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CONCENTRATION

ELECTIVES

COURSE OBJECTIVES:

At the completion of this course, students will:

• Understand why and how businesses are started;
• Understand the importance of the planning approach to starting a business;
• Produce a basic business plan;
• Gain the skills and work habits required to successfully launch a new enterprise.
• Develop entrepreneurial attitudes, motivations and skills;
• Be able to match talents, interests, and abilities of participants to entrepreneurial opportunities.
• Be aware of the business environment in Saudi Arabia and GCC countries.

COURSE DESCRIPTION:

This course is designed to provide a practical approach to how to plan for the development of a small business, determine markets, identify and organize resources, organize finances, organize staff, and how to manage the entrepreneurial process, entrepreneurship business or to acquire an existing business. The course will include the development of a thorough, realistic business plan and the study of many actual cases of small business entrepreneurship. A special attention is given to the business environment in Saudi Arabia and GCC countries

Textbook/Reference:

• Jeffry Timmons, Stephen Spinelli, New Venture Creation: Entrepreneurship for the 21st Century with PowerWeb, 6th edition, McGraw-Hill/Irwin, 2003.
• Thomas W. Zimmerer, Norman M. Scarborough, Entrepreneurship and New Venture Formation, Prentice Hall, 1st edition 1995.

COURSE OBJECTIVES:

At the completion of this course, students will:

• Be able to discover the techniques and strategies for dealing with difficult customers.;
• Be able to identify the variables in a customer-focused organisation.;
• Be able to review behaviours of difficult customers.;
• Be aware of methods of improving and managing quality of service;
• Be aware of the quantitative model of service management.;
• Be aware of forecasting demands for service and capacity planning.;
• Recognize growth and globalisation of service.;
• Be aware of current issues related to customer service management such as Saudization of service sector and GCC experiences.;

COURSE DESCRIPTION:

A study of customer services accompanying core product and service products. Problems and issues related to the service mix, service-level decisions, the formulation of service policies, customer service management, the development of customer service staff, training and evaluation are analysed. Discussion covers customer information, customer surveys and suggestion, the handling of complaints and adjustments, techniques for dealing with difficult and angry customers, dissemination of information, maintenance, technical services, and the development of new customer service programs. Special attention is given to current issues related to customer service management such as Saudization of service sector and GCC experiences.

Textbook/Reference:

• J. J. Lauderbaugh, Customer Service Management, Technology Marketing Corp, 1st edition 1994.

COURSE OBJECTIVES:

At the completion of this course, students will:

• Understand the basic concepts of growing smaller businesses;
• Understand the importance of high growth firms and their processes;
• Be aware of the factors influencing the process and failure of smaller growing firms;
• Be aware of growth strategies;
• Be aware of current issues of small business enterprises relevant to KSA and GCC countries.

COURSE DESCRIPTION:

This course deals with the management of existing smaller business and the issues related to growth. Can it grow? Following an introduction on the importance of high growth firms, the course focuses on theoretical and practical models, the strategies and processes for small firms growth and factors influencing the success and failure of smaller growing firms. Growth strategies covered include core specialization, diversification, franchising and internationalisation. Special attention is given to the current issues of small business enterprises relevant to KSA and GCC countries.

Textbook/Reference:

• Thomas W. Zimmer, Norman M. Scarborough, Essentials of Entrepreneurship and small Business Management, Prentice Hall, 4th edition 2004.
• Peter Ferdinand Drucker, Innovation and Entrepreneurship: Practice and Principles, Louisiana State University Press, 1st edition 1991.

COURSE OBJECTIVES:

At the completion of this course, students will:

• Be able to manage innovation effectively;
• Be able to direct the appropriate resources, in accomplishing the company's goals;
• Be able to select the appropriate organisation designs and systems for effective innovation.
• Be aware of the application of innovation management in KSA and GCC countries.

