Description
During this detailed outline related to innovation and entrepreneurship technology and innovation management program.
TECHNOLOGY AND INNOVATION
MANAGEMENT PROGRAM
PROGRAM TITLE Master of Business Administration Program in
Telecommunication Business Management
DEGREE TITLE Master of Business Administration (Telecommunication
Business Managemment)
M.B.A. (Telecommunication Business Management)
PROGRAM STRUCTURE
Total program credit 40 credits
Curriculum Component
Plan A Thesis
A. Compulsory Courses 10 credits
B. Core Courses 12 credits
C. Elective Courses 6 credits
D. Thesis 12 credits
Plan B Non-thesis
A. Compulsory Courses 10 credits
B. Core Courses 18 credits
C. Elective Courses 6 or 9 credits
D. Special Research Study / Independent Project 6 or 3 credits
Plan A Plan B
1. Compulsory Courses 10 credits 10 credits
GMI 600 Personal Assessment, Learning & Team Building 0 (0-1-0)
TIM 690 Seminar 1 (0-2-3)
TIM 512 Innovation & Entrepreneurship 3 (3-0-9)
TIM 513 Fundamentals of Technology & Innovation Management 3 (3-0-9)
PJM 510 Project Management 3 (3-0-9)
2. Core Courses 12 credits 18 credits
TIM 511 Global Technological and Institutional Change 3 (3-0-9)
TIM 614 Strategic Management of Technology 3 (3-0-9)
TIM 615 Principles an Practice of Research & Development 3 (3-0-9)
TIM 631 Tools for Technology & Innovation Management 3 (1-4-9)
TIM 632 Research Methods in the Management Sciences 3 (3-0-9)
TIM 633 Statistical Analysis for Technology Managers 3 (3-0-9)
TIM 634 Applied Economics for Technology Managers 3 (3-0-9)
TIM 635 Marketing of Innovation 3 (3-0-9)
TIM 636 Science & Technology Human Resource Management 3 (3-0-9)
TIM 637 Financial & Managerial Accounting 3 (3-0-9)
3. Elective Courses 6 credits 6 or 9 credits
TIM 660 Managing Intellectual Capital 3 (3-0-9)
TIM 661 Introduction to Knowledge Management & Learning Organization 3 (3-0-9)
TIM 662 Operation Management 3 (3-0-9)
TIM 681 Special Topic on Technology & Innovation Management I 3 (3-0-9)
TIM 682 Special Topic on Technology & Innovation Management II 3 (3-0-9)
TIM 683 Special Topic on Technology & Innovation Management III 3 (3-0-9)
LGM 611 Supply Chain Management 3 (3-0-9)
PJM 621 Leadership, Management, and Communications 3 (3-0-9)
PJM 622 Change Management 3 (3-0-9)
XXX 5xx Electives in other business or related fields 3 (3-0-9)
XXX 6xx Electives in other business or related fields 3 (3-0-9)
12 credits 6 or 3 credits
4. Thesis / Special Research Study / Independent Project
GMI 691 Thesis 12 (0-24-48)
GMI 692 Special Research Study 6 (0-12-24)
GMI 693 Independent Study 3 (0-6-12)
5. Other non credits
GMI 601 Oral Communications for Managers 3 (3-0-9)
GMI 602 Writing Communications for Managers 3 (3-0-9)
STUDY PLAN
Plan A Thesis
First Year
First Semester
GMI 600 Personal Assessment, Learning & Team Building 0 (0-1-0)
TIM 511 Global Technological and Institutional Change 3 (3-0-9)
TIM 513 Fundamentals of Technology & Innovation Management 3 (3-0-9)
PJM 510 Project Management 3 (3-0-9)
Total 9 (9-1-27)
Second Semester
TIM 512 Innovation & Entrepreneurship 3 (3-0-9)
TIM 614 Strategic Management of Technology 3 (3-0-9)
TIM 690 Seminar 1 (0-2-3)
TIM 631 Tools for Technology & Innovation Management 3 (1-4-9)
Or TIM 615 Principles an Practice of Research & Development 3 (3-0-9)
Total 10 (7-6-30) or 10 (9-2-30)
Summer Session
GMI 691 Thesis 3(0-6-12)
Total 3 (0-6-12)
Second Year
First Semester
GMI 691 Thesis 6 (0-12-24)
TIM 637 Financial & Managerial Accounting 3 (3-0-9)
Or TIM 633 Statistical Analysis for Technology Managers 3 (3-0-9)
Or TIM 634 Applied Economics for Technology Managers 3 (3-0-9)
Or PJM 621 Leadership, Management, and Communication 3 (3-0-9)
Or XXX xxx Elective 3 (3-0-9)
Total 9 (3-12-33)
Second Semester
GMI 691 Thesis 3 (0-6-12)
TIM 635 Marketing of Innovation 3 (3-0-9)
TIM 615 Principles an Practice of Research & Development 3 (3-0-9)
Or TIM 636 Science & Technology Human Resource Management 3 (3-0-9)
Or TIM 661 Introduction to Knowledge Management & Learning
Organization 3 (3-0-9)
Or PJM 622 Change Management 3 (3-0-9)
Or XXX xxx Elective 3(3-0-9)
Total 9(6-6-30)
Plan B Non-thesis
First Year
First Semester
GMI 600 Personal Assessment, Learning & Team Building 0 (0-1-0)
TIM 511 Global Technological and Institutional Change 3 (3-0-9)
