Μαθήματα

Semester 1  

Financial Managerial Accounting

Module Description

Full Module Description:
Mode of Delivery:   At class
Weekly Hours:  Lectures 3
ECTS:  7,5
Web Page:
Moodle Page:

Learning Outcomes

It covers financial and management accounting.The first part of the course is intended to reinforce the financial accounting background of the MBA students so as to become knowledgeable users of accounting information. Financial accounting offers an opportunity to develop a sound understanding of preparation and analysis of financial statements, the critical financial foundation and language of business. The second part of the course emphasizes the preparation and use of accounting information to assist management in setting operational and financial goals, planning, controlling, and evaluating performance. Topics include Managerial Accounting Systems, Accounting for Manufacturing Operations, Cost Accounting Systems, Cost-Volume-Profit Analysis, Segment Performance, Budgeting, Standard Costing, and Incremental Analysis.

Upon the completion of the course students will be able to:

- analyze accounting information evaluates the financial performance of firms 

- calculate and appraise the profit or loss of the entrepreneurial activity of firms 

- compose budgets and analyze and manage the operation and production cost of firms. 

Module Description

- Introduction,  Business Transactions, 

Measuring Business Income, Completing the Accounting Cycle

Financial Reporting and Analysis - Financial Statements

- Merchandising Operations,  Inventories, Cash and Receivables, Current Liabilities, Time Value of Money

- Long-Term Assets, Long-Term Liabilities, Contributed Capital

- Investments

The Corporate Income Statement and

The Statement of Stockholder’s Equity

The Statement of Cash Flows

- MANAGERIAL ACCOUNTING:

Cost Concepts and  Cost Allocation

Costing Systems: Job Order, Process, ABC Costing

- Cost Behavior Analysis, Breakeven Analysis

The Budgeting Process

- Performance Management and Evaluation

Standard Costing and Variance Analysis

- Management Decision Making:

- Short-run Decision Making

- Capital Investment Analysis

- Pricing Decisions

- Management Decision Making

Assessment Methods and Criteria

• Class participation and attendance

• Quizzes 

• Individual or group assignments presentations

• Final Exam Test containing:

  • Multiple Choice Questions
  • Short Answer Questions
  • Analytical Questions
  • Theory  Evaluation Questions

Recommended or required Bibliography

1. Financial and Managerial Accounting Principles by Powers/ Needles/Crosson, ISBN: 0-618-39362-5, South-Western, 9th edition,   2011.

2. Accounting, The Basis for Business Decisions: by Meigs/Williams/Haka/Bettner, ISBN-13: 978-0072478655/ISBN-10: 0072478659, McGraw Hill,2013

3. Principles of Accounting, by Needles/Powers/Crosson, Houghton Mifflin, ISBN-13: 978-1133603054/ISBN-10: 113360305X,2008                          

 

Quantitative Analysis in Business Decision Making

Module Description

Full Module Description:
Mode of Delivery:  In class 
Weekly Hours: Lectures 3 
ECTS: 7,5 
Web Page:
Moodle Page:

Learning Outcomes

The objective of this course is to introduce students to commonly used quantitative techniques that can be used to make effective decisions in a business environment. In this class the focus will be on understanding the techniques, promoting its effective use and interpreting the results of quantitative analysis. The discussion of the extensive mathematical details that underline many of these procedures will be limited. In order words, the focus will be on “Why”, “How” and “What it means”. In many cases, the computer tool that is used will be the same – (EXCEL) - . One of the key ingredients in making this approach successful is your participation in classroom discussion

Upon the competion of the course students will be able to:

- compose reports, based on data analysis, fulfilled with the appropriate tables and Graphs

- classify and analyze data using time series analysis, or regression models (simple and multiregresion)

- state and test Hypotheses and make estimation using inferential statistics methods e,g confidence intervals

- participate in decision making, proposing statements based on analyzed data with quantitative methods (parametric and non parametric).

