Applied Marketing Strategy (3)
The course materials cover both large and small firms, marketing a broad range of consumer and industrial products and services, and operating in developing and developed country markets. Participants will develop a customer centric logic to guide all marketing strategies and tactics (Psychographics Segmentation, Brand Positioning and Brand Architecture), learn when and how to integrate different brand and communication strategies with the appropriate capabilities and structures (Exponential Communication) understand the need and application of various competitive strategies, understand how to determine the factors and influencers affecting the customer buying process, and most of all, how the marketing function should be plugged into the total organization to “sell more stuff, to more people, for more money, more efficiently” (Destination Planning, Performance Alignment).

Appraisal /Valuation/RE Math (3)
The course will impart relevant knowledge in professional aspects of valuation that will put candidates in a position where they are able to:

• Appreciate and understand the meaning and relevance of property value in their business sphere.
• Apply their own specific real estate valuation knowledge to the interpretation and solving of property matters applicable to their specific businesses.

Know how, where and when to obtain further advice, and be competent to appoint, supervise, review and evaluate valuation-based work from subordinates or other professionals.

Automating Information Work (1.5)
For a one-line description of the course, you may simplify that it is a business-oriented MS Excel expert skills and programming course.

This course focuses on teaching what is increasingly identified (at least by Microsoft) as ‘Information Worker Skills’. These skills incorporate mid-level management skills, but also information handling and processing skills. The course aims to create a superset of skills needed by these information handling areas.

Business, Society and the Environment (1.5)
The course, Business, Society and the Environment, is designed to help students shift through the mountains of data on the subject to develop informed opinions about the environmental risks and opportunities of the modern corporation. It will offer a global framework for understanding the current problems and potential solutions. Finally, the course will focus on solutions corporations can employ to make an impact today.

Calibration of Business Cultures (1.5)
This course aims to develop the students’ cultural awareness and sensitivity for better performance in a transnational business environment.

The course is based on a range of interactive teaching styles (lecture, seminar discussion, case study analysis, small team debating) to highlight the key issues.

The primary objectives of the course are the following: 

• Develop awareness of the existence and impact of cultural difference in business,
• Develop attitudes and practices which allow a fluid communication across cultures,
• Overcome the gap between corporate culture and local culture,
• Resolve cultural conflicts,
• Offer students an opportunity to discuss cases, thus allowing students to practice assessment of cultural differences.

Change Management (3)
This course will help you understand what organizational change is and, maybe as important, what it is not. It will allow you to be effective change leaders in both your business and private lives, as it will draw both on principles that are universal and on tactics that are actual.

More specifically, the course will:

1. Explain the sources and anchors of resistance to change
2. Explore the basic psychology behind embracing change
3. Identify strategies and tactics used in change situations and their respective effectiveness and limitations
4. Discuss the role of organizational culture in building a change-ready organization and the systemic levers that can help create a culture that embraces change, rather than resists it
5. Understand the change process and the implications of each of its stages in running a successful change initiative.

Company Valuation (1.5)
This course will equip participants with the various valuation techniques used by business consultants and bankers as well as discuss how the various elements in these models are derived, and equally, how our inherent bias and preconceptions cloud the valuation process.

The main topics are:

• Valuation – the art and science of valuation,
• Estimating discount rates – risk free rates, risk premiums, betas, cost of equity and cost of debt,
• Estimating cash-flows,
• Estimating growth and terminal values,
• Valuation models and practical applications & best practices at firms.

Company Valuation, Mergers & Acquisitions (3)
Today’s business world is characterized by constant improvements of technology, globalization and convergence to worldwide standards.  Corporate acquisitions play an important part in these trends and a key role in companies’ nonstop battle for market share and profitability.

During the course the key issues in formulating a merger strategy and implementing the transaction will be discussed. Students will learn new concepts and techniques as well as apply skills and knowledge gained in other MBA courses.

Consumer Behavior (1.5)
The purpose of this course is to study the process of consumer decision making and its drivers and the resulting implications for marketing strategy. Aims to acquire a comprehensive understanding of consumer decision-making and to develop the skill to design efficient marketing tactics based on the understanding of consumer psychology.

The course is by definition a multidisciplinary approach and thinking, covering areas of psychology, social psychology, anthropology and economics.

