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AZERBAIJAN STATE OIL AND INDUSTRY UNIVERSITY

BA PROGRAMS

SYLLABUS

Course unit title STATISTICAL BUSINESS ANALYSIS

Course unit code STAT 1101

Type of course unit Compulsory

Level of course unit Second cycle Master

Year of study 1st year

Semester when the course

unit is delivered

1st semester

Number of ECTS credits

allocated

6

Name of lecturers Rafig Aliyev

Kamala Aliyeva

Class information

Location: Room: 1,5

Time: Monday, Tuesday, Thursday

Contact: [email protected], [email protected]

Office hours: Upon appointment

Learning outcomes of the

course unit

Course Description

This course Statistics is the branch of mathematics that transforms data into useful

information for decision makers. These transformations often require complex

calculations that are practical only if done by computer, so using statistics usually

means also using computers. This is especially true when dealing with the large

volumes of data that a typical business collects. Attempting to do statistics, using

manual calculations for such data would be too time-consuming to benefit a business.

In STAT 1101 you learn a set of methods and the conditions under which it is

appropriate for you to use those methods. And because so many statistical methods

are practical only when you use computers, learning statistics means learning more

about using computer programs that perform statistical analyses.

Learning Outcomes of the Course:

After completing the course, students should be able to:

* Present and describe business data and information properly

* Draw conclusions about large populations, using information collected from

samples

* Make reliable forecasts about a business activity

* Improve business processes

Mode of delivery Face-to-face

Prerequisites and co-

requisites

None

Recommended optional

programme components

PHStat Program, Microsoft Excel.

Recommended or required

reading

The Textbook :

1. David M. Levine David F. Stephan. Timothy C. Krehbiel Mark L. Berenson

(2008)

”STATISTICS FOR MANAGERS USING Microsoft Excel”

United States of America, Prentice Hall

Option: A.Webster. Richard D.Irwin.

Applied Statistics for Business and Economics, pp.996.

Course reading is composed of articles, laws as well as book chapters. Additional

information will be distributed either electronically or delivered in printed forms.

mailto:[email protected]


Planned learning activities

and teaching methods

Classroom lecturing, case study discussions and brainstorming, feedback and

presentation sessions, discussion sessions, Software commands for Excel

Language of instruction English

Course contents:

1 Introduction to the Course.

The meaning and role of Statistics. The Population and the Sample.

Types of Data. Types of Sample.

Descriptive and Inferential Statistics.

LAB: Constructions and graphing different type of categorical and numerical

Data. Generating a Bar, Pie Chart ,Line Graphs (Instructions-Software commands

for Excel )

Chapter 1 [1]

Chapter 2

2

Describing Sets of Measurement. Frequency Distribution.

Graphical methods.

Measures of Variability.

Lab. Constructions and graphing Relative and Cumulative Frequency Distribution

Generating Measures of Central tendency, Variation, and share Using Microsoft

Excel

Chapter 2 [1]

Chapter 3

3 Principles of Probability. The probability of an Event.

Probability Laws and their use.

Bays rule and conditional probability

Lab. Calculating Simple, Joint ,Compound, Conditional Probabilities using

Microsoft Excel

Chapter 4 [1]

4

Probability Distributions and Interferences.

Probability Distributions.

The Probability Distribution for a Discrete Random Variable

Expected Value of a Discrete Random Variable

Variance and Standard Deviation of a Discrete Random Variable

Lab. Generating a Histograms of Binomial, Poisson, and Hypergeometric

Distributions. (Software commands for Excel)

Chapter 5 [1]

5

Principles of Normal Distribution.

Finding particular value associated with known probabilities.

Assessing the normal assumptions.

The Exponential Distribution.

Lab. Calculating Normal Probabilities using Microsoft Excel.

Generating Exponential Probabilities using Microsoft Excel.

Chapter 6 [1]

6 Sampling Distributions. Inferential Statistics.

Sampling Distributions of the proportions.

Sampling from Finite Populations.

Lab. Simulating Sampling Distributions using Microsoft Excel

Chapter 7 [1]

7 Confidence Interval Estimation. Confidence Interval Estimation for the Proportion

Determining Sample Size

Sample Size Determination for the Mean

Sample Size Determination for the Proportion

Calculating confidence interval estimation when σ is known and σ-is unknown.

Lab. Determining confidence interval estimation when σ is known and σ-is

unknown using Microsoft Excel (on p.429-440) .

Determining the sample size for estimating the mean using Microsoft Excel

Chapter 8 [1]

8 MIDTERM EXAM

9 Inferences from Large Samples. Point Estimation.

Interval Estimation. Hypothesis Testing .

A connection between Confidence Interval estimation and hypothesis Testing.

Lab. Performing the t Test and z Test Hypothesis for the Mean when σ is known

and σ-is unknown using Microsoft Excel.

Chapter 9 [1]

10 Inferences from small Samples.

Tests of two populations.

F Test for Differences in two variances.

Comparing Two related samples.

Lab. Performing the Pooled – Variance t test for Differences in two Means using

Microsoft Excel

Chapter 9 [1]

11

Simple Regression and Correlation Analysis.

Linear Probabilistic Model.

The Method of Least Squares.

Coefficient of Correlation. Assumptions.

Lab. Calculating the simple linear regression coefficients using Microsoft Excel.

Generating Residual plots using Microsoft Excel.

Chapter 10 [1]

12 Multiple Regression. Formulating a Multiple Regression Model.

Measuring the Goodness of Fit of a Model.

Lab. Calculating the coefficients of Partial Determination using Microsoft Excel.

Generating Transformations

Chapter 11 [1]

13 Time Series Analysis.

Smoothing the Annual Time-series.

Least-squares Trend Fitting and Forecasting.

Lab. Calculating Moving average using Microsoft Excel.

Generating Time Series Forecasting of Monthly or Quarterly Data

Chapter 11 [1]

14 Forecasting Models. The importance of business forecasting.

Least-squares Trend Fitting and Forecasting.

Calculating Mean Absolute Deviation (MAD).

Choosing appropriate forecasting models.

Lab. Performing Least-squares Trend Fitting using Microsoft Excel.

Chapter 11 [1]

15 Decision Making. Calculating Opportunity loss. Criteria for Decision Making.

Decision Making with sample information.

Lab. Decision Analysis and Decision-Making using Microsoft Excel.

Chapter 9 [1]

Chapter 10

Chapter 11

FINAL EXAM

Course workload

Activities Number Duration

(hour)

Total Workload

(hour)

Course duration in class 14 3 42

Preparation for Midterm Exam 1 15 15

Individual or Group Work 14 4 56

Midterm Exam 1 3 3

Paper/Project (including preparation and

presentation) 2 8 16

Homework 3 6 18

Preparation for the Final Exam 1 30 30

Final Exam 1 3 3

Total Workload 183

Total Workload/30(h) 6.1

ECTS Credit of the Course 6

AZERBAIJAN STATE OIL AND INDUSTRY STATE OIL AND INDUSTRY UNIVERSITY

BA PROGRAMS

Syllabus

Course unit title Organizational Change (Change Management)

Course unit code MGT 1101





unit is delivered

1st semester


allocated

6

Name of lecturers Natig Mammadov

Class information

Location: Room: - 238

Time: Day of Week

Contact: [email protected]



course unit

Course Description

The process of managing organizational change is far from a straightforward

endeavor. The most carefully developed plans for change can and, often do,

disintegrate during implementation, disrupting not only production or service

delivery, but also the lives of people who work in organizations. Moreover, in

spite of the long history of introducing organizational change initiatives, there

is little indication that these initiatives are sustained over time. In order to

understand what leads to effective and lasting organizational change, emerging

research, including work conducted in the School of Business’ Health

Organization Studies group, is pointing to the need to better understand

everyday micro-level action and its inherently situated nature.

Thus, this course focuses on the process of implementing change as the key

facet and fundamental challenge in managing organizational change.

Course Objectives

Some specific course objectives, include:

1. Developing a basic understanding and appreciation for the issues and

conditions creating the need for change in modern organizations.

2. Exploring some of the ethical issues associated with change and

organizational development.

3. Developing an understanding of the strategic role of change in the

organization and

the impact of change (or failure to change) on organizational performance.

4. Developing a basic understanding and fundamental knowledge of the models

and theories of change management.

5. Developing a basic understanding of how organizations behave and react to

change, why change efforts can fail, overcoming organizational resistance, and

making change possible.

6. Learning how to apply some of the key concepts and tools organizational

development and change leadership and management.

7. Learning how to distinguish, evaluate and analyze process from content

issues.

8. Developing an overall awareness of change as relates to a number of

different companies and industries, including the issues associated with

operational change, process change, cultural change, technology change,

strategic repositioning and human relations.


9. Learning how to apply a basic change management process in an

organization.

10. Having lots of fun learning cool stuff that you can use in your career!

Course Learning Outcomes

Upon successful completion, students will have the knowledge and skills to:

Upon successful completion of the requirements for this course, students will

be able to:

1. Recognise and comment on issues and problems arising out of

organisational change initiatives;

2. Define, explain and illustrate theories of planned change, their relevant

foundations, strengths and weaknesses;

3. Facilitate organisational change; and apply diagnostic models and

concepts to change issues at the organisational, group and individual

levels;

4. Make an effective team presentation, working in teams;

5. Write a scholarly literature review, drawing on cutting edge

contemporary change management literature on a selected

management topic.



requisites

None



Microsoft Office


reading

The Textbook : 1. Thomas G. Cummings & Christopher G. Worley.

Organization Development & Change, 9th Edition, Cengage Learning,

2008

Course reading is composed of articles, laws as well as book chapters.

Additional information will be distributed either electronically or delivered in

printed forms.




presentation sessions, discussion sessions


Course contents:

1 General Introduction to Organization Development

The Nature of Planned Change

The Growth and Relevance of Organization Development

General Model of Planned Change

Different Types of Planned Change

Organizational Change: Case Study of General

Motors

Chapter 1 [1]

(pp 1-17)

Chapter 2 [1]

(pp 22-44)

2 The Organization Development Practitioner

The Process of Organization Development

Competencies of an Effective Organization Development Practitioner

The Professional Organization Development Practitioner

Developing a Contract

Organizational Development: Case Study Jet Blue Airways

Chapter 3 [1]

(pp 46-70)

Chapter 4 [1]

(pp 75-86)

3 Diagnosing Organizations

Diagnosing Groups and Jobs

The Need for Diagnostic Models

Open Systems Model

Organization-Level Diagnosis

Group-Level Diagnosis

Individual-Level Diagnosis

Organizational Diagnosis And Case Study Essay – Home Depot Company

Chapter 5 [1]

(pp 87-105)

Chapter 6 [1]

(pp 107-120)

4 Collecting and Analyzing Diagnostic Information

Feeding Back Diagnostic Information

The Diagnostic Relationship

Methods for Collecting Data

Sampling

Techniques for Analyzing Data

Case Study - Organizational Diagnosis: A Case of Infosys, India

Chapter 7 [1]

(pp 121-138)

Chapter 8 [1]

(pp 139-149)

5 Designing Interventions

Leading and Managing Change

Contingencies Related to the Change Situation

Contingencies Related to the Target of Change

Overview of Change Activities

Motivating Change

Case Study About Successful Change Management - Nokia

Chapter 9 [1]

(pp 151-162)

Chapter 10 [1]

(pp 163-187)

6 Evaluating and Institutionalizing Organization

Development Interventions

Evaluating Organization Development Interventions

Implementation and Evaluation Feedback

Measurement

Research Design

Institutionalizing Organizational Changes

Institutionalization Framework

Case Study About Successful Change Management – Coca Cola

Chapter 11 [1]

(pp 189-210)

7 Interpersonal and Group Process Approaches

Organization Process Approaches

Process Consultation

Group Process

Basic Process Interventions

Results of Process Consultation

Case Study About Successful Change Management – Toyota

Chapter 12[1]

(pp 253-273)

Chapter 13[1]

(pp 276-304)

8 MIDTERM EXAM

9 Restructuring Organizations

Structural Design

The Functional Structure

The Divisional Structure

The Matrix Structure

The Process Structure

The Customer-Centric Structure

Case Study: Organizational Restructuring – Major Australian Retailers

Chapter 14 [1]

(pp 315-347)

10 Employee Involvement

Work Design

A Working Definition of Employee Involvement

The Diffusion of Employee Involvement Practices

How Employee Involvement Affects Productivity

The Engineering Approach

Chapter 15[1]

(pp 350-373)

Chapter 16 [1]

(pp 376-408)

The Motivational Approach

Starbucks Case Study Starbuck's Job Design

11 Performance Management

Developing Talent

A Model of Performance Management

Performance Appraisal

Coaching and Mentoring

Management And Leadership Development Interventions

Case Study - Finding and Developing Talent at Deloitte

Chapter 17 [1]

(pp 420-447)

Chapter 18 [1]

(pp 451-469)

12 Managing Workforce Diversity and Wellness

Strategic Change Interventions

Transformational Change

Employee Stress and Wellness Interventions

Integrated Strategic Change

Organization Design

Case Study - A transformational change at IBM - PMI

Chapter 19 [1]

(pp 473-497)

Chapter 20 [1]

(pp 505-525)

13 Continuous Change

Trans-organizational Change

Self-Designing Organizations

The Demands of Adaptive Change

Application Stages

Strategic Alliance Interventions

Case Study Analysis: VRD Industries

Chapter 21[1]

(pp 535-556)

Chapter 22 [1]

(pp 561-597)

14 Organization Development in Global Settings

Organization Development in Nonindustrial Settings: Health Care,

School Systems, the Public Sector, and Family-Owned Businesses

Cultural Context

Economic Development

Case Study - Value and Ethics in Global Setting

Chapter 23 [1]

(pp 614-647)

Chapter 24 [1]

(pp 651-689)

15 Future Directions in Organization Development

Future Directions in Organization Development

Trends within Organization Development

Traditional

Pragmatic

Scholarly

Case Study - Future Directions in Organization Development - Amazon

Chapter 25 [1]

(pp 693-756)

FINAL EXAM

Course Workload


(hour)

Total Workload

(hour)




Midterm Exam 1 3 3



Homework 3 6 18


Final Exam 1 3 3

Total Workload 187




BA PROGRAMS

SYLLABUS

Course unit title HUMAN RESOURCES MANAGEMENT


Type of course unit Second cycle Master

Level of course unit Compulsory



unit is delivered

1st semester


allocated

6

Name of Lecturer Elnur Eyvazov

Class information

Location: Room 3

Time: Wednesday




course unit

Course Description

This course provides a survey of the field of human resource management. Topics

covered include HRM functions, strategic human resource management,

recruitment, selection, training and development, learning and development,

performance management, award management, compensation and benefits, HR

Skills, employee motivation, commitment and engagement, employee

communication, well-being and safety, HRM policy, procedures and systems

Learning Outcomes

Contribute to the development, implementation, and evaluation of

employee recruitment, selection, and retention plans and processes.