COURSE DESCRIPTION:

Innovation is the process of turning ideas into useful outputs. This course explores what the manager can do to foster innovation and to control and direct it to best accomplish the company's goals. The process of innovating, the role of the manager and the selection of organization designs and systems and some of the key components of innovation, will be discussed. Special attention is given to the application of innovation management in KSA and GCC countries.

Textbook/Reference:

• Joe Tidd, John Bessant, Keith Pavitt, Managing Innovation: Integrating Technological, Market, and Organizational Change, John Wiley & Sons; 2nd edition 2001.

COURSE OBJECTIVES:

At the completion of this course, students will:

• Demonstrate knowledge of the importance and magnitude of world trade issues;
• Develop an understanding of the importance of foreign markets and competition;
• Integrate knowledge about how businesses in other parts of the world differ in the context of legal, social, cultural and economic dimensions;
• Develop an awareness of and the ability to analyse important issues, techniques and advantages of multinational enterprises in today's global environment;
• Gain some practical experience in formulating, planning the implementation of, and evaluating international business entry strategies;
• Develop awareness that ethical issues are essential, inescapable, integral parts.
• Be aware of Saudi business and WTO perspectives.

COURSE DESCRIPTION:

This course focuses on the examination and analysis of international business in its historical, theoretical, environmental, and functional dimensions. Focus is on understanding of the growing economic interdependence of nations and the impact on managerial and corporate policy decisions that transcend national boundaries. Topics include the nature and scope of international business; the institutional, socio-cultural, political, legal, ethical, and economic environments, trade, foreign investment and development, transactional management, including global operations, strategic planning, human resource management, marketing and finance and international business diplomacy and conflict resolution. Special attention is given to Saudi business and WTO perspectives.

Textbook/Reference:

• Ricky W. Griffin, Michael W. Pustay, International Business: A Managerial Perspective, Prentice Hall, 4th edition 2003.

COURSE OBJECTIVES:

At the completion of this course, students will:

• Be aware of the principles of human resource management and human resource development;
• Be aware of labour planning (supply and demand) in organizations;
• Be exposed to recruitment and training processes in organizations;
• Be aware of compensations and benefits and the ability to design a compensation system.
• Be aware of interpersonal skills: personal development, time and career management.
• Recognize the developments that are taking place in KSA and GCC countries.

COURSE DESCRIPTION:

This course provides an introduction to the principles of human resource management. It focuses on studying labour markets and the proper ways of recruitment, planning and organising of human resources, the importance and types of staff training programmes. The course also explains different ways of reducing labour turnover and increasing staff loyalty and motivation. Special attention is given to the developments that are taking place in KSA and GCC countries.

Textbook/Reference:

• Jac Fitz-Enz, Jack J. Phillips, A New Vision for Human Resources: Defining the Human Resources Function by Its Results, Crisp Publications 1998.

COURSE OBJECTIVES:

At the completion of this course, students will:

• Recognize the importance of employee training and development.
• Know needs assessment, learning theories and program design.
• Be aware of the traditional employee training methods.
• Be aware of E-learning and the impact of technology on training and development.
• Be aware of the future challenges in career management, training and development.
• Be aware of special issues related to training and development in Saudi Arabia.

COURSE DESCRIPTION:

Providing students with the knowledge of training and development needs assessments, transfer of training, designing a learning environment, methods and evaluation. This course will broaden the students’ perspective about the changing nature of the workplace and availability of the technology. Current issues, such as strategic training and development processes, e-learning, learning management systems, knowledge management, work life and life balance programs will be covered. Saudi Arabian and GCC relevance is also provided.

Textbook/Reference:

• Raymond Andrew Noe, Employee Training & Development, McGraw-Hill/Irwin, 3rd edition 2004.