Module Description

  • Management and presentation of data – Measures of Central Tendency and Variability
  • Measures of Variability – Special Topics
  • Statistical Inference: Confidence Intervals
  • Hypothesis Tests – Non Parametric tests
  • Correlations – Test
  • Quiz – Sampling Methods
  • Simple Linear Analysis & Multi Regression Models
  • Analysis of Variance
  • Times series Analysis & Forecasting

Assessment Methods and Criteria

• Class participation and attendance

• Quizzes 

• Individual or group assignments presentations

• Final Exam Test containing:

  • Multiple Choice Questions
  • Short Answer Questions
  • Analytical Questions
  • Theory  Evaluation Questions

Recommended or required Bibliography

  • Jon Curwin & Roger Slaffer, “Quantitative Methods for Business decision”, ΙSBN:1861525311,Thomson, 2002, 5th ed,Australia
  • Anderson Sweeney William, “Quantitative Methods for Business”, ISBN-13: 978-0840062338/ISBN-10: 0840062338,2002 
  • L. Oaksott, “Essential Quantitative Methods for Business Management and Finance”, ISBN: 9780230302662,Palgrave Macmilan, England, (2001) 2nd ed.
  • Mc Clave, Benson, & Sincich, “A first Course in Business Statistics”, ISBN-13: 978-0536922014/ISBN-10: 0536922012, 8th ed./2013

Managerial Economics

Module Description

Full Module Description:
Mode of Delivery:  In class 
Weekly Hours: Lectures: 3
ECTS: 7,5 
Web Page:
Moodle Page:

Learning Outcomes

In this course we will apply economic theory to managerial decision making.  We will employ many of the traditional tools of microeconomics and see how they can be used to analyze practical business problems.  We will pay particular attention to the horizontal and vertical dimensions of the firm and to market structure and the strategy of firms in the marketplace.  ECO 610 is a core course in the MBA program and is intended to complement the other core courses.  Students will find it very helpful to have taken courses in principles of micro and macroeconomics, basic probability theory and statistics, and introductory calculus.

Upon the completion of the course the students will be able to:

 -analyze the production, economic costs and economic profit

- define the market, to appraise and evaluate the competition

-analyze industry using Poster’s five forces

- propose models for economic development of firms. 

Module Description

Introduction to the course, basics of market systems, demand and supply analysis.

Production, economic costs, economic profit.

Horizontal boundaries of the firm—economies of scale and scope, diseconomies of size, the learning curve

Vertical boundaries of the firm—make or buy, transactions costs, asset specificity, hold-up, vertical control devices.

Competitors and competition—defining a market, elements of market structure, types of market structure, perfectly competitive markets.

Monopoly, monopolistic competition, pricing with market power

Oligopoly, rivalry, strategic behavior, game theory.

Industry analysis—Porter’s five forces, in-class application of five-force analysis to selected Greek industries.

Assessment Methods and Criteria

• Class participation and attendance

• Quizzes 

• Individual or group assignments presentations

• Final Exam Test containing:

  • Multiple Choice Questions
  • Short Answer Questions
  • Analytical Questions
  • Theory  Evaluation Questions

Recommended or required Bibliography

- Brickley, Smith, and Zimmerman (BSZ), “Managerial Economics and Organizational Architecture”4th ed., ISBN-13: 978-0073375823/ISBN-10: 0073375829,McGraw-Hill Irwin, 2007

- Besanko, Dranove, Shanley, & Schaefer (BDSS), “Economics of Strategy”,4th ed., ΙSBN: 978-1-118-31918-5,John Wiley & Sons, Inc., 2007

There will also be assigned readings for each class taken from business periodicals such as the Wall Street Journal.  

Six Sigma

Module Description

Full Module Description:
Mode of Delivery:  In class 
Weekly Hours: Lectures 3 
ECTS: 7,5
Web Page:
Moodle Page:

Learning Outcomes

The objective of the course is to learn what sigma is, how it may be applied, and what the

benefits of applying are. Applications to (static and dynamic) manufacturing and transactional processes will be considered. The course will provide a historical background of six sigma, and a summary of who is using it at present. 

This will be followed by a synopsis of six sigma, which will outline the fundamental laws that make six sigma possible. Discussion of a stepwise procedure for implementing six sigma is the next topic.A number of case studies will be presented to reinforce the concepts. The course will end with a discussion of a deployment plan and an implementation strategy, along with an outline of the roles and responsibilities of six sigma professionals.

 Up on the completion of the course students will be able to :

 - apply six sigma methodology in  management control

 - use this methods in planning and decision making 

Module Description

1. Articulate the problem

2. Define response variable(s)

3. Identify customer critical to quality

4. Draw process map

5. Validate measurement systems

6. Collect data on response variable(s)

7 Establish the baseline

8. Collect data on independent variables

9. Identify major impact factors

10. Set major impact factors at optimal values

11. Implement control plan

Assessment Methods and Criteria

• Class participation and attendance

• Quizzes 

• Individual or group assignments presentations

• Final Exam Test containing:

  • Multiple Choice Questions
  • Short Answer Questions
  • Analytical Questions
  • Theory  Evaluation Questions

Recommended or required Bibliography

SAC published Prof. Deshpande’s text Six Sigma for Karma Capitalism during 2011. The text and Workbook for the course, “Six Sigma for Global Competitiveness”, by Prof. Deshpande consisting of the copies of PowerPoint slides used in the instruction are the principal sources of reference for the program as well as the examination. The text/workbook will be available for purchase to enrolled students. Both are proprietary properties of Six Sigma and Advanced Controls, Inc (SAC). Unauthorized duplication of the Workbook or text in any form whatsoever is prohibited. There is a one-to-one correspondence between the workbook, slides,and the text.

Semester 2

Global Business Management

Module Description

Full Module Description:
Mode of Delivery:  In class
Weekly Hours: Lectures 3 
ECTS: 7,5 
Web Page:
Moodle Page:

Learning Outcomes

MGT610 offers an overview of business activities at the international level. The course aims at identifying strategies for global challenges which confront managers. Emphasis is stressed on the study of domestic and international issues which affect the operation of multinational corporations. The course includes a variety of management issues, covering the most important functions of the global enterprise. The course content is as follows:

 

  • Globalization of business. Benefits, drawbacks, ethical dilemmas, and trends of globalization. The emergence of multinational corporations.
  • The Resource-Based Approach to strategy. Resources, capabilities, and competencies. The value chain.
  • Exploring the external environment. The competitive advantages of nations and Porter’s Diamond. PEST analysis of the external environment. Porter’s Five Forces framework.  
  • Patterns of international expansion. The international, multi-domestic, global, and transnational mentality. Models of the internationalization process.
  • Entry modes in foreign countries. Joint ventures and foreign direct investment. Greenfield investments, mergers & acquisitions. Assessment of country risk.
  • Intercultural Management. Global staffing, appraising, and rewarding. Expatriate management.
  • Global Finance. International Monetary Systems, Spot and Forward exchange Market, Futures & Options.
  • Global Marketing Strategies, the Global Competitive Environment, Global Marketing Segmentation.
  • The strategic importance of technology. International diffusion of technical innovations.   

Upon the completion  the course, students will be able to: 

  • Assess the impact of global business on international economy.
  • Identify key issues that companies face when competing at the international level.
  • Analyze strategies of multinational enterprises at the internal and the external environment.
  • Identify modes of international expansion.
  • Discern advantages and weaknesses of entry modes in foreign markets.
  • Apply the principles of management within the context of global business.  

 

Module Description

 

  • Introduction / Globalization of Business
  • Global Business Strategy  “Outside-In”
  • Global Business Strategy “Inside-Out” / Case Study 1
  • The Process of Internationalization / Case Study 2
  • FDI & Country Risk /Case Study 3
  • Global HRM and Leadership / Case Study 4 
  • Global Marketing and Finance 
  • Group Project Presentations

 

Assessment Methods and Criteria

• Class participation and attendance

• Quizzes 

• Individual or group assignments presentations

• Final Exam Test containing: 

  • Multiple Choice Questions
  • Short Answer Questions
  • Analytical Questions
  • Theory  Evaluation Questions 

Recommended or required Bibliography

  • Stonehouse, G., Campbell, D., Hamill, J. & T. Purdie, “Global and Transnational Business: Strategy and Management”, ISBN-13: 978-0470851265/ISBN-10: 0470851260, Chichester: Wiley, 2005 
  • Bob de Wit, Ron Meyer, “Strategy”,Thomson,ISBN:1-86152-964-3,London,2004

All other essential material (handouts, case studies, videos etc) will be distributed by the beginning of the course.