Corporate Finance II (1.5)
This course is structured as a sequel to Introduction to Finance where students will gain greater ground in their understanding of corporate finance.  Students will be introduced to the other cornerstone of Corporate Financial decision-making:  Capital Structure and the proportions of debt and equity financing that companies should adopt. 

The course will discuss in detail how companies evaluate the financing process; the financing mix and choices as well as the process of achieving the optimal balance.  Much of the underlying theme of this course is grounded in real world applications where we would bring to our class discussions, corporate decision-making considerations made by financial managers.

Corporate Real Estate Studies (1.5)
In the business environment real estate decisions are generally expensive, long lasting and visible. Yet few managers understand the basic issues and cost of occupying space and managing facilities. This course unit is designed to provide a basic understanding of the corporate real estate “mindset” and the cost structure of occupying business space. Skill development to assess the business cost of space use and the impact of the corporate real estate solution on growth and flexibility.

Effective Selling Skills and Strategies (1.5)
The goal of the “Effective Selling Skills and Strategies” is to provide students with the knowledge and skills about consultative selling, that nearly all business executives need to win customers and grow their business. It is a 1.5 credit course in which students develop skills and strategies to build long-term client relationships.

The course is targeted at

• Customer-facing professionals who want to develop or extend their selling skills across the broader range of products and solutions.
• Any person involved in face-to-face selling: sales professionals and those in a business development role (for example consulting, law, accounting, etc.)
• Entrepreneurs who want to optimize their selling techniques.
• Anyone moving from a technical role into a selling role.

Entrepreneurial Finance I (1.5)
Entrepreneurial Finance discusses financial management and business planning, introduces the basics of financial modeling and the implications of a firm’s financial strategy.  Teaching methods combine financial theory with case studies.  

The main topics are:

• working capital management,  operating and cash cycles,
• financial forecasting using pro forma statements, scenario analysis and budgeting,
• managing and financing growth in small and large enterprises,
• business planning
• large scale capital budgeting decisions and
• risk management.

Entrepreneurial Finance II (1.5)
The 2^nd part of the Entrepreneurial Finance course prepares MBA students to be competent in the skills of a corporate financial manager and in understanding the impact of finances on the organization and its decision making. This module focuses on the short-term planning and working capital management.

European Financial Integration (1.5)
The purpose of the course is to provide an introduction to the economic and institutional background of European Union with a special focus on the infrastructure of financial markets within the EU, the role of the European Central Bank and the enlargement process of the euro area.

Whilst the course will also contain theoretical considerations, it aims to have a practical approach. There will also be macroeconomic and microeconomic considerations covered by the course. The aim is to have course with lively discussions with students, giving ultimately better understanding about financial markets, EU integration and current events alike.

Executive Dialogues (1.5)
This course is intended to provide students with the opportunity to learn from successful local business leaders through interaction and dialogue.  A brief structured presentation by the speaker is followed by a question and answer period with the students.

The Evolving Consumer (1.5)
This course will start with a segmentation methodology that moves beyond mere demographics to better understand people relative to how they view themselves and live their lives on a day to day basis.

With this broader life perspective and how it is rapidly evolving group by group in and across individual markets through economic and other societal changes, we can then understand and better anticipate the ramifications on specific business sectors such as real estate, banking, consumer goods, pharma, travel etc, and therefore more quickly and accurately adapt their plans (brands, product portfolios, communication strategies, distribution and pricing) to achieve greater business success.

Financial Markets and Investing (1.5)
This course involves an introduction to Financial Markets (types of financial markets, how they operate, market participants, institutions, instruments, how these instruments are priced in the market place) and Investment process (portfolio theory, asset pricing).

In free market economies, financial markets have an increasingly important role in business and economics, even to the extent that financial markets always lead, and sometimes determine economic activity (as in the current global crisis). Hence, understanding the functioning of financial markets is essential for contemporaneous business managers.

Financial Statement Analysis (1.5)
Financial Statement Analysis is an important skill for anyone in business, but it is fundamental for those interested in pursuing a career in finance.

At the conclusion of this course students will:

• possess a thorough knowledge of the financial reporting system,
• be able to evaluate a firm’s operating and financial performance,
• distinguish between high quality and low quality financial statements,
• understand multinational    consolidation and differences in international accounting standards,
• know the role of the auditor and identify the auditor’s conflicts and limitations,
• recognize operating and financial constraints and,
• spot opportunities for improving financial performance.