Administer and contribute to the design and evaluation of the performance

management program.

Develop, implement, and evaluate employee orientation, training, and

development programs.

Facilitate and support effective employee and labour relations in both non-

union and union environments.

Research and support the development and communication of the

organization's total compensation plan.

Collaborate with others, in the development, implementation, and

evaluation of organizational and health and safety policies and practices.

Research and analyze information needs and apply current and emerging

information technologies to support the human resources function.

Develop, implement, and evaluate organizational development strategies

aimed at promoting organizational effectiveness.

Present and evaluate communication messages and processes related to the

human resources function of the organization.

Manage own professional development and provide leadership to others in

the achievement of ongoing competence in human resources professional

practice.

Facilitate and communicate the human resources component of the

organization's business plan.

Conduct research, produce reports, and recommend changes in human

resources practices.


Prerequisites

Co-requisites

None



NA


reading

Required Text: :

1. Michael Armstrong. Armstrong’s Handbook of HRM Practice, (12th edition)

2. “Human Resources Management”, University of Minnesota Publishing, 2016.



The main objective of this course is to introduce the basic concepts, theoretical

perspectives, and practices by interactive lecturing, case study discussions,

presentation sessions, which are useful for understanding and improving

performance


Work placement(s) NA

Course contents:

1.1. Introduction to HRM

Define HRM.

Explain role of human resources, skills needed for HRM Managers, today’s HRM

Challenges and the Future of HRM

Outline Developing and Implementation of HRM Strategic Plans

1.pp. 3-30 [1]

2. Chapter 1[2]

1.2 Recruitment Define Recruitment.

Describe Recruitment Process

Explain requirement: person (job) specification

Contrast Internal versus External Hiring

Outline Recruitment Methods and Tools

Describe executive search and talent acquisition

Explain recruitment problems

A Case Study on Recruitment & Selection

1.pp. 220-230 [1]

2. Chapter 4 [2]

2 Selection

Define selection.

Describe selection methods

Outline Interviewing process and types of interviews

Explain Testing Process

Outline types of tests

Recruitment and Selection Process: A Case

Study of Coca-Cola Beverage

1.pp. 228-238 [1]

2. Chapter 5 [2]

3 Training and Development

Explain the four steps involved when training employees

Describe and give examples of the types of training

Outline the types of training delivery methods

Describe the design of training program

Understand uses and applications of career development program.

Describe main issues of the Talent Management.

Understand how to measure the effectiveness of training

SIEMENS: Training and Development Case Study Solution

1.Chapter 8 [2]

4 Learning and Development

Explain the Process of Learning and Development. How people learn. Learning

theory. Learning styles and learning curve. What is learning organization and self-

directed learning?

Describe the practice of Learning and Development. The approaches of Learning

and Development.

Outline workplace learning. Mentoring. Coaching.

Identify the role of Learning and Development.

Describe effective training practice, planning and delivery of learning events and

programs.

Case study, Group discussion

1.pp. 279-303[1]

5 Performance Management

Explain meaning of performance and define performance management (PM).

1.pp. 327-348 [1]

Understand the basics of PM. How to manage organizational and team

performance?

Describe performance planning, managing, reviewing and assessing.

Explain how deal with high – and under-performers.

Outline introducing of PM.


6 Quiz 1. Individual presentations on topics selected

7 Reward Management

Explain meaning and aims of reward management.

Describe total rewards. Market pricing, base pay management and recognition

schemes.

Outline the reward system and its components.

Contrast financial and non-financial rewards.

Explain what is job evaluation, contingent pay and types of benefits.

Describe the administration of reward.

1.pp. 363-390 [1]

8 MIDTERM EXAM

9 HR Skills I

Describe and explain the following HR Skills:

Problem solving

Analytical and Critical skills

Research and Statistical skills


1.pp. 473-518 [1]

10 HR Skills II


Selection interviewing skills

Job, role, competency skills analysis

Negotiating skills

1.pp. 519-560 [1]

11 HR Skills III


Leadership skills

Handling People Problems

Managing Conflict

Group discussion, Case study

1. pp. 561-600 [1]

12 Employees Motivation, Engagement and Commitment

Explain meaning of motivation.

Describe types of motivation and process of motivation.

Outline the different theories of motivation and critical evaluation of them.

Describe approaches to developing motivation strategy.

Explain meaning of organizational commitment and its importance.

Identify impact of high commitment and how to develop a commitment strategy.

Explain meaning of employee engagement, facets and drivers of engagement.

Understand how to enhance engagement.

1.pp. 167-202 [1]

13 Communication, Employees Well-being and Safety

Explain the importance of employee communication and what should be

communicated.

Describe the approach to communication and communication methods.

Understand how to develop a successful employee communication strategy.

Stress reasons for concern with employee wellbeing.

Link managerial behavior and employee wellbeing.

Understand how to achieve work-life balance and manage stress at workplace.

Explain how to manage health and safety at work.

1.pp. 425-450 [1]

2.Chapter 9 [2]

14 Quiz 2. Individual presentations on topics selected

15 HRM Policy, Procedures and Systems

Explain the reasons for having HR Policies.

Understand implementing of HR Policies.

Define HR Procedures.

Outline main HR Procedures.

Explain the role and importance of HR Information System (HRIS).

1.pp. 451-472 [1]

What are functions of HRIS?

Understand implementing HRIS.

FINAL EXAM

Course workload


(hour)

Total Workload

(hour)




Midterm Exam 1 3 3


presentation) 1 10

10

Homework 4 5 20


Final Exam 1 3 3

Total Workload 180




BA PROGRAMS

SYLLABUS

Course unit title Communication and knowledge exchange in companies

Course unit code COM 1101



Year of study First year


unit is delivered

1st Semester


allocated

6

Name of lecturers Gulshan Mammadli

Class information

Location: Room 14

Time: 18:30




course unit

Course Description

People have always felt the need to form groups for a variety of reasons. Any

group is composed of features such as a search for goals, the need for structure,

the creation and abiding of rules and expectations as well as the necessity to lead

or be governed. All these features are undertaken through the use of human

communication since without it the organization would simply cease to exist.

Organizations in the widest and more modern sense of the word are involved in

events such as hostile take-overs, lay-offs and mergers, innovation, change and

other events that force us to examine the relationship between communication

and organizations.

The course familiarizes students with the dynamics of interpersonal and small-

group communication within members of an organization which for the

purposes of the course is defined in its broadest possible sense (from local

volunteer organizations to major multinational companies).

It introduces the theory and practice (mainly though case studies) used by

organizations to plan, develop, implement and evaluate a variety of

communication strategies and tactics used from both an internal and external

communication perspective. Particular attention will be given to how Public

Relations can be used to generate goodwill. Students will be tasked with

proposing and defending a comprehensive communication plan for a newly-

created company.

The tools and techniques for knowledge acquisition, assessment, evaluation,

management, organization and dissemination are applied to business situations.

Course topics will also focus to include knowledge generation, knowledge

coordination and codification, knowledge transfer and reuse, technologies and

knowledge management and knowledge management strategies.


After completing this course, students should be able to:

1) distinguish various media critically and thoughtfully, based on

characteristics, audience, users, effects and applicability

2) describe and compare theories, concepts, authors and paradigms of the

domains within the communication science

3) reflect critically on the role of media and communication in social, cultural,


economic, psychological, technological, political , legal and other contexts.

4) assess the impact of social, cultural, economic, psychological, technological,

political, legal and other factors on the communication process

5) identify the ethical dimension of a communication problem and to

acknowledge different points of view

6) Use a knowledge management system for an organization

7) Create a knowledge management plan to leverage opportunities to create,

capture, represent and share knowledge within an organization.

Acquired Knowledge:

* Become familiar with the main aspects involved in creating a comprehensive

Communications Plan for an organization;

* Fine tune the ability to deal with human communication-driven problems or

challenges;

*Gain an understanding of the rules and norms that should govern any

organization;

* Appreciate the legal aspects inherent in creating and then operating an

organization;

* Become familiar with a number of major organizational communication

theories and models;

* Understand and effectively make use of the specialized vocabulary;

* Gain an understanding of how best to conduct meetings, negotiate and resolve

conflicts;

* Gain management skills in the organization of events

Attitudes:

* Develop strong networking and leadership skills

* Develop an aptitude to work in multinational groups under strict deadlines

* Ensure that every student feels responsible for the quality of the finished work

and contributes equally to the final product

* Adopt a professional attitude

* Desire to apply life-long skills.



requisites

NONE



Google doc, SPSS, Quora


reading

Required textbooks:

1. Jason S. Wrench. An Introduction to Organizational Communication,

West Virginia University,2012

2. Richmond, McCroskey, & McCroskey. Organizational Communication

for Survival: Making Work, Work. The nature of Communication in

Organizations, (2005).

Optional textbooks

1. François Cooren. Organizational Discourse (2015)

2. Case Studies in Organizational Communication -Perspectives in

ContemporaryWork Life (Edited by Beverly Davenport Sypher)

3. Joann N. Keyton,Communication and Organizational Culture: A Key to

Understanding Work Experience (2011)

4. Liam FitzPatrick and Klavs Valskov, Internal Communication: A Manual

for Practitioners (PR in Practice) (2014)

5. Dave and Wendy Ulrich The Why of Work: How Great Leaders Build

Abundant Organizations That Win (2010)

6. Liz Wiseman and Greg McKeown. Multipliers: How the Best Leaders

Make Everyone Smarter (2015)


printed forms.




presentation sessions, discussion sessions, web-seminars, gamification on

survey, assignment



Course contents:

1. Introduction to the course

What is Communication?

History of Organizational Communication

Approaches to Organizational Communication Research

Classical and modern theories of Organizational Communication

Case analyses, team work

Chapter 1, 3, 4

pp.7-57; 108-

198 [1]

2. Organizational Communication Ethics

Nature of Ethics

Business Ethics

Communication Ethics

Organizational Communication Ethics

Chapter 2

pp.63-107

[1]

3. Communicating between and among internal and external Stakeholders

Formal Communication Networks

Informal Communication Networks

Communication with an Organization’s Environment

Types of External Stakeholders

Public Relations and Marketing

Sales

Customer Service

Knowledge sharing and Communities of Practice

Case analyses, team work

Chapter 5,

pp.199-267

[1]

Chapter 16,

pp.503-507

[1]

4. Organizational Communication Climate, Culture, and Globalization

Psychological Life of Organizations.

From Climate to Culture: A History of Research

Components of Organizational Culture

The Process of Organizational Culture

Analyzing Climate and Culture

Outcomes of Organizational Climate and Culture

Globalization

Case analyses, Group discussion

Chapter 6

pp.268-275

[1]

5. Leader and Follower Behaviors & Perspectives

Approaches to Leadership

Followership

Mentoring and Coaching

Class Discussion: “What are the ways (people/process/technology) to preserve institutional

knowledge in the corporate sector?”

a) People - Identify Skills that need to be introduced / needed that will help preserve

the institutional knowledge

b) Process - Identify process (Company practices / team practices) that if put in place

will help preserve the institutional knowledge

c) Technology - Identify Software that if adopted will help preserve the institutional

knowledge

Chapter 7

pp.276-337 [1]

6. Organizational Identity and Diversity

Identity and the Organization

Identity and the Organization Member

Diversity and the Organization

Case study

Chapter 8

pp.338-396

[1]

7. Teams in the Workplace

Group

Types of Teams

The Downside to Teams

Group Communication Roles

Value of Knowledge Management

Class Discussion “How can Knowledge Management Impact and enhance the Decision Making

process?”

Chapter 9

pp.397-432

[1]

8. Midterm Exam

9. Recruiting, Entering, Socializing, and Disengaging

Recruiting

Entering

Socializing

Disengaging

Class Discussion

“Social Media campaigns at international level are knowledge based revolutions”

a) Identify an International event that qualifies the above statement.

b) What were the significant Knowledge contributors to the event?

c) Assessment of Tacit Verses Explicit Knowledge – which played the key role and

why?

Chapter 10, 12

pp.433-475;

481-483

[1]

10. Technology in Organizations

Innovation in Organizations

A Brief History of Technology in Organizations

Why We Use Technology

Benefits of Technology on Organizational Outcomes

Knowledge Management

The Downside to Technology in the Organization

Class Discussion

Discuss the following for knowledge management

a) Primary benefits

b) Pre-requisites for companies to adopt knowledge management practice

c) Challenges in adoption

Chapter 13

pp.485-491

[1]

11. Stress, Conflict, and Negotiation Stress

Conflict

Negotiation

Assignment: Essay “Why is it difficult to define “company’s knowledge”?” (550

words)

Chapter 14

pp.492-495

[1]

12. The Dark Side of Organizational Communication

Aggression in the Workplace

Discrimination in the Workplace

Employee Behavior

Organizational Behavior

Outcomes of the Dark Side

Training activities:

Exercise 1 “Typical problem in modern company related with knowledge

management”

Exercise 2 “Global Competitiveness Index”

Chapter 15

pp.496-501

[1]

13. Strategic Communication (issue management, risk communication, & crisis

communication)

Corporate Issue Management

Risk Communication

Crisis Communication

Chapter 17

pp.508-511

[1]

14. The Professional Side of Organizational Communication

Organizational Development

Communication Analysis

Organizational Change

Workplace Learning

Human Performance Improvement

Chapter 18

pp.512-517

[1]

15. Organizational Communication and Your First Job out of College

GROUP PRESENTATIONS

Chapter 19

p.518 [1]

FINAL EXAM

Course Workload


(hour)

Total Workload

(hour)




Midterm Exam 1 3 3



Homework 3 6 18


Final Exam 1 3 3

Total Workload 182




BA PROGRAMS

SYLLABUS

Course unit title REGIONAL INNOVATION

Course unit code BUS 1101


Level of course unit Second cycle



unit is delivered

1st semester


allocated

6

Name of lecturer Agil Valiyev

Class information

Location: Room:

Time: Thursday

Office hours: upon students’ appointment



course unit

Course Description

This course provides students an empirical and theoretically grounded

understanding of the concept of regional innovation systems (RIS), how and why they

emerge, and conversely, why they might not. The RIS concept has become one of the

primary models in regions and countries for understanding and promoting economic

growth, in part as a response to globalization and the increased economic competition

that local and regional communities face. This has led to a plethora of policies and

programs focused on building regional capabilities that support and enhance an

“innovation ecosystem.” Throughout the course, we will examine the strengths and

weaknesses of this approach. What role do regions play in fostering innovation – how

do we think about regions relative to entrepreneurs, firms and universities? Does the

model apply to all regions, and who benefits from such an approach from within the

regional community? RIS suggests there is something systemic at work that can be acted

upon and shaped through public and private intervention. We will examine whether we

see signs of a system at work and if so, what this suggests for public policy.