COURSE OBJECTIVES:

At the completion of this course, students will:

• Be able to understand the effectiveness of financial instruments, money policy and financial markets as it relates to facilitating economic activities.
• Be able to understand the role of banking activities and central bank (SAMA) in facilitating economic activities.
• Be able to learn how money is created and controlled and how it influences economic activities.
• Be aware of the execution of monetary policies and the goals of economic policy, and what policies can be utilised to attain them, and what problems hinder their use.
• Be able to understand the major sectors of the economy, and how they interact with one another and with the financial system, and how these interactions influence output, income, employment, prices and interest rates.
• Be aware of Saudi institutional arrangements and regulations.

COURSE DESCRIPTION:

This course provides a study of the historical development of economic functions, and the principles of banking, governmental finance and money. It discusses the different financial instruments and the role of money in driving economic activities and the importance of monetary and fiscal policies. The course focuses on Saudi institutional arrangements and regulations. Special attention is given to the role of banking activities and the central bank (SAMA) in facilitating economic activities.

Textbook/Reference:

• Frederic S. Mishkin, Economics of Money, Banking, and Financial Markets plus MyEconLab Student Access Kit, Addison Wesley, 7th edition 2003.

COURSE OBJECTIVES:

At the completion of this course, students will:

• Be able to understand the different aspects of corporate finance;
• Be able to apply the concepts and tools of corporate finance;
• Be aware of capital structure theory and practice, dividend policy, lease analysis, valuation, risk in capital budgeting, and the use of derivatives.
• Be able to use financial analysis, forecasting and planning in the business environment.
• Recognize the problems facing Saudi managers in the application of financial theory.
• Practice examples, problems and cases to help develop analytical ability and application of financial theory and analysis using computer software.

COURSE DESCRIPTION:

This course seeks to introduce students to the issues, theories, and methodologies that comprise a framework for rational decision-making by financial managers. It presents capital structure theory and practice, dividend policy, lease analysis, valuation, risk in capital budgeting, and use of derivatives. Topics covered in this course include present value analysis, capital budgeting, pricing, mergers and acquisitions, and short-term assets and liabilities management. Special attention is given to the problems facing the Saudi managers in the application of financial theory. This course presents examples, problems and cases to help develop analytical ability to illustrate the practical application of financial theory and analysis.

Textbook/Reference:

• Richard A Brealey, Stewart C Myers, Principles of Corporate Finance(R) + Student CD + Corporate Governance Trade Book + Standard & Poor's + Ethics in Finance PowerWeb, McGraw-Hill/Irwin; 7th edition 2003.
• Stephen A. Ross, Randolph W. Westerfield, Bradford D Jordan, Essentials of Corporate Finance, McGraw-Hill/Irwin, 4th edition 2003.

COURSE OBJECTIVES:

At the completion of this course, students will:

• Understand the nature and scope of marketing research and its importance in making business decisions;
• Distinguish between different types of data, understand the techniques for data capture and select appropriate data collection techniques for problems;
• Understand the sampling process;
• Be able to analyse data, both qualitative and quantitative.

COURSE DESCRIPTION:

This course will introduce students to the process and techniques of marketing research and illustrates its fundamental importance in making appropriate business decisions. It provides an understanding of different types of data and how they are collected and analysed. It outlines how research is designed for the purpose of obtaining information to be used as an aid in marketing decision making.

Textbook/Reference:

• Joseph Hair, Robert P Bush, David J. Ortinau, Marketing Research: Within a Changing Information Environment w/Data Disk Pkg, McGraw-Hill/Irwin; 2nd edition 2003.

COURSE OBJECTIVES:

At the completion of this course, students will:

• Describe in detail the different elements that comprise the process of creating a marketing strategy, from analysis, through planning and implementation;
• Identify the important external influences on the strategic process, including stakeholders, customers and changes in the way in which strategy is envisioned and operated in organizations.
• Identify the internal influences on the strategic process and understand the importance of managing the interfaces between strategy and the functional areas, including product development, pricing, promotion and distribution;
• Explain the issues involved in the implementation of strategy and the need to manage and monitor the process.