TIM 513 Fundamentals of Technology & Innovation Management 3 (3-0-9)
PJM 510 Project Management 3 (3-0-9)
Total 9 (9-1-27)
Second Semester
TIM 512 Innovation & Entrepreneurship 3 (3-0-9)
TIM 614 Strategic Management of Technology 3 (3-0-9)
TIM 690 Seminar 1 (0-2-3)
TIM 631 Tools for Technology & Innovation Management 3 (1-4-9)
Or TIM 615 Principles an Practice of Research & Development 3 (3-0-9)
Total 10 (7-6-30) or 10 (9-2-30)
Summer Session
GMI 692 Special Research Study 3 (0-6-12)
Or GMI 693 Independent Study 3 (0-6-12)
Total 3 (0-6-12)
Second Year
First Semester
TIM 637 Financial & Managerial Accounting 3 (3-0-9)
Select 2 from 5 subjects as follows
TIM 633 Statistical Analysis for Technology Managers 3 (3-0-9)
TIM 634 Applied Economics for Technology Managers 3 (3-0-9)
PJM 621 Leadership, Management, and Communication 3 (3-0-9)
GMI 692 Special Research Study 3 (0-6-12)
XXX xxx Elective 3(3-0-9)
Total 9(9-0-27)
Second Semester
TIM 635 Marketing of Innovation 3 (3-0-9)
TIM 636 Science & Technology Human Resource Management 3 (3-0-9)
TIM 615 Principles an Practice of Research & Development 3 (3-0-9)
Or TIM 661 Introduction to Knowledge Management & Learning
Organization 3 (3-0-9)
Or PJM 622 Change Management 3 (3-0-9)
Or XXX xxx Elective 3(3-0-9)
Total 9(9-0-27)
COURSE DESCRIPTIONS
BUS 511 Financial and Managerial Accounting 3(3-0-9)
Prerequisite: none
The objectives of this course is to examine accounting measurements for
general-purpose financial reports. The managerial accounting emphasizes the
use of accounting information through out the business process i.e., planning,
operation, and control stages. The course is divided into three sections to reflect
the three stages of management i.e. information for planning and decision
making, information received during operations (Cost accounting), and
information for control and performance evaluation which includes activity-
based-costing, incentive mechanisms, just-in-time production.
GMI 600 Personal Assessment, Learning and Team Building 0 (0-1-0)
Team building , personal evaluation and get to know each other sessions will be
included in this course. The intention of the assessment session is to let the
student know their strength and weakness so that both instructor and student
would design personal development process between the period of study.
GMI 601 Oral Communications for Managers 3(3-0-9)
This course has been designed to enhance students’ English oral skills and
provide various oral styles in business. This course focuses on pronunciation,
stress, intonation, etc., and provides techniques to improve students’ overall
spoken English with sufficient practice and feedback. In addition, this course
presents management oral speaking styles and conventions that enable students
to be able to effectively communicate in the business world.
GMI 602 Writing Communications for Managers 3(3-0-9)
This course has been designed to enhance students’ English writing skills and
provide various writing styles in business. This course provides sufficient
practice, feedback, and strategies to improve students’ grammar control and
overall writing. In addition, this course presents management writing styles and
conventions that allow students to explore and analyze authentic texts in terms
of organization, audience, purpose, style, and language. Students will learn to
write proposals, team reports, summary reports, memos, critical reviews, etc.,
which enhance students’ writing skills for the current business world.
GMI 691 Thesis 12 (0-24-48)
Prerequisite: A student must complete a minimum of 18 credit hours in
his/her programme or consent of advisor
Student will explore the knowledge of project management by conducing
research studies under the supervision of their supervisor. The objectives of this
course are to develop or better or techniques for project management, or to
expand or improve the body of knowledge in project management. These
objectives are required to enhance project performance, resolve management
problems, or provide other significant research findings in the area of project
management. Students are encouraged to propose research concepts,
objectives, and methodologies by considering the research scope and limitations.