This course will examine the topic of regional innovation systems through three

dimensions. The first section of the course will review the theoretical underpinnings

and key concepts that define regional innovation systems drawing upon literature from

economics, planning, sociology and management to build a foundation for the rest of

the course. In the second section of the course, we will examine in detail several

components that constitute a regional innovation system such as networks, institutions

including universities, entrepreneurship and industrial clusters. Third, the class will turn

toward practical applications of the systems approach and study case studies from

particular regions and from specific industries that lend themselves to regional

innovation systems’ analysis. This section will delve more deeply into policies and

strategies that have emerged over the past several decades to promote innovation

systems, as well as look at some of the broader challenges for RIS including increasing

income inequality.

In particular students will be able to examine the patterns and sources of technological

change and the mechanisms for capturing the economic benefits from innovation as well

as to identify the strategic and organizational challenges involved in managing

technological innovation.

Learning objectives:

At the end of this course students will be able to demonstrate understanding, and make

critical assessments of the following:

Definitions and concepts of invention, design, research, technological development

and innovation

Main models of innovation

Managerial strategies to shape innovative performance

Tools of innovation management to map and measure innovative activities

Diagnosis and effective solutions of innovation challenges

Teaching method

The course will be delivered through lectures, videos, web-seminars, class

discussion, gamification and case-based exercises. Students will be expected to

complete the required reading before the lectures and to engage in debates and

other exchanges related to the topics of each week’s session.

The teaching philosophy is based on “active learning” whereby students are

active participants in the learning process and create their own experiences

through independent and interactive inquiry and analysis.



requisites

None



Microsoft Excel, Quora


reading

Required textbooks:

1. Hall, P. and D. Soskice., Varieties of Capitalism: The Institutional

Foundations of Comparative Advantage, Introduction

2. Masahisa Fujita and Jacques-Fronçois Thisse, Economics of

Agglomeration, cities, industrial locations and regional growth, 2002

3. Cortwright, Joseph New Growth Theory, Technology and Learning:

A Practitioner’s Guide., U.S. EDA, 2001

Optional textbooks:

1. Dodgson, M. Gann, D. and Salter A. The management of technological

innovation: strategy and practice, Oxford University Press, 2008.

2. Melissa Schilling: Strategic Management of Technological Innovation,

McGrawHill, International Edition 2011

3. Fabry D., Ernst H., Langholz J., and Koster M. (2006) “Patent portfolio

analysis as a useful tool for identifying R&D and business

opportunities—an empirical application in the nutrition and health

industry”, World Patent Information 28, pp. 215–225.

4. Mogee, M. E. (1991) “Using patent data for technology analysis and

planning” Research Technology Management, pp. 43-49

5. Narin, F. (2001) “Assessing Technological Competencies” in From

Knowledge Management to Strategic Competence, Editor J. Tidd ,

Imperial College Press, p. 155-196



printed forms.



Classroom lecturing, case study discussions and brainstorming, web-seminars,

feedback and presentation sessions, discussion sessions, web-seminars,

gamification on survey, Software commands for Excel, and other data base sets


Course contents:

week

s

NAMES OF SUBJECTS

Literature and short

description of subject

1 Introduction to regional innovation

This session introduces the forms the framework for the course, and previews

concepts to be used throughout the course.

o Defining innovation

o Differences between invention and innovation

Chapter 1

pp.15-82 [1]

o Product innovation and process

o Radical and incremental innovation

o Technological innovation, commercial or organizational

o Innovation indicators

o Characteristics of innovation in different sectors

In this chapter, I will start introduction to the course and explain the

meanings of regional innovation, objective of course, theoretical view to the

program and will introduce some examples on regional innovation from my

previous practical experiences.

Practical task: Introduction of innovative learning platform: schoology

2 Agglomeration Economies: Industrial Districts, Cities and Regions

o Cities: Past and Future

o Why Do We Observe Agglomerations?

o On the Relationship between Space and Economics

o Cities and the Public Sector

In this chapter, I will explain the term agglomeration which is used to

describe different economic phenomena, cities and public sector and will

introduce some example research from my previous practical examples.

Practical task: Working on padlet innovative tool for group discussions

Chapter 1, 4, 5

pp.3-15; 93-159 [1]

3. Economic Growth and Regional Economies

o What is economic growth

o Regional and country growth

o Local area growth

In this chapter, following issues will be explained:

Data availability

Adjusting for inflation

Economic growth

Economic growth per head

Maps of data for local areas

Working with SPSS database program

Chapter 1

pp.1 -30 [1]

4. The Nature of Knowledge o Tacit Knowledge in Production Systems: How Important is Geography?

o The Economic Geography of Innovation

o The Geography of Networks and R&D Collaborations

In this chapter, I will explain how important is geography, economic

geography and its networks, connection with innovation

Additional materials

and Articles offered by

teacher

5 Introduction to Innovation

o What is innovation and why is it important?

o Technological innovation and innovation diffusion

o Explicating Dynamic Capabilities: The Nature and Micro foundations of

Sustainable Enterprise Performance


This chapter reviews the main challenges in the management of

technological innovation and

examines a short innovation strategy case.

In this class we will also discuss the different factors affecting the diffusion

of

innovations.

Chapter 10

optional Textbook [2]

pp.119-134

Working on “Explain everything” innovative platform

6 Systems of Innovation

o National Systems of Production, Innovation and Competence Building

o The Determinants of National Innovative Capacity

o Regional Innovation Systems: Origin of the Species


The study encourages the rapid diffusion of knowledge, skills and best

practice within a geographic area larger than a city, but smaller than a nation.

The edge of a regional innovation system may be drawn conceptually and

organizationally around the economic, social, political and institutional

relationships that generate a collective learning process within a related

group of technological or functional areas.

This lesson will try to show that how innovation output is higher in regions

where both a sizable population of small firms and large firms are present.


Chapter 6

pp.135-183 [1]

7 Networks and Social Capital as key elements within Regional

Innovation Systems

o Networks of innovation

o Why the Garden Club couldn’t save Youngstown

o Dealmakers in Place: Social Capital Connections in Regional

Entrepreneurial Economies

In this chapter, I will explain how networks and social capital participate as

key elements within Regional innovation system, social capital connections

in regional entrepreneurial economies. This study explain how firms can

engage external partners in collaborative innovation.

And a home assignment will be given to students. Using SPSS and E-views

database programs

Assignment

Assignment will be based on a group projects and group report. In the group

project, students will be asked to undertake a patent analysis. Each group

will select a specific area of regional innovation, and perform an analysis of

the evolution of the technology landscape of this area over the past 5 years

using patent data.

Students are encouraged to use their personal contacts, newspaper articles,

websites, academic papers, trade press to develop their cases. Each group

will be responsible for writing at 3000 word case report and preparing a

maximum seven-minute presentation for the last day of class presentation.

Chapter 8 pp.155-163

[2]

8 MIDTERM EXAM

9 Clusters and Ecosystems

o Understanding of Clusters and innovation ecosystems

o Decide on the Clustering Variables and Procedure

o Clusters and Competitiveness: A New Federal Role for Stimulating

Regional Economies

o Value Chains, Networks and Clusters: Reframing the Global

Automotive Industry


-The basic concepts of clusters and innovation ecosystems;

- The different types of clustering procedures;

- understanding of value chain, networks and clusters

In addition to the above, practical exercises will be performed during the

Chapter 10 pp.297-321

Optional Textbook [5]

lesson period

Working on SPSS

10 Entrepreneurship

o Entrepreneurial Innovation: The importance of context

o The New Argonauts: Regional Advantage in a Global Economy

o SMEs and innovation

o Startups as key element of entrepreneurship


- The understanding of entrepreneurial innovation.

– The role of startups in development of entrepreneurship in the country

In addition to the above, practical startup projects will be performed during

the class.

Working on “Teamwork” innovative platform

Report-2013 pp.39-43

(Additional material)

11 Research and the role of universities

o The role of R&D in regional innovation systems

o Stating the Problem

o Local Innovation Systems: Universities, Innovation and the

Competitiveness of Local Economies

The practical work on R&D projects that will be conducted on different

EU Horizon 2020 calls

Practical task on SPSS and Tableau

Chapter 1

pp.1-33

optional Textbook [2]

12. Regional Innovation Systems at work: Policy options and approaches:

The case of Massachusetts

o Discovering Regional Competitive Advantage: Massachusetts High‐

Tech

o Regional Advantage: Culture and Competition in Silicon Valley and

Route 128

o Networked Incubators: Hot Houses of the New Economy

In this chapter, different examples from Silicon Valley will be discussed and

networked incubators will be explained.

Work with “Educreations” innovative platform

Chapter 3

pp.74-84

Optional Textbook [1]

13 Manufacturing and the Industrial Ecosystem

o What happened to Manufacturing?

o Producing Prosperity: Why America Needs a Manufacturing

Renaissance

o The role of Manufacturing Hubs in a 21st Century Innovation Economy

In this chapter students will learn about manufacturing and industrial

ecosystem, the role of manufacturing hubs in innovation economy in modern

period.

Some practical based exercises will add to the task.


Chapter 2

pp.25-64

[2]

14 Regional innovation system in the context of Azerbaijan

o Azerbaijan 2020: Look into the Future

o ASAN service

o Promoting innovation and employment in Azerbaijan

o R&D and innovation for Azerbaijan

o SMEs and Startup projects in Azerbaijan

In this chapter, I will explain how to promote innovation by government of

Azerbaijan and the role of startup projects for country economic

Additional materials

development

Case study on Padlet platform

In addition to the above, practical exercises will be performed in the context

of various examples.

15 GROUP PRESENTATIONS

Group Presentations

FINAL EXAM

Course workload


(hour)

Total Workload

(hour)

Course duration in class 14 3

42



Midterm Exam 1 3 3


presentation) 2 20

20

Homework 4 4 16


Final Exam 1 3 3

Total Workload 185




BA PROGRAMS/ MS

SYLLABUS

Course unit title Design Thinking

Course unit code PHIL 1201


Level of course unit Second Cycle Master



unit is delivered

2nd Semester


allocated

6

Name of lecturers Rovshan Guliev

Class information

Location:

Time:


Office hour: Upon appointment


course unit

Course Description

The purpose of this course is training of future business managers design

thinking - creative to approach to business. In the course of training students

realize a difference between analytical thinking and design thinking, and, above

all – their excellent roles and places in development of the company. They will

understand that the main components of design thinking are team work,

orientation to people, curiosity and optimism – the methodology which is often

used for search of new solutions of the existing problems.


After completing Design Thinking course, students should be able to:

distinguish process of design thinking;

apply creative methods to business;

combine tools of design thinking and specific features of personnel;

assess the development of design thinking: from training to

organizational application

connect designing and engineering activities



requisites COM 1101




reading

1. Hasso Plattner, Christoph Meinel, Larry Leifer. Design Thinking

Research. Springer, 1st ed.,2016

2. Gavin Ambrose, Paul Harris. Basics Design: Design Thinking. . Ava

Publishing, 1st edition, 200 p.

3. Jeanne Liedtka, Tim Ogilvie. Designing for Growth: A Design Thinking

Tool Kit for Managers. Columbia University Press, 2011, 248 p.



Classroom lecturing, assignment, discussion sessions, presentation.



Course contents:

1. Introduction – Design Thinking Is Mainly About Building Innovators

Article: Design Thinking: Get a Quick Overview of the History (Interaction Design

Foundation, December 2017);

pp. 1-15 [1]

2. Empathy via Design Thinking: Creation of Sense and Knowledge

Article: The Science of Decision-Making: 5 Surprising Ways We Make Life

pp. 15-29 [1]


https://www.amazon.co.uk/Gavin-Ambrose/e/B001K76F24/ref=dp_byline_cont_book_1

https://www.amazon.co.uk/s/ref=dp_byline_sr_book_2?ie=UTF8&text=Paul+Harris&search-alias=books-uk&field-author=Paul+Harris&sort=relevancerank

https://www.amazon.com/Jeanne-Liedtka/e/B001JSCC3A/ref=dp_byline_cont_ebooks_1

https://www.amazon.com/Tim-Ogilvie/e/B0054R7JSA/ref=dp_byline_cont_ebooks_2

Choices

(Medical Daily, June 2015);

3. Developing Novel Methods to Assess Long-Term Sustainability of Creative

Capacity Building and Applied Creativity


pp. 29-41 [1]

4. The Personal Trait Myth: A Comparative Analysis of the Innovation Impact of

Design Thinking Tools and Personal Traits

Article: Better Brainstorming

pp. 41-59 [1]

5. Theaters of Alternative Industry: Hobbyist Repair Collectives and the Legacy of the

1960s American Counterculture

pp. 59-73 [1]

6. Assessing the Development of Design Thinking: From Training to Organizational

Application

Case study, Team work

pp. 73-87 [1]

7. TeamSense: Prototyping Modular Electronics Sensor Systems for Team Biometrics


pp. 87-101 [1]

8. Midterm Exam

9. Tele-Board MED: Supporting Twenty-First Century Medicine for Mutual Benefit

pp. 101-131 [1]

10. Peer and Self Assessment in Massive Online Classes


pp. 131-169 [1]

11. Tagging User Research Data: How to Support the Synthesis of Information in

Design Teams

Group Discussion

pp. 169-195 [2]

12. Embodied Design Improvisation: A Method to Make Tacit Design Knowledge

Explicit and Usable

pp. 195-211 [1]

13. Connecting Designing and Engineering Activities II

Design thinking in public engagement: two case studies

pp. 211-241 [1]

14. How Cost Reduction in Recovery Improves Performance in Program Design Tasks


pp. 241-263 [1]

15. DT@Scrum: Integrating Design Thinking with Software Development Processes

pp. 263-286 [1]

FINAL EXAM

Course workload

Activities Number Duration (hour) Total Workload (hour)




Midterm Exam 1 3 3

Paper/Project (including preparation and presentation) 2 8 16

Homework 3 8 24


Final Exam 1 3 3

Total Workload 189




BA PROGRAMS

SYLLABUS

Course unit title PROJECT MANAGEMENT



Level of course unit Second cycle Masters

Year of study First year

Semester when the course unit is

delivered

1st semester


allocated

6

Name of lecturer Habiba Hajiyeva

Class information

Time:


Office hours: Upon appontment

Learning outcomes of the course

unit

Course Description

This course provides a systematic and thorough introduction to all aspects of project

management. Projects are an increasingly important aspect of modern business, so

we begin with the relation between projects and the strategic goals of the

organization. We move on to discuss the technical, cultural, and interpersonal skills

necessary too successfully manage projects from start to finish. The course

emphasizes that project management is a professional discipline with its own tools,

body of knowledge and skills. Concepts are reinforced by case studies covering a

wide variety of project types and industries.

The course covers both the managerial and technical skills required to plan projects,

acquire the necessary resources, and lead project teams to successful completion.

Topics include the strategic role of projects in contemporary organizations; dealing

with stakeholders, such as customers, vendors, and subcontractors; organizational

cultures; and the technical management tools (scope, WBS, network diagrams,

estimating schedules and costs, risks, and earned value).