COURSE DESCRIPTION:

This course will focus on enabling students to analyse marketing situations, develop appropriate strategies and then implement their chosen strategy. Issues involved in strategy implementation and the need to manage and monitor the process will be explored and examined. The course will focus further on the internal influences on the strategic process and understand the importance of managing the interfaces between strategy and the functional areas.

Textbook/Reference:

• O. C. Ferrell, Michael Hartline Marketing Strategy, South-Western College Pub; 3rd edition 2004.
• Carol H. Anderson, Julian W. Vincze, Strategic Marketing Management, Houghton Mifflin Company, 2nd edition 2003.

COURSE OBJECTIVES:

At the completion of this course, students will:

• Be able to demonstrate an understanding of the perspectives for entrepreneurship.
• Be able to demonstrate an understanding of the role of the entrepreneurial in the economy and the society.
• Learn entrepreneurship and its creativity and innovation.
• Understand the role that entrepreneurship plays in venture creation and venture growth.
• Be aware of the current issues in entrepreneurship.
• Know entrepreneurship in context with Saudi business traditions.

COURSE DESCRIPTION:

Focusing on entreprenuership offers students the practical direction and active approach to starting and running businesses of their own. The course offers a road map framework, which emphsizes the key tasks and milestones in business’s development, critical thinking for decision-making, and issues of technology and business ethics. Saudi and GCC experiences are integrated.

Textbook/Reference:

• David A. Harper, Foundations of Entrepreneurship and Economic Development, Routledge, 1st edition 2003.

COURSE OBJECTIVES:

At the completion of this course, students will:

• Acquire practical experience on the operational, supervision and managerial levels in various departments and organizations within different sectors;

COURSE DESCRIPTION:

This course seeks to provide students with practical training for the entire semester in different business organizations, under close supervision of the faculty’s administration. Training will be performed on the operational, supervision and managerial levels in business institutions or within business departments within organizations. Each student must submit a report and make a presentation about his training.

COURSE OBJECTIVES:

At the completion of this course, students will:

• Be able to demonstrate an understanding of the dynamics of globalisation.
• Be able to demonstrate an understanding of country differences.
• Be able to demonstrate an understanding of the managerial role in cross border trade and investment.
• Be able to demonstrate an understanding of the managerial role in global money systems.
• Be aware of competition in the global market place and its impact on management.
• Be aware of global human resource management.
• Be aware of the impacts of globalization, international business law and the WTO on business in Saudi Arabia and GCC countries.

COURSE DESCRIPTION:

The course provides concise coverage of the key global issues relating to the globalization, cross border trade and investment, global monetary system and competition in global environment context. Saudi and GCC relevance to this field is also provided. Special attention is given to the impacts of globalization, international business law and WTO on businesses in Saudi Arabia and GCC countries.

Textbook/Reference:

• Charles Hampden-Turner, Fons Trompenaars, Riding The Waves of Culture: Understanding Diversity in Global Business, McGraw-Hill; 2nd edition 1997

COURSE OBJECTIVES:

At the completion of this course, students will:

• Be aware of the concepts, role and importance of project management.
• Learn what defines a project versus a non-project.
• Understand the value of project management.
• Know the essential elements of project management in DHFS.
• Gain practical understanding of effective human dynamics.
• Practice project management techniques to help plan, implement, and complete projects with the desired results, time and budget.
• Gain practical experience using DHFS project management templates, checklists, and other resources.

COURSE DESCRIPTION:

Project management is more than a list of tasks carried out by a project manager. It is also a combination of the roles and responsibilities of individuals assigned to the project, the organizational structure that establishes clear reporting arrangements, and a set of processes required to deliver the desired project outcome. Effective project management ensures that everyone involved knows what is expected of them and helps to keep cost, time and risks under control. Project managers facilitate these necessary steps to bring projects to reality.