Organizational Behavior

Module Description

Full Module Description:
Mode of Delivery:  In class
Weekly Hours: Lectures 3 
ECTS: 7,5 
Web Page:
Moodle Page:

Learning Outcomes

Organizational Behavior is the study of organizations and the individuals and groups that make up organizations.  The purpose of the course is to increase your effectiveness and skill in observing, understanding and managing behavior in organizations.  It is a course in applied behavioral science that will selectively survey ideas and frameworks from the social sciences (psychology, social psychology, sociology) and explore their implications for management practice.  It is designed specifically for students who are, or may become, managers in organizations.We will do our best to maintain a dual perspective on management – “managing” and “being managed.”  It is important to understand the managerial perspective because most of you are managers or will likely move into some position that entails the management of other employees.  The “being managed” perspective is important because none of us ever joins an organization at the top.  Thus, our first experiences in organizations involve other people managing us.  Also, once you move into the ranks of management, it helps to understand and remember what it is like to be managed. The ability to act with skill and creativity in organizations begins with the development of multiple perspectives on organizations.  In this course, you will be exposed to many different views, concepts, and experiences concerning organizational behavior.  Hopefully, exposure to these various views will better enable you to examine your own behavior and beliefs about managerial behavior and to contrast, debate, and integrate these ideas with the theories and observations of others.  This will allow you to make sense of organizations and better understand your past and future management experience.     

Objectives include:

• Obtaining a knowledge of important theories of organizational behavior;

• Developing the ability to apply these theories and perspectives to personal and managerial situations;

• Developing critical thinking skills in analyzing organizational issues;

• Developing managerial skills in areas such as communication, decision making, leadership, teamwork, etc.;

• Gaining an understanding of the structure and function of organizations.  

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

 

  • Be aware of the basic principles of logistics and supply chain management
  • Receive basic knowledge of the nature and concepts of supply chains, as well as the issues facing those who manage supply chains
  • Understand what needs to be done to establish and maintain a supply chain for goods and/or services
  • Be familiar with principles, methods, and technologies used in performing the key activities that comprise a supply chain, from planning and sourcing through manufacturing and logistics to selling and customer care
  • Be aware of the impacts of supply chain management on productivity, agility, innovation, and reputation.

 

Module Description

 

  • Introduction
  • Motivation: Needs, Reinforcement, Expectancy,  Equity, Goal Setting                      
  • Job Design                                    
  •  Organizational Design                
  • Organizational Culture                
  • National Culture                                         
  • Groups                                                                      
  • Power, Conflict  and Negotiations                                
  • Leadership
  • Decision Making Communications                         
  • Change

 

Assessment Methods and Criteria

• Class participation and attendance

• Quizzes 

• Individual or group assignments presentations

• Final Exam Test containing: 

  • Multiple Choice Questions
  • Short Answer Questions
  • Analytical Questions
  • Theory  Evaluation Questions 

Recommended or required Bibliography

Gibson Donnelly, Ivancevich Konopaske, “Organizations”, 12th Ed./ISBN:0-07-111591-9,McGRAW-HILL,2006

Marketing Management

Module Description

Full Module Description:
Mode of Delivery:  In class
Weekly Hours: Lectures :3 
ECTS: 7,5
Web Page:
Moodle Page:

Learning Outcomes

The marketing management process is important at all levels of the organization, regardless of the title applied to the activity. Typically, it is called corporate marketing, strategic marketing, or marketing management. For our purposes they all involve essentially the same process, even though the actors and activities may differ. The characteristics and management of markets are described in topics that include the marketing environment, components of the marketing mix, market segmentation, and planning. The course focuses on formulating and implementing marketing management strategies and policies, a task undertaken in most companies at the strategic business unit level. It provides a systematic framework for understanding marketing management and strategy. The course recognizes the dynamic nature of marketing and will therefore examine the latest trends and theoretical developments and their impact on the marketing process. 