Learning Objectives of the Course

This course encloses several objectives:

Developing the student’s project management skills through greater

theoretical understanding and practical application of the project

management principles;

Identifying the essential skills required to be an excellent project manager

Analyzing the main factors influencing project management outcome

Learning Outcomes of the course

Contribute to the development, implementation, and evaluation of employee

recruitment, selection, and retention plans and processes.

Administer and contribute to the design and evaluation of the performance

management program.



Facilitate and support effective employee and labour relations in both non-

union and union environments.









Present and evaluate communication messages and processes related to the

human resources function of the organization.

Manage own professional development and provide leadership to others in

the achievement of ongoing competence in human resources professional

practice.






Prerequisites and co-requisites STAT 1101



NA


reading

The Textbook:

1. Eric W. Larson and Clifford F. Gray, Project Management- the managerial

process, Mc. Graw Hill Irwin 7th , 2018.

Recommended reading:

1. Making Things Happen: Mastering Project Management by Scott Berkun

2. Project Management- A managerial approach (7th edition - 2009) written

by Jack R. Meredith and Samuel J. Mantel, Jr. and published by John Wiley

and Sons.

This course requires active attention and participation. Course reading is composed

of articles, as well as book chapters. Additional information will be distributed either

electronically or delivered in printed forms.Additional information will be

distributed either electronically or delivered in printed forms.

Planned learning activities and

teaching methods

Classroom lecturing, assignments, discussion sessions, presentation, quizzes, case

studies.


Work placement NA

Course contents:

1 Project management overview

Briefly describing the societal forces that have contributed to the need for project

management

Describing the lifecycle of a project in terms of the degree of project completion,

required effort

Describing the limitations of project management

Lab: Defining project management and describe its role. Instructions-Software commands for

Excel.

Chapter 1

(p.2-11)

[1]

2 Projects in business environment

Explaining main characteristics of a project in business environment

Describing the advantages and disadvantages of project management

Lab. Explain the importance of viewing project management from a strategic perspective and

share Using Microsoft Excel

Chapter 1

(p.11-25 )

[1]

3 Projects definition

Explaining main characteristics of a project

Describing the advantages and disadvantages of project management

Lab. Determining the processes of project management within organizational behavior context

using Microsoft Excel

Chapter 4

(p.100-121)

[1]

4 Estimates

Explaining criteria Project Selection Models and the nature of project selection models

Lab. Mini-Quiz; Evaluation of Project using Excel

Chapter 5

(p.128-157)

[1]

5 Project planning

Explaining initial project coordination and systems integration

Sorting out the project

Explaining the work breakdown structure and linear responsibility charts

Lab. Determining the processes of project management within organizational behavior context

using Microsoft Excel

Chapter 6

(p.162-189)

[1]

6 Managing risk

Risk management process explanation

Lab. Simulating and describing Project Management Analysis and Decision-Making using

Microsoft Excel.

Chapter 7

(p.206-240)

[1]

7 Project execution

Scheduling resources and costs

Lab. Simulating and describing Project Management Analysis and Decision-Making using

Microsoft Excel.

Chapter 8

(p.250-303)

[1]

8 Midterm Exam

9 Reducing project duration

Practical considerations

Lab. Describing the interface for project management tools.

Chapter 9

(p304-323)

[1]

10 Leadership in Projects

Describing multicultural communications and managerial behavior

Human factors and the project team

Lab. Explaining project management approaches. Executing an effective project plan using

Microsoft Excel.

Chapter 10

(p.338-362)

[1]

11 Outsourcing

• Managing interorganizational relations

Lab. Explaining project management tools of Microsoft Project.

Chapter 12

(p.418-451)

[1]

12 Project monitoring and control

Explaining the planning, monitoring and controlling cycle

Describing computerized Project Management Information Systems

Lab. Explaining project management tools for drawing Network diagrams on Microsoft Project.

Chapter 13

(p.458-511)

[1]

13 Project closure and audit

Describing the project audit and project audit life cycle

Lab. Explaining project management tools of Microsoft Project to draw Gantt Charts.

Chapter 14

(p.514-541)

[1]

14 International projects

Cross-cultural considerations

Lab. Mini quiz: using Microsoft Excel to draw Gantt Charts.

Chapter 15

(p.544-571)

[1]

15 The final report – A project presentation by groups

• Describing the final report

• Explaining a project history

e-samples

and

additional

materials

FINAL EXAM

Course workload


(hour)

Total Workload

(hour)




Midterm Exam 1 3 3


presentation) 2 8

16

Homework 10 3 30


Final Exam 1 3 3

Total Workload 190




BA PROGRAMS

SYLLABUS

Course unit title DECISION MAKING UNDER RISK AND UNCERTAINTY



Level of course

unit

Second cycle Master


Semester/trimester

when the course

unit is delivered

2nd Semester

Number of ECTS

credits allocated

6

Name of lecturers Coordinator: Khatira J. Dovlatova

Class information Location: Room: 2

Time: Monday

Office hours: by appointment


Learning outcomes

of the course unit

Course description:

This course introduces students to the theory of economic decision-making under risk and

uncertainty. Particular emphasis will be placed on developing and applying alternative

theories of decision-making to insurance markets, financial markets, and the negotiation of

contracts.

This course is designed to introduce students to the economic analysis of risk and uncertainty.

Many of the most important economic decisions must be made in the presence of risk or

uncertainty. As such, a better understanding of how decisions are (or should be) made in

these situations is critical for students in fields such as economics, business, marketing, and

law. At the end of this course, the student will be able to (1) explain the formal theoretical

models of decision making under uncertainty; (2) critically evaluate decision theory and the

implications of risk and uncertainty; and (3) apply the theories of decision making to explain

and predict behavior in settings where risk and uncertainty are most prevalent.

The course will include three broad learning modules. We will first develop the classical

theory of decision making – the theory of Expected Utility. Second, we will explore

theoretical, empirical, and experimental evidence in support of and in opposition to the

classical theory, and discuss some of the prominent alternative theories. In the third module,

we will study several applications of the different theories to situations characterized by risk

or uncertainty, including insurance markets, portfolio choice, and asset pricing.

Course Objective:

1. To introduce students to importance and main concepts of decision analysis.

2. To study strategic advantages of using decision analysis in business

3. To study the basics of decision making under uncertainty and risk.

4. To study the basics of decision making imperfect information.

5. To study how to use software for decision making and conduct analysis of the

results

Learning Objectives:

1. Analyze a business decision situation to formulate a problem of decision

making defining alternatives, states of nature, payoffs and utilities

2. Choose the appropriate Expected utility model for solving the formulated

problem.

3. Solve the formulated problem and interpret the results

4. Estimation Risk Preferences

5. Compute the value of perfect information

6. Revise prior probabilities using Bayes’ theorem, introduce the revised

probabilities into a decision tree

7. Find and calculate alternative models of Decision Making under uncertainty

[email protected]

8. Justify the choice of criteria and relative importance of each criteria

9. Solve the problem and interpret the results

10. Study the basics of processing interval-valued and fuzzy information.

11. Apply the methods of decision making under interval-valued and fuzzy

information

Learning Outcomes:

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

Understand what types of problems can be addressed by decision analysis and what

types – not

Determine alternatives, objectives, attributes, the type of decision relevant

information, outcomes, trade-offs in real-world problems

Apply the studied concepts such as expected utility, risk attitudes, value of

information, tradeoffs between conflicting attributes to compare alternative decision

strategies.

Represent a decision problem schematically and formulate mathematically

Determine the optimal decisions mathematically

Interpret results of decision analysis and explain them to managers and non-

specialists.


Prerequisites and

co-requisites

STAT 1101, MGT 1101

Recommended

optional

programme

components

-

Recommended or

required reading

The Textbook:

1) Anderson, D. R., Sweeney, D. J., Williams, T. A., Camm , J. D., Martin, R. K.

An Introduction to Management Science: Quantitative Approaches to Decision Making,

South, Western Publishing,14th Edition, 896 p., 2015

2) Meredith, J., Shafer, S., Turban, E. Quantitative Business Modeling.

South-Western College Publishing, 1st Edition, 496 p., 2002

3) Lu, J., Zhang, G., Ruan, D., Wu, F. Multi-Objective Group Decision Making:Methods,

Software and Applications with Fuzzy Set Techniques. London, World Scientific, 505p.,

2007

4) Eeckhoudt, L., Gollier, C. Schlesinger H.. Economic and Financial Decisions under Risk,

New Jersey, Princeton University Press, 238 p., 2005

5) Bikbcbandani, S., Hirsbleifer, J., Riley J. G. The Analytics of Uncertainty and

Information, Los Angeles, 2nd Edition, Cambridge University Press, 493 p. 2013

6) Aliev, R. A. and Huseynov O.H. Decision theory with imperfect information. New Jersey,

London, Singapure: World Scientific, 444 p.,2014

Preference Toward Risk, Risk Premium, Indifference Curves, and Reducing Risk.

Course reading is mainly composed of book chapters and articles. Additional information

will be distributed either electronically or delivered in printed forms.

Planned learning

activities and

teaching methods

Lectures, class discussions (case study discussions and brainstorming), reading material

from textbook, course papers, exams.

Language of

instruction

English

Work placement(s)

-

Course contents

Unit 1: Decision Making under uncertainty

Unit 2: Decision Making under Risk

Unit 3: Decision Making problems in different situations characterized by risk or uncertainty,

including insurance markets, portfolio choice and asset pricing.

Detailed contents

Course details

1. Introduction.

Modeling uncertainty. Basics of probability.

Probabilistic uncertainty: objective and subjective

Possibilistic uncertainty

Expected Value

Expected Return

Standart Deviation

Solving Expected Value

and Expected Return

analyse problems in MS

Excel

2.

Choice, Preferences and Utility function in Decision Making

Chapter 13 [1]

Chapter 5 [2]

Solving problems by

using criteria for decision

making under uncertainty

in MS Excel

(Chapter 13[2],

Chapter 5[2] p.224)

3.

Expected utility theory

Expected utility theory for decisions under risk

Chapter 5 [2]

Solving decision

problems in MS Excel

(Chapter 5 [2])

4.

Expected utility theory and risk attitudes

Risk Aversion and Risk seeking

Chapter 5 [2]

Solving problems by

using criteria for decision

making under uncertainty

in MS Excel

(Chapter 5 [2], p.237)

5.

Evidence on expected utility theory

Paradoxes of decisions under riks (Allais Paradox)

Paradoxes of decisions under uncertainty (Ellsberq

Paradox)

Chapter 1 (p. 25-31)[6]

Solving decision


6.

Linear Programming application

• Linear programming problem.

• Sensitivity Analysis and Interpretation of Solution

Solving single objective

linear programming

problems by using Solver

add-in in MS Excel

(chapter 4 [1], chapter

4[2], pp. 165, 177)

Sensitivity analysis by

using Solver add-in in

MS Excel (chapter 3[1],

chapter 4 [2], pp. 189-

196

7.

Alternative models of Decision Making under Risk and

Uncertainty

Multiple priors models

Maxmin Expected Utility

α-Maxmin Expected Utility model

Chapter 1[6] (p. 25-31)

Solving decision


8. MIDTERM EXAM

9.

Alternative models of Decision Making under Risk and

Uncertainty

Prospect theory (PT)

Cumulative prospect theory (CPT)

Chapter 1[6]

(p. 13-18, 21-25)

Solving decision


10. Decision Making in insurance markets Chapter 1 [6]

Efficient insurance decision making by using PT (Health

Insurance Choice and Risk Preferences under Cumulative

Prospect Theory)

(p. 13-18, 21-25)

Solving decision


11. Portfolio choice problems

Initial wealth allocation problem solving by using CPT

Solving decision


12.

Multi-attribute Decision Making problem

• Simple Average Weighting solution method

Car selection example.

Solving decision


13.

Decision Making in Financial markets(in investment) by using

interval computation

• Interval probability

Superiority of intervals

Chapter 4[4]

Chapter 3[6]

Solving investment

problem under interval

information in MS Excel

14. Decision Making under Environmental Risk with AHP

method

Chapter 14[1]

Chapter 2[7]

Solving multiattribute

decision problems in MS

Excel

(Chapter 2[7], p.34)

15. Experimental Research and decision risk analysis for an interval

TOPSIS method

Chapter 2 [7]

Solving multiattribute

decision problems in MS

Excel. Car example.

FINAL EXAM

Course workload


(hour)

Total Workload

(hour)




Midterm Exam 1 3 3


presentation) 2 20

20

Homework 3 4 12


Final Exam 1 3 3

Total Workload 185




BA PROGRAMS

SYLLABUS

Course unit title ORGANIZATIONAL LEADERSHIP






unit is delivered

2nd Semester


allocated

6

Name of lecturers Farida Huseynova

Class information

Location: Room 3

Time: Thursday 18.30- 21.00

Office hours: at any time according to student’s appointment



course unit

Course Description

This course was developed from an “Active and Collaborative Learning”

perspective. The active learning approach is based on collaborative, inquiry-

based, student–centered approach to teaching, in which students are actively

involved in their own knowledge acquisition.

We are experiencing a paradigm shift in teaching and learning. Strategies for

effective learning are complex and bring into play many factors from the age

of the learner, prior experiences, learning styles, the medium of instruction,

cognitive development, and cultural influences.

Many factors drive curriculum and delivery designs. In order to be an effective

educator, one must be able to link the theories behind the strategies using

evidence-based practice in order to maximize their effectiveness.

Learning outcomes of the course:

The student will be able to:

1. demonstrate an understanding of and apply such personal management

skills as developing self awareness, managing stress and solving

problems.

2. demonstrate an understanding of and apply such interpersonal

management skills as communication, both oral and written, gaining

power and exerting influence, motivation, and managing conflict.

3. demonstrate an understanding of and apply such group management skills

as empowerment, delegation, managing change and team building.

4. practice and integrate the above skills through using case studies and

experiential exercises and activities, with an emphasis on interpersonal

interaction



requisites

MGT 1102, COM 1101



NA


reading Textbooks:

1. Stephen P. Robbins, Timothy A. Organizational Behavior, Judge, 14th

edition ,2010

2. Robert N. Lussier, Christopher F. Achua. Leadership: Theory,

Application, & Skill Development 6th Edition., Cengage Learning,

2015.

Additional materials for class discussions and lectures related to the theme will

be distributed in class






performance



Course contents:

1 Introduction to organizational leadership

Define leadership and their role in organizations

Effective versus Successful Managerial Activities

(Case analyses, team work)

ch 1[1]

ch 2[1]

ch1[2]

2

Trait Approach

Skills Approach


ch 5[1]

ch 3[1]

3 Behavioral Approach


4 Situational Approach


ch 4[1]

5 Path-Goal Theory


6

Leader-Member Exchange Theory


ch 7[1]

7 Transformational Leadership

(Case analyses, an individual and team work)

Quiz

ch6 [1]

8 Midterm exam Ch.1-7

9 Transformational Leadership (Cont’d)


ch 6 [1]

10 Authentic Leadership

(Case analyses, group work)

ch 9 [1]

11 Servant Leadership


ch 10 [1]

12 Leadership Ethics


ch 11[1]

13

Team Leadership


Quiz

ch 12 [1]

14 Gender and Leadership


ch 13 [1]

15 Culture and Leadership ch 14 [1]

FINAL EXAM ch 9-14

Course Workload

https://www.google.az/search?tbo=p&tbm=bks&q=inauthor:%22Robert+N.+Lussier%22

https://www.google.az/search?tbo=p&tbm=bks&q=inauthor:%22Christopher+F.+Achua%22


(hour)

Total Workload

(hour)




Midterm Exam 1 3 3


presentation) 1 12

12

Homework 3 3 9


Final Exam 1 3 3

Total Workload 189




BA PROGRAMS/ MS

SYLLABUS

Course unit title Empiricism in Enterprises




Year of study 2nd year


unit is delivered

3rd semester


allocated

6


Class information


Time: Day of Week

Office hours: Upon appointment.



course unit

Course Description

The Course contains a philosophical theory - empiricism attempts to explain how

humans acquire knowledge and conceptual understanding. In science, empiricism

heavily emphasizes the use of experiments to collect evidence so that theories are

applied to real world observations and recorded as empirical data. Empiricism is

an important concept in IT as well. In areas including software development, data

analytics and project management, empiricism is an evidence-based approach that

relies on real-world data, metrics and results rather than theories and concepts.

Course Objectives

This course is designed to introduce students to the economic analysis of risk and

uncertainty. Many of the most important economic decisions must be made in the

presence of risk or uncertainty. As such, a better understanding of how decisions

are (or should be) made in these situations is critical for students in fields such as

economics, business, marketing, and law.


1. Apply the fundamental principles of ethical conduct and governance to

enterprise decision making, and explain the relationship between the two

2. Describe and critique the legal duties of directors and officers, and the

consequences of breaching them

3. Explain and evaluate member rights and remedies



requisites

STAT 1101, BUS 1101, MGT 1101



-


reading

The Textbook : 1. Jan A. P. Hoogervorst, Foundations of Enterprise Governance and Enterprise

Engineering: Presenting the Employee-Centric Theory of Organization (The

Enterprise Engineering Series), Springer, 2018








Course contents:

1 The Importance of Foundational Insights for Enterprises

Society of Enterprises

Defining the Notion of Enterprise

Operational and Governance Competence

Social enterprise challenges: case study

Chapter 1.1

Chapter 1.2

Chapter 1.3[1]

2 IT Governance and Business, IT Alignment

Corporate Governance and the Issue of Compliance

The Close Relationship between Enterprise Governance and Enterprise Engineering

Case analysis - Nokia case

Chapter 1.4

Chapter 1.5

Chapter 1.6[1]

3 In Search of a Sound Theoretical Approach

Foundational Sciences and as the Basis for Design Science

Foundations for Understanding and Designing Enterprises

A Case Study on Design Science Research

Chapter 1.7

Chapter 1.8[1]

4 Philosophical Foundation

Traditional Viewpoints in Western Philosophy

Empiricism: Sensory Enterprises as the Sought Basis for Knowledge

Case analysis

Chapter 2.1

Chapter 2.2[1]

5 The Troublesome Quest for Certainty

Opposing Scientism: The Focus on Human Existence

Modern Science’s Dramatic Shift and Regaining Human Experiences

Case analysis

Chapter 2.3

Chapter 2.4[1]

6 Philosophy of Language

Core Aspects of Eastern Philosophy

Views on Knowledge and Social Relationships

Chapter 2.5

Chapter 2.6[1]

7 Implications of the Philosophical Foundation for Enterprise

Governance and Enterprise Engineering

Chapter 2.7[1]

8 MIDTERM EXAM

9 Ontological Foundation

Prologue to Sociological Theories

Positivist Paradigm

Case analysis

Chapter 3.1

Chapter 3.2

Chapter 3.3[1]

10 Interpretive Paradigm and Symbolic Interactionism

The Critical Paradigm Social Conflict Theory

Origin and Descriptions of Culture

Chapter 3.4

Chapter 3.5

Chapter 3.6[1]

11 Society and the Social Organization

Emergence: The Manifestation of the Unknown

Morphogenic Conceptual Model of Society

Chapter 3.7

Chapter 3.8

Chapter 3.9[1]

12 Organization Theory: A First Orientation

Classical Organization Theories

Neoclassical Organization Theories

Modern Organization Theories

Chapter 3.10

Chapter 3.11

Chapter 3.12

Chapter 3.13

Chapter 3.14[1]

Postmodern Organization Theories

Case analysis

13 Enterprise Conceptual Model

Different Enterprise Conceptual Models

Implications on the Ontological Foundation for Enterprise Governance and

Enterprise Engineering

Case analysis

Chapter 3.15

Chapter 3.16[1]

14 Perspectives on Enterprises

Employee Involvement Empirical Considerations

Enterprise Change and Strategy Development

Case analysis

Chapter 4.1

Chapter 4.2

Chapter 4.3

Chapter 4.4[1]

15 Employee Involvement Theoretical Considerations

Components of the Enterprise Conceptual Model

Enterprise Structures and Systems

Case analysis

Chapter 4.5

Chapter 4.6 [1]

FINAL EXAM

Course Workload


(hour)

Total Workload

(hour)




Midterm Exam 1 3 3



Homework 3 6 18


Final Exam 1 3 3

Total Workload 205




BA PROGRAMS

SYLLABUS

Course unit title Management update: Digital Change



Level of course unit 3rd cycle Master



unit is delivered

3rd Semester


allocated

6

Name of lecturer Vagif Salimov

Class information

Location: Room: 5

Time: Friday




course unit

Course Description

This course covers issues relating to the management of information and

communication technology (ICT), important ICT infrastructure and systems, ICT

strategic planning and the governance of ICT. Students will critically analyze and

present ICT management issues in class.

Upon successful completion of the requirements for this course, students will be able

to:

1.Identify how Digital Transformation impacts corporate strategies (Remember &

Ask);

2.Classify different forms of Digital Disruption (Understand & Ask);

3.Choose appropriate concepts and theories for developing business models (Apply &

Acquire);

4. Gauge the role information technology and the World Wide Web play in

transforming business models and recognize its social and ethical implications

(Analyze & Appraise);

5. Compare all types of relevant evidence towards finding an appropriate business

model on the Web for a disrupted organization (Evaluate & Aggregate);

6.Design an appropriate business model for an organization that addresses the

disrupted environment and design the change process required to arrive at the new

business model (Create & Assess).



requisites

BUS 1101




Ms Excel , Ms Access


reading

The Textbooks:

1. Efraim Turban, Linda Volonino and Gregory R. Wood Pub. “Information

Technology for Management: Advancing Sustainable, Profitable Business

Growth”, 9th edition, January 14, 2013;

2. Turban, Leidner, McLean, Wetherb Information Technology for

Management: Transforming Organizations in the Digital Economy, 5th,7th

3. Joe Tidd, John Bessant “Managing Innovation: Integrating Technological,

Market and Organizational Change, 5th Edition”

4. K.C.Laudon, J.P.Laudon. Management Information Systems. 10th

Edition





Interactive lectures, class discussions + slides + lab + video lectures


Course contents:

1

ICT and its influence on Strategy

Digital innovations review

Digital Economy

Chapter 1 [2],[4]

2

.Digital Transformation

Digital transformation in marketing

Digital transformation in finance

Digital transformation in other area

Chapter 2 [2],[4]

3

Big Data Analytics

Introduction to Database

Introduction to Data Warehouse

Introduction to Data mining

Business data analysis in Ms Excel and Ms Access

Lab: Business intelligence and data mining

Chapter 10,7[2],[4]

4

Pay as you go ICT

Principles, Technologies

Applications for Business

Lab work

Internet resources

5

Analyzing your business model

Competitive models

Business Models, Business Strategy and Innovation

Lab: Business Model Innovation

Chapter 12,3 [2],[4]

6

Re-engineering your business model

Re-engineering models

Approaches to re-engineering

Chapter 9 [2],[4]

7

Digital Business Models -Part I: Traditional e-

Commerce

Basic models of E-business

Basic models of E-commerce

Lab: E-commerce models

Chapter 4,4 [2],[4]

8 MIDTERM EXAM

9

Digital Business Models -Part II: Mass Mobile

Customization

Mobile communication

Mobile business

Chapter 4,4 [2],[4]

10

Strategic Technology and Enterprise Systems

ERP

CRM

SCM

Chapter 7,4 [2],[4]

11

The Internet of Everywhere and its boundaries

History

Basic terms

Infrastructure, hardware, software

Chapter 8 [2]

12

Information systems security

Threats , security problems

Security management

Chapter 15 [2]

13

Implementing Cloud information systems

Introduction to cloud technologies

Google docs, applications

Lab: Laboratory Information System

Internet resources

14

Building informations systems

Information system development life cycle

Spectrum of organizational changes

Chapter 10 [4]

15 The Future of X Internet resources

FINAL EXAM

Course Workload

Activities Number Duration (hour) Total Workload (hour)




Midterm Exam 1 3 3

Paper/Project (including preparation and presentation) 2 5 10

Homework 6 2 12


Final Exam 1 3 3

Total Workload 192




BA PROGRAMS

SYLLABUS

Course unit title Integrated Quality and Personnel Management



Level of course unit 2nd cycle Master



unit is delivered

3rd semester


allocated

6


Class information


Time:

Office hours: upon appointment



course unit

Course Description

This course explores the management of quality and personnel in an overview

perspective. Topics covered are: payroll, compensation and benefits, staffing,

training and development, performance appraisals, organizational

management, policy, and maintaining effective relationships with employees.

Students will be exposed to the dynamics of how the human resource

department and the company strategically work together to balance employee

morale and return on investment. Thought provoking questions will initiate a

well-rounded learning experience of HRM and the effects on business

operations.

Course Objectives

People (human resources) are viewed by most experts as the most important asset

of any organization. Managing an organization’s people is often the most

challenging and complex task required of a manager. It is also the responsibility,

if executed well, that permits a person to rise to the senior level of management,

or prevents a manager from rising to the senior level if done

poorly.

The objective of the course is to teach the basic principles of strategic human

resource management—how an organization acquires, rewards, motivates, uses,

and generally manages its people effectively. In addition to providing a basic legal

and conceptual framework for managers, the course will introduce the manager

to practices and techniques for evaluating performance, structuring teams,

coaching and mentoring people, and performing the wide range of other people

related duties of a manager in today’s increasingly complex workplace.


On successful completion of this module, the learner will be able to:

Contribute to the development, implementation, and evaluation of

employee recruitment, selection, and retention plans and processes.

Administer and contribute to the design and evaluation of the

performance management program.



Facilitate and support effective employee and labour relations in both

non-union and union environments.









Present and evaluate communication messages and processes related to

the human resources function of the organization.

Manage own professional development and provide leadership to others

in the achievement of ongoing competence in human resources

professional practice.





Mode of delivery (face-to-

face, distance learning)

Face-to-face


requisites

MGT 1102



Microsoft Office


reading

Textbooks:

1. D.R. Kiran. Total Quality Management: Key Concepts and Case

Studies. Butterworth-Heinemann; 1st edition, 2016.

2. K Aswathappa. Human Resource and Personnel Management.

New Delhi : Tata McGraw-Hill, 2005








Course contents:

1 Total Quality Management: An Overview

Quality Definitions

Changing Criteria of Quality

The Five Approaches to Quality

Case Application and Practice – The CEO of a small manufacturing firm of about

250 employees

Chapter 1 [1]

2

Leadership and TQM

Scientific Management

Warren Bennis Principles of Great Teams

The Seven Habits of Highly Effective Leaders

Case Application and Practice – Harley Davidson motocycles

Chapter 4 [1]

Chapter 5 [1]

3 Cost of Quality

Organization for TQM

Quality Conformance Level

Principles of Organization

Case Application and Practice – Midcom is considered to be number one in the

world in the production of telecommunications transformers

Chapter 8 [1]

Chapter 9 [1]

4 Customer Satisfaction

Total Employee Involvement

Factors for Establishing Loyal Customers

Forms of Recognition and Rewards

Case Study: Beating the Market with Customer Satisfaction

Chapter 10 [1]

Chapter 11 [1]

5 Total Productive Maintenance

Quality Awards

The Seven Types of Abnormalities

International Quality Awards

Case Studies of Best Practice Around The Country

Chapter 13 [1]

Chapter 14 [1]

6 Quality Circles

Process Capability

Ten Conditions for Successful Quality Circles

Process Capability

Case Study - Impact of Quality Circle

Chapter 15 [1]

Chapter 18 [1]

7 Explanation of the 5Ss

Six Sigma

9-Step Procedure for Implementing 5S

Methodologies for Six Sigma

A Multiple Case Study Analysis of Six Sigma Practices

Chapter 23 [1]

Chapter 24 [1]

8 MIDTERM EXAM

9 Nature and Scope of Human Resource Management

Environment of Human Resource Management

Organization of HR Department

HRM and Environment Scanning

Case Study - 7 Human Resource Best Practices

Chapter 1 [2]

Chapter 2 [2]

10 Strategic Human Resource Management

Human Resource Planning

Nature of Strategies and Strategic Management

The Planning Process

Case Study - From HRM Strategy to Strategic People Management

Chapter 3 [2]

Chapter 4 [2]

11 Job Analysis and Design

Recruitment

Selection

Orientation and Placement

Case Study of Job Analysis and its Positive Impact on Behavioral Structured

Interview

Chapter 5 [2]

Chapter 6 [2]

Chapter 7 [2]

Chapter 8 [2]

12 Training and Development

Performance, Appraisal and Job Evaluation

Employee Remuneration

İncentive Payments

Case Study - Compensation Standards & Practices

Chapter 9 [2]

Chapter 10 [2]

Chapter 11 [2]

Chapter 12 [2]

13 Employee Benefits and Services

Basic Motivation Concepts

Participative Management

Employee Communication

Case Study - Employee Engagement and Motivation

Chapter 13 [2]

Chapter 15 [2]

Chapter 17 [2]

Chapter 18 [2]

14 Employee Welfare

Safety and Health

Trade Unions

Chapter 19 [2]

Chapter 20 [2]

Chapter 23 [2]

Chapter 24 [2]

Disputes and Their Resolution

Case Study – Employee Benefits and Executive Compensation

15 Ethical Issues in Human Resource Management

Human Resource Audit

Challenges of Human Resource Management

International Human Resource Management

Case Study - Advance Ethical Practices in Human Resource Management

Chapter 25 [2]

Chapter 26 [2]

Chapter 27 [2]

Chapter 28 [2]

FINAL EXAM

Course Workload


(hour)

Total Workload

(hour)




Midterm Exam 1 3 3



Homework 3 3 9


Final Exam 1 3 3

Total Workload 187




BA PROGRAMS

SYLLABUS

Course unit title CORPORATE STRATEGIC MANAGEMENT



Level of course unit 2nd cycle Master



unit is delivered

4th semester


allocated

6


Class information


Time: Day of Week




course unit

Course Description

Strategic-management process can be described as an objective, logical,

systematic approach for making major decisions in an organization. It attempts

to organize qualitative and quantitative information in a way that allows

effective decisions to be made under conditions of uncertainty. Yet, strategic

management is not a pure science that lends itself to a nice, neat, onetwo-three

approach.

Based on past experiences, judgment, and feelings, intuition is essential to

making good strategic decisions. Intuition is particularly useful for making

decisions in situations of great uncertainty or little precedent. Although some

organizations today may survive and prosper because they have intuitive

geniuses managing them, most are not so fortunate. Most organizations can

benefit from strategic management, which is based upon integrating intuition

and analysis in decision making. Choosing an intuitive or analytic approach to

decision making is not an either-or proposition. Managers at all levels in an

organization inject their intuition and judgment into strategic-management

analyses. Analytical thinking and intuitive thinking complement each other

Course Objectives

Strategic management can be defined as the art and science of formulating,

implementing, and evaluating cross-functional decisions that enable an

organization to achieve its objectives. As this definition implies, strategic

management focuses on integrating management, marketing,

finance/accounting, production/operations, research and development, and

computer information systems to achieve organizational success.


Upon completion of the course, the student will be able to demonstrate

knowledge of the following topics:

1. analyse strategic macro environmental issues;

2. analyse industry factors, and identify their impact on profitability and

strategic positioning;

3. assess organisational performance;

4. identify strategic capabilities and gaps;

5. assess and evaluate SBU strategies; and

6. analyse and implement strategy at the single business unit level.

Mode of delivery) Face-to-face


requisites

MGT 2101, BUS 2101



Microsoft Office


reading

The Textbook :

1. Gerry Johnson, Kevan Scholes, Richard Wittington. Exploring Corporate

Strategy, Pearson, Eighths Edition 2008.



printed forms.






Course contents:

1 Introducing Strategy

The characteristics of strategic decisions

Strategic management

Strategy as a subject of study

Chapter 1

(pp 2-26) [1]

2 The Environment

The macro-environment

Industries and sector

Competitors and market

The PESTEL framework

Case example: Global forces and the European brewing industry

Chapter 2

(pp 53-91) [1]

3 Strategic Capability

Foundations of strategic capability

Capabilities for achieving and sustaining competitive advantage

Organizational knowledge

Managing strategic capability

Case example: Making eBay work

Chapter 3

(pp 93-131)

[1]

4 Strategic Purpose

Corporate governance

Business ethics and social responsibility

Stakeholder expectations

Organizational purposes: values, mission, vision and objectives

Case example: Product Red and Gap

Chapter 4

(pp 133-177)

[1]

5 Culture and Strategy

Strategic drift

What is culture and why is it important?

Managing in an historic and cultural context

Case example: Marks & Spencer (A)

Chapter 5

(pp 178-211)

[1]

6 Business-Level Strategy

Identifying strategic business units

Bases of competitive advantage: the ‘strategy clock’

Sustaining competitive advantage

Competitive strategy in hypercompetitive conditions

Case example: Madonna: still the reigning queen of pop?

Chapter 6

(pp 212-254)

[1]

7 Directions and Corporate-Level Strategy

Strategic directions

Reasons for diversification

Value creation and the corporate parent

Portfolio matrices

Case example: The Virgin Group

Chapter 7

(pp 213-292)

[1]

8 MIDTERM EXAM

9 International Strategy

Internationalization drivers

National and international sources of advantage

International strategies

Internationalisation and performance

Case example: Lenovo Computers: East meets West

Chapter 8

(pp 293-322)

[1]

10 Innovation and Entrepreneurship

Innovation diffusion

Entrepreneurship and relationships

Innovators and followers

Case example: Skype: innovators and entrepreneurs

Chapter 9

(pp 323-354)

[1]

11 Strategy Methods and Evaluation

Methods of pursuing strategies

Strategy evaluation

Evaluation criteria: three qualifications

Case example: Tesco conquers the world?

Chapter 10

(pp 355-391)

[1]

12 Strategy Development Processes

Intended strategy development

Emergent strategy development

Challenges for managing strategy development

Case example: Strategy development at Intel

Chapter 11

(pp 392-432)

[1]

13 Organizing for Success

Structural types

Processes

Relationships

Case example: Hurricane Katrina: human-made disaster?

Chapter 12

(pp 433-472)

[1]

14 Resourcing Strategies

Managing people

Managing information

Managing Strategic Change

Managing strategic change programs

Case example: Video games

Case example: Managing change at Faslane

Chap-s 13-14

(pp 473-556)

[1]

15 The Practice of Strategy

The strategists

Strategy analysis

Strategy methodologies

Case example: Ray Ozzie, software strategist

Chapter 15

(pp 557-593)

[1]

FINAL EXAM

Workload calculation


(hour)

Total Workload

(hour)




Midterm Exam 1 3 3



Homework 3 6 18


Final Exam 1 3 3

Total Workload 183




BA PROGRAMS

SYLLABUS

Course unit title Organization Consulting: Basics & Tools


Type of course unit Elective

Level of course unit Second cycle

Year of study 1st-2nd year


unit is delivered

2nd-3rd semester


allocated

7

Name of lecturer Agil Valiyev

Class information

Location:

Time:




course unit

Course Description

This is an applications course exploring the profession of organization

consulting. The course is designed to provide a framework for understanding

the art and science of providing management counsel to client organizations in

the public and private sectors.

Organization Consulting will continue to be a significant career option for

many students, regardless of whether a student’s academic foundation is in

business, engineering, or the basic sciences. Careers in Organization Consulting

often provide individuals an opportunity for challenging work, continued self-

development, access to important social and professional networks, and, over

time, significant financial rewards. The Organization Consulting Industry has

grown in size and complexity particularly since the early 1990’s. Although there

are many very small firms, the industry is dominated by a relatively few very

large global organizations that practice in a variety of business settings and

business disciplines. In addition, many businesses have developed internal

consulting organizations to provide consulting related services within the

organization and often in conjunction with consulting services offered by third

party firms.

In this course we explore what it means to be a Management Consultant,

and will introduce students to consulting frameworks and methods; simulate

consulting project activities and situations using business cases; and network

students with practicing consulting professionals from a variety of global and

local firms. Within the context of this course, consulting is view broadly and is

inclusive of a number of practice areas including Strategy Consulting, IT

Consulting, Marketing Consulting, Human Capital Consulting,

Operational/Process Consulting, and Organizational Consulting. Course

participants will be organized into consulting teams and will have the

opportunity to identify and complete two simulated consulting engagements and

participate in a Case Competition sponsored and judged by Deloitte Consulting.

Course Objectives

1. Expose students to the classical literature of the profession.

2. Prepare solutions to case studies utilizing acquired technical expertise and

experience.

3. Apply course theories and principles to provide consulting services to actual


clients.

4. Develop an understanding of the nature and rigor of organization consulting

and to develop skills in organization consulting fundamentals.

5. Learn how to identify, analyze, and negotiate consulting opportunities –

important in building a practice or progressing upward within an existing one.

6. Demonstrate problem solving, design, and other analytical skills and learn

overall consulting process skills.

8. Practice and sharpen executive writing and presentation skills.


After completing this course, students should be able to:

1. Define management consulting and understand why and how consultants are

utilized;

2. Apply a consulting process framework to an actual client engagement;

3. Understand the value of stakeholder engagement and how to apply it

4. Develop a proposal and work plan for a consulting project

5. Learn, practice, and refine skills for client engagement and project

management

6. Learn and apply discovery techniques and qualitative/quantitative research

skills

7. Make effective presentations to client organizations

A student who has successfully completed the coursework should be able to

clearly articulate how consultants add value; how consulting practices are built

and sustained; approaches to identifying and securing consulting opportunities;

how client relationships can be managed and what to do in problem situations;

and have demonstrated skills and the effective use of typical analytical

frameworks used by consulting organizations today.



requisites

NONE




reading

Required books

1. M.Kubr. Management consulting: a guide to the profession (fourth

edition), Geneva, 2002

2. Nick Butler, Doctoral thesis on “What is Management Consultancy?”, 2008

3. Simon Bowen, Alan Leaman, The official graduate career guide to

Management Consultancy, 29th Edition, 2016/2017

4. Simon Bowen, Alan Leaman, The official graduate career guide to

Management Consultancy, 30th Edition, 2018

5. Jaakko Toivola, Management Consulting, Helsinki Metropolia University of

Applied Sciences, 2012

Optional books

1. Block, Peter. Flawless Consulting: A Guide to Getting Your Expertise Used.

San Francisco: Jossey-Bass/Pfeiffer, 2011.

2. Block, Peter. Flawless Consulting, www.flawlessconsulting.com, 2011.

3. Brussalis, Chris W. (Ed.). Management Consulting Class Reading Material.

Pittsburgh: Carnegie Mellon University, 2018.

4. Greiner, Larry E. and Poulfelt, Flemming. Management Consulting Today

and Tomorrow- Perspectives and Advice from 27 Leading World Experts.

Routledge Publishing. 2009


printed forms.

Planned learning activities Classroom lecturing, case study discussions and brainstorming, feedback and

and teaching methods presentation sessions, discussion sessions, web-seminars, gamification on

survey, assignment



Course contents:

1. Introduction to the course

– public sector, private sector, and internal consulting

Development of the Profession

Bonner case

Introduction of schoology innovative platform

Chapter 1

pp.26-53 [1]

pp.68-107[2]

2. Consulting Process – Entry and Contracting

Bonner case

Research Review

Client Proposal

Work on Basecamp platform

Chapter 3

pp.61-83[1]

3. Consulting Process – Discovery and Dialogue

-site interaction

Research Review

In this chapter, several companies will be best examples from my previous practical

experiences.

Practical issues on SPSS and E-view

Chapter 7,

pp.153-170[1]

Chapter 8,

pp.179-208[1]

4. Consulting Process – Analysis and Decision to Act

Client Proposal (in practical example bases)

Practical issues on SPSS and E-view

Chapter 7

pp.171-178[1]

5. Industry

Chapter 2

pp.31-56 [1]

Working on “Explain everything” platform

6. Consulting Process – Engagement and Implementation

Working on teamwork innovative platform

Chapter 10

pp.229-244 [1]

7. Consulting Process – Extension, Recycle, or Termination

Work on SPSS and Power BI data bases programs

Chapter 11

pp.245-260 [1]

8. Midterm Exam

9. Project Status

Working on Basecamp platform

Chapter 5

pp.173-198 [2]

10. Change Management and Resistance

Working on teamwork platform

Required

books:

Chapter 4

pp.85-112 [1]

11. Creating Value for Yourself and the Firm

Case Study 2

Case study on padlet innovative platform

Required

books:

Chapter 28

pp.623-645 [1]

12. Legal and Ethical Issues

Case Discussion: When Clients and Consultants Clash

Practical issue: Working on Edmoto platform

Required

books:

Chapter 55

pp.763-780 [1]

13. Client’s Perspective

Working on SPSS database program

Required

books:

Chapter 36

pp.781-798[1]

14. Class Wrap Up

Working on Socrative platform

Required

books:

Chapter 38

pp.823-833 [1]

15. Final Consulting Project Presentations – Last Day of Class

Independent

work

FINAL EXAM

Course workload


(hour)

Total Workload

(hour)




Midterm Exam 1 3 3



Homework 3 10 30


Final Exam 1 3 3

Total Workload 212

Total Workload/30(h) 7



BA PROGRAMS

SYLLABUS

Course unit title Psychology in organizations




Year of study 1st-2nd year


unit is delivered

2nd-3rd semester


allocated

7

Name of lecturers Farida Huseynova

Class information

Location: Room 3

Time: Thursday 18.30- 21.00

Office hours: at any time according to student’s appointment



course unit

Course Description

This course applies behavioral science knowledge to professional

organizations. The goal of this course is to understand how businesses can be

designed so that both efficiency and the quality of employee life are improved.

Topics will include the history of industrial/ Organizational psychology, job

analysis, psychological assessments, personnel decisions, training and

development, organizational change, teamwork, motivation, leadership, and

work stress and health. This class will be a web- enhanced course- The

assignments, exams, and some of the lectures for the course will be managed

through the Texas A&M University- Commerce Learning Management

System (LMS) eCollege.

Learning outcomes of the course:

The learner will understand and demonstrate the differences between rigorous,

systematic thinking and uncritical thinking about social phenomena by

examining issues and providing support for her/his position. There will be a

total of 4 closed book exams which will cover the required textbook readings

and the content of the lectures.

The student should on completion of the course:

Knowledge and understanding

have basic knowledge of different orientations and approaches in

research and practice within the field of work- and organizational

psychology

be able to account for current research regarding the impact of different

work related factors on individuals' health and well-being

be able to account for different stress models that are used within the

field of work- and organizational psychology

be able to account for organizational theories

be able to account for how the contents, design and organisation of

work influence individuals, groups and organisations

have knowledge of methods and instruments used for investigating

various types of issues in working life



Face-to-face


requisites

PHIL 1201



NA


reading

Required Text:

1. Ronald E. Riggio. Industrial and Organizational Psychology (6th

Edition). Upper Saddle River, NJ: Pearson Education, 2010

Additional materials for class discussions and lectures related to the theme will

be distributed in class






performance



Course contents:

1 Introduction to organizational psychology


ch1 [1]

ch 2[1]

2

Trait Approach

Skills Approach


ch 5[1]

ch 3[1]

3 Behavioral Approach


4 Situational Approach


ch 4[1]

5 Path-Goal Theory


6

Leader-Member Exchange Theory


ch 7[1]

7 Transformational Leadership


Quiz

ch6[1]

8 MIDTERM EXAM Ch.1-7

9 Transformational Leadership (Cont’d)


ch 6[1]

10

Authentic Leadership


ch 9[1]

11 Servant Leadership


ch 10[1]

12 Leadership Ethics


ch 11[1]

13

Team Leadership


Quiz

ch 12[1]

14 Gender and Leadership


Chapter 13 [1]

15 Culture and Leadership Chapter 14[1]

FINAL EXAM

ch 9-14

Course workload


(hour)

Total Workload

(hour)




Midterm Exam 1 3 3


presentation) 2 15

30

Homework 3 5 15


Final Exam 1 3 3

Total Workload 213




BA PROGRAMS

SYLLABUS

Course unit title PROBLEM SOLVING






unit is delivered

3rd-4th semester


allocated

7

Name of lecturer Nazim Huseynov

Class information

Location: Room:

Time: Thursday




course unit

Course description:

This course focuses on how managers, individually and in groups, make decisions.

It covers the major descriptive and normative models of managerial problem

diagnosis and alternative generation. By comprehending how managers solve

problems, students are prepared to build computer-based support tools. Cases and

mini-examples are used to apply the concepts and methods to real-world problems.

Students completing the course will:

G1 Understand business problems in general and associated analytical problems in

particular.

G2 Proficient in the management of data needed for decision-making and

experienced in simulating programs for Decision Analysis and Decision-Making

using Microsoft Excel.

G3 Proficient with the problem solving methodological skills needed for data-driven

decision-making using simulating programs with Microsoft Excel.

G4 Understand the implementation analytical problems that accompany business

problem solving using simulating programs with Microsoft Excel.

G5 Be able to demonstrate the positive impact on business problems on

organizations.

Learning Outcomes (LO) of the Course:

After finishing the program students are expected to have mastered the knowledge

and skills to carry out the following business tasks:

LO1 Frame Business Problems (G1), students will properly frame a business and

analytical problems.

LO2 Solve Business Problems (G1), students will demonstrate the ability to properly

solve business and analytical problems using simulating programs with Microsoft

Excel.

LO3 Data Management (G2,) students will effectively acquire, clean, and manage

data using Problem Solving methodologies and simulating programs with Microsoft

Excel.

LO4 Methodology (G3), students will identify and apply the appropriate

methodology for the business and analytical problem(s) identified using simulating

programs with Microsoft Excel.

LO5 Management. (G3, G4), student(s) will develop adaptable models that allow for

continued organizational improvement using Problem Solving methodologies and

simulating programs with Microsoft Excel.

LO6 Organizational Impact (G5), student(s) will effectively implement solution.




requisites

STAT 1101



Simulating programs in Microsoft Excel, Software commands for Excel and relevant

methodologies of the Problem Solving subject.


reading

The Textbooks:

1. Michael Kallet. Wiley. Think Smarter: Critical Thinking to Improve

Problem-Solving and Decision-Making Skills., April 7, 2014

Relevant Internet materials of the subject Problem Solving


printed forms.




presentation sessions, discussion sessions, simulating programs in Microsoft Excel,

Software commands for Excel, quiz, midterm and final exams.


Work placement(s) N/A

Course contents:

1 Introduction and the Framework for Critical Thinking

Students group work – Lab. Case study, reporting

Analysis of global firms advantages and disadvantages. Decision making

via PEST and SWOT analysis tools.

Chapter 1

p.1-3 [1]

2

Critical Thinking. Major descriptive and normative models of managerial problem

diagnosis and alternative generation

Students individual work – Lab. Case study, reporting

Comparison of business problems using decision making tools and

simulating program in Microsoft Excel.

Chapter 2,3 ,p.10-16

[1]

3 Clarity. Inspection. Methodologies. How managers solve problems


Analysis of management problems using simulating program in Microsoft

Excel.

Chapter 4-5

p.21-32, [1]

4

Methodologies and questions. Process and information technology

Quiz-1

Chapter 6, 14, p.33-

79, [1]

5

Conclusions. Developing and implementing successful strategy


Implementation of business analytical decisions using simulating program

in Microsoft Excel.

Chapter 15, p.83, [1]

6 Facts, examples are used to apply the concepts and methods to real problems.

Students individual work – Lab. Case study, reporting

Solution of business problems using simulating program in Microsoft

Excel.

Chapter 16,p.90 [1]

7 Observations. Understanding of business problems in general and associated

analytical problems in particular.

Students individual work – Lab. Case study, reporting , reporting “Solve”

Analysis of business problems using decision making tools like RCFA

analysis, simulating program in Microsoft Excel.

Chapter 17,p. 94,

[1]

8 MIDTERM EXAM

9 Experiences. Proficiency in the management of data needed for decision-making


Comparison of advantages and disadvantages of Multinational Companies

using decision making tools and simulating program in Microsoft Excel.

Chapter 18,p.99[1]

10 Assumptions, Ability to demonstrate the positive impact on business decisions on

organizations

Students group work – MS Power Point Presentation

Analysis of business problems using decision making tools like PEST

analysis and simulating program in Microsoft Excel.

Chapter 20, p.110

[1]

11

Credibility. Properly frame a business problem


Chapter 22, p.128

[1]


Excel.

12 Consistency. Change. The ability to properly solve business problems.

Quiz-2

Chapter 23,25

p.132-141, [1]

13 Conclusion and Innovation. Effectively acquire, clean, and manage data



Excel.

Chapter 27, p.155

[1]

14 Decisions. Identification and application of the appropriate methodology for the

business problem(s) identified


Analysis of business problems using decision making tools like RCFA,

FMEA analysis, simulating program in Microsoft Excel.

Chapter 31,

p.179, [1]

15 Criteria. Risks. Development of adaptable models that allow for continued

organizational improvement

Final Exam

Chapter 32,33

p.186-189, [1]

FINAL EXAM

Course Workload


(hour)

Total Workload

(hour)




Midterm Exam 1 3 3


presentation) 2 15

30

Homework 3 5 15


Final Exam 1 3 3

Total Workload 203




BA PROGRAMS

SYLLABUS

Course unit title BUSINESS PLAN DEVELOPMENT




Year of study 1st -2nd year


unit is delivered

2nd -3rd Semester


allocated

7

Name of lecturer Nazim Huseynov

Class information

Location: Room:

Time:




course unit

Course description:

This course focuses on business plans as a necessary element of starting a business

and also prepares the students to participate in business planning in large

institutions. The course will go through the process of preparing successful business

plans including determining the contents of a plan and reviewing an actual plan.

The course will be designed to help the students to incorporate the contents of the

core management courses. Upon the completion of the course the students are

expected to analyze and prepare the components of a business plan.



requisites

none



Simulating programs in Microsoft Excel, Software commands for Excel and

relevant methodologies of the Problem Solving subject.


reading

The Textbooks:

1. Linda Pinson & Jerry Jinnett. Business Plan for Small Companies.

Redwood Books Trowbridge, Wiltshire

2. Noah P Barsky & Anthony H Catanach, Management Accounting: A

Business Planning Approach, 2nd ed. Edition Houghton Mifflin

Company

3. Joanne Eglash, How to Write a com Business Plan, McGraw Hill




presentation sessions, discussion sessions, simulating programs in Microsoft Excel,

Software commands for Excel, quiz, midterm and final exams.


Work placement(s) N/A

Course contents:

1 Introduction and the Framework for the Business Plan Development

Students group work – Case study, reporting

Plans and scheduling by project management tools using simulating

program in Microsoft Excel.

Chapter 1,

p.1-9 [1]

2

Business Plan Considerations, The Cover Sheet, Statement of Purpose

Students individual work – Case study, reporting

Application of flow charts on various cases using simulating program in

Microsoft Excel..

Chapter 2,3

p.10-20[1]

3 Organizational Plans Chapter 4-5

p.21-30 [1]


Analysis of management problems using simulating program in Microsoft

Excel.


4

Marketing Plans

Quiz-1

Chapter 6, 14 p.31-

59 [1]

5

Application of Marketing Plans


Implementation of business analytical decisions using simulating program

in Microsoft Excel.

Chapter 15,

p.73[1]

6 Financial Plans


Students will be able to use built-in excel tools

Chapter 16 ,

p.90 [1]

7 Application of Financial Plans


Financial predictions and estimations about future by analyzing real life

data.

Chapter 17,

p. 102 [1]

8 MIDTERM EXAM

9 The Business Plan Update


Chapter 18 ,

p.115, [1]

10 Completing the Business Plan

Students group work – MS Power Point Presentation

Chapter 20,

p.130 [1]

11

Implementation of the Business Plan


Develop an e-business plan.

Chapter 22 ,

p.148 [1]

12 Crisis and the Business Plan

Quiz-2

Chapter 23,25

p.155 [1]

13 Presentation Skills


Chapter 27,

p.165 [1]

14 Master Business Plan


Up-to-date e-business plan.

Chapter 31,

p.189 [1]

15 Presentations Chapter 32,33

p.190, [1]

FINAL EXAM

Course Workload


(hour)

Total Workload

(hour)




Midterm Exam 1 3 3


presentation) 2 18

36

Homework 3 10 30


Final Exam 1 3 3

Total Workload 217




BA PROGRAMS

SYLLABUS

Course unit title International Business Environment




Year of study 1st -2nd years


unit is delivered

2nd- 3rd semester


allocated

7


Class information


Time: Day of Week




course unit

Course Description

Students will be both introduced to relevant theoretical and conceptual

frameworks and given a firm empirical understanding of the international

business environment. The module will enable students to understand the

challenges of international business and develop their knowledge and skills in

the strategic issues multinational firms face.

The module will also help student s become aware of key political, socio-

economic, and cultural dynamics and trends that characterize the globalized

business environment. Finally, the module will cover the ethical and social

responsibility consideration when doing business in a global scale.

These aims will be achieved via a combination of lectures and seminars.

Course Objectives

An understanding of international business is essential for students in today's

interdependent global world. This course will provide students with the

knowledge, skills, and abilities to understand the global economic, political,

cultural and social environment within which firms operate. It will examine the

strategies and structures of international business and assess the special roles

of an international business's various functions. It will also prepare students to

formulate and execute strategies, plans, and tactics to succeed in international

business ventures.

In-class exercises, mini-projects as well as homework and case studies will

demonstrate real-world applications of international business and management

concepts.


On successful completion of this module:

Students will be able to develop an understanding of the principles

underlying the internationalization of businesses

Students will be able to develop an awareness of the current trends in

international business environment

Students will be able to developn understanding of the social,

economic, political and cultural factors that influence international

business.

Students will be able to develop the ability to critically evaluate the

internationalization strategies of firms and apply them in a practical

context.

Students will be able to develop an understanding of how diversity of

moral and ethical norms in foreign locations affects key issues in

corporate governance and corporate social responsibility.



Face-to-face


requisites



Microsoft Office


reading

The Textbook :

1.Daniels, JD, Radebaugh, LH and Sullivan, DP. International business:

environments and operations. (15th edition), Pearson (Global Edition), 2015.

2. S Tamer Cavusgil,Gary Knight, John Riesenberger. International Business:

The New Realities, 4th Edition, 2017

3. Charles W. L. Hill. International business: competing in the global

marketplace (10th ed.), McGraw-Hill , 2015.



printed forms.






Course contents:

1 Introduction to International Business Environment

Types of International Business Environment

Political Environment

Economic Environment

Technological Environment

Cultural Environment

Competitive Environment

Case analyses, Team work

Chapter 1 [3]

(p 27-41)

2

Overview of International Business and Globalization

The Forces Driving the Globalization

Factors in Increased Globalization

The Costs of Globalization

Business Case Study: Globalization of Coca-Cola

Chapter 1 [1]

(p 44-57)

3 Definitions of the international firm

International, Regional, Multinational, Transnational, Global, Born

Chapter 1[1]

(p 58-71)

Global, and the Global Factory Concept

Case analysis, Team work

4 The idea of a ‘Nation’; dealing with cultural differences

Communication Barriers

Workplace Etiquette

Organizational Hierarchy

Group discussions, “Your Time Is Up!” A Case of Cultural Differences in

Communication Cues and Perception of Time

Chapter 2 [1]

(p 87-120)

5 The Legal Environment

Employment legislation

Environmental legislation

Consumer law

Competition law

Information /reporting law

Social legislation


Chapter 3 [1]

(p 153-167)

Chapter 6 [2]

(p 180-189)

6 The Political Environment

Political Factors Affecting Business

Impact on economy

Changes in regulation

Political stability

Mitigation of risk

What Role Does Political Environment Play? —— A Case Study of China

Chapter 3 [1]

(p 134-151)

Chapter 6 [2]

(p 172-179)

7 Theories of the MNE

The Uppsala model, transactions costs, network theory, internalization theory,

the Eclectic theory, the theory of the ''global factory'', the resource-based view

of the firm


Chapter 5 [1]

(p 229-260)

Chapter 5 [2]

(p 152-189)

8 MIDTERM EXAM

9 Strategies and modes

Eexporting, licensing agreements, foreign direct investment, joint ventures and

wholly-owned subsidiaries, mergers and acquisitions, strategic alliances for

international business

A Case Study of Foreign Direct Investment in Central America

Chapter 12 [1]

(p 481-490)

Chapter 14 [1]

(p 561-579)

10 Organizing and governing international business

Segmentation, Targeting, and Positioning

Global Marketing Entry Strategies

Product and Brand Decisions

Pricing Decisions

Distribution Channels in International context

The global marketing strategy for high-tech companies which founded in the

developing countries for entering the global market: Case study of Huawei

Technologies

Chapter 11 [2]

(p 316-339)

Chapter 16 [1]

(p 657-673)

11 Innovation, global R&D and the MNE

R&D networks and innovation: decentralised product development in

multinational enterprises

Multinational enterprises and innovation: Firm level evidence on spillover via

R&D collaboration


Chapter 10 [1]

(p 411-430)

Chapter 15 [2]

(p 438-454)

12 Ethics in International Business

Varieties of business ethics

Teaching ethics

Conflict of Profit and Ethics

Ethics and Corporate Culture

Case study: Work and family

Chapter 11 [1]

(p 441-452)

Chapter 4 [2]

(p 114-131)

13 Social Responsibility

Debates and Controversies in International Business

Corporate Social Responsibility and International Business

CSR Models

A case study on Corporate Social Responsibility in NESTLE

Chapter 11 [1]

(p 452-457)

Chapter 4 [2]

(p 114-130)

14 Connecting countries through trade and factor movements

Globalization and International Trade

International Trade and Factor Mobility Theory

International Factor Movements


Chapter 7 [1]

(p 301-328)

Chapter 16 [2]

(p 464-480)

15 The international monetary and financial system

Markets for Foreign Exchange, Global Debt and Equity Markets


Chapter 19 [1]

(p 771-785)

Chapter 10 [2]

(p 286-302)

FINAL EXAM

Course Workload


(hour)

Total Workload

(hour)




Midterm Exam 1 3 3



Homework 3 10 30


Final Exam 1 3 3

Total Workload 200




BA PROGRAMS

SYLLABUS

Course unit title INTRODUCTION TO NATURAL LANGUAGE PROCESSING

Course unit code NLP 3101




Semester when the course unit is

delivered

3rd – 4th semester

Number of ECTS credits allocated 7

Name of lecturer Rafig Aliyev

Class information

Location:

Time:



Learning outcomes of the course unit

Natural Language Processing (NLP) is the engineering art and science

of how to teach computers to understand human language. NLP is a type

of artificial intelligence technology, and it's now ubiquitous -- NLP lets

us talk to our phones, use the web to answer questions, map out

discussions in books and social media, and even translate between human

languages. Since language is rich, ambiguous, and very difficult for

computers to understand, these systems can sometimes seem like magic -

but these are engineering problems we can tackle with data, math, and

insights from linguistics.

This course will introduce NLP methods and applications including

probabilistic language models, machine translation, and parsing

algorithms for syntax and the deeper meaning of text. During the course,

students will:

(1) learn and derive mathematical models and algorithms for NLP;

(2) become familiar with key facts about human language that motivate

them, and help practitioners know what problems are possible to solve;

and

(3) complete a series of hands-on projects to implement, experiment with,

and improve NLP models, gaining practical skills for natural language

systems engineering.