Textbook/Reference:

• Harold Kerzner, Project Management: A Systems Approach to Planning, Scheduling, and Controlling, Wiley, 8th edition 2003.

COURSE OBJECTIVES:

At the completion of this course, students will:

• Know the concepts necessary to manage a supply chain.
• Be aware of the critical factors necessary for the smooth operation of the company and the almost flawless performance of its supply chain.
• Be aware of the analysis of the supply chain derivatives and obstacles.
• Be able to model supply and demand.
• Be aware of inventory management, distribution strategies, sourcing decisions, and transportation.
• Know the IT requirements to manage a supply chain.
• Be aware of supply chain management within the context of Saudi Arabia and GCC countries.

COURSE DESCRIPTION:

A critical factor that is necessary for the smooth operation of the company is the almost flawless performance of its supply chain. The course provides students with the concepts necessary to manage a supply chain. Topics include a detailed analysis of the supply chain derivatives and obstacles, logistics, modelling supply and demand, inventory management, distribution strategies, sourcing decisions, transportation, coordination in a supply chain and the IT requirements to manage a supply chain.

Textbook/Reference:

• Simchi-Levi, David, Philip Kaminsky and Edith Simchi-Levi, Designing and Managing the Supply Chain: Concepts, Strategies, and case studies, Irwin McGraw Hill, 2nd edition 2004.
• Michael H. Hugos, Essentials of Supply Chain Management, Wiley, 1st edition 2002.
• Shoshanah Cohen, Joseph Roussel, Strategic Supply Chain Management, McGraw-Hill, 1st edition 2004.

COURSE OBJECTIVES:

At the completion of this course, students will:

• Understand and grasp the management aspects of TQM, based on a study of the gurus;
• Be able to understand concepts and techniques for managing, controlling and improving quality;
• Be able to implement TQM through a well-structured process;
• Be able to understand the concept of complete customer satisfaction through quality products and/ or services.
• Be familiar with quality tools and charting techniques, national and international quality standards, productivity and quality leverage, and data collection and analysis.
• Know current methodologies such as six sigma, TQM, Lean Manufacturing, and value Engineering.

COURSE DESCRIPTION:

The course provides a history of quality and examines a wide variety of philosophies, concepts, and techniques for managing, controlling and improving quality. The topics include the definition of quality, total quality management (TQM), an overview of the quality movement, the concept of complete customer satisfaction, quality costs; and TQM implementation process. Students will become familiar with quality tools and charting techniques, national and international quality standards, productivity and quality leverage, and data collection and analysis. Student will also be introduced to current methodologies such as Six sigma, TQM, Lean Manufacturing, and value Engineering.

Textbook/Reference:

• Stephen George, Arnold Weimerskirch, Total Quality Management: Strategies and Techniques Proven at Today's Most Successful Companies, Wiley; 2nd edition 1998.

COURSE OBJECTIVES:

At the completion of this course, students will:

• Understand the concepts, history and development of E-Business.
• Be aware of the E-Business applications in modern business to achieve high levels of competitiveness.
• Know the basic structure components and models of E-Business.
• Be aware of the concept, structures and roles of virtual organizations in the business environment.
• Examine case studies on how many firms choose to implement E-Business to achieve added value.
• Practice building simple Web sites in lab sessions using FrontPage.

COURSE DESCRIPTION:

This course introduces the concepts, history, and development of E-Business. It presents the E-Business applications in modern business. It also presents the roles of E-Business to achieve high levels of competitiveness. The course focuses on the basic structure components and models of E-Business. The course introduces the concepts, structure and roles of virtual organizations. Special attention is given to the study of how many firms implemented E-Business to achieve added value. Students will practice building simple Web sites in lab sessions using FrontPage.

Textbook/Reference:

• Bennet P. Lientz, Kathryn P. Rea Start Right in E-Business: A Step-by-Step Guide to Successful E-Business Implementation (E-Business Solutions), Academic Press 2000.