. Philosophies of marketing
1.3. Importance of marketing
1.4. Scope of marketing
1.5. Companies‟ orientation to marketing
1.6. Goals of marketing system
CHAPTER 2 - MARKETING ENVIRONMENTS (4 hours)
2.1. Meaning of marketing Environment
2.2. Internal Marketing Environmental Elements
2.3. External Marketing Environmental Elements
CHAPTER 3 - BUYING BEHAVIOR (9 hours)
3.1. Consumer buying behaviour
3.2. Model of consumer behaviour
3.3. Factors affecting consumer behaviour
3.4. The buyers‟ decision process
3.4.1. Consumer buying, role
3.4.2. Types of Consumer Buying Decision Behaviour
3.4.3. Stages in the Consumer Buying Decision Process: The Five-Stages Model
3.5. Business buying behaviour
3.5.1. Consumer Vs. Business Buying Behaviour
3.5.2. Characteristics of Business Market
3.5.3. Influence on Business buying decision
3.5.4. Decision making process in Business buying
3.5.4.1. Buying situations in Business buying
3.5.4.2. Decision Making Process in Business Buying
3.5.4.3. Participants in the Business Buying– the Buying Center
CHAPTER 4 - MARKET SEGMENTATION, TARGETING AND POSITIONING
(9 hours)
4.1. Market segmentation
4.1.1. Importance of Market Segmentation
47
4.1.2. Market segmentation Procedure
4.1.3. cLevels of Market segmentation
4.1.4. Patterns of Market segmentation
4.1.5. Basis for Segmentation
4.2. Targeting the Market
4.2.1. Market Segment Evaluation
4.2.2. Selecting Market Segments
4.3. Market Positioning
CHAPTER 5 - MANAGING MARKETING MIX ELEMENTS (20 hours)
5.1. Product planning
5.1.1. Meaning of a product
5.1.2. Levels of product
5.1.3. Classification of a product
5.1.4. Product mix and product line
5.1.5. Product Life cycle
5.1.6. New Product Development Process
5.1.7. Product identification (Branding, Packaging 'and Labeling)
5.2. Pricing Decision
5.2.1. Meaning of Price
5.2.2. Pricing Objectives
5.2.3. Factors Affecting Pricing Decisions
5.2.4. General Approach to Pricing
5.2.5. New Product Pricing Strategies
5.2.6. Price Adjustment Strategies
5.2.7. Product Mix Pricing Strategies
5.3. Placing the Product
5.3.1. Meaning and Importance of Distribution
5.3.2. Factors Influencing Channel Decision
5.3.3. Channel Decision
5.4. Promoting the product
5.4.1. Meaning of Promotion
48
5.4.2. The purpose of promotion
5.4.3. Factors affecting the promotion mix
5.4.4. Promotional Mix Elements:
5.4.4.1. Advertising
5.4.4.2. Sales Promotion
5.4.4.3. Public Relation and publicity
5.4.4.4. Personal Selling
Test 1 10%
Test 2 10%
Quiz 5%
Term Paper (in group, marketing plan development) 25%
Final Exam 50%
Total 100%

References:
 Blythe, J (2001) Essentials of Marketing 2nded., Ashford Color Press, Hampshire.
 Carvens, W., Hills, E. Woodruff, B. (2005) Marketing Management, Richard D.
Irwin Inc. Delhi.
 Christopher, Marking and McDonald, Malcolm, (1995). Marketing: and
Introductory Text, Bath press, Great Britain.
49
 Cravens, W. and Lamb, Jr, W (1993); Strategic Marketing Management Cases,
4thed., R.R. Donnelley & Sons Company
 J.Baker, Michael: Marketing: Theory and Practice Bath Press, Great Britain,1995.
 Kotler, P & Keller, K (2006) Marketing Management 12thed., Pearson/Prentice-
Hall, Upper Saddle River, NJ.
 Kotler, Philip, (2003). Marketing Management, Analysis, Planning
Implementation, and control, 10th Ed. New Jersey, U.S.A
 Kotler, Philip, (2004). Principles of Marketing, 10th Ed. Prentice-Hall Inc, New
Delhi
 Perrault, Jr. D & McCarthy, E (2005) Basic Marketing: A Global
ManagerialApproach 15th ed., Tata McGraw-Hill Publishing Company, New
Delhi.
 Sutton D., John W., (2003), Enterprise Marketing Management, 12thed, John
Wiley & Sons INC, Hoboken Newjersy, USA

COURSE OUTLINE
Course Title Statistics for Management II
Credit Hours 3
ECTS 5
Prerequisite course Statistics for management I
Offering Time 2nd Year, 2nd semester
Category of the Course Core
Teaching and Learning Lecture, Class and Homework, Group Discussion, Solving exercise , Tutorial and
Methods
50
Course Description this course introduces the application of inferential statistics as applied to manage
theories and sampling distribution, statistical estimation, hypothesis testing, an
distribution, statistical forecasting (time series & regression analysis), and index n
Course Objectives This course aims:
 To familiarize students about the use & application of various statistical to
decision making
 To enable students, make valid inference from data
 To enable students to construct and test different types of hypothesis
 To enable students to find correlation between variables
 How to apply the statistical tests in the preparation of Research report.
 The application of statistics in every areas of activities in business and indust
analysis, distribution, market research, manpower planning.

CHAPTER 1 – SAMPLING AND SAMPLING DISTRIBUTIONS (6 hours)
1.1. Sampling Theory
1.1.1. Basic Definitions
1.1.2. The need for samples
1.1.3. Designing and conducting a sampling study
1.1.4. Bias and errors in sampling, non-sampling errors
1.1.5. Types of sampling techniques- random and non-random
1.2. Sampling Distributions
1.2.1. Definitions
1.2.2. Sampling distributions of the mean and proportion
1.2.3. Sampling distribution of the difference between two means and two
proportions
CHAPTER 2 - STATISTICAL ESTIMATIONS (8 hours)
2.1. Basic concepts
2.2. Point estimators of the mean and proportion
2.3.Interval estimators of the mean and proportion
2.4.Interval estimation of the difference between two independent means
2.5.Interval estimation of the difference between two proportions
51
2.6.Student's t-distribution
2.7.Determining the sample size
CHAPTER 3 - HYPOTHESIS TESTING (8 hours)
3.1.Basic concepts
3.2.Steps in Hypothesis testing
3.3.Type I and type II errors (concepts)
3.4.One tailed \IS two tailed hypothesis tests
3.5.Hypothesis testing of:
3.5.1. Population mean, proportion
3.5.2. The difference between two means and two proportions
CHAPTER 4 – CHI-SQUARE DISTRIBUTIONS (8 hours)
4.1.Areas of application
4.1.1. Tests for independence between two variables
4.1.2. Tests for the equality of several proportions
4.1.3. Goodness- of fit tests (Binomial, normal, Poisson)
CHAPTER 5 - ANALYSIS OF VARIANCE (8 hours)
5.1.Areas of application
5.1.1. Comparison of the mean of more than two populations
5.1.2. Variance test
CHAPTER 6 - REGRESSION AND CORRELATION (10 hours)
6.2. Linear correlation
6.2.1. The coefficient of correlation
6.2.2. Rank correlation coefficient
6.3. Simple linear regression
6.3.1. Curve fitting,
6.3.2. the method of least square, r2
Test 1 10%
Test 2 10%
Quiz 5%
Final Exam 50%
Total 100%
52
References:
 Bowen, Earl, Basic Statistics for Business and Economics John R. Stocking and
Charles T.Clark, Introduction to Business & Economics Statistics, South Western
Publishing co. 1974.
 David F. sharp. Statistics for Social Science, Little, Brown and company, Sonston
Toronto-1987
 Lawrence I.Lapin, Statistics for Modern Business Decision. Harcourt Race
Joranovich INC, 1987.
 Moms Hamburg, Basic Statistics, TohnWikky& Sons, 1986
 Robert D. Mason and douglas A. Lind, Statistical Techniques in Business and
Economies, 7th ed. Irwinsnc 1998.
 Smith (2010), Managerial Statistics, Pearson USA.
 Sp. Gupta M.T Guta, New Delhi-India, Business Statistics
53
COURSE OUTLINE
Course Title Organizational Behaviour
Credit Hours 3
ECTS 5
Prerequisite Course Introduction to management and general psychology
Offering Time 2ndYear, 1st semester
Category of the Course Core
Teaching and Learning Lectures, Debates and Discussions, Role playing, Presentation, Case studies.
Methods
Course Description The course organizational behaviour is a field of study that investigates the imp
and organization structure have on behaviour within organizations; and the appl
improve productivity and job satisfaction in an organization. Organizational beh
to improve behaviour so as to increase productivity and employee satisfacti
theories of organizations, environment and organizational goal setting, organiza
attitude and perceptions, individual and group attributes in organizational behavi
and team formation, power and politics, conflict, and conflict management.
Course Objectives At the end of this course, students will be able to:
 Understand the core management principles in organization behavior.
 Analyze how cognitive, behavioral, and emotional outcomes contribute to and
 Realize how individual differences in personality, attitudes, emotions, and pe
in organizations.
 Know how to successfully manage diversity in organizations.
 Understand organizational norms and how does organizational culture affect
 Understand the impact of organizational politics, and power on behavior in o
 Know how communication affects organizational processes and what makes f

CHAPTER 1- AN OVER VIEW OF ORGANIZATIONAL BEHAVIOR (6 hours)
1.1. What is organizational behavior?
1.2. The three basic units of analysis in OB
1.3. The characteristics of OB
54
1.4. The development of OB
1.5. Contributing disciplines to OB
1.6. Management and organizational behavior in the 21stcentury
1.7. Organization as a system
CHAPTER 2- FOUNDATION OF INDIVIDUAL BEHAVIOR AND LEARNING
IN AN ORGANIZATION (9 hours)
2.1. Perception
2.1.1.What Is Perception?
2.1.2.Perceptual Process
2.1.3.Factors Influencing Perception
2.2. Attitude
2.2.1.Definition of Attitude
2.2.2.Characteristics of Attitudes
2.2.3.Component of attitude
2.2.4.How attitudes are formed
2.2.5.Source of attitude
2.2.6.Types of attitude
2.2.7.Attitudes and consistency
2.3. Personality
2.3.1.Definition of Personality
2.3.2.Personality determinants
2.3.3.Major personality attributes influencing OB
2.3.4.Matching personality and job
2.4. Learning
2.4.1.Types of learning
2.4.2.Strategies of reinforcement, punishment and extinction
2.4.3.Theories of learning
CHAPTER 3 - FOUNDATION OF GROUP BEHAVIOR (8 hours)
3.1. Defining teams and/or groups
3.2. Classifying teams and/or groups
3.3. Why do people form and/or join teams/groups?
3.4. Stages in team/group development
55
3.5. Obstacle to team /group productivity
3.6. Increasing team/group productivity
3.7. Group behavior
3.8. Implication for performance and satisfaction
CHAPTER 4 – CONCEPTS OF MOTIVATION AND THEIR APPLICATIONS (5
hours)
4.1. Definition of motivation
4.2. Features of motivations
4.3. Importance of motivation
4.4. Early theories of motivation
4.5. Contemporary theories of motivation
4.6. Implication of motivation for performance and satisfaction
4.7. Managerial approaches for improving motivation
CHAPTER 5 - MANAGEMENT OF ORGANIZATIONAL CONFLICT (5 hours)
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 organizations
5.5. Conflict management strategies
CHAPTER 6 - STRESS MANAGEMENT (3 hours)
6.1. Definition and features of stress
6.2. Understanding sources of stress and its consequences
6.3. Effects of Stress
6.4. Stress management strategies
6.5. Implications for performance and satisfaction
CHAPTER 7 - CULTURE AND DIVERSITY (3 hours)
7.1. Culture and cultural diversity
7.2. Globalization and people at work
CHAPTER 8 - POWER AND POLITICS IN AN ORGANIZATION (3 hours)
8.1. Definition of power
8.2. Contrasting leadership and power
8.3. Base and sources of power
8.4. Power in group coalitions
56
CHAPTER 9 - ORGANIZATIONAL DESIGN AND STRUCTURE (6 hours)
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
Test 1 10%
Test 2 10%
Quiz 1 5%
Final Exam 50%
Total 100%