Accordingly, the course emphasizes the following:

• Primary and changing perspectives on marketing management in the New Economy.

• The impact of interactive media on marketing management.

• Applied marketing management and strategy, domestic and global.

• An international focus in developing marketing management and strategy. 

Upon the completion of the course students will be able to: 

  • Demonstrate a systematic and critical understanding of the concepts, paradigms and processes of marketing
  • Take a critical approach to examine the strategic marketing theories, models and concepts
  • Understand the organization-wide nature of marketing 
  • Understand the strategic marketing planning process and the techniques of effective marketing management in the context of globalization and information technology.
  • Be aware of the latest trends and theoretical developments in marketing
  • Think critically about marketing issues
  • Gather, analyze and utilize research and marketing information
  • Ρesearch, interpret and evaluate current marketing theories and apply in an organizational setting
  • Be aware of the importance of marketing in creating customer and shareholder value
  • Be aware of how exogenous factors influence marketing strategy 
  • Operate effectively when critically evaluating knowledge and applying it to marketing issues
  • Demonstrate the ability to influence key decision-makers
  • Apply marketing theory in an organizational setting  

Module Description

  • Understanding Marketing Management
  • Capturing market insights
  • Connecting with customers
  • Building strong brands
  • Shaping the market offerings (Product and Pricing policy)
  • Delivering value
  • (Place policy)
  • Communicating value (Promotion policy)
  • Managing personal communications
  • Creating successful Long-Term Growth & Marketing Ethics
  • Evaluation of achievement of personal learning outcomes 

Assessment Methods and Criteria

• Class participation and attendance

• Quizzes 

• Individual or group assignments presentations

• Final Exam Test containing:

  • Multiple Choice Questions
  • Short Answer Questions
  • Analytical Questions
  • Theory  Evaluation Questions

Recommended or required Bibliography

Kotler, Keller, “Marketing Management”, 13th edition, ISBN:978-0-13-239002-6, Prentice-Hall 2009

Corporate Financial Policy

Module Description

Full Module Description:
Mode of Delivery:  In class 
Weekly Hours: Lectures 3
ECTS: 7,3
Web Page:
Moodle Page:

Learning Outcomes

This is a graduate-level course in corporate finance. Students will be exposed to fundamental

theories in financial management and financial markets, applications of these theories in

business practice, and limitations and difficulties in applying  financial theories to solve real

problems. There are three essential decisions for the firm { the investment decision, the financing decision, and the payout decision. The investment decision involves the evaluation and  selection of projects that will add value to the firm. The financing decision involves the selection of the appropriate mix of contracts to finance the projects chosen through the investment decision. The payout decision deals with various options the firm has to distribute the free cash flow to its owners - the shareholders. Mastering the theoretical foundation of these decisions and learning to apply these concepts when dealing with ambiguity is the basis of the class. 

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

 

  • Use the CAPM model to calculate risk-adjusted expected returns and interpret the value.
  • Calculate the weighted average cost of capital for a firm.
  • Calculate the net present value of a project and use it to make capital budgeting decisions.
  • Explain the trade offs for using debt and how this tradeoff can lead to an optimal capital structure.
  • Explain why payout policy should not affect shareholder value in perfect and efficient financial markets.
  • Identify factors that produce an optimal payout policy.

Module Description

  • Value of Money 
  • Stocks and Bonds 
  • Risk and Return
  • Cost of Capital
  • Capital Budgeting
  • Financial Leverage and Capital Structure
  • Dividends, Payout Policy and Review

Assessment Methods and Criteria

• Class participation and attendance

• Quizzes 

• Individual or group assignments presentations

• Final Exam Test containing:

  • Multiple Choice Questions
  • Short Answer Questions
  • Analytical Questions
  • Theory  Evaluation Questions

Recommended or required Bibliography

Ross, Wester_eld, & Jordan, “Fundamentals of Corporate Finance”,10th edition , ISBN-13: 978-0078034633/ISBN-10: 0078034639.2010

Semester 3  

Supply Chain Management

Module Description

Full Module Description:
Mode of Delivery:  In class 
Weekly Hours: Lectures 3 
ECTS: 7,5 
Web Page:
Moodle Page:

Learning Outcomes

No other area of business operations involves the complexity or spans the geography of logistics. All around the globe, 24 hours of every day, 7 days a week, during 52 weeks a year, logistics is concerned with getting products and services where they are needed at the precise time desired. It is difficult to visualize accomplishing any marketing, manufacturing, or international commerce without logistics. Most consumers in highly developed industrial nations take a high level of logistical competency for granted. When they purchase goods- at a retail store, over the telephone, or via the Internet- they expect product delivery will be performed as promised. In fact, their expectation is for timely, error-free logistics every time they order. They have little or no tolerance for failure to perform.This course is designed to equip the MBA student with a comprehension of the entire supply chain. The course offers both conceptual and applied coverage of supply chain management. More specifically, it describes existing logistical practices in a global economy, examines ways and means to apply logistics principles to achieve competitive advantage, and it provides a conceptual approach for integrating logistics as a core competency within enterprise supply chain strategy. 

Learning Objectives

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

 

  • Be aware of the basic principles of logistics and supply chain management
  • Receive basic knowledge of the nature and concepts of supply chains, as well as the issues facing those who manage supply chains
  • Analyze and evaluate what needs to be done to establish and maintain a supply chain for goods and/or services
  • Be familiar with principles, methods, and technologies used in performing the key activities that comprise a supply chain, from planning and sourcing through manufacturing and logistics to selling and customer care
  • Be aware of the impacts of supply chain management on productivity, agility, innovation, and reputation.

 

Module Description

 

Areas to be covered

Learning Objectives

Introduction to Supply Chain Management

§  Identify and explain logistics definitions and concepts relevant to managing the Supply Chain (SC)

§  Show how different SC may adopt different and distrinctive strategies for competing in the marketplace

Productivity & Performance Objectives

§  Describe the term productivity and explain why it is important to organizations and to countries

Supply Chain Strategies

§  Describe how a company achieves strategic fit between its SC strategy and its competitive strategy

Forecasting

§  Highlight the different types of forecasts and present a variety of forecasting models

§  Provide an overview of business sales forecasting

Supply Chain Planning & Control

§  Discuss the various activities of SC management (purchasing, physical distribution, materials management, business or consumer relationships)

Inventory Management

§  Review basic inventory theory

JIT/Lean Production

§  Explain what JIT is

§  Discuss some obstacles to conversion when converting to a JIT system

SC Network Design

§  Discuss why an organization should take a total supply network perspective

 

Assessment Methods and Criteria

Class participation and attendance

•Quizzes 

•Individual or group assignments presentations

•Final Exam Test containing:

 

  • Multiple Choice Questions
  • Short Answer Questions
  • Analytical Questions
  • Theory  Evaluation Questions

 

Recommended or required Bibliography

- Donald J. Bowersox, David J. Closs, and M. Bixby Cooper, “Supply Chain Logistics Management”, ISBN-13: 978-0071276177/ISBN-10: 007127617, McGraw-Hill, NY, 2007.

- Kenneth Lysons & Brian Farrington, “Purchasing and Supply Chain Management, Pearson Education Limited, ISBN 10: 0273694383 , England, 2006.

- Paul R. Murphy, Jr. and Donald F. Wood, “Contemporary Logistics”, Pearson Prentice-Hall, ISBN-13: 978-0132953467/ISBN-10: 0132953463,NJ, 2008.

- Ronald H. Ballou, “Business Logistics/Supply Chain Management”, Pearson Prentice Hall, ISBN-13: 978-0130661845/ISBN-10: 0130661848,NJ, 2004.

Articles

- S. Thomas Foster, “Towards an Understanding of Supply Chain Quality Management,” Jr., Journal of Operations Management, 26, July 2008, pp. 461-467.

- Soo Wook Kim, “Organizational Structures and the Performance of Supply Chain Management,”, International Journal of Production Economics, 106, April 2007, pp. 323-345.

- Suhong Li, Bhanu Ragu-Nathan, T.S. Ragu-Nathan, & S. Subba Rao “The Impact of Supply Chain Management Practices on Competitive Advantage and Organizational Performance”, Omega, 34, April 2006, pp. 107-124.