Prerequisites and co-requisites None

Recommended optional programme

components

Recommended or required reading

Textbooks:

1. Jurafsky and Martin (JM), Speech and Language Processing, 2nd

edition, Kindle Edition, 2014

2. Manning and Schütze (MS), Foundations of Stat NLP. The MIT

Press, England, 2001

Recommended additional reading:

1. Jacob Eisenstein. Introduction to Natural Language Processing

(Adaptive Computation and Machine Learning series) The MIT Press

(2019)

2. Noah A. Smith. Linguistic Structure Prediction (Synthesis Lectures

on Human Language Technologies), Morgan & Claypool Publishers;


https://web.stanford.edu/~jurafsky/slp3/

https://web.stanford.edu/~jurafsky/slp3/

http://cognet.mit.edu.silk.library.umass.edu/library/books/view?isbn=0262133601

https://www.amazon.com/Noah-A-Smith/e/B07GCFMP3W/ref=dp_byline_cont_book_1

1st edition (2011)

3. Kevin P. Murphy. Machine Learning: A Probabilistic Perspective

(Adaptive Computation and Machine Learning series). The MIT Press

1st Edition; (2012)

4. Emily M. Bender Linguistic Fundamentals for Natural Language

Processing: 100 Essentials from Semantics and Pragmatics (Synthesis

Lectures on Human Language Technologies) ; Morgan & Claypool

(2019)

Planned learning activities and

teaching methods

Classroom lecturing, case study discussions and brainstorming, feedback

and presentation sessions, discussion sessions, Software commands for

Excel


Course contents:

1. Introduction and Overview

Welcome, motivations, what is Natural Language Processing, hands-on

demonstrations. Ambiguity and uncertainty in language. The Turing test.

Course outline and logistics. Questionnaire.

[1,2] Ch 1

2. Regular Expressions

Chomsky hierarchy, regular languages, and their limitations. Finite-state

automata. Practical regular expressions for finding and counting language

phenomena. A little morphology. In class demonstrations of exploring a

large corpus with regex tools.

Assignment: Install Python. HW#1

[1] Ch 2

3. Programming in Python

An introduction to programming in Python. Why Python? Variables,

numbers, strings, arrays, dictionaries, conditionals, iteration. The NLTK

(Natural Language Toolkit), with demonstrations.

Refer to online

programming

resources, and

Learning

Python

4. String Edit Distance and Alignment

Key algorithmic tool: dynamic programming, first a simple example, then its

use in optimal alignment of sequences. String edit operations, edit distance,

and examples of use in spelling correction, and machine translation.

Assignment: HW#1; HW#2

[1] Ch 3.11

5. Information Theory

What is information? Measuring it in bits. The "noisy channel model." The

"Shannon game"--motivated by language! Entropy, cross-entropy,

information gain. Its application to some language phenomena.

Assignment: HW#3

[1] Ch 4.10-

4.11

.

6. Language modeling and Naive Bayes

Probabilistic language modeling and its applications. Markov models. N-

grams. Estimating the probability of a word, and smoothing. Generative

models of language. Their application to building an automatically-trained

email spam filter, and automatically determining the language (English,

French, German, Dutch, Finnish, Klingon?).

Assignment: HW#4 Choice: Building a spam filter, or language id

[1] Ch 4.1-4.9

7. Probabilistic Context Free Grammars

Weighted context free grammars. Weighted CYK. Pruning and beam search.

[1] Ch 12

8. MIDTERM EXAM

9. Maximum Entropy Classifiers

The maximum entropy principle, and its relation to maximum likelihood.

The need in NLP to integrate many pieces of weak evidence. Maximum

entropy classifiers and their application to document classification, sentence

segmentation, and other language tasks.

[1] Ch 6.6-6.7

10. Machine Translation

Probabilistic models for translating French into English. Alignment,

translation, language generation. IBM Model #1.

IBM Model #2, and Expectation Maximization. MT evaluation.

[1] Ch 24

https://www.amazon.com/Kevin-P-Murphy/e/B008BK2WKW/ref=dp_byline_cont_book_1

https://www.amazon.com/s/ref=dp_byline_sr_book_1?ie=UTF8&field-author=Emily+M.+Bender&text=Emily+M.+Bender&sort=relevancerank&search-alias=books

11. Lexical Semantics [1] Ch 24,

Section 1

12. Unsupervised Language Discovery

Automatically discovering verb sub-categorization.

13. Topic Models and Language in Social Networks

Topic models. Language modeling integrated into social network analysis.

14. Pragmatics [1] Ch 21.3

.

15. Information Extraction & Reference Resolution

Building a database of person & company relations from 10 years of New

York Times. Building a database of job openings from 70k company Web

pages. Various methods, including HMMs. Models of anaphora resolution.

Machine learning methods for co-reference.

[1] Ch 22

FINAL EXAM


(hour)

Total Workload

(hour)




Midterm Exam 1 3 3


presentation) 1 15

15

Homework 3 5 15


Final Exam 1 3 3

Total Workload 207




BA PROGRAMS

SYLLABUS

Course unit title FUZZY LOGIC AND CONTROL SYSTEMS

Course unit code FLS 3101





unit is delivered

3rd – 4th semester


allocated

7

Name of lecturer Rafig Aliyev

Class information

Location:

Time:




course unit

Course Description

This course presents some fundamental knowledge of fuzzy sets, fuzzy logic, fuzzy

decision making and fuzzy control systems. The aim is to equip graduate students

with some state-of-the-art fuzzy-logic technology and fuzzy system design

methodologies, thereby better preparing them for the rapidly evolving high-tech

information-based financial market and modern industry.

Learning Outcomes

On successful completion of this course, students will be able to :

understand basic knowledge of fuzzy sets and fuzzy logic;

apply basic knowledge of fuzzy information representation and processing;

apply basic fuzzy inference and approximate reasoning;

understand the basic notion of fuzzy rule base;

apply basic fuzzy system modeling methods;

apply basic fuzzy PID control systems;

understand the basic notion of computational verb controllers.



requisites

None




reading

Textbooks:

1.Lotfi Zadeh and Rafik A.Aliev. Fuzzy Logic Theory and Applications, World

Scientific Press (2019).

2.Negnevitsky, Michael Artificial Intelligence: A Guide to Intelligent Systems (1st

Edition). Harlow: Pearson Education Ltd. (2002).


3.Kruse, Rudolf., Gebhardt, J., and Klawonn, F. Foundations of Fuzzy Systems.

New York: John Wiley and Sons. (1994).




presentation sessions, discussion sessions, Software commands for Excel


Course contents:

1 Introduction to fuzzy sets

The uncertain and inexact nature of the real world: ideas and examples;

fuzzy membership functions; fuzzy numbers and fuzzy arithmetic

Operations on Fuzzy sets and fuzzy numbers

[1] Ch 1

[3] Ch 2

2 Introduction to fuzzy logic

Basic concept and properties of fuzzy logic versus classical two-valued logic

Logic operations

[1] Ch 2

3 Fuzzy inference

Fuzzy inference principles; fuzzy decision making; approximate reasoning

Fuzzy TOPSIS +AHP

[1] Ch 2

4 Fuzzy rule base

If-Then rules; general format of fuzzy rule base; establishment of fuzzy rule base

Mamdani inference

[2] Ch 4

5 Fuzzy decision-making Multi-objective optimization, performance evaluation, decision-making

Fuzzy Investment problem

[1] Ch 13

6 Fuzzy modeling Static fuzzy modeling; dynamic fuzzy modeling

Zadeh’s “fast way” problem

7 Extensions of Fuzzy sets

Geometrical reasoning

[1] Ch 1

8 MIDTERM EXAM

9 Extensions of Fuzzy sets

Operations on intuitionistic fuzzy numbers

[1] Ch 1

10 Fuzzy Expert Systems

ESPLAN

[1] Ch 17

[2] Ch 4

11 Fuzzy Clustering

FCM

12 Control Systems

Temperature control system

[3] Ch 4

13 Basic Fuzzy Control Principle

Motor central in Matlab

[3] Ch 4

14 Fuzzy PID Controllers Design Methods and Applications

Fuzzy control of pH reactor

[3] Ch 4

15 Computational Verb Controllers

Online turning of a PID controller

[3] Ch 4

FINAL EXAM


(hour)

Total Workload

(hour)




Midterm Exam 1 3 3


presentation) 1 16

16

Homework 3 6 18


Final Exam 1 3 3

Total Workload 211




BA PROGRAMS

SYLLABUS

Course unit title MS MASTER THESIS

Course unit code MS 8075




Semester/trimester when

the course unit is delivered

4th semester


allocated

21

Name of lecturers PhD

Class information Location: Room: Time:

Office hours:

Contact:


course unit

Course Description:

The objective of the Master’s thesis is to further develop the student’s ability to

carry out and contribute to business research. The student should demonstrate,

through his/her thesis and orally, an ability to plan, conduct, and present a scientific

investigation, to conduct a large-scale academic research project with real-world

application, in particular the ability to apply the knowledge and understanding

gained throughout the master program to a new and broader context and to

formulate reflective judgments on the researched topic.

A further aim is to develop skills for the critical examination of investigations and

research reports and to provide the student with the opportunity for a deeper level

of theoretical study within a chosen area.

The thesis work includes defining a problem, discussing method and theoretical

approach, collecting information and presenting thesis.

Learning outcomes:

Upon completion of the course, students should be able to:

identify and construct a problem/thesis statement

identify and utilize source materials and precedents

carry out research

analyze data

develop defensible conclusions

make a persuasive argument

As a result, students will develop their capacity to understand and discuss different

methodological and scientific starting points, get acquainted with various

approaches to data collection and analysis, get experienced in identifying research

problems and in analysing these problems based on various perspectives as well as

develop their capacity to carry out scientific research.



requisites

All compulsory courses of the programme

Permission from Supervisor and Director of Masters Programs

Grading system: The grading scale comprises Fail, Pass, Pass with Distinction.

To obtain the Pass grade the student must fulfill all the learning outcomes.

To obtain Pass with Distinction the thesis should also be characterized by excellent

theoretical, methodological and analytical qualities.

Assessment: Students’performance in the course will be evaluated mainly on the basis of the

final thesis, but class participation and thesis defence are also taken into account.

In order to pass the Master's Thesis course, students need to complete all

compulsory course elements and to hand in an approved thesis within the

prescribed time limit.

Choosing a Topic Students should begin thinking of possible thesis topics, or at least specific areas of

interest, preferably in the second semester. Ideally, the topic should be related to

the student’s area of specialization (guided electives in addition to the core required

coursework) and should also fit with the student’s intellectual interests and career

aspirations.

Thesis Supervisor and

Committee

Students should consult with appropriate professor or professors whose expertise

relates most closely to the proposed topic concerning the feasibility of the topic and

the willingness of the professor or professors to direct the thesis. The Director of

MBA programs can assist in identifying potential thesis supervisors. The supervisor

should be appointed by the middle of the student’s second or third semester.

Thesis Proposal

Students submit a formal thesis proposal no later than the beginning of their third

semester. The proposal should explain the problem/issue to be addressed in the

thesis, identify preliminary research materials, specify the contribution the thesis is

intended to make, and provide a preliminary plan for research, writing, and other

activities.

The committee members should approve the proposal and make suggestions for

further research and writing as well as plans. A copy of the proposal will be

maintained in the student’s file.

Conducting Research

Students should begin reading about their thesis areas and exploring potential

resources early in the MBA program. Taking courses related to and writing course

papers on the thesis topic will facilitate completion of the project. Thesis research

may involve field-based study, library-based study, or most likely, some

combination. The kind of research most appropriate to the thesis will vary by topic

and discipline. Students should consult closely with their thesis supervisors

throughout the process.

Completion and Defense of

The Thesis

Students should consult with the thesis supervisors about their research and writing

schedule. Normally students will submit drafts of individual chapters to the thesis

supervisor as they are completed.

The thesis supervisor will advise whether and when drafts of the individual

chapters or a draft of the entire thesis should be distributed to the other members of

the committee for comments or suggestions. Students should submit a revised draft

of the entire thesis to the Director of MBA Programs, and with the permission of

the Director of MBA Programs, to the full committee prior to setting a defense

date. Adequate time should be allotted for revisions after the defense.

The oral defense should take place at least two weeks prior to the graduate

university deadline for first submission. Students should follow the format or style

guidelines appropriate to the thesis discipline


reading

Required reading

1. Turabian K.L, W.C. Booth, G.G. Colomb, and J.M. Williams

2013. A manual for writers of research papers, theses, and

dissertations. 8th ed. Chicago, IL: University of Chicago Press.

2. Bryman, Alan & Bell, Emma (2007). Business Research

Methods, 2nd edition. Oxford:Oxford University Press.

3. MBA Program Thesis guidelines

Academic Integrity

The University takes cheating and plagiarism seriously, and disciplinary action will

be taken against any student suspected of being involved in any sort of cheating

and/or plagiarism. The disciplinary action takes the form of warnings or limited

suspensions.

Plagiarism is taking someone else’s work and passing it off as your own.

Plagiarism includes taking phrases, sentences, or paragraphs from someone else’s

writing and using them in your own writing without providing true attribution of

their source. Avoiding plagiarism, of course, does not mean neglecting to conduct

solid research. It is appropriate to read what scholars and experts have written

about an issue before you form your own conclusions about it. However, you must

ensure that you understand the literature. At a minimum, students should rephrase

the literature’s content, rather than quoting it verbatim. This practice also helps to

ensure student understanding of the issue, as you cannot write intelligently unless

you know your subject.

Another way to avoid plagiarism is to ensure that you utilize a large number of

sources, so that your knowledge goes beyond that of any particular book or article.

The internet now provides students with the opportunity to purchase term papers or

otherwise copy someone else’s work. Turning in any work that is not your own is a

violation of academic integrity.

Plagiarism check Plagiarism is checked out for each thesis through the TURNIITIN program.


Defense: Mandatory thesis defense will be open to all faculty from all institutions, some of

whom may participate via teleconferencing or other media. Students will briefly

present their work (15 minutes), followed by a question-and-answer session, during

which anyone in attendance may pose questions to the presenting team. Questions

may relate to the thesis or to general knowledge that should have been obtained in

the MBA program. With the permission of the students, videotapes of the defenses

will be made, so that those unable to participate during the session may see the

results. All students must be present throughout the defense.

Course contents

Week 1 (or earlier) Prepare work schedule.

Meet with supervisor and committee.

Begin technical work

Week 2-6 Complete technical work

Iteratively submit sections to supervisor for review

Week 7-10 Prepare thesis draft

Week 11-12 Revise thesis draft

Week 13 Initial defense

Week 14 Final defense

Week 15 Final revision

Week 16 Present thesis into archive

Documents

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