References:
 Buelens, M., Van Den Broeck, H., Vanderheyden, K., Kreitner, R. &Kinicki, A.
(2006). Organizational Behavior, 3rd ed. London: McGraw-Hill.
 Dick, P. & Ellis, S. (2006) Introduction to Organizational Behavior, 3rd ed. London:
McGraw-Hill.
 George, J.M. & Jones, G.R. (2005). Understanding and Managing Organizational
Behavior, 4th (International) Edition, Upper Saddle River, New Jersey: Prentice Hall.
57
 George, M. J. & Jones, G. R. (2008). Understanding and Managing Organizational
Behavior 5th ed. Pearson Education Co.
 John M.Ivancevich, Robert Konopaske And Michael T. Matteson, (2005).
Organizational Behavior and Management, 7th ed. New York: McGraw-HILL
Companies, INC.
 John R. Schermerhorn, Jams G. Hunt & Richard N. Osborn, (2002).Organizational
Behavior,7th ed. USA, University of Phoenix: John Wiley & Sons Inc.
 John R. Schermerhorn, Jr. James G. Hunt, Richard N. Osborn, (2002). Organizational
Behavior, 7th ed. USA: John Wiley & Sons, Inc
 Kinicki, A. &Kreitner, R. (2006). Organizational Behavior – Key Concepts, Skills &
Best Practices, New York: McGraw-Hill Irwin.
 Linda K. Stroh, Gregory Northcraft& Margaret A. Neale. (2002). Organizational
behavior: a management challenge 3rd ed. Lawrence Erlbaum Associates, Inc.,
Publishers
 Robbins, S. P., & Judge, T. A. (2007). Organizational behaviour. 12thed. Upper
Saddle River, NJ: Prentice-Hall. ISBN: 0-132-43156-4
 Robbins, S.P. (2005). Essentials of Organizational Behavior, 8th (International)
Edition, Upper Saddle River, New Jersey, Prentice Hall.
 Robbins, S.P. (2005). Organizational Behavior, 11th (International) Edition, Upper
Saddle River, New Jersey: Prentice Hall.
 Rollinson, D. (2005) Organizational Behavior and Analysis, An integrated Approach,
3rd ed. Harlow, Prentice Hall.
 V.G. Kondalkar, (2007). Organizational Behavior, New Delhi: New Age
International (P) Ltd., Publishers.
Year III Semester I

S.No Course title Course Code Cr.Hrs ECTS Prerequisite
. .
1. Materials Management MGMT 3151 3 5 None
2. Human Resource Management MGMT 3081 3 5
3. International Marketing MGMT 3122 3 5 Principle of Marketing
4. Fundamentals of Accounting II AcFn 2012 3 5 Fundamentals of Accounting I
58
5. Management Information MGMT 3092 3 5 Computer
System application in
management
6. Econometrics for Management MGMT 3071 3 5 Statistics for Management II
Year III Semester II

S.No. Course title Course Code Cr.Hrs ECTS Pre Request
.
1. Leadership & Change MGMT 3082 3 5
Management
2. Cost and Management AcFn 3031 3 5 Fundamentals of Accounting
Accounting I II
3. Business Research Methods MGMT 3211 3 5 Statistics for Management II
4. System Analysis and Design MGMT 3093 3 5 None
5. Business Law MGMT 3101 3 5 None
6. Managerial Economics MGMT 3171 3 5 None

COURSE OUTLINE
Degree Program: B.A. in Management
Module Title: Information Systems for Management
59
Module Coordinator: TBA
Course Number: MGMT2091
Course Title: Management Information System
ECTS credit points 5
Course Information Academic Year:III Semester:
Meeting day: Meeting time: Meeting location:
Instructor‟s Contact
Information Office: Phone:
Email: Office Hours:
Course Objectives
 The course enables students to have an understanding on:
Understand and recognize the relationship between information and decision making,
Know significance of information and information systems as basic resources from
managerial perspective in decision-making.\
Appreciate the ability and skills to identify their information needs, source and to utilize
the information efficiently and effectively.
Course Description/Course Contents

This course deals with the nature of information as an organizational resource; its significance in
decision making and management; information requirements at different levels and functional
areas of management; identification and source of information required; management of
information system; development of information system; application of information and
knowledge management.
Pre-requisites: Basic Computer Skills
Status of the Course: Core
Course Contents
CHAPTER ONE: INTRODUCTION TO MIS
1.1 Definition and Importance of MIS
1.2 Subsystems Of MIS
1.3 Contemporary Approaches To MIS
1.4 The Evolution and Characteristics of The Information Age
1.5 What Is Information Technology?
CHAPTER TWO: FOUNDATIONAL CONCEPTS IN MIS
60
2.1 Introduction
2.2 Business and Management Functions
2.3 Data, Information, Knowledge and Wisdom
2.4 The Information Needs and Sources of Managers
2.5 A Framework for Information Systems
2.6 Business Systems
2.6.1. e-business
CHAPTER THREE: INFORMATION TECHNOLOGY
3.1 Introduction
3.2 Hardware: Computing, Storing and communicating
3.3 programs: In Charge of the Hardware
3.4 People: The Most Important Element
3.5 Procedures: The Way It Goes
3.6 Information: The Reasons for Using Information Technology
3.7 Communication Technologies
3.8 Database Management (DBM)
CHAPER FOUR: COMMON BUSINESS APPLICATIONS OF INFORMATION
TECHNOLOGY
4.1 Financial Information Systems
4.2 Marketing Information Systems
4.3 Manufacturing and Production Information Systems
4.4 Human Resource Information Systems
4.5 Managerial Decision Support Systems
4.6. Transaction Processing System (TPS)
CHAPTER FIVE: KNOWLEDGE MANAGEMENT (KM)
5.1. Introduction to knowledge management
5.2. The theory of knowledge management
5.3. KM sharing
5.4. Technologies to support KM
5.5. KM application in organizations
CHAPTER SIX: ETHICAL AND SECURITY ISSUES
Course expectation
Preparedness: You must come to class prepared by bringing with you the appropriate materials.
Complete the individual and group assignments and other activities on time. You must plan your
61
own learning through reading various course related materials and chapters in books. You are
expected to work much individually to meet the requirement of the course. You have to use your
time for group work and home study effectively.
Participation: Make active participation during discussions (you must participate in class). You
are not participating if you are simply talking to a friend, doing homework, daydreaming, or not
doing what the rest of the class is doing. If you are working in a group or with a partner, you must
talk to your group members or partner and be a part of the group. Always be ready and willing to
give constructive feedback to partners/group members and to listen to their comments on your
work
Policy
Attendance: It is compulsory to come to class on time and every time. If you are going to miss
more than three classes during the term, you should not take this course
Assignments: You must do your individual and group assignments and submit on time. No late
assignment will be accepted
Tests/Quizzes: You will have short quizzes and tests almost every unit. If you miss the class or,
are late to class, you will miss the quiz or test. No makeup test or quizzes will be given. You are
expected to observe the rules and the regulations of the University as well
Cheating: You must do your own work and not copy and get answers from someone else. When
you are in class: please do not chew gum, eat something, listen to recorders or CD players, or
involve in acts that spoil the normal teaching-learning process; switch off your cell phones before
class and exam sessions. Any attempt to use cell phones in exam sessions will be considered an
act of cheating and hence, dealt
accordingly.
Reference
James A. O‟Brien, 2004, Management Information Systems, McGraw-Hill Irwin,
Bowman, B, G.B. ,and J.C.Wetherbe, July-1980, Modeling for MIS,
Bowman, B,G.B.Davis and J.C., (Feb,1983), Three stages of Model of MIS
Planning Information and Management,
Naevena and Amitabh, (2003), Management Information System, Cyber tech
publications.
Nolan Richard, (July-August,1982), Managing Information Systems by Committee,
Harvard Business Review
Activities Points
62
Quizzes (quiz 1, quiz II and quiz III) 30
Assignments (project paper and presentation) 20
Final Exam 50
Total Points 100

COURSE OUTLINE
Module Title: Information Systems for management
Course Number: MGMT3092
Course Title: System Analysis and Design
Course Information Academic Year:III Semester: I
Instructor‟s Contact Information Office: Phone:
Course Objectives
The course enables students to have an understanding on:
 Understand the design and development of Computer Based Information System (CBIS)
in an organization.
 Know about the various aspects and components of System Life Cycle in a CBIS.
 Apply the general concept of System Analysis.
63
This course provides an overview of various systems concepts, characteristics and elements in an
organization and describes the various phases involved in developing a new system and the role
of the system analyst. The course focuses on various steps and tools used for gathering
information that will be required for preliminary investigation, the methods to analyze the cost
and benefit of a project. This course deals with systems approach to problem solving mainly
management information system; techniques and tools of system analysis; design of new system
evaluation and control system performance (particularly MIS) and determination of information
requirements; system implementation; cost benefit analysis of alternative information system
solutions; a project work for students.
Pre-requisites: Management Information System
Course content
CHAPTER I SYSTEM: AN OVERVIEW

1.1. System Analysis and Design
1.2. System and its Components
1.3. System Concepts
1.4. Fundamentals of Information Systems
1.5. Types of Information System Overviews (DSS, MIS, ES TPS)
1.6. System and System Analyst- A key resource
CHAPTER II: INFORMATION SYSTEMS DEVELOPMENT PROJECT
2.1. Managing Information System Project
2.2. Information Systems Project Phase
2.3. Representing and Scheduling Project plans
2.4. Using Commercial project Management Software
Chapter III: The System Development Life Cycle
3.1. The Traditional SDLC
3.2. The Generic System Development Model
3.3. Approaches to System Analysis and Design
3.4. Approach to System Development
3.5. Software Engineering Process
CHAPTER IV: SYSTEM SELECTION AND PLANNING
64
4.1. Identifying and Selecting Projects
4.2. Initiating and Planning System Development Project
4.3. Assessing Project Feasibility
4.4. Building the Baseline Project Plan
4.5. Electronic Commerce Application: System Planning and Selection
CHAPTER V SYSTEM ANALYSIS
5.1. Determining System Requirement
 Traditional Methods for Determining requirements
 Modern Methods for Determining requirements
5.2. Structuring System Requirements
 Process modeling
 Logic modeling
 Conceptual Data Modeling
5.3. Selecting the Best design Strategy
Chapter VI: Design of new systems
6.1. System design, overview.
6.2. System design areas:
 Output design.
 Input design.
 General control principles.
 System controls.
Chapter VII - System Implementation
7.1 Stages of implementation.
7.2 Hardware installation.
7.3 System testing.
7.4 Training techniques.
7.5 Implementation strategy
7.6 System Maintenance
7.7 System standard and documentation
Course expectation
65
work\
Policy
act of cheating and hence, dealt accordingly.
Reference:
Hoffer J.A., George J.F., & Valacich J.S. (2008), Modem System Analysis and
Design, 5th ed. New York. Pearson international.
Valacich et.al. (2000), Essentials of System Analysis and Design, 2nd ed., McGraw Hill.
Hoffer J.A., George J.F., & Valacich J.S. (1998), Modem System Analysis and Design,
2nd Ed. New York. Addison- Wesley
Lucas H.C. (1992), The Analysis, Design and Implementation of Information Systems,
4th ed. McGraw-Hill, Singapore.
Satzinger J.W., Jackson R.B., & Burd S.D., (2002), System Analysis and Design in a
changing world, Thomson Printing, Singapore.
Whitten J.L., Bentley L.D., & Dittman K.C., (2003), System Analysis and Design
Methods, 6th ed., Mc-Graw Hill, New Delhi.
66
Activities Points
Quizzes (2 Quizzes each for 10 points) 20
Assignments (2 term paper 10 pts each and 10 pts presentation) 30
Final Exam 50
Total Points 100

67
COURSE OUTLINE
Module Title; Managerial Economics
Course Title Managerial Economics
Course Information Academic Year III
Instructor‟s Contact Information Office: Email: Phone:
Course Objectives
After the completion of this course, students will be able to:
 List the different goals and constraints that firms face
 Apply the economic way of thinking to business decisions
 Use calculus (first and second order derivatives) to solve for an optimum solution
 Understand how prices get determined in markets, how market participants benefit in the
form of consumer surplus and producer surplus, and what are the consequences of
government intervention
 Measure the responsiveness of consumers' demand to changes in the price of a good or
service, the price of other goods and services, and income
 Understand the different costs of production and how they affect short and long run
decisions of managers
 Understand economies of scale, diseconomies of scale, economies of scope, and cost
complementarities, and how each affects the performance of business
 Explain the principal-agent problem and why different forms of compensation exists
Course Description Managerial Economics is concerned with the application of

economic principles and methodologies to business decision problems. In this course students
will increase their understanding of economics and learn a variety of techniques that will allow
them to solve business problems relating to costs, prices, revenues, profits, and competitive
strategies. The course, accordingly, is concerned with both theory and practice: the theory serves
68
to sharpen analytical skills, and the practice will give experience in the application of the
principles and techniques to real-world business problems. The course, having the set of
mathematical techniques and economic theories and principles, will give students a deeply
grounded insight on such matters as to what combination of those theories and techniques should
they employ in what situations in making attempts to address managerial problems.
Pre-requisites : Microeconomics II
Course content
CHAPTER ONE INTRODUCTION MANAGERIAL ECONOMICS