- S. Fawcett and G. Magan, “The Rhetoric and Reality of Supply Chain Integration,” International Journal of Physical Distribution & Logistics Management, 32, 5, 2002, pp. 339-361.

 

Management Information Systems

Module Description

Full Module Description:
Mode of Delivery:  In class
Weekly Hours: Lecture 3
ECTS: 7,5 
Web Page:
Moodle Page:

Learning Outcomes

The course will consist of lectures, in-class activities, activities in the computer lab (modelling in Microsoft Excel and database design/data analysis work in Microsoft Access), and asynchronous activities supported by the Learning Management System of the course (Moodle). All material (notes, slides, papers, etc.) will be uploaded on the LMS. A special discussion forum will be handled for the goals of the course. The deliverables of all assignments must be uploaded to LMS, too. 

Upon the completion of the course student will be able to:

- organize and manage managerial, sales, and financial data applying Information systems

 -develop dynamic data bases using advanced tools of Microsoft Office or equivalent software

 -analyse data and participate in decision making.

Module Description

1. Introduction to MIS

2. Systems Life Cycle

3. Requirements Analysis & Change Management

4. 1st Case Study (Lab 1 - Excel)

5. Database Management 

6. 2nd Case Study (Lab 2 -Access)

7. DBMS, DSS, Data Warehouses

8. 3rd Case Study (Lab 3-Access)

9. Project & IS Infrastructure Management

Assessment Methods and Criteria

• Class participation and attendance

• Quizzes 

• Individual or group assignments presentations

• Final Exam Test containing:

  • Multiple Choice Questions
  • Short Answer Questions
  • Analytical Questions
  • Theory  Evaluation Questions

Recommended or required Bibliography

- John Gallaugher’s, “Information Systems: A Manager’s Guide to Harnessing Technology, ISBN:978-1-4533-3007-4,version 1.2,2011

- Roger S. Pressman, “Software Engineering: A Practitioner’s Approach”, Sixth Edition, ISBN-13: 978-0078022128/ISBN-10: 0078022126,McGraw Hill 

- Andrew Oppel, “Databases Demystified”, ISBN-13: 978-0071747998/ISBN-10: 007174799,McGraw Hill/Osborne

- “Microsoft Office Access Step by Step”, ISBN-13: 978-0071747998/ISBN-10: 0071747990,Online Training Solutions, 

Lab materials

-Microsoft Excel and Microsoft Access in the computer lab.

Business Policy & Strategy

Module Description

Full Module Description:
Mode of Delivery:  In class
Weekly Hours: Lectures 3
ECTS: 7,5
Web Page:
Moodle Page:

Learning Outcomes

Strategic management is an integrative capstone course the only course that challenges students to study and experience sets of multifunctional problems that confront top management. The course requires students to bring together all of their learned functional skills (i.e., accounting, finance, marketing, etc.) and use them to study organizational problems within the context of hands-on exercises/simulations, real world business case studies, and open discussion forums.

The objectives of Strategic Management - are:

- To introduce students of business to the perplexities of multifunctional organizational problems.

- To acquaint students with the idiosyncrasies of top management as opposed to functional management.

- To actively involve students in the exploration of current ideas, issues, problems and techniques associated with those of top management and the total organization.

-To familiarize students with the current literature and theories of Strategic Management.

Upon the end of the course students will be able to:

- analyse multifunctional organizational problems

- apply top  management techniques

- explore current ideas, issues, problems and techniques associated with those of top management and the total organization

- apply theories of Strategic Management

Module Description

Framing questions: What are the key processes, tools and perspectives that organizational leaders use to create, implement, and evaluate cross functional  decisions that will enable the organization to achieve its  long term objectives? What are the complex, dynamic, and uncertain dimensions of the business context (i.e., globalization, technological change, geopolitics, calls for social justice, economic crisis, etc.) that influence strategic choices?

Framing questions: Which analytical frameworks and tools enable organizational leaders to better assess the current and likely future states of the organization’s context or situation it faces? …to better assess its own strengths/weakness in current and future capabilities relative to rivals?