GMI 692 Special Research Study 6 (0-12-24)
Prerequisite: A student must complete a minimum of 18 credit hours in
his/her programme or consent of advisor
This course allows students to conduct research studies in the area of project
management within a limited timeframe or a desired scope under the supervision
of their supervisors. Students are required to meet the objectives of this course
by either developing or improving tools or techniques for project management,
or expanding or improving the project management knowledge.
GMI 693 Independent Study 3 (0-6-12)
Prerequisite: A student must complete a minimum of 18 credit hours in
his/her programme or consent of advisor
Under the supervision of their supervisors, students will investigate research
studies by conducting literature reviews in the area of project management or
implementing existing project management knowledge, tools or techniques in a
real-world project. A summary report is expected at the end of the semester.
LGM 611 Supply Chain Management 3(3-0-9)
The components of supply chain, the role of supply chain and competitive
advantage, collaborative supply chain, models of supply chain, design process in
supply chain, supply chain performance measurement.
PJM 510 Project Management 3 (3-0-9)
This course provides a comprehensive overview of project management
throughout the entire project life cycle and under organizational and resource
constraints such as limited time, budgets, and personal. This course presents the
cultures, the principles, and the basic techniques and tools of project
management, which can be applied to any organization. The effective techniques
and tools are used to select high-opportunity projects, link project goals and
objectives to stakeholder needs, estimate project costs and schedules, establish
a dependable project control and monitoring system, and close out a project with
positive results. This course also highlights the project management elements
critical to the success to the success of a project, project success models, and
the management of research and development projects. The knowledge and
skills gained from this course will be the significant foundations of professional
project managers.
PJM 621 Leadership, Management, and Communication 3 (3-0-9)
This course encourages students to enhance their organization project
management skills in their proper organizational context. Through a dynamic
combination of instructions, case studies, extensive discussions, and practical
exercises, students will learn variations in team structures and characteristics,
explore various leadership styles, and discover innovative ways to resolve
conflicts. In addition, students will learn how to communicate, persuade,
persuade, negotiate, and compromise, in order to mastering their vital
interpersonal and organizational skills critical to every project’s success,
regardless of how a project is organized.
PJM 622 Change Management 3 (3-0-9)
This course provides techniques and concepts to help an organization transition
to a new working environment in order to improve the organizational
performance. This course also presents a strategic schedule of activities and
messages involving personnel who have a stake in the change being proposed.
The proper change management can affect the outcome of a project.
TIM 511 Global Technological and Institutional Change 3 (3-0-9)
This course will enable students to understand external environment of firm, i.e.
the technological and institutional setting in which firms are operating. It will
touch upon the issues of global technological change from the historical
perspective, the relationship between technological change and socio-
institutional change. It will introduce the concept of national innovation system
(NIS) which rests on the promise that understanding the linkages among the
institutions (mainly producer, user companies and supporting firms and their
business and customers and users, but also, industrial R&D labs. Etc.).
The course will also explore the roles of government policies and measures in
stimulating technological capability development of firms. It will highlight
successful examples of developed countries and leading Newly Industrialized
Economies (NIEs) like South Korea, Taiwan and Singapore in this aspect. The
role of multinational corporations in the process of globalization of technology
will be discussed.
TIM 512 Innovation & Entrepreneurship 3(3-0-9)
Many managers have viewed the challenge of innovation from a functional
perspective – as an engineering problem, a marketing problem, or a problem
with reward systems or organizational bureaucracy. Creativity is the starting
point for technological entrepreneurship and innovation is a ‘Creative
destruction’. The course deals with productivity, the relationship between
productivity and technological change, the determinants to firms’ investments in
research, development and innovation, the diffusion of innovations and
entrepreneurship. The viewpoint of this course is that innovation is a general
management problem, whose solution requires skill and understanding in the
problems of finance, organization, finding markets, and managing technology,
Overview of the process of initiating a new venture, evaluating it and developing
it into an ongoing enterprise. Organizational and environmental culture necessary
for entrepreneurship. The impact of entrepreneurship on society, entrepreneurial
personality, diagnostic models for evaluating new ventures, correlates of success,
the business plan, growth strategies, and financing new and growing firms.