1.1 Definition, Managerial Issues, Decision Making
1.2 Scopes of Managerial Economics
1.3 The nature of the firm
1.4 Goals and Constraints
1.5 the circular flow of economic activity
1.6 The concept of profits
CHAPTER TWO Fundamental Economic Concepts
2.1 Equilibrium Analysis:
 Supply and Demand Relationship
2.2 Marginal Analysis\
 The Time Value of Money
UNIT 3 - OPTIMIZATION TECHNIQUES
3.1 Introduction
3.2 Types of Optimization Techniques
3.3 Differential Calculus and optimization
 Applications of Differential Calculus to Optimization Problems
 Partial Differentiation and Multivariate Optimization
 Constrained Optimization/ langrage multiplier technique
Chapter four Demand and demand forecasting
4.1. Introduction
4.2 Analysis of market Demand
4.3 Demand Function
4.4 Elasticity of Demand and its application
4.5. Demand forecasting
69
4.5.1 qualitative forecasting
4.5.2 quantitative forecasting
Chapter five - DECISION MAKING UNDER RISK AND UNCERTAINITY (7 hours)
5.1. The Nature of Decision Making
5.2 Meaning and Measurement of Risk
5.2.1. The Meaning of Risk
5.2.2. Risk and Probability Distributions
5.2.3. Risk and Expected values of an Investment
5.3. Approaches of incorporating Risk into Decision Making Process
5.4. Decision Making Under Uncertainty
CHAPTER SIX Production and Cost analysis
6.1. theory of production
6.2 theory of cost
6.3. Economies and Diseconomies of scale
6.4. Economies of scope
CHAPTER SEVEN PRICING STRATEGIES AND PRACTICES
7.1 Introduction
7.2 Pricing strategies
Course expectation
work
70
Policy
Reference:
Peterson And Lewis , Managerial Economics, Pearson Education, Plc,1999
Chrystal and Lipsey, Economics for Business and Management, Oxford University Press,
1997.
Graham Pearson , Managerial Economics, Addison Wesley Publishing Company, 1980
Maurice et.al Managerial Economics And Business Strategy, Mcgraw Hill Primis, 2002
Evaluation arrangement
Test 1 10%
Test 2 10%
Quiz 5%
Final Exam 50%
Total 100%
71
COURSE OUTLINE

Module Name ; Materials and Operations Management
Course Number MGMT3151
Course Title Materials Management
Course Information Academic Year: III Semester: I
Instructor‟s Contact Information Office: Phone: Email: Office Hours:
Course Objectives
After the end of this course students are expected to;
 Know the integrated materials management functions in manufacturing organizations.
 Appreciate the interdependency of departments having relation with materials department
 Conduct inventory analysis
 Calculate economic order quantity
 Forecast demand
72
 Develop material Requirement Planning
 Be familiar with different inventory and ware house management practices.
Course Description
The course deals with introduction to materials theory; objectives of materials management;
Purchasing principles including such elements as description of quality; determination and
control of quantity; make or buy decisions; selection of suppliers; organization of purchasing
activities; transportation of purchases; materials handling, inventory control models (EOQ &
EPQ); materials demand forecasting, Materials Requirement Planning (MRP); Just In Time
system (JIT): stores management and warehousing.
Pre-requisites: No
Course content
Unit 1. INTRODUCTION
1.1. Definition and scope of materials management
1.2. Origin and transition
1.3. Importance of materials management in corporate policy
UNIT 2 – FORECASTING
2.1. Why Forecasting?
2.2. Features of Good Forecasting
2.3. Steps in Forecasting Process
2.4. Types of Forecasting
2.4.1. Qualitative Methods
2.4.2. Quantitative Methods
UNIT 3 - PURCHASING
3.1. Meaning and Role
3.2. Objective of good purchasing
3.3. Purchasing polices
3.4. Purchasing procedures
3.5. Computer based purchasing system
3.6. Selection and motivation of supplies
3.7. Make or buy decisions
3.8. Value analysis
73
3.9. Global sourcing
3.10. Procurement Practices and procedures in Ethiopia
UNIT 4 - INVENTORY MANAGEMENT
4.1. Introduction
4.2. Functions and types of inventory
4.3. Independent vs. dependent demand
4.4. Inventory Costs
4.5. Economic Order Quantity (EOQ)
4.6. Economic Production Quantity (EPQ)
4.7. Materials Requirements Planning (MRP)
4.8. Inventory systems
4.9. Just in time (JIT)
UNIT 5. STORAGE
5.1. Storage functions and responsibilities
5.2. Location and layout
5.3. Stores system and procedures
5.4. Cost aspects and productivity
5.5. Stock receipt, issue and dispatch
5.6. Stores accounting and stock verification
5.7. Sores security
UNIT 6. MATERIALS HANDLING
6.1. Definition and scope
6.2. Benefits of proper materials handling
6.3. Influencing factors and control
6.4. Materials handling codes and specifications
6.5. Materials handling equipment and guidelines
6.6. Evaluation of materials handling
6.7. Materials disposal procedures and practice in Ethiopia
UNIT 7. LOGISTICS
7.1. Transportation and traffic management
7.2. In-bound logistics
7.3. Out-bound logistics
Course expectation
74
work
Policy
act of cheating and hence, dealt
accordingly.
Reference:
Dobler, D.W. and Burt D,N „ Purchasing and Supply Management Text and Cases‟ 6th
Edition, Mc. Graw- Hill
Jessop, David and Morrison, Alex, „Storage and Supply of materials‟ 6th Edition Pitman.
Wlld, Ray (1995),‟ Production and Operation Management‟ 5th Edition, Cassell.
Chase. Richard B. Aquilano. Nicolas J and Jacobs. Robert F (1998) „ Production And
Operation
Management- Manufacturing and Services‟ 8th Edition, Irwin McGraw- Hill
Bailey, P and Farmer, D, „Purchasing Principle and Management, West publishing
75
Any relevant text on Purchasing Materials Supplies, Inventory Control and Production
Management.
Test 1 10%
Test 2 10%
Quiz 5%
Final Exam 50%
Total 100%

COURSE OUTLINE
Degree Program B.A. in Management
Module Title: Research in Management
Module Coordinator
76
Course Title: Business Research Methods
Course Information Academic Year:
Meeting day: Meeting location: Semester: Meeting time:
Instructor‟s Contact Information Office: Email: Phone:
Course Objectives
After accomplishment of this course, students will be able to: -
 Understand the role of business research Differentiate the different types of research
Identify and define research problem
 Design appropriate research design Know sampling design
 Differentiate types of data and instrument of data gathering methods Analyze and
interpret data
 Prepare standard research project

This course is a survey course intended to develop the students‟ ability in scientific analysis and
to provide opportunity for application of concepts and tools in the study of economic and social
problems. It also gives students a preliminary knowledge with the art of using different research
methods, techniques in solving research problems. Specifically, it covers scientific inquiry;
experimentation; survey; fact finding, design of questionnaire and interpretation of data; and
formulation of management research project by students.
Pre-requisites Statistics for Management II
Course content
CHAPTER ONE - Research Methods: An Introduction (15 hrs)

1.1 Meaning of Research
1.2 Types of research
1.3 Objective of research
1.4 Methods of scientific research
Chapter Two: Defining Research Problem and Hypothesis Formulation(15hrs)
2.1 What is a research problem?
2.2 Components of research problem
2.3 Problem formulation and research question
77
2.4 What is hypothesis?
2.5 Importance of hypothesis
2.6 Criteria for hypothesis formulation
CHAPTER THREE -Research Proposal (25 hrs)
3.1 What is research proposal?
3.2 Elements of research proposal
CHAPTER FOUR -Research Design (planning of research project) (20hrs)
4.1 Meaning of research design
4.2 Need for research design
4.3 Characteristics of a good research design
CHAPTER FIVE: Sources and methods of data collections (20 hrs)
5.1 Primary Sources
5.1.1 Direct observation
5.1.2 Questionnaires
5.1.3 Interview
5.2 Secondary Sources
5.2.1 Public and Official Documents
5.2.2 Books and other sources
5.3 Use the appropriate data collection methods
CHAPTER 7: Data analysis & Interpretation (15)
7.1 Data analysis techniques
7.2 data interpretation
CHAPTER EIGHT : Interpretation and Research report writing (15 hours)
8.1 Elements of research report
Course expectation
78
work
Policy
Reference:
Babbie (1973). Survey Research Method. Wadsworth Publishing Company, Inc, USA.
Green E. Paul, D. S. Tull& Gerald Albaum (1998). Research for Marketing Decisions.
Prentice - Hall of India, Private Limited, New Delhi.
Joseph Gibaldi (1995). MLA Handbook for Writers of Research Papers, forth edition.
The Modern Language Association of America, USA.
Hussey J & Hussey R (1997). Business Research, a practical guide for undergraduate and
postgraduate students Macmillan Press LTD, Great Britain
Kenneth R. Hoover (1988). The Elements of Social Science Thinking (Fourth Edition).
St. Martin‟s Press, New-York, USA
C.R. Kothari. (1990). Research Methodology, Methods & Techniques.
WishwaPrakashan, Wiley Eastern Limited, New Delhi.
Lawrence F. Locke, WaneenWyrickSpirduso& Stephen J. Silverman (1993). Proposal
That Work, A guide for Planning Dissertation and Grant, Sage Publications, Inc.
Newbury Park, California
DR. Vatsyayan (1989). Methods & techniques of Social Survey and Research (in
questions & answers). KedarNath Ram Nath, New Delhi
79
Robert K. Yin ( 1994). Case study Research, Designs and methods (second edition), Sage
Production Editor, USA
William G. Zikmund (1998). Business Research Methods, fifth edition, Oklahoma State
University, The Dryden Press, USA.
Test 1 10%
Test 2 10%
Quiz 5%
Final Exam 50%
Total 100%

COURSE OUTLINE
Module name: Human resource and organization behavior
Module Coordinator Management
Course Title Human Resource Management
Course Information Academic Year III: Meeting day:
Instructor‟s Information Contact Office: Email:
Phone
Course Objectives
At the end of this course student will be able to:
80
 Gain an insight about the operative functions of personnel management Understand the
importance and significance of human resource as an asset Acquire a broader perspective
on managing human resource effectively.
 equip students with a realistic over view of major principles and techniques of human
resource management system
 understand the dynamic nature and applications of human resource management in
business and other organizations
 make students be aware of the environmental influence experiencing human resource and
how to deal with these factors
 have a clear understanding of human resource handling mechanism

Human Resource management belongs to all organizations. Its focal point is people; people are
the life blood of organizations. It emphasizes on: human resources planning and development,
recruitment, selection of personnel, induction, placement, training and development; techniques
of performance appraisal; wage and salary administration and /or the human factor in work design
& compensation plans & incentive schemes; morale and motivation; discipline; maintenance and
safety; industrial relations; collective bargaining; grievances and grievance handling. It also
focuses on newly emerging issues of Human resource like diversity and its management,
empowerment, HIV AIDS and the workplace.
Pre-requisites No Prerequisite
Status of the Course Core
Course content
Unit1. AN OVER VIEW

1.1. Definition and back ground
1.2. Importance of Human resource management
1.3. Evolution and Development
1.4. Human Resource management objectives
UNIT 2 - HUMAN RESOURCE MANAGEMENT ENVIRONMENTS
2.1. The external environment
2.2. The internal environment
2.3. Human resource management model
UNIT 3 - JOB ANALYSIS & HR PLANNING
3.1. Meaning and definition of job analysis
81
3.2. Steps in job analysis
3.3. Methods of collecting job analysis information
3.4. Importance of job analysis information
3.5. Potential problems with job analysis
3.6. Meaning and definition of Human resource planning
3.7. importance of human resource planning
3.8. steps[procedures] in human resource planning
3.9. factors affecting human resource planning
UNIT 4 - RECRUITMENT & SELECTION
4.1. Employee Recruiting
4.1.1. Features of recruitment
4.1.2. Purpose of recruitment
4.1.3. Factors governing recruitment
4.1.4. Sources and methods of recruitment
4.2. Employee Selection
4.2.1. Selection criteria
4.2.2. The selection processes
4.2.3. Factors governing selection
4.3. Orientation [induction]
4.3.1. Purpose of orientation
4.3.2. Levels of orientation
UNIT 5. TRAINING AND DEVELOPMENT
5.1. Objectives of training and development
5.2. Process of training and development
5.3. Training methods
5.4. Career development
UNIT 6. PERFORMANCE APPRAISAL
6.1. Purpose of performance appraisal
6.2. Performance appraisal steps
6.3. Problems associated with performance appraisals
6.4. Performance appraisals methods
CHAPTER 7 - COMPENSATION
7.1. Importance of compensation
7.2. Factors affecting compensation
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7.3. Employee benefits and service
7.4. Comparable worth controversy (Reading assignment)
CHAPTER 8 : INTEGRATION AND MAINTAINACE
8.1. Employee discipline
8.2. Labor relation
8.3. Collective bargaining
8.4. Grievance handling
CHAPTER NINE: PROMOTIONS TRANSFERS AND SEPARATION
9.1. Purpose of transfer
9.2. Types of promotion
9.3. Reason for transfer
9.4. Types of transfer
9.5. Types of separation
CHAPTER TEN - SEXUAL HARASSMENT IN WORK PLACE, E- HUMAN
RESOURCE MANAGEMENT &EMPOWEREMENT
10.1. Equal employment opportunity
10.2. Types of sexual harassment in work place
10.3. Prevalence of sexual harassment
10.4. Effects of sexual harassment
10.5. Remedies
10.6. Tips on E- Human resource management
10.7. Workforce Diversity management
10.8. HIV and Workplace
10.9. Workforce Empowerment
Course expectation
83
work
Policy
Reference:
John. M.Ivancevich, Human Resource Management, 7th ed., 1998
Dessler : Human Resource Management , 9th ed.1998
EdwinB.Personnel Management,1998
Lioyd.L.Bayers and LeslieW.Rue: Human Resource Management,1997
MargaretAttwood and Stuart Dim Mock : Personnel management ,1999
Margaret Foot CarolineHook : Introducing Human Resource Management 1998
WendellL.French: Human Resource Management,1996
ShaunTyson and Alfordyork, An introduction to Human resource Management 1st ed,
2001
Assessment Arrangement
Activities Points
Quiz I 10
Quiz II 10
Quiz III 10
Assignments 20
Final Exam 50
Total Points 100
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COURSE OUTLINE
Module Title Human resource and organizational behavior
Module Coordinator TBA
Course Number MGMT 2083
Course Title; Leadership and Change Management
Course Information Academic Year:Semester:
Instructor‟s Contact Information Office: Phone: Email: Office Hours:
Course Objectives
At the end of the course students be able to:
 Define what leadership is and how it is applied at all levels of management
 Understand the basics of leadership
 Develop skills in communicating, influencing and negotiating with peers, subordinates
and senior managers.
 Become adept at assessing leadership traits and qualities in ourselves and other
 Learn how to develop leadership
 Assist organizations to in changing their organization to accommodate the changing
world.
 Manage changes
 Manage conflicts that may arise during changes and internalize the changes made
 Create an environment for life time learning
 apply orthodox and critical analyses to the management of people and change

This course introduces leadership and change management which is a responsibility of an
effective leader. It also introduces the concept of conflict and conflict management, and
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Leadership, theories of leadership and leader development, change (evolutionary and
revolutionary changes), Obstacles to Change, managing a change and Adapting to Change,
conflict and conflict management, ways of introducing change and harmonizing the organization,
processes analysis and measurement, business process reengineering, benchmarking.
Pre-requisites No Prerequisite
Course content
Chapter 1 - INTRODUCTION:
1.1. Leadership definition
1.2. Leadership Vs. Management
1.3. What makes effective leader
1.4. Importance of leadership for good governance and development
UNIT 2 - leadership theories and styles
2.1. Leadership style
1. Leadership theories
1.1. Great man theory
1.2. Trait Theory
1.3. Behavioral Leadership Theory
1.4. Contingency Leadership Theory
2. Transformational, transactional and servant leaders.
3. Leadership skills and competencies
4. Good Vs. Bad leaders.
UNIT 3 - Overview of Change Management
3.1 Meaning and implications
3.2 Forces for Organizational Change
3.3 Process of organizational change
3.4 Resistance to Change
3.5 Managing Resistance to Change
3.6 Planned Change
3.7 Strategies for Planned Organizational Change
UNIT 4 - Types of change
4.1. Planned Vs. Unplanned Change
1. Revolutionary Vs. Evolutionary Change
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2. BPR
3. BPR process
4. BPR techniques and tools
5. Implementation of BPR
6. Other kinds of Change
UNIT 5 - Conflicts and Conflict Management
5.1. Meaning and Nature of Conflict
1. Sources of Conflict
2. Conflict Outcomes
3. Conflict Management
4. Analysis of the Conflict Situation
5. Conflict Stimulation
6. Conflict Resolution
7. Interpersonal Relations Management
UNIT 6 - LONG- TERM FINANCING
6.1. Leverages
6.2. Raising funds in capital Market
6.3. Long- term Financing Instruments
Course expectation
work
Policy
87
Reference:
Stephen R. Robins, Organizational Behavior, Concepts, Controversies and applications,
7th Edition, 1996.
Plunkett and Attner, Management 6th Edition.
KoonertyWethrich, Management, 9th edition.
Georgerr Terry, Principles of Management, 5th Edition.\
Other relevant books to Organizational behavior, management, Psychology, etc.
Test 1 10%
Test 2 10%
Quiz 5%
Final Exam 50%
Total 100%

COURSE OUTLINE
Module Title Marketing Management
Module Coordinator TBA
Course Title International Marketing
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Course Information Academic Year: II
Meeting day: Meeting location: Semester: III Meeting time:
Instructor‟s Information Contact Office:
Email: Phone:
Office Hours:
Course Objectives
At the end of the course students will be able to:
 Know the strategic implications of competition in different countries.
 Differentiate an approach and framework for identifying and analyzing the important
cultural and environmental factors.
 Know how to identify idea in seeking market opportunities outside the home country
 Know the importance of viewing international marketing management strategies from a
global perspective
 Describe the trends in International Trade;
 Analyze International Marketing environment;
 Explain the various international market entry modes/strategies.
 Know about multinational companies and their international business operation;
 Explain the various approaches of marketing mix strategies in the international Market
context;
 Discuss the formality of export/Import, International finance, insurance (risk
management) and quality control.
Course Description
In the era of globalization, international marketing is given much emphasis and plays crucial role
in the development of a nation. It includes basic concepts of international marketing and its
environment; Relationship between international marketing and international trade; theory of
comparative advantage; world trade situation and international marketing, analysis of marketing
across national trade blocks' applications of marketing principles to international marketing,
analysis of marketing across national boundaries, different levels of international marketing
involvement; various ways of international market entry strategies, marketing-mix element
decision in international marketing process of practical international marketing; Opportunities
and challenges of international marketing for Developing Countries like Ethiopia.
Pre-requisites: Principles of Marketing
89
CHAPTER 1: CONCEPTS OF INTERNATIONAL MARKETING (9 hours)
1.1. Definitions and distinctions
1.2. Domestic marketing Vs IM
1.3. International trade concepts
1.4. Export marketing and IM
1.5. Strategic Marketing
1.6. Absolute advantage theory
1.7. Comparative advantage theory
1.8. Opportunities and challenges of IM
1.9. International product life cycle
1.10. Concepts of foreign exchange and balance of payment
1.11. Barriers to international trade
CHAPTER 2: INTERNATIONAL MARKETING ENVIRONMENT (5 hours)

2.1. Cultural environment
2.2. Economic environment
2.3. Political – Legal environment theory
2.4. Technological environment
2.5. Regional economic integration
CHAPTER 3: MARKET ENTRY DECIS (6 hours)
3.1. Analyzing international marketing
3.1.1. Index for international marketing
3.2. Assessing company resources for export involvement
3.3. Selecting a market entry mode
3.4. Direct exporting activities, agents, distributors, franchising, and licensing
3.5. Direct investment activities, wholly owned subsidiaries, mergers/acquisitions and
joint ventures.
CHAPTER 4: PRODUCT POLICY DECISIONS (3 hours)
4.1. Product standardization/Modification
4.2. Branding and its types, brand piracy
4.3. Packaging
4.4. After sales service
CHAPTER 5: PROMOTION STRATEGY IN INTERNATIONAL CONTEXT (6 hours)
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5.1. Personal selling
5.2. Exhibitions trade fairs
5.3. Public relations/publicity
5.4. Sales promotion
5.5. Advertising in the global situations
5.6. Campaign transferability
5.7. Advertising standardization versus local adaptation
CHAPTER 6: PRINCING AND TERMS PAYMENT (6 hours)
6.1. International pricing strategies versus domestic pricing strategies
6.2. Price standardization
6.3. Export quotation terms
6.4. Methods of payment
6.5. Export credit terms
6.6. Transfer pricing
6.7. Bartering and counter trading versus domestic pricing strategies
CHAPTER 7: DISTRIBUTION STRATEGIE INTERNATIONAL CONTEXT (6 hours)
7.1. Meaning of logistic
7.2. Accessing foreign market channels of distribution
7.3. Use of Free ports
7.4. PLC and distribution
Course expectation
work
91
Policy
Reference:
Coteora, Philip R., International Marketing, 13 editions, Boston Irwin Inc. 2006.
International marketing by Francis Charonican 1999
International marketing by BS Bathor and other 1997
Philip Kolter, marketing Management, Analysis, planning implementation and control,
9th edition.
William J. Stanton, Fundamentals of Marketing, 10th edition.
Kolter and Armstrong, principle of Marketing, 8th edition.
International Marketing, John J. Saw, Sak Oukvist, 2nd edition
N.B. Other books and articles written on similar topics could also be refereed.
Test 1 10%
Test 2 10%
Quiz 5%
Final Exam 50%
Total 100%
92
COURSE OUTLINE
Degree Program BA in Management
Module Title; Business Law
Course Title Business law
ECTS (credit points) 5
Instructor‟s Contact Information Office: Phone:
Email: Office Hours:
Course Objectives
The course enables students to have an understanding on:
 Provide students with a broad understanding of the environment of business and the
statutory provisions that affect the business decisions.

The primary focus of this course is to introduce students with the concept, principles, and legal
framework governing business transactions, negotiations, undertakings, and contracts. The course
will pay a closer look at the labor law and the commercial code of Ethiopia. It is aimed at
exposing students to the law of contract (Such as the contract of sale, insurance, and Agency),
commercial instruments, and commercial undertakings.
Pre-requisites No prerequisite
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Course content
Unit1.GENERAL INTRODUCTION
1.1. Definition of Law
1.2. Functions of Law
1.3. Meaning of Business Law
1.4. Nature of Business Law
1.5. Sources of Business Law
UNIT 2 - LEGAL PERSONALITY
2.1. The concept of the term "personality"
2.2. Physical Persons
2.3. Juridical persons
UNIT 3 - BUSINESS AND BUSINESS ENTITIES
3.1. Definition
3.2. Elements of a Business
3.3. Different kinds of Business Entities
3.3.1. Sole proprietorship
3.3.2. Partnership
3.3.3. Private companies
.3.3.4. Public companies
UNIT 4 - LAW OF CONTRACTS
4.1. CONTRACTS IN GENERAL
4.1.1. Definition
4.1.2. Formation and Elements of contracts
4.1.2.1. Capacity of the parties
4.1.2.2. Consent of the parties
4.1.2.3. Defect in consent
4.1.2.4. Object of contract
4.1.2.5. Form of contract
4.1.3. Effect of contract
4.1.4. Extinction of Obligations
4.1.5. Contract Administration
4.2. LAW OF AGENCY
4.2.1. Definition
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4.2.2. Source of Agency
4.2.3. Scope of agency
4.2.4. Duties of Agent
4.2.5. Duties of principal
4.3. LAW OF SALE OF GOODS
4.3.1. Definition
4.3.2. Obligations of Seller
4.3.3. Obligation of Buyer
4.3.4. Common Obligations
4.3.5. Transfer of Risks
4.4. LAW OF INSURANCE
4.4.1. Definition
4.4.2. Types of Insurance
4.4.3. Insurance policy
4.4.4. Rights and Duties of the parties
4.4.5. Insurance of persons
UNIT 5. LAW OF NEGOTIABLE INSTRUMENTS
5.1 Definition
5.2 Bills of Exchange 5.3Promissory Notes
5.4 Cheques
UNIT 6. LAW OF BANKING TRANSACTIONS
6.1. Deposits
6.2. Hiring of Safes At the end of this unit students will be able to:
6.3. Contracts for current accounts
6.4. Discount
6.5. Credit transactions
CHAPTER 7 - LABOR LAW
7.1. Contracts of employment
7.2. Formation and terms of the employment contract
7.3. Work of employee-contractual duties
7.4. Wages and working conditions to employee
7.5. Employer duties-Health, Safety and welfare
7.6. Termination of the employment contract
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Course expectation
work
Policy
Reference:
The Civil Code of Ethiopia, 1960
The Commercial Code of Ethiopia, 1960.
Rene David, Commentary on Contracts in Ethiopia, 1973
Krezeczunowicz, Formation and Effects of Contracts in Ethiopian Law, 1983
S.P.Iyengar and B.K. Goyal, Business Law, 1996
A.K. Sen and lK.Mitra, Commercial Law including company Law, 1998
96
Test 1 10%
Test 2 10%
Quiz 5%
Final Exam 50%
Total 100%


Module Title Managerial Statistics
Course Title Econometrics for management
Instructor’s Office: Phone:
Contact Information Email: Office Hours:
97
Course Objectives By the end of this course, you should be able to:
and Competences to Understand the nature and scope of econometrics as a business
be Acquired student Use statistical analysis, including the classical regression model,
to estimate relevant economic parameters, predict economic
outcomes, and test economic hypotheses using quantitative data.
Understand the basic assumptions of the classical linear regression
model, and identify and correct (if possible) any violations of these
assumptions, such as autocorrelation and heteroscedasticity.
Develop and maintain a working knowledge of econometrics that will
provide a basic foundation for future study in econometrics and
statistical techniques.
Course This course is an undergraduate level introduction to econometrics for the

Description/Course social science in which the tools of economic theory, mathematics, and
Contents statistical inference are applied to the analysis of economic phenomena. You
will study and apply regression analysis to various data sets in order to
familiarize students with the core concepts of estimation of economic
parameters, prediction of economic outcomes, and statistical inference.
Pre-requisites Statistics for management II
Course delivery Lecture, group discussion and reflection
method
DEPARTMENT OF MANAGEMENT COURSE OUTLINE

Course content
1. Introduction
1.1 What is Econometrics? What its methodology?

1.2 Basic definitions: sample, population, random variable
1.3 Data: cross-section, time series, panel data
1.4 Variables: quantitative and qualitative
1.5 Measures of centralization, dispersion, and other
2. Regression analysis
2.1 Population and sample regression functions

2.2 The nature of the error term
2.3 The classical linear regression model (CLRM)
2.4 Parameter Estimation: Least Squares
2.5 Covariance, correlation coefficient, coefficient of determination (r2)
2.6 Hypotheses testing
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2.7 Forecast
3. Regression analysis: Further details
3.1 Multivariate Case of CLRM

3.2 Selection of models
3.3 Global hypothesis test (F and r2)
3.4 Omission of relevant variables and inclusion of irrelevant variables
3.5 Functional Forms
3.6 Dummy variables
3.7 Multicollinearity
3.8 Relaxing the CLRM basic assumptions
4. Binary dependent variable
4.1 Linear probability model

4.2 Logit Model
4.3 Probit Model
4.4 Interpretation of coefficients
5. Time series
5.1 Nature of the data

5.2 Trends and seasonality
5.3 Stationarity
5.4 Box-Jenkins Methodology
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Course expectation
Preparedness: You must come to class prepared by bringing with you the appropriate
materials. Complete the individual and group assignments and other activities on time. You
must plan your own learning through reading various course related materials and chapters
in books. You are expected to work much individually to meet the requirement of the course.
You have to use your time for group work and home study effectively.
Participation: Make active participation during discussions (you must participate in class).
You are not participating if you are simply talking to a friend, doing homework, daydreaming,
or not doing what the rest of the class is doing. If you are working in a group or with a
partner, you must talk to your group members or partner and be a part of the group. Always
be ready and willing to give constructive feedback to partners/group members and to listen
to their comments on your work
Policy
Attendance: It is compulsory to come to class on time and every time. If you are going to
miss more than three classes during the term, you should not take this course
Assignments: You must do your individual and group assignments and submit on time. No
late assignment will be accepted
Tests/Quizzes: You will have short quizzes and tests almost every unit. If you miss the class
or, are late to class, you will miss the quiz or test. No makeup test or quizzes will be given.
You are expected to observe the rules and the regulations of the University as well
Cheating: You must do your own work and not copy and get answers from someone else.
When you are in class: please do not chew gum, eat something, listen to recorders or CD
players, or involve in acts that spoil the normal teaching-learning process; switch off your
cell phones before class and exam sessions. Any attempt to use cell phones in exam sessions
will be considered an act of cheating and hence, dealt accordingly.
100
REFERENCE
Maddala, G. (2009), Introduction to Econometrics, 4th Edition, Wiley.

Studenmund, A. (2011), Using Econometrics: A Practical Guide, 6th Edition,
Pearson.
Thomas, R.L. (1996), Modern Econometrics: An Introduction, Addison-Wesley
Griffiths, W. Using Eviews: For principles of econometrics, 4th ed., 2011
Gujarati, D., Basic econometrics, 5th ed. 2008.
Gujarati, D., Econometrics by example, 2011.
J. H. Stock and M. W. Watson, Introduction to Econometrics, 3rd revised edition
Jeffrey M. Wooldridge Introductory Econometrics: A Modern Approach, 6th
edition
Jeffrey Wooldridge 2009 or 2012, Introductory Econometrics, 4th or 5th edition,
Thomson SouthWestern
Kennedy, P., 2008, A Guide to Econometrics, 6th edition, Wiley.
Stundenmund, A.H., Using econometrics: A practical guide, 5th ed. 2005.
Wooldridge, J., Introduction to econometrics: A modern approach, 4th ed. 2008.
Classroom Conduct
Students are required to act respectfully in the classroom at all times, any disruptive behavior
that inhibits fellow-student learning will not be permitted and will constitute a one-day
removal from lecture/recitation; a second offense will require a formal meeting with the
student. Such behavior includes holding conversations during lecture/recitation, any
unauthorized cell phone, laptop, or tablet use, or other behavior which detracts from the
class.
Assessment arrangement
Points Description
20 Quizzes
30 Assignments (2)
50 Final exam
100 Total Points Possible
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1. Course Information
Academic Year:
Semester: I
Class Year: 4
Programmed: Management
Course Title: Business Ethics and Corporate Social Responsibility
Course Code: MGMT4231
Credit hours: 3
Pre-requisite: None
2. Course Description
This course is designed to increase students‟ awareness and understanding of ethical issues in business, and to
provide students with useful conceptual tools to guide analysis and decisions. The ultimate intent of the course
is to leave students better equipped to identify, think critically about, and resolve ethical issues that are
encountered in one‟s working life at the individual, organizational, and societal levels.
Some of the conceptual tools and frameworks to be discussed throughout the course include:
• Ethics versus the Law
• Moral Responsibility
• Moral Theory, Reasoning, and Development
• Ethical Decision-Making
• Corporate Social Responsibility Theory
The course will apply these conceptual tools and frameworks to the treatment by business of their various
stakeholder groups including: shareholders; employees; consumers; suppliers, the natural environment,
communities, and governments. The course concludes with a discussion of how companies can better establish
ethical corporate cultures (e.g., compliance and ethics programs).
3. Course Objectives:
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a. To enhance awareness and increase understanding of the nature of business ethics in the national as well as
global business environment.
b. To examine the ethical implications of business practices from a stakeholder perspective.
c. To increase awareness of the challenges of business social responsibility.
d. To develop critical thinking skills via the application of concepts and theories to business cases
4. Course Topics:
1. Chapter One: Introduction to Business Ethics / Understanding Corporate Social Responsibility
1.1. Introduction to Ethics and CSR
1.2. Definition of CSR
1.3. Corporate Citizenship
1.4. Social responsiveness and performance
2. Chapter Two: Management of Stakeholders

2.1. Definition of Stakeholders
2.2. Stakeholder Management
2.3. Implications for CSR
3. Chapter Three: Theory of Ethics
3.1. Introduction to Ethics
3.2. Ethical egoism and subjectivism
4. Chapter Four : Ethics of Business: Management and Leadership
4.1. Statement of value
4.2. Codes of conduct and ethic
4.3. Ethics training, audits and consultants
5. Chapter Five : Corporate Social Responsibility
5.1. Rationale for corporate social responsibility
5.2. Describing social responsibility
5.3. Social responsibility debate
5.4. Social responsibility theories
5.5. Pyramid of CSR
5.6. Contemporary CSR concepts
6. Chapter Six - Corporate Social Responsibility: In Practice
103
6.1. Responses to corporate social responsibility
6.2. Planning for CSR
6.3. Corporate philanthropy, voluntarism, and sponsorship
6.4. Social venture philanthropy (SVP)
6.5. Social auditing and reporting
6.6. Corporate reputation and CSR
7. Chapter Seven: Environmental Ethics
7.1. Approaches to environmental issues
7.2. Opposition to green environmentalism
7.3. Sustainable development
7.4. ROI of sustainable environmental responsibility
8. Chapter Eight: CSR and Ethics in a Global Context
8.1. Global business activity and practice
8.2. Operating in conflict zones
8.3. Bottom-of-the Pyramid – doing business in poverty markets
8.4. Corruption and its impact on the national and global economy
9. Chapter Nine: Managing Ethics and CSR Internally
9.1. Corporate values & culture
9.2. Ethical change management
9.3. Managing people ethically
9.4. Traditional human resource issues
Textbook
Sexty, R. (2014). Canadian Business and Society: Ethics, Responsibilities and Sustainability. 3rd Canadian
Edition. McGraw-Hill Ryerson.
Other Materials
Trevino, L.K., Brown, M. and Hartman, L.P. (January 2003). A Qualitative Investigation of
Perceived Executive Ethical Leadership: Perceptions from Inside and Outside the Executive
suite, Human Relations 56. 1, 5–37.
Friedman, M. (September 13, 2007). The Social Responsibility of Business is to Increase its
Profits. The New York Times Magazine.
Sisodia, R., Sheth, J., Wolfe, D. Chapter 5: Customers–the Power of Love, Firms of Endearment:
104
How World-Class Companies Profit from Passion and Purpose, 97–124.
Brammer, S., Hoejmose, S., Millington, A., and NBS. Managing Sustainable Global Supply
Chains: Network for Business Sustainability.