Business Level Strategy

Framing questions: What are the fundamental strategic alternatives that organizations adopt in an effort to both leverage its capabilities and seize new opportunities in the marketplace?

Strategic Innovation

Framing questions: How do organizations simultaneously explore, create, and launch new initiatives (i.e., new products, services, market positions, etc.) and exploit, defend, and sustain innovation borne advantages in the face of competition?

Competitive Rivalry

Framing questions: How do organizations effectively maneuver in the marketplace visàvis

rivals? What is competitive intelligence, and how can it enable organizations to anticipate and effectively react to the strategies and tactics of rivals?

Wargaming Simulation

Teams will engage in an interactive dynamic competitive simulation – often referred to as wargaming – in which teams of students will adopt the role of a key player, customer, observer or regulator of the European airlines industry. The object of wargaming is to enable strategic decision makers to take unforeseen and unpredictable competitive and/or contextual changes and challenges into account in designing and executing competitive strategy.

New Product Strategy Audit

Framing: Drawing from relevant concepts, frameworks, analytical techniques, etc., your team will develop a plan that provides a thorough, but concise strategic analysis and recommendations

Framing questions: Given all the complexities and risk, why/how should companies take advantage of opportunities in the global economy? How do companies decide which mode of entry to use to penetrate foreign markets?

International Strategy

Framing questions: What are the different types of international strategies and their key dimensions and characteristics? How do companies know when to standardize products and supporting valuecreating activities? How do they know when to adapt them in accordance with differences in national tastes/preferences and other globalization drivers? Given a company’s need to choose and implement both a foreign market entry mode and a particular type of international strategy, under which conditions will an international joint venture or alliance be the optimal?

Global New Product Launch Simulation

Simulation overview: Drawing from relevant concepts, frameworks, analytical techniques, etc. in this course and all other MBA courses, teams of MBA students will engage in a exercise designed to simulate the formation of an international joint venture. Teams will adopt the role/perspective of either a large multinational corporation, a small emerging market company, or an emerging market government.

Assessment Methods and Criteria

Class participation and attendance

•Quizzes 

•Individual or group assignments presentations

•Final Exam Test containing:

  • Multiple Choice Questions
  • Short Answer Questions
  • Analytical Questions
  • Theory  Evaluation Questions

Recommended or required Bibliography

Articles in course DropBox or Google Docs Webbased  readings and articles (see embedded web links in schedule below)

Six Sigma

Module Description

Full Module Description:
Mode of Delivery: In class
Weekly Hours: Lectures 3
ECTS: 7,5
Web Page:
Moodle Page:

Learning Outcomes

The course of Financial Statement Analysis deals with the use and interpretation of information

from financial statements. The purpose of Financial Statement Analysis is to assess the

performance and prospects of the firm and assist decision-making. These decisions mainly

concern resource allocation and financing of the firm. Financial analysts could be used by

business organizations, banks and the financial sector or investment consultants

Upon the end of the course, the student will be able to:

  • Understand the principles and conventions underlying the preparation of financial statements
  • Familiarize themselves with the financial reporting process under the Greek and International Accounting Standards
  • Perform cash flow and liquidity analysis
  • Assess the performance and the prospects of business entities
  • Evaluate the capital structure of the firm
  • Appreciate the use of financial statement in making business decision

Course goals or objectives: (This should be optional. Emphasis should be on Student Learning Outcomes, and often these are redundant with Student learning outcomes. Some accreditation agencies require this though). 

Module Description

1.Introduction to Financial Statement Analysis.

2.The Basic Financial Statements 

3.Common size financial statement. Cross sectional analysis & trend analysis.

4.Cash Flow Analysis

5.Short term Liquidity analysis

6.Turnover ratios

7.Profitability & Return Analysis

Assessment Methods and Criteria

Class participation and attendance

•Quizzes 

•Individual or group assignments presentations

•Final Exam Test containing:

  • Multiple Choice Questions
  • Short Answer Questions
  • Analytical Questions
  • Theory  Evaluation Questions

Recommended or required Bibliography

-Hall. Penman, S.H., “Financial Statement Analysis and Security Valuation”, New York ,ISBN:978-007-126780-9,McGraw-Hill, 2001