Forecasting Financial Markets (1.5)
This course is a specialized elective on Financial Markets. After introducing the basic theory on Predictability in Financial Markets, special tutorials on Fundamental and Technical Analysis will be provided. A particular emphasis will be on Technical Analysis. Then, main findings of the recent empirical research will be discussed to reach a conclusion on how reliable these forecasting techniques are. Live examples from financial markets and experiences of veteran traders will be referred to. Another focus will be on Behavioral Finance, a specialization which has rapidly developed over the recent 10-20 years. Behavioral Finance helps not only understand the trading and consequent pricing behavior of market participants but also be aware of and cure psychological biases that negatively affect trading performance of individuals.

Global Marketing (3)
This course has two inter-related objectives. The first is to broaden the student’s sensitivity to different cultural, socio-economic and legal environments encountered in the global market place. The second is to strengthen the student’s skills in developing and implementing international marketing strategies and programs in diverse contexts. The course materials cover both large and small firms, marketing a broad range of consumer and industrial products and services, and operating in developing and developed country markets.

Students will develop a critical appreciation of the external forces that are shaping the international marketing manager's job; learn when to use different product-market entry and penetration strategies, understand the pressures towards standardising or adapting marketing programs and when to centralise or decentralise marketing decision-making.

Innovation and New Product Development (3)
This course has two major building blocks: managing new product development from an interdisciplinary perspective and managing innovation. Student will learn how to effectively integrate strategy, marketing, design, and manufacturing decisions not only by discussing   state-of-the-art tools for effective product development in large organizations but also by developing a new product or service idea in a course project.

Yet one can not fully comprehend how to managing new product development without a deep understanding of innovation processes in a global context. Therefore in this course an analysis of some critical issues in managing innovation will also be provided.

International Business: Environment and Operation (1.5)
The general objective of the course is to round out the MBA curriculum by providing students with an improved understanding of the current international business (IB) environment and of companies’ international business operations and strategies.

The specific objective of the course is to equip participants with practical knowledge about international business that they will be able to apply if they work for a foreign firm in their home country or a domestic firm involved in IB or competing with foreign firms on its home market.

International Business Law (1.5)
The course covers those basic legal notions corollary to (though not limited to) international business transactions the understanding of which is very useful in the contemporary business environment.

The main topics are:

• Agency/distributorship,
• Legal aspects of electronic commerce,
• Securing performance and payment,
• Alternative dispute resolutions (focus on international commercial arbitration),
• Enforcement in and outside bankruptcy,
• Not-for-profit law,
• Intellectual property law,
• Products liability law,
• Environmental law,
• Legal aspects of corporate governance (focus on cumulative voting and derivative suits).

International Finance (1.5)
This course has two different focuses: i) Foreign exchange market (how it operates, theories of exchange rate determination, etc.). ii) Derivative Instruments (futures, options) from a general perspective. Then, these two parts are combined: Use of derivative markets in the management of foreign exchange risk, with applications for international investors and multinational firms.

Hence, this course targets two groups: 1. Those who plan to take active role in the international financial management of companies   2. Those who wish to learn derivative instruments (futures, and options) for any use (primarily in the management of foreign exchange risk).

Investments and Capital Markets (3)
As a continuation of 523R Finance, our course Investment and Capital Markets is focusing on the very nature and attributes of financial assets, their valuation, the trading mechanism through which ownership changes, and the various market players, financial intermediaries.

The objective of the course is that students get the basic terminology, the theoretical foundations and the pragmatic application methods. Students are also supposed to exercise discretion when interpreting opinions or conclusions of other investors, professionals or press.

Corporate Governance (3)
The course examines core and current issues in the field of corporate governance, broadly understood as the top management process determining the allocation of benefits between stakeholders in the firm.  The course begins by presenting and evaluating agency theory as the major approach to corporate governance, before briefly outlining an alternative stakeholder approach.  The course then examines major issues in corporate governance, involving the roles of shareholders, members of the board of directors and corporate executives. 

The course examines the role of the market for corporate control, including mergers and acquisitions, in enhancing shareholder value.  The course is comparative, covering different forms of corporate governance, including the German and the Japanese as well as the Anglo-US model, and the particular problems of corporate governance in emerging economies.  The course is sociological in orientation, whilst building on research in finance, economics and organizational behavior.

IT Solution _Selling (1.5)
This is a practical course in the skills necessary to sell technology-inclusive solutions to business problems.

Main topics:

• What is solution selling?
• Why solutions instead of products?
• How to plan for solution selling.
• Building the relationship
• Achieving “trusted adviser” status.

Knowledge Management (1.5)
This is a capstone module in strategy aimed at emphasizing the relationship between strategy and the transnational business environment in which the manager and firm operate. Based around a case study method, the course will be concerned with the choice of goals as well as the organization and management of scarce resources to pursue these goals within the context of an imperfect, changing, and competitive world.

The approach to be used requires the identification and focus of the distinctive strengths of a company on market opportunities through application of an internally consistent and coordinated set of functional policies.  This course requires consolidation of skills and knowledge from a variety of disciplines including management, finance, marketing, and ethics.

Leadership (3)
The objectives of this course are the following: To provide background on the concept of leadership; To assess and develop participants’ leadership skills; To familiarize participants with cultural models and culture’s importance in business in general and in leadership in particular and To learn about as well as practice teamwork.

The main topics are:

• Individual leadership development,
• Leadership development in companies,
• Culture and business,
• Global business – global leadership,
• Teambuilding,
• Multinational teams.

Managerial Accounting (1.5)
This course will focus on the use of current cost accounting concepts in international business. Classroom sessions will review these concepts through discussion of case studies. We will discuss how accounting data can be used in business decisions.

Develop an understanding of concepts and procedures of managerial decision making in order to be able to effectively utilize inside and outside information in the decision making process. The goal of Management Accounting is to improve organizational decision-making and to align it with the organization’s strategy/objectives.

Managing the Digital Firm (1.5)
The course covers various areas and discusses the effects, impact and use of Information Systems on the Business Environment, Organisation and Management.

The main topics are System Development and the Business Intelligence/Knowledge Management areas from the management point of view. Participants will have a chance to explore IT solutions in specific scenarios, be it a workflow enhancement or information analysis.  

Managing the Digital Firm will provide the opportunity for students to consider real-world examples in which Information Systems play an important role in problem solving and decision making. The course content includes theories, principles and foundation issues, but mostly concentrates on more practical themes. Throughout the course, case studies will be presented and discussed for using IS effectively. The course lectures will concentrate on business related issues and discuss problems from the management’s perspective.

Managing in Emerging Markets (1.5)
This course focuses on the challenges and opportunities associated with organizational management and business strategy in emerging markets. The course begins with an examination of the social, political, economic, cultural, and financial conditions that pose special challenges for businesses seeking to export to or invest in these regions and countries.  Then the course examines specific organizational strategies firms pursue to overcome these obstacles and exploit opportunities in emerging nations.  There is also a focus on cross-functional strategies that integrate management, marketing, financial, and operational approaches, and discuss how both large multinationals and smaller, entrepreneurial firms can benefit from a better understanding of the dynamics of emerging markets.

Managing Intangible Assets (1.5)
The course introduces the concept of managing intangible assets and reflects on the development and management if intangibles in CEE.

The main topics are:

• An introduction to IA, Knowledge-based strategy,
• IA and competitiveness,
• Branding and Customer Relationship Management as IA,
• Mapping and measuring IA.

Managing Strategic Innovation and Change (1.5)
The course will use the concepts and models of Western change management to develop understanding of the CEE transformation. Change may be incremental or radical, and slow or rapid; and it may occur at individual, group, organizational, and / or societal level. 

The course will focus on strategic change carried through at group, organizational, and societal levels.  The course will cover contexts, processes, and outcomes, with a major concentration on processes.

The course will introduce students to management and wider, social science thinking on strategic innovation and change, with special reference to CEE.

Marketing Communications (1.5)
Marketing communication is far more than just advertising. Every interaction with the market has an impact on our clients and/or customers. And every impact builds or ruins our precious brand.

This course will help:

• in identifying the market influencing promotional opportunities the companies have or would like to have,
• differentiating the marketing and communication objectives,
• in developing an effective marketing communication plan,
• choosing tools to evaluate our communications before and after the campaigns.

Marketing Research (3)
The purpose of this course is to develop a managerial appreciation toward marketing research. Attention is sequentially focused on information needs, research design, methods of data collection and the drawing of conclusions through relevant analysis. Integration of the concepts discussed is achieved through a focus on demand measurement, product, advertising, distribution and pricing research.