Academic Year:
Semester: 1
Class Year: 4
Course Title: Operations Research
Course Code: MGMT 4132
Credit hours: 4
Pre-requisite: Mathematics for Management
Status of the course: Core
105
Problems solving and decision making are vital skills in all areas of management. Operations research as
discipline devoted to the solution of management problem using a scientific approach. The problem is viewed
as the focal point of analysis, and quantitative model are the vehicles by which solutions are obtained. This
course introduces several quantitative concepts and computational tools used by managers to determine
solutions to complex problems and thereby selecting the best solution. It provides an introduction to the
concepts and methods of decision science, which involves application of mathematical modeling and analysis to
management problems. You will gain an understanding of modeling and rational approaches to decision making
and their contribution to organizational effectiveness. Analysis and communication are emphasis by using real
world applications and cases. Topics include this course are linear programming, network models, projects
scheduling, and queuing models, applied to tactical and strategic business decisions in functional areas and
interfaces among the areas. Implementation using existing software packages of decision models to solve
various managerial problems in an integrated part of this course.
3. Course Objective:
Up on completing this course, you should be able to:

 Develop analytical skills in structuring and analysis (scientific method) of business decision problems
which characterized the field of operation research or management science.
 Develop awareness of the complementary nature of the rational and behavioral approaches to decision
making and planning and sharpen your ability to structure problems and to perform logical analysis.
 Use selected software to generate computer solutions of the models.
 Learn, through case studies, the applications of operation research or management science to find solutions
to real life business problems including those in global environment.
 Demonstrate skills in communicating the analysis and results of business decision problems and to work as
a member of a team.
 Use the knowledge gained from this course to continuing life-long learning in decision technologies to aid
business decision making and planning.
4. Course Outline
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UNIT ONE: INTRODUCTION TO OPERATIONS RESEARCH
1.1 The History of Operations Research
1.2 Nature and significance of operations research
1.3 Features of Operations Research
1.4 Model and modelling in Operations Research
UNIT TWO: 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
UNIT THREE: 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 Transportation problems
3.6 Solution method for Assignment problem
3.7 Special case in Assignment Problems
107
UNIT FOUR: DECISION THEORY
4.1 Introduction
4.2 Types of Decision-Making Environment
4.3 Decision making under Uncertainty
4.4 Decision making Under Risk
4.5 Decision making Under Certainty
4.6 Decision Making with Utilities
UNIT FIVE: NETWORK MODELS

5.1 General network concepts
5.2 Networking algorithms
5.3 Basic Difference Between PERT and CPM
5.4 PERT/CPM Network Components and precedence Relationship
UNIT SIX: GAME THEORY
6.1 Introduction
6.2 Two-person Zero-Sum Game
6.3 Pure Strategies: Game with Saddle Point
6.4 Mixed Strategies: Game without Saddle Point
6.5 The Rule of Dominance
UNIT SEVEN: QUEUING ANALYSIS

7.1 Introduction
7.2 Queuing system
7.3 Queuing system performance measures
7.4 Queuing model
PRE-REQUISITE COURSE: MATHEMATICS FOR MANAGEMENT

Mode of Delivery and Course Documents:
Class times will include lectures, discussions, exercises and group work. Slides (if any) and notes cover related
chapter subjects.
Assessment techniques:
 Continuous assessment (50%)
 Final examination (50%)
108
Responsibility and Academic Integrity:
Students have responsibility to themselves (attendance, in-class participation, expected to solve and write up
your own assignment and to credit all sources of materials and collaborates to the formulation of a solution).
Students are expected to exert a significant amount of effort on their own, and to keep up with the lectures.
References
 Anderson, Sweeney, and Williams. Management Science, 8th ed. West Pub.co.
 M.P.Gupta R.B. Khanna, Quantitative Techniques for Decision Making, New Delhi, 2004
 Turban and Meredith, management Science,6th ed. IRWIN
 Render and Stain, Quantitative Analysis for Management, 6th ed. Allyn and Cacon
 Bernard W. Taylor, Introduction to Management Science, 9th ed. New Jersey, 2007

Academic Year:
Semester:1
Class Year:4
Course Title: Research in Management I
Credit hours: 1
Pre-requisite: Business Research Methods
109
This course enables management students to formulate business problems, design research questions and
objectives; define the purpose and scope of research, define the background of business research problem or
the challenges therein and explain the significance of their research. Moreover, this course helps students to
explore literature review relevant to their research and acquaint the art of synthesizing literature review.
Furthermore, it enables students to design research methodology and strategy, define sampling techniques,
identifying instruments of data collection and techniques of data analysis.
2. Course Objectives
At the end of the course, students will be able to:
 Formulate research problem
 Formulate research questions
 Design research objectives
 State the significance of research
 Explain the scope and limitation of research
 Organization and synthesizing of literature review
 formulating conceptual framework of the study
 Defining research design and strategy
 Designing sampling techniques and sample size determination
 stating the methods of data analysis
 Specifying statistical models
 Defining research schedule and budget and
 Understand the science of referencing
3. Course Topics:
Chapter One: Introduction
1.1. Background of the study
1.2. Statement of the Problem
1.3. Research Objectives
1.4. Research Questions
1.5. Significance of the Study
1.6. Scope of the Study
1.7. Limitation of the Study
1.8. Organization of the Study
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1.9. Operational Definitions
Chapter Two: Review of Related Literature
Part I: Organizing Theoretical Frameworks of the Study
Part II: Organizing Empirical Studies
Part III: Designing Conceptual Framework of the Study
Chapter Three: Research Methodology
3.1. Description of Study Area
3.2. Research Design and Strategy
3.3. Population, Sampling Techniques and Sample Size
3.4. Data Type and Source
3.5. Instruments of Data Collection
3.6. Data Analysis Techniques
3.7. Model Specification
Research Schedule and Budget
References (Use the Harvard Referencing Style)
REFERENCE BOOKS:
1. Malhotra,N.K. 2011. Marketing Research, Pearson Education, Inc.
2. Zikmund,W.G. 2007. Business research Methods, Thomspns, Akash Press New Delhi.
3. Beri ,G.C. 2010 .Marketing Research 3rd Edition, TMH Publishers Ltd, New Delhi.
4. Shajahan, S.2006. Research Methods for Management, JAICO publishing house.
5. Kothari, C.R. .2014. Research Methodology Methods & Techniques, New age international publisher.
6. Luck ,D. & Rubin, D. (2006) Marketing Research, PHI Pvt. Ltd, New Delhi.
7. Panneerselvam, R.2014. Research Methodology, PHI Pvt. Ltd, New Delhi.
8. Sachdeva ,J.K. 2017.Business Research Methodology, HimalyaPulishing.
9. Tull, D.S. & Hawkins, D.I. 2011. Marketing research, PHI Pvt. Ltd, New Delhi.
10. Wilson, J. 2010. Essential of Research Methods, SAGE Publication
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Academic Year:
Semester: 1
Class Year: 4
Programme: Management
Enrollment: Regular
Course Title: Internship in Management
Credit hours: 2
Pre-requisite: None
Internship in management is seen as an integral part, where the students need to use their initiative to translate
theories learnt in classrooms and perform assignments in an actual working environment; instill in the students
the right kind of work attitudes and professionalism through interaction with people in the organizations, and
observation of their future roles in industry; and reduce the on-the-job training requirements so that they can
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become effective and productive to their respective organizations much sooner than is usual for fresh graduates.
Students are required to participate and work as industrial trainees in their chosen disciplines.
Course objectives
 To help students translate into practice in a particular setting the concepts and principles taught in the
classroom.
 Apply business concepts and theories to real-world decision-making
 Increase proficiency in specific business disciplines; such as human resources management, operations
management, marketing, accounting, statistics, economics, finance, and business law.
 Develop and improve business skills in communication, technology, quantitative reasoning, and teamwork.
 Observe and participate in business operations and decision-making.
 Meet professional role models and potential mentors who can provide guidance, feedback, and support.
 Expand network of professional relationships and contacts.
 Develop a solid work ethic and professional demeanor, as well as a commitment to ethical conduct and
social responsibility
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Academic Year:
Semester: 1
Class Year: 4
Enrollment: Regular
Course Title: Financial Management
Credit hours: 3
Pre-requisite: None
This course focuses on the acquisition of financial resources and their effective utilization in
running a business enterprise for profit. Topics include: Financial analysis and forecasting, capital
structure decisions cost of capital, leasing, and an overview of international financial management.
Case studies and assignments are emphasized.
3. Course Objective
After completing the course, students will be able to understand:
 What financial management mean
 Make financial planning and forecast
 The concept of time value of money
 Different investment decisions
 The concept of asset evaluation and the cost of capital
 The concept of long-term financing
Course Competences to be acquired
After completing the course, students will be able to manage financial resources of the organization by
applying financial principles
4. COURSE CONTENT
CHAPTER 1: AN OVERVIEW OF FINANCIAL MANAGEMENT
1.1. Introduction
1.1.1. Meaning of finance
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1.1.2. Classification of finance
1.1.3. Evolution of finance
1.1.4. Sources of finance.
1.2. The nature and scope of financial management
1.3. The goal of a firm in financial management
CHAPTER 2: FINANCIAL ANALYSES AND PLANNING

2.1. Financial Analysis
2.1.1. The need for financial analysis
2.1.2. Source of financial data
2.1.3. Approaches to financial analysis and interpretation
2.2. Financial planning (forecasting)
2.3. The planning processes
2.4. The importance of sales forecasting
2.5. Techniques of determining external financial requirements.
CHAPTER 3: THE TIME VALUE OF MONEY AND THE CONCEPT OF INTEREST
3.1 The concept of time value of money
3.2 The future value (compounding)
3.3 The present value (Discounting)
CHAPTER 4: BOND AND STOCK VALUATION AND THE COST OF CAPITAL
4.1. Bond and stock valuation
4.1.1. Bond and stock valuation
4.1.2. Valuation of bonds
4.1.3. Valuation of stocks
4.2. COST OF CAPITAL
4.2.1. The concept of cost of capital
4.2.2. Capital structure
4.2.3. Specific/component cost of capital
4.2.4. The overall cost of capital (WACC) and the marginal cost of capital (MCC).
CHAPTER 5: INVESTMENT DECISION MAKING /CAPITAL BUDGETING
5.1. Introduction to capital budgeting
5.2. Investment analytical tools.
5.2.1. Traditional method
5.2.2. Discounted cash flows methods
5.3. Capital budgeting under uncertainty
5.4. Investment decision under uncertainty
5.5. Investment decision under Inflation
UNIT 6: LONGTERM FINANCING
6.1. Leverages
6.2. Raising funds in capital Market
6.3. Long- term Financing Instruments
Reference:
 Eugene F.Brigham, Introduction to financial management, 4th Ed, 1 press.
 LewerenceJ.Gitman, principles of managerial finance, 8thed, Adi
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 George E. piriches, Financial management, Harper collins
 Joel Siegel, Financial management, 2nd edition, schaum’sout line se
 Block and Hurt foundation of Financial Management, 5th edit 1989.
 Brealy, R., and Mayers, S., principles of corporate finance, 2nd editi Hill international Book Company,
1984.
 Brigham, E, E., and campasey, B.J., Introduction to financial Mana. The Dryden press, 1985
 Ray, M., and Nevue, p., Fundamentals of management finance 2nd south – western publishing company,
1985.
 Weston. J.F., and Brigham, E.F., Essential finance, 7th edition, press; 1981.
 Weston J.F., and Brigham, E., F. Managerial finance, 7th edition, press; 1981.
 Chambers &lacely, Modern Corporate finance: Theory and practice Collins College press 1994.
 Bcklery (ed), the Essence of financial Management prentice Hall L.
 Werner stoner, Modern Financial Managing; continuity and change Harper Collins College 1999 A.Y
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Academic Year:
Semester: 2
Class Year:4
Enrollment: Regular
Course Title: Operations Management
Credit hours: 4
Pre-requisite: Operations Research
Operations Management involves those aspects of the firm that provide the goods or services in its value
proposition to the targeted market. As such, operations will be decisive in determining the long-term viability of
the firm‟s business model. This fact has become even clearer in recent years as competition has increased with
more globalization and improved information technology
3. Course Objective
Operations are becoming increasingly competitive on a global basis. Therefore, students of management have
an urgent need to understand operations, an essential function in every business. The purpose of this course is to
provide students of management with a sound understanding of the concepts, techniques, and applications of
production and operations management.
4. COURSE OUTLINE
CHAPTER I: OPERATIONS FUNCTION
1.1. Introduction
1.2. Definition of Production
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1.3. Definition of Production and Operations Management
1.4. Objectives of Operations Management
1.5. Scope of Production and Operations Management
1.6. Operations Management as a study decisions making
1.7. Operations as a function
1.8. Operations as a production system
1.9. Reasons for the study of Operations Management
1.10. New Operations Themes
1.11. Efficiency and Effectiveness
CHAPTER II: OPERATIONS STRATEGY FOR COMPETETIVE ADVANTAGE
2.1 Identifying Missions and Strategies
2.2 Strategy Formulation
2.3 Achieving Competitive Advantage through Operations
2.4 Focused Operations
CHAPTER III: PRODUCT AND SERVICE DESIGN
3.1. Reasons for Product or Service Development
3.2. Strategies for New Product Introduction
3.3. The Designing Process
3.4. New Product Development Process
3.5. Value Analysis
3.6. Product Design
3.7. Service Operations Design
CHAPTER IV: PROCESS SELECTION AND CAPCITY PLANNING
4.1. Process Selection
4.2. Capacity Planning
4.3. Developing Capacity Alternatives
CHAPTER V: FACILITY LOCATION
5.1. The Need for Location Decisions
5.2. The Nature of Location Decisions
5.3. Factors That Affect Location Decisions
CHAPTER VI: FACILITY LAYOUT
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6.1. Layout Types
6.2. Service Layouts
6.3. Line Balancing
CHAPTER VII: QUALITY MANAGEMENT AND CONTROL
7.1. Meaning of Quality
7.2. Determinants of Quality
7.3. The Costs of Quality
7.4. Quality Circles and Quality Improvement Teams
7.5. International Quality Documentation Standards
7.6. Total Quality Management
7.7. Quality Control and Improvement
CHAPTER VIII: AGGREGATE PLANNING
8.1. Decision Options
8.2. Basic Strategies
8.3. Aggregate Planning Costs
CHAPTER IX SCHEDULING OPERATIONS
9.1. Introduction
9.2. Scheduling
9.3. Loading
9.4. Job Sequencing
9.5. Priority Rules and Techniques
9.6. Personnel Scheduling in Service
REFERENCES:
1. S.N. chary, Theory and problems in Production and Operations Management, Tata McGraw Hill
Publishing co. Ltd, New Delhi, 1995
2. Richard B. Chase, Nicholas J. Aquilano, and F.Robert Jacobs, Production and Operations Management,
Irwin McGraw-Hill 8th ed., 1998
3. William J.Sterenson, Production/Operations Management, Irwin McGraw-Hill, 6th ed., 1999
4. Jay Hezer and Barry Render, Principles of Operations Management, Prentice- Hall Inc., 3rd ed., 1999
5. Monks, Joseph G. Operations Management: Theory and Problem, 3rd edn. , McGraw-Hill, 1987
6. Schroeder, Roger G.: Operations Management, McGraw-Hill, 2000
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7. Dilworth, James B.: Production and Operations Management, 4th edn., Random House, Inc. 1989

Academic Year:
Semester: 2
Class Year:4
Course Title: Research in Management II
Credit hours: 2
Pre-requisite: Research in Management I
This course enables students to bring solutions to business problems or managerial challenges. It teaches them
the techniques of data preparation, data aggregation, checking data accuracy, structure and transformation. In
the meantime, students will be familiarized with qualitative and quantitative data analysis techniques such as
descriptive and inferential statistics. Furthermore, students will be acquainted with proofreading and report
writing and presentation.
At the end of the course, students will be able to:
 Categorize and aggregate data
 Check the accuracy of data
 structure and transform data
 Apply qualitative and quantitative data analysis methods
 Analyse data
 Write a report and
 Present report
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4. Course Topics:
1.1. Methods of Data Aggregation and Checking
1.2. Methods of Qualitative Data Analysis
1.3. Methods of Quantitative Data Analysis
1.3.1. Descriptive Statistics
1.3.2. Inferential Statistics
1.4. Report Writing and Presentation
REFERENCE BOOKS:
1. Malhotra ,N.K. 2011. Marketing Research, Pearson Education, Inc.
2. Zikmund ,W.G. 2007. Business research Methods, Thomspns, Akash Press New Delhi.
3. Beri ,G.C. 2010 .Marketing Research 3rd Edition, TMH Publishers Ltd, New Delhi.
4. Shajahan, S.2006. Research Methods for Management, JAICO publishing house.
5. Kothari, C.R. .2014. Research Methodology Methods & Techniques, New age international publisher.
6. Luck ,D. & Rubin, D. (2006) Marketing Research, PHI Pvt. Ltd, New Delhi.
7. Panneerselvam, R.2014. Research Methodology, PHI Pvt. Ltd, New Delhi.
8. Sachdeva ,J.K. 2017.Business Research Methodology, HimalyaPulishing.
9. Tull, D.S. & Hawkins, D.I. 2011. Marketing research, PHI Pvt. Ltd, New Delhi.
10. Wilson, J. 2010. Essential of Research Methods, SAGE Publication
121
Academic Year:
Semester:2
Class Year: 4
Enrollment: Regular
Course Title: Strategic Management
Credit hours: 3
Pre-requisite: None
Course Description
The course emphasizes the value and process of strategic management. In addition to familiarizing students
with new subject matter, students are expected to integrate and apply their prior learning to strategic decision
making in organisations. The Strategic Management course is designed to explore an organisation‟s vision,
mission, examine principles, techniques and models of organisational and environmental analysis, discuss the
theory and practice of strategy formulation and implementation for the development of effective strategic
business leadership
2. Learning Objectives:
On completion of this course, students will be able to:
a. Understand the strategic decisions that organizations make and have an ability to engage in strategic
planning.
b. Explain the basic concepts, principles and practices associated with strategy formulation and
implementation.
c. Integrate and apply knowledge gained in basic courses to the formulation and implementation of strategy
from holistic and multi-functional perspectives.
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d. Analyze and evaluate critically real life company situations and develop creative solutions, using a strategic
management perspective.
e. Conduct and present a credible business analysis in a team setting.
f. Understand the crucially important role of strategic management for competitive advantages of business
organizations
3. Course Topics:
Chapter One: Strategic Management: An Introduction
1.1. Strategic thinking Vs Strategic management Vs Strategic planning
1.2. Meaning of Strategic Management,
1.3. Concept of Strategy and Policy
1.4. Nature of Strategic Plan and Strategic Decision
1.5. Approaches to Strategic Decision Making
1.6. Levels of Strategies
1.7. The Strategic Management Process
1.8. Strategic Management: Merits and Demerits
Chapter Two: Mission, Objectives and Goals
2.1. What is mission?
2.2. Concept of Objectives
2.3. Concept of goals,
2.4. Formulation of Mission, objectives and Goals
Chapter Three: Environmental Analysis and Appraisal
3.1. Concept of environment
3.2. External Environmental Analysis and Appraisal
3.4. Internal Environmental Analysis and Appraisal
3.5. Techniques of Environmental Scanning
3.6. SWOT Analysis
Chapter Four: Strategy Formulation
4.1. Formulation of Corporate Strategy
4.2. Formulation of Generic competitive strategy
4.3. Offensive and Defensive Strategy
Chapter Five: Strategy Implementation
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5.1.Nature of Strategy Implementation
5.2. Policy and Annual Objective Formulation
5.3. Resource Allocation
5.4. Restructuring and Re-engineering
Chapter Six: Strategic Evaluation and Control
6.1. Evaluation of Strategy and Strategic Control
6.2. Why Strategy Evaluating
6.3. Criteria for Evaluation and the Evaluation Process
6.4. Strategic Control Process
6.5 Types of External Controls
Learning Material
 Arthur A.Thompson, Jr., A.J. Strickland (2001) : Strategic Management : Concepts and Cases ; 12 th edition
 Fred David (2010), Strategic Management: concepts and cases, 13 th edition. Prentice-Hall
 Grant, R.M. (2010) Contemporary Strategy Analysis, 7th Edition, Blackwell
 Grant, R.M. (2005) Cases to accompany Contemporary Strategy Analysis, 5th
Edition, Blackwell
 Hitt, Ireland, and Hoskisson (2007), Management of strategy: Concepst and
cases, International student edition, Thomson South-Western
 Johnson, G. & Scholes, K. (2005) - Exploring Corporate Strategy: Text and
Cases (7th edition) FT Prentice Hall, London
124
Academic Year:
Semester: 1
Class Year: 4
Course Title: Risk Management and Insurance
Credit hours: 3
Pre-requisite: None
At one time, business enterprises paid little attention to the problem of handling risk. Insurance policies were
purchased on a haphazard basis, with considerable overlapping coverage on one hand, and wide gaps in
coverage of important exposures on the other. Little control over the cost of losses and insurance premium was
exercised. Many risks were assumed when they should have been insured and vice versa. It was gradually
realized that greater attention to this aspect of business management would yield great dividends.
The course, risk management and insurance, deals with the ways in which risks are identified, quantified and
managed. It consists of two major parts, one on risk aspect and the other on insurance aspect. The course
prepares for business students, financial risk managers and other Professionals.
The first part of the course studies how to identify measure, prioritize and manage the various types of risks
emanated from the difficulty of fully predicting the future. The second part of the course gives an insight to the
concepts, types and forms of insurances and to the accompanied legal principles of insurance.
Risk affects every aspect of an organization. The effects of risk are not confined within any predictable
boundaries; a single event can easily influence several areas of an organization at once, producing consequences
far beyond the immediate impact. The pervasiveness and complexity of risk presents strong challenges to
managers, one of the most important being the coordination of risk management across areas within the
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organization. It deals with: the nature and management of pure risks, insurance and reinsurance; risk concepts,
classification of risks, management of pure risks through various risk handling tools, industrial safety, general
principles of insurance and major classes of insurance, reinsurance and development & regulation of the
insurance in Ethiopia
3. Course Objective
After completing this course, students will be able to know and understand the following issues.
 Explain the meaning and basic concepts of risk
 Explain and understand the basic classification of risk
 Identify and measure business loss exposures
 Explain the importance of measuring and prioritizing of business loss exposures.
 Understand the various techniques of risk management and discusses how to select among the major
tools of risk management
 Explain the concepts and types of insurance
 Understand how premiums are determined across various age groups of insured/policy holders
 Distinguish the difference between life and non-life insurances
 Understand the legal principles of insurance
 Visit insurance companies and demonstrate their practical works in light of the different types of
insurances, the legal principles of insurances, claim settlement, indemnification, premium determination and
the like.
 Explain the nature and application of reinsurance policy
 Understand insurance Industry in Ethiopia
4. Course Content
CHAPTER ONE: RISK AND RELATED TOPICS
1.1. Risk defined
1.2. Risk Vs uncertainty
1.3. Risk and probability
1.4. Risk, peril and hazard
1.5. Classification of risk
CHAPTER TWO: THE RISK MANAGEMENT
2.1Risk management defined
2.2. Objectives of risk management
2.3. Steps in risk management process
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2.3.1. Risk identification
2.3.2. Risk measurement
2.3.3. Selecting the appropriate tools of risk management
2.3.4. Risk administration
CHAPTER THREE: INSURANCE
3.1 Insurance Defined
3.2 Basic characteristics of insurance
3.3 Fundamentals of insurable risk
3.4 Insurance and gambling compared
3.5 Insurance and Speculation compared.
3.6 Benefits and costs of insurance
3.6.1 Benefits of insurance to the society
3.6.2 Cost of insurance to society
CHAPTER FOUR: LEGAL PRINCIPLE OF INSURACE CONTRACT
4.1. Principle of indemnity
4.2. Principle of insurable interest
4.3. Principle of subrogation
4.4. Principle of utmost good faith
4.5. Principle of contribution
4.6. Doctrine of proximate cause
CHAPTER FIVE: LIFE AND HEALTH INSURANCE
5.1. Underwriting life insurance
5.2. Types of life insurance polices
5.3. Premium determination
5.4. Worker‟s compensation insurance
5.5. Personal accident insurance
CHAPTER SIX: NON-LIFE INSURANCE
6.1. Motor insurance
6.2. Burglary and housekeeping insurance
6.3. Fire and lighting insurance
6.4. Marine insurance
6.5. Aviation insurance
6.6. Liability insurance
6.7. Pecuniary insurance
6.8. Fidelity guarantee insurance
6.9. Engineering insurance
CHAPTER EIGHT: THE INSURANCE BUSINESS IN ETHIOPIA
8.1. Development of insurance in Ethiopia
8.2. Regulation of insurance companies
8.2.1. Proclamation No.68/1975
8.2.2. Proclamation No.86/1994
Reference:
 TeklegiorgisAssefa (2004), Risk Management and Insurance, Mega Printing PLC, Mekelle university.
 Hailuzeleke, Risk and insurance note, lecturer, AAU.
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 George E. Rejda, principles of Risk Management and Insurance, 6thed.1998,Addison-wesley.
 C.ArthurWilliamsjr. and Richard M. Heins. Risk Management and Insurance , 4thed, 1981 McGraw-Hill
 Joel Bessis, Risk management in Banking, 2nd, 1998, wiley.
 HailuZeleke, Insurance in Ethiopia, AAU.

Academic Year:
Semester: 2
Class Year: 4
Course Title: Management of Financial Institutions
Credit hours: 3
Pre-requisite: None
The course gives students understanding of the essence, need for, and the roles played by financial
institutions
3. Course Objective
The course is designed:
 To enable students know about the various aspects of financial institutions
 To create awareness about the operations of financial system
 To provide students with understanding of the fundamental knowledge for those common and important
investment strategies in financial market.
 To introduce the students with recent development of financial institutions
4. Course Content
CHAPTER 1-GENERAL INTRODUCTION: Introduction to Financial Institutions
 Meaning and nature of financial institutions
 Types of financial institutions
 Functions of financial institutions
 Role of financial institutions
Chapter Two: Banking System
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 Central Banking System
o Evolution of Central Banking
o Definition of a Central Bank
o Central Banking Functions
o Credit Control Methods
Monetary Policy & its Objectives
o Regulation of the financial system

 Central banking system in Ethiopia
 Commercial Banking system
o Definition of commercial banking
 Commercial banking services
Domestic and international banking operation
Chapter Three: BANKING AND THE MANAGEMENT OF FINANCIAL INSTITUTIONS

 The Bank Balance Sheet
 General Principles of Bank Management
 Liquidity Management and the Role of Reserves
 Asset Management
 Liability Management
 Capital Adequacy Management
 Strategies for Managing Bank Capital
Chapter 4- ECONOMIC ANALYSIS OF BANKING REGULATION
 Asymmetric Information and Banking Regulation
 Restrictions on Asset Holdings and Bank Capital Requirements
 Assessment of Risk Management
 Political Economy of the Savings and Loan Crisis
 The Financial Institutions Reform bank regulations
Chapter 5 - NONBANK FINANCE

 Insurance
 Pension funds
 Mutual funds and internet
Reference:
 Frederic S. Mishkin (2004),The Economics of Money, Banking and Financial Markets
 Amling & Droms (1994) Investment Fundamentals"
 Bodie Kane & Marcus, (1999) Investments. Fourth Edition McGraw - Hill Edition.
 Herbert B. Mayo (1997) “Investments an Introduction". Fifth Edition
 John C. Hull, (2003) “Options, futures and other derivatives". 5thEdition
 Miller & Van Hose (1996) “Essentials of Banking and Financial Markets"
 Radcliffe (1997) "Investment: Concepts, Analysis and Strategies." Fifth Edition,Addison –
129
Wesley Educational Publishers Inc.
 Reilly and Brown (1997) “Investment Analysis and Portfolio Management" 5th Edition.
 Robert A. Haugen (1998) "Modern Investments theory". Fourth Edition
 Sears and Trennephol (1993) “Investment Management.".
 Money, Banking, International Trade & Public Finance - M.L.Jhingan, 6th Revised & Enlarged
Edition, Vrinda Publications (P) Ltd.
 Money, Banking, and Financial Markets - Lloyd B. Thomas, Irwin McGraw-Hill
 The Economics of Money, Banking, & Financial Markets - Frederic S.Mishkin, 7th Edition,
Addison Wesley
 Modern Money & Banking - Roger LeRoy Miller & David D.VanHoose, 3rd, Edition, McGraw-Hill

Academic Year:
Semester: 4
Course Title: Innovation management and entrepreneurship
Credit hours: 3
Pre-requisite: Entrepreneurship
Successful entrepreneurs pursue new business opportunities in a pioneering way. They significantly contribute
to innovation, growth and employment generation. Meet top entrepreneurs who share their experience and
insights in innovation management and entrepreneurship and explore their entrepreneurial challenges in real-life
case studies.
The blend of unique practical insights from top entrepreneurs, discussing concepts on how to advance the
business with them, and theoretical insights and tools, will enable you with outstanding skills and a great
network. This will support you in advancing your own venture and/or your corporate career in the future. Next
130
to the practical insights and tools, you will also gain fundamental insights into theoretical perspectives on
innovation and entrepreneurship to prepare your master‟s thesis and/ or future research career.
This course is designed to give students innovation management and entrepreneurship knowledge and skills in
business environment. At the end of this course students;
 Understand the concept of innovation, its components and its importance for the company and
organizations in general.
 Develop a practical framework for the design and implementation of a systematic innovation strategy.
 Incorporate adequate tools for formulation of a business model and a business plan.
 Connect the theoretical issues with the concrete reality through work on actual experiences of companies
that have a culture in innovation and studying successful study cases.
 Encourage students to develop their own business.
4. COURSE CONTENT
Chapter 1: The Innovation Imperative
 Innovation matters
 Innovation and Entrepreneurship
 Innovation Isn’t Easy!
 Managing Innovation and Entrepreneurship
 Dimensions of Innovation
 A process Model for Innovation and Entrepreneurship
Chapter 2: Social Innovation
 What is “social Innovation”?
 Different players
 Motivation: Why do it?
 Enabling social innovation
 The challenges of social entrepreneurship
Chapter 3: Sources of innovation
 Knowledge push
 Need pull
 Making process better
 Whose needs? Working at the edge
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 Emerging New Markets at „the base of the pyramid”
 Crisis-driven innovation
 Towards mass customization
 Users as innovators
 Watching others-and learning from them
 Recombination innovation, regulations and futures and forecasting
Chapter 4: Exploiting Networks

 No Man is an Island
 The spaghetti Model of innovation
 Types of innovation networks
 Networks as purposeful constructions
Chapter 5: Growing the enterprise

 Factors influencing success
 Funding
 Growth and performance of new venture
Chapter 6: Business Models and capturing value

 What‟s a business model?
 Why use business Models?
 What‟s in a business model?
 Business model innovation
 Generic and specific business models
 Building a business model
Chapter 7: Learning to Manage Innovation and Entrepreneurship

 Making innovation happen
 Learning and building capacity
 How learning happens
 Recognizing the opportunity
 Finding the resources
 Developing the venture
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 Innovation strategy: having a clear sense of direction
 Building an innovative organization
 Networking for innovation
 Learning to manage innovation
 Managing innovation and entrepreneurship
 Getting fit for innovation
Reference:
 Bessant J, Tidd J. Innovation and entrepreneurship. John Wiley & Sons; 2015 .
 Hisrich RD, Kearney C. Managing innovation and entrepreneurship. Sage Publications; 2013
 Drucker P. Innovation and entrepreneurship. Routledge; 2014
 Ottosson S. Developing and Managing Innovation in a Fast Changing and Complex World.
Springer Books. 2019.
 Goffin K, Mitchell R. Innovation management: effective strategy and implementation. Macmillan
International Higher Education; 2016
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Course Information
Academic Year:
Semester:2
Class Year: 4
Course Title: Project Management
Credit hours: 3
Pre-requisite: None
Course Description:
Project management involves systematically incorporating the interests of customers, creating a disciplined way
of prioritizing efforts and resolving tradeoffs, working concurrently on all aspects of a project in multifunctional
teams and downstream activities. To this end, the course is designed to equip students with the fundamentals
of project formulations, appraisal, 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 (execution), monitoring and evaluation.
Course Objectives
After accomplishing of this course, students will be able to:-
 Know basic concepts of project analysis and planning,
 Understand sources of project ideas and project identification,
 Explain feasibility study from different analytical perspective,
 Conduct project appraisals and make documentation of it.
 Appreciate project implementation, controlling & evaluation techniques, and
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 Know mechanisms of project financing,
Course Content
UNIT 1. INTRODUCTION
1.1. Meaning and definition of project
1.2. Features of a project
1.3. Projects, Programs and Plans
1.4. Overview of Project Planning in Ethiopia
UNIT 2. PROJECT CYCLE
2.1. Meaning and Definition of Project Cycle
2.2. World Bank Project Cycle
2.3. UNIDO Project Cycle
2.4. DEPSA Project Cycle
UNIT 3. PROJECT IDENTIFICATION
3.1. Project Idea – meaning
3.2. Sources of Project Ideas
3.2.1. Macro sources
3.2.2. Micro sources
UNIT 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 Study
4.7. Financial Analysis
4.7.1. Initial Investment Cost
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.Payback Period (PBP)
4.7.5.2.Accounting Rate of Return (ARR)
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4.7.5.3.Net Present Value (NPV)
4.7.5.4.Internal Rate of Return (IRR)
4.7.5.5.Benefit Cost Ratio (BCR)
4.7.5.6.Break – Even Analysis (BEA)
UNIT 5. PROJECT IMPLEMENTATION, MONITORING AND EVLAUATION
5.1. Project Planning
5.2. Project Organization
5.2.1. Line and Staff Organization
5.2.2. Divisional Organization
5.2.3. Matrix Organization
5.3. Project Directing
5.4. Project Control (Monitoring and Evaluation)
5.5. Human Aspects of Project Management
5.6. Pre – requisites for Successful Project Implementations
UNIT 6. SOCIAL COST BENEFIT ANALYSIS (SCBA)
6.1. What is SCBA?
6.2. Objectives of SCBA
6.3. Rationale for SCBA
6.4. UNIDO Approach to SCBA
UNIT 7. PROJECT FINANCING
7.1. Source of Project Finance
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
Required Text and Other Reading Materials:
 Prasanna Chandra, Projects–Planning Analysis, Financing, Implementation, and Review
 Joseph Heagney, Fundamentals of Project Management, 4th edition. AMACOM, American
Management Association.
 UNIDO, A Manual for the Preparations of Industrial Feasibility Studies.
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 UNIDO, A Guide to Practical Project Appraisal.
 Project Planning, Analysis and Management, Guru Jambheshwar University of Science
Technology, Hisar – Haryana.
 Harold Kerzner, Project Management, A Systematic Approach to Planning, Scheduling, and
Controlling, 8th edition, John Wiley & Sons, Inc.
 Rory Burke, Project Management: Planning and Control Techniques, 3rd Edition, John Wiley &
Sons, Inc., Chichester New York Weinheim.
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HARAR TEACHERS EDUCATION & BUSINESS

A CURRICULUM FOR BACHELOR OF ARTS

Name of the Degree Program: Management

Name of the Degree to be awarded: Degree of Bachelor of Arts in Management

Standard/Regular Period of Study: 4 Academic Years with 8 Semesters

Commencement of the Program: 2013 E.C. / 2020/21

Fees / Charges for Regular Students: Cost-sharing

2. Rationale of the program .................................................................................................... 6

3. Objectives of the program ................................................................................................... 7

4. Profile of Graduates ............................................................................................................ 7

5. Professional and program profile ........................................................................................ 8

 Professional Profile ................................................................................................... 8

6. Admission requirement ........................................................................................................ 10

7. Duration of the study................................................................................................................. 11

8. Mode of delivery ................................................................................................................... 11

9. Degree nomenclature ......................................................................................................... 11

10. Graduation requirement ..................................................................................................... 11

11. Course structure .................................................................................................................. 11

12. Course coding ..................................................................................................................... 12

13. List of courses in the program............................................................................................. 13

 Core courses ................................................................................................................... 13

 Supportive Courses ........................................................................................................14

 General Foundation Courses ......................................................................................... 14

14. Course breakdown ............................................................................................................... 15

15. Teaching and learning methods and techniques....................................................................... 19

16. Assessment policy and techniques ....................................................................................... 20

17. Grading system ..................................................................................................................... 21

18. Resource requirement .......................................................................................................... 21

19. Quality assurance ..................................................................................................................21

21. Course description and outline ............................................................................................ 23

The Balanced Scorecard Framework

(Adapted from Kaplan & Norton, 1992.p.72)

The Business Core

Accounting and Internal Learning and

 Customer Behavior  Quantitative  Organizational

 Ethical Marketing analysis Capital

2. RATIONALE OF THE PROGRAM

The rationale behind developing nationally standardized and harmonized Management

 Our society depends on specialize institutions or organizations to provide us with goods

3. OBJECTIVES OF THE PROGRAM

Through its programs the department has the objectives of producing:

5. PROFESSIONAL AND PROGRAM PROFILE

After a successful completion of preparatory program:

 As per the regulations of Ministry of Science and Higher Education,

The duration of the study for BA in Management is four years.

The delivery system of the program is mixed mode of delivery.

The degree offered after successful completion of its program is called:

 In English – “Bachelor of Arts Degree in Management.”

10. GRADUATION REQUIREMENT

 A minimum credit hour of 147/251 ECTS

 General Foundation Courses – courses offered to management department as basic

Course code, used in alpha numerical

 MGMT represents core courses.

General Foundation Courses

# Course Title Course Code Cr.hr ECT Prerequisite Remark

S.No. Course Title Course Code Cr.Hrs. ECTS Pre-

6. Administrative & MGMT 2061 3 5 None

Year III Semester II

- Lectures - Debates and Discussion - Simulations

17. GRADING SYSTEM

[80, 83) 3.75 -

[65, 68) 2.75 -

[50, 60) 2.0 C