TIM 513 Fundamentals of Technology & Innovation Management 3 (3-0-9)
This course is an introduction to help the student develop skills and knowledge
useful in appraising and managing firm level’s technological innovation in
general. This course includes: and overview of important definition relevant to
the MOT, characterization and role of technological innovation; managing
knowledge creation in the corporation; managing core competencies and
technology-based skills; managing new product introduction; performing
opportunity screening for investment decisions; building inter-firm collaborative
relations are included. The framework is based on the ‘knowledge based and
learning organisation’ concept which gives central importance to the
accumulation and exploitation of firm-specific knowledge capabilities that enable
the firm to cope with and ever-changing environment, to generate products and
services that are difficult to imitate, and to satisfy customer needs better than
the competition. In addition to a textbook, cases are used to add realism and
context to this course.
TIM 614 Strategic Management of Technology 3 (3-0-9)
The course helps develop and understanding of and the method for managing
technology as a strategic resource of the firm by focus upon issues relating to
technology strategy by integrating the strategic relationship of technology with
strategic planning, marketing, finance, engineering together. These include
decisions about which technologies to back, levels of commitment, the sourcing
of technology, reversed engineering, technology transfer, competitive timing,
alliances, and competencies to be developed. It provides a framework for
understanding and analyzing how firms’ technological activities contribute
effectively to corporate strategic objectives. It also focuses on capital asset and
outright entity purchases as they pertain to acquiring technology. Purchase,
partnership, joint venture, teaming arrangements, due diligence, patent/
copyright issues, entity management, employee issues of entity acquisition
(benefits, location, compensation, absorption into acquiring entity). Rates of
return, hurdle rates, IRR, replacement/ retirements, economics, risk assessment
and risk mitigation.
The course aims to provide participants with a critical knowledge of the main
tools for analyzing the role of technology in the strategies of firms and in the
competitive dynamics of specific product markets and industries. The course will
also provide experience in using the increasing range of electronic information
resources. The course uses a variety of cases, readings, reports, and lectures.
TIM 615 Principles an Practice of Research & Development 3 (3-0-9)
The course deals with the responsibilities of, and operating problems faced by
managers of research and development. The following areas are included:
technology trends and forecasting, technology planning, selection and evaluation
of R&D project, resource allocation, planning and control, measuring results of
R&D. Particular attention is given to creative problem solving, motivating and
managing creative individuals, barriers to innovation, and organization
alternatives for R&D, including matrix and project organizations.
TIM 631 Tools for Technology & Innovation Management 3 (1-4-9)
It coves a range of qualitative and quantitative methods for analysis and
intervention in the innovation process. These include tools for project selection,
planning and implementation, for auditing and diagnosis, technology assessment,
for forecasting, technology foresight and for organizational development. This
course introduces participants to managerial decision analysis using quantitative
tools. Topics include a general framework for decision analysis, decision tables
and trees, simulation, linear programming and related techniques, classical
optimization, forecasting, and probabilistic and statistical techniques. Emphasis is
placed on develop their own ‘toolbox’, adapting tools for use in the Project
courses and dissertation.
TIM 632 Research Methods in the Management Sciences 3 (3-0-9)
This course focuses on methods used in empirical research in the management
sciences. It encompasses: stages in the research process, theory building,
problem definition, research strategies and designs, measurement issues,
sampling, ethical concerns, data analysis, and the communication of research
results. It offers skills training on project management, team working,
consultancy and client negotiation, and presentation. These issues will be
examined in published research and student problems. The first part prepares
students for the project on Technological Entrepreneurship. The second prepares
students for their MSc dissertation. Students examine how to develop research
questions and how to carry out the research necessary to answer them.
TIM 633 Statistical Analysis for Technology Managers 3 (3-0-9)
The course provides students with a practical understanding of the use of basic
statistical techniques, and a set of skills to facilitate the successful completion of
their dissertation projects. Instruction is provided on the nature and use of
descriptive and analytical statistics, and basic computational methods, with
hands-on experience in applying these techniques.
TIM 634 Applied Economics for Technology Managers 3 (3-0-9)
This course aims to develop students’ understanding of the economic viewpoint
on issues of science and technology, to give students a picture of how
economists approach policy-making within firm and inter-organizational levels,
and to help them apply economic measures and indicators that play a key role in
technology development. This includes the introduction of evolutionary,
institutional, Schumpeterian and Neo-Schumpeterian economics, National
Innovation System, and Knowledge Economy.
TIM 635 Marketing of Innovation 3 (3-0-9)
In the era of global markets and international competition, a company must be
innovation and adaptive, always looking to improve its access and coverage of
the market. The objective of this course is then to acquaint students with
marketing in the particular context of technological innovation. This includes
launching new products/ services and/ or developing new markets of the
technological innovation, marketing, marketing strategy, market signal and
marketing policy.