The course is primarily case oriented and therefore depends on the prior preparation and participation of members. Accordingly, a substantial portion of the course grade will be assigned on the basis of regular attendance and contribution to the class.

Marketing Strategies for CEE (1.5)
This course sensitizes students to the particular challenges associated with marketing in Central and Eastern Europe (CEE). It addresses the important economic, social, cultural, political-legal and technological issues that shape the marketing environments and marketing systems in CEE, in the context of the transition process the region has undergone.

The course takes a perspective of a company that plans to enter the markets of CEE or to expand its marketing activities in the region. It provides both an understanding of marketing opportunities and unique marketing practices in CEE, and the tools for developing successful marketing strategies for penetrating the markets of CEE. The course material is applicable both to large, medium-sized and small companies, and to a broad range of consumer and industrial goods, as well as services.

The course is of particular relevance for those planning to work for international companies operating in CEE, but is also designed to be of general value to students majoring in marketing.

Media in the Digital Age (1.5)
This course consists of a series of modules delivered by practitioners from media regulatory bodies, marketing research firms, advertising agencies, media agencies, e-retailers and manufacturers using digitized media. It covers technological changes affecting the way media and advertising agencies evolve and embrace digital communications in the context of a regulatory framework of media digitization. It also examines the changes in consumer behavior as a result of the emergence and spread of digital media.

The course is intended for students who want to specialize in marketing and for those non-marketing students who are interested in understanding how advertisers, media firms, retailers and manufacturers can benefit from the use of digital media of communication.

Money and Banking (1.5)
The course focuses on the activities of the banks, with special attention to the modern corporate and investment banking practice. The products, the services and the structured deals will be discussed as well as the practical aspects of the bank/corporate relationship.

The Natural Environment and Sustainable Business (1.5)
The course will provide an introduction to some of the most pressing environmental and sustainability problems business is facing in the 21^st century. This is a case study-focused course with a range of interactive teaching styles (lecture, seminar discussion, small team debating, video presentation) to highlight the key issues in the course. The basic business challenges raised by global environmental and sustainability problems will be presented and discussed through case studies in order to facilitate appreciation and understanding of conceptual issues within a concrete and applied context.

Negotiation Skills (1.5)
This is a basic course in the theories and practice of negotiation. The stress is on practical exercises in planning and negotiating. The techniques discussed are useful in both commercial and non-commercial negotiations.

Optimal Cost of Capital for the Global Investor (1.5)
BUSI 557F is an intensive course with a “hands on approach”. The course is divided into four main sections: cost of capital and capital structure, international cost of capital, optimal capital structure, and capital restructuring.

The overall course objective is to achieve an understanding of the concepts and analytical tools used in corporate finance and investment analysis to apply them in decision making. At the conclusion of the course, students should be able to make informed decisions. Specifically the Students should:

• understand and quantify the relationship between risk and return in cost of capital,
• value financial assets in global environments,
• recognize the different tradeoffs among various financing options,
• optimize the capital structure of a firm,
• understand different cost of capital valuation methods used in the global investment environment,
• recognize specific characteristics of international projects’ financing with multilateral partners including political risk, the responsibilities of organizations such as the Economist Intelligence Unit, the IFC, and other institutions which typically play a role in developing countries’ project management.

Organizational Decision Making (3)
This course will give a brief introduction into decision-making in organizations, but will also entail some more generic discussions and behaviors, attitudes and perceptions, as well as ways in which they could impact decision-making. Questions of motivation and social influence will be further investigated within this context.

Personal Finance (1.5)
This course takes on a hands-on, practical approach to help participants become better managers of their own money and time, by making informed choices related to spending, saving, borrowing and investing. It will introduce participants to the steps of the financial planning decision making process and offer tools to help identify and evaluate choices as well as understand the consequences of their decisions in terms of opportunity costs.  The week long course will mirror the six steps of financial planning (offered by professional financial planners) which will ensure that participants leave the course with their own ready-to-implement financial plans.

Political and Policy Environment of Transnational Business (3)

The course introduces concrete tools to manage interaction with a malfunctioning government. It also focuses on how to form and lead an effective lobbying coalition, how to effectively network with public officials or how to behave when an administrative agency is a customer or a business partner.

Main topics are:

• When does business interact with governments?
• Structure: how are governments organized?
• Politics and bureaucracy,
• Organized interests and lobbying,
• Public-private partnership: Government as a Customer or a partner,
• Populism,
• Corruption and cronyism,
• Suing and being sued by the government,
• Business and international politics.

Product Planning and Development (1.5)
The course focuses on the understanding of key marketing tools and how it relates to product planning and development, in particular:

• Why brand positioning matters,
• Introduction to the world music case study,
• Why brand strategy matters,
• Strategic implications from the situation analysis,
• Business creativity and innovation, techniques and methods,
• Innovation management,
• Brand strategy (product planning) and NPD/EPD plan (product development).

Project and Investment Analysis (1.5)
The course will cover the appraisal of projects and investments using the Project Analysis model.  It will focus on the key steps of the capital investment process: defining the project appraisal parameters, underlying assumptions and consideration of the key variables affecting project viability.

Participants will gain a thorough understanding of the tools and techniques used in project appraisals, and appreciate the issues in project analysis as well as the adaptation of the model to real world corporate decision-making: evaluating projects of different lives, replacement choices, investment timing decisions and capital rationing.

 Other topics discussed will include managing uncertainty and risk in project cash-flows where techniques such as sensitivity, scenario and break-even analysis are used.  We will also explore the use of “embedded options” in projects analysis and the issues surrounding the analysis of foreign projects.

Project Management (3)
This course is designed to demonstrate the value of project management as an aid to business in general, reflecting both the purpose of projects and the way that they are managed.

It provides:

• To have full understanding of the Project Management context, terminology, phases, processes and their interrelations of the de facto international standard,
• To get familiar with up-to-date specific Project Management tools and techniques in the different phases of the project life cycle,
• To gain understanding in

“doing it right” in critical areas

of project management,

• To be able to develop a Project Management Policy (Guide) in student’s working environment for effectively and efficiently managing projects,
• To be prepared to pass PM certification programs.

Public and Nonprofit Management (1.5)
Although it may sound awkward for those of us who remember the times of the 'real socialism,' after the 2008-2009 financial crisis, we are witnessing a significant expansion of the role of governments in the global economy. Gigantic bailouts and rescue packages transformed some of the world's largest companies, including General Motors or AIG, into, effectively, state-owned enterprises. Even more long-lasting may be the consequences of tightening of regulatory control over the private sector, especially in the industries such as energy or financial services. These worldwide trends supplement phenomena more specific to Central and Eastern Europe, were the borderline between the private and the public sector has traditionally been, to put it mildly, fuzzy.

We offer you the Managing Public and Nonprofit Organizations elective to prepare you for this new era of business-government fusion.

Whether you want to understand governmental and nonprofit organizations better, or to lead one of them one day, you will find Managing Public and Nonprofit Organizations an extremely useful addition to your managerial toolkit.

Real Estate Asset Management (1.5)
The course is designed to provide an overview of how successful organizations seek to ensure that their property resources align with their core business objectives with specific attention to enhancing value, increasing market share, cost optimization, and effective management of lessees or business unit occupiers.

The proactive management of real estate property assets whether as a corporate holding or an investment vehicle is a vital feature of successful real estate business operations. These assets may include land holdings, commercial or production facilities, or services that enable their operation. Property assets are usually long term acquisitions and are less flexible than other forms of investment. Hence many organizations prefer to outsource management of these assets versus the cost and intensive work required for in-house administration.

The course is designed to provide an overview of how successful organizations seek to ensure that their property resources align with their core business objectives with specific attention to enhancing value, increasing market share, cost optimization, and effective management of lessees or business unit occupiers.

Real Estate (Property) Development and Finance (1.5)
This course has been designed for MBA candidates who wish to enhance their existing knowledge of real estate by looking in some detail at the real estate development process and particularly its implications for borrowers and lenders.

The course will give an overview of the real estate development process and its concordant financing issues, including an examination of key ratios applicable to RE development projects, and relevant financial statements used in development projects.

On successful completion of this course, candidates will understand the mechanics of a typical real estate development financing construction and will be in a position to apply such knowledge in a professional environment.

Real Estate Law & Regulatory Environment (1.5)
There are many aspects of the real estate business that require the participation of legal professionals. This course will provide an introductory exposure to the legal issues, “Dos”, “Don’ts” and “Potential Pitfalls” of real estate transactions, including title registration, sale and purchase negotiations, lease and sale contracts, mortgages and bank loans, construction contracts and various business alternatives for owning properties. A special session will be devoted to the legal aspects of contractual relationships between developers and local governments; and professional negligence and possible legal remedies for this will also be discussed. The jurisdictional focus for the course will be Hungary.

Real Estate Markets and Products (1.5)

The course is designed to provide an introduction to the different building products in the residential, retail, business and leisure properties sector and the changing requirements of their tenants or buyers. For each real estate segment a supporting lecture is presented to describe the data requirements for market research, to write a “Research and Concept Brief” as supporting document for project feasibility studies and investment acquisition reports and to guide the input of market research consultants for the pricing of income producing real estate.

The demand for and supply of various real estate products can be empirically assessed and evaluated.  The course will introduce the basic skills of market research and methodologies of demand, competition and pricing assessment for the different real estate sectors. Sessions will also address the required technical skills for assembling “comparatives” for property valuation assignments.

Service Leadership (1.5)
This course is designed to provide managers and their service worker teams with the strategic and operational tools to develop and deliver world-class, innovative services in a region that continues to lag behind those of West Europe, North America and developed Asia.

This seminar will study service management from an integrated viewpoint. The material will integrate operations, marketing, strategy, information technology and organizational issues. Finally, because the service sector is the fastest-growing sector of the CEE economies, this course is intended to help students discover entrepreneurial opportunities.

Services Marketing (1.5)

Students taking this course will become more aware of the nature and characteristics of services, more knowledgeable about the ways services need to be marketed due to their intangible core, and more knowledgeable about service quality, the foundation of services marketing. Students completing the course will understand the success factors in services marketing.

The primary objective of this course is to help prepare students to function as effective executives in a services economy. The emphasis in the course will be on the for-profit (commercial) service sector. However, students interested in the not-for-profit sector should find the course relevant and useful.

Social Entrepreneurship (1.5)
Through guest speakers, case discussions, lecture and interactive presentations, the students will understand the opportunities and challenges in this rapidly developing field. As a final product, the students will be expected to present their planned social venture to an expert panel. 

This course is relevant for students who aspire to become leaders of mission-driven ventures or may contribute time and energy to help build the social sector through getting involved in Corporate Social Responsibility (CSR), lending resources as a non-profit Board member or simply volunteering locally.

The aim of the course is to broaden the student’s understanding of the impact of information technology on modern business environment. The course will present frameworks and models for IT organization and strategy development. The students will learn how to interact with IT organization, how to evaluate IT initiatives and how to keep IT costs under control

Strategy and Organization (1.5)
This module is designed to provide MBA participants with a sound conceptual appreciation of the interaction between strategy, and organisational structure and dynamics. The conversion of strategic intent into sustainable competitive advantage is necessarily conditioned by the interaction of formal and informal structures in response to the development of the organisation’s strategy in a dynamic competitive context. Thus this module deals with such topics as the building blocks of organisation strategy, task definition, formal authority-responsibility relationships, informal structure, and individual motivation.   

Supply Chain Management (3)
As business become increasingly global so has attention increased on how companies design and manage their supply chains. The supply chain management class is designed to help students analyze a company’s supply chain from a strategic point of view and implement changes that will lead to higher revenue growth, decreased costs and increased speed and flexibility. The course will look at the leading trends in the field while focusing on a number of key industries across both consumer and industrial enterprises as well large and small operations. Key themes that will be covered include: the implications of global outsourcing; managing and reducing increasing levels of complexity across organizations and product portfolios; how firms collaborate with customers and suppliers; leveraging information technology; and reducing risk in global environment where direct control over operations is constantly diminishing.

Transformational Leadership (1.5)
The concept of leadership varies from culture to culture and individual to individual and is dependent on the perspectives and worldviews that the culture and individual holds. This has led to many definitions of leadership and opinions of what does and does not constitute leadership. However, there are elements and themes in individual behaviour that are generally accepted as being evidence that an individual is exercising leadership, and many of these elements and themes have developed into theories of leadership.

This course will explore the concepts and theories of leadership and will illustrate that leadership and strategy are “two sides of the same coin” and one without the other is inconceivable. This will necessitate an exploration of the impact of context and contingency theory on leadership and how leadership manifests in diverse contexts. Consequently, the course will include a discussion regarding the different contexts in which leadership takes place and will develop an understanding of the impact of context on leadership.

Adult Education Registration Number: 01-0516-04
Institutional Accreditation Registration Number: AL-0515