TIM 636 Science & Technology Human Resource Management 3 (3-0-9)
This course gives comprehensive coverage of all the main areas o Human
Resources Management in science and technology aspect. All of the main
practice areas including planning, recruitment, selection, assessment, training,
reward systems, and employee involvement are fully covered.
TIM 637 Financial & Managerial Accounting 3 (3-0-9)
The primary objective of the course is to provide an understanding of financial
and managerial accounting theory and a sound working knowledge of practical
methods used in financial decision making. After successful completion of the
course students will be able to formulate financial problems and calculate
answers for issues regarding compounding of interest, time value of money,
capital budgeting, investment decisions, financial report and working capital
management, etc. Students will be encouraged to apply financial theory and
techniques to real business problems and current events in the world of financial
and managerial accounting.
TIM 660 Managing Intellectual Capital 3 (3-0-9)
Intellectual capital, comprised of intangible assets including employee
knowledge, patents, and research, is rapidly entering mainstream use as an
effective tool to increase corporate competitiveness. The course enables
participants to:
Define the role of knowledge in business and in industry;
Divide intellectual capital into strategic areas; and
Develop measurement systems to assist in benchmarking efforts.
TIM 661 Introduction to Knowledge Management & Learning
Organization 3 (3-0-9)
Increasingly, tacit knowledge is being codified, but the codification of knowledge
has its own limit. An organization is seen as living organism: learning and
evolving to survive. Knowledge is thus viewed as corporate strategic asset, to be
leveraged and exploited for competitive purposes. This new perception of
organization behaviors has been referred as one of the most fanatical debates
for more than a decade. Knowledge and economic growth and change, the
global knowledge-based economy; consequences of the increasing role of the
knowledge worker; strategic and organizational roles of intellectual capital;
monitoring, and valuing and reporting intellectual capital are introduced.
TIM 662 Operations Management 3 (3-0-9)
This course offers an overview of production organization and management and
some of the issues facing operations managers. Production and service
operations have a central role in most firms (services and manufacturing): they
typically account for 70-80% of a firm’s assets, expenditure and people. The
operational side of a business directly contributes to competitiveness and market
leadership. Management of operations therefore needs specified, consistent and
achievable objectives and sound implementation strategies.
doc_139077246.pdf
During this detailed outline related to innovation and entrepreneurship technology and innovation management program.
TECHNOLOGY AND INNOVATION
MANAGEMENT PROGRAM
PROGRAM TITLE Master of Business Administration Program in
Telecommunication Business Management
DEGREE TITLE Master of Business Administration (Telecommunication
Business Managemment)
M.B.A. (Telecommunication Business Management)
PROGRAM STRUCTURE
Total program credit 40 credits
Curriculum Component
Plan A Thesis
A. Compulsory Courses 10 credits
B. Core Courses 12 credits
C. Elective Courses 6 credits
D. Thesis 12 credits
Plan B Non-thesis
A. Compulsory Courses 10 credits
B. Core Courses 18 credits
C. Elective Courses 6 or 9 credits
D. Special Research Study / Independent Project 6 or 3 credits
Plan A Plan B
1. Compulsory Courses 10 credits 10 credits
GMI 600 Personal Assessment, Learning & Team Building 0 (0-1-0)
TIM 690 Seminar 1 (0-2-3)
TIM 512 Innovation & Entrepreneurship 3 (3-0-9)
TIM 513 Fundamentals of Technology & Innovation Management 3 (3-0-9)
PJM 510 Project Management 3 (3-0-9)
2. Core Courses 12 credits 18 credits
TIM 511 Global Technological and Institutional Change 3 (3-0-9)
TIM 614 Strategic Management of Technology 3 (3-0-9)
TIM 615 Principles an Practice of Research & Development 3 (3-0-9)
TIM 631 Tools for Technology & Innovation Management 3 (1-4-9)
TIM 632 Research Methods in the Management Sciences 3 (3-0-9)
TIM 633 Statistical Analysis for Technology Managers 3 (3-0-9)
TIM 634 Applied Economics for Technology Managers 3 (3-0-9)
TIM 635 Marketing of Innovation 3 (3-0-9)
TIM 636 Science & Technology Human Resource Management 3 (3-0-9)
TIM 637 Financial & Managerial Accounting 3 (3-0-9)
3. Elective Courses 6 credits 6 or 9 credits
TIM 660 Managing Intellectual Capital 3 (3-0-9)
TIM 661 Introduction to Knowledge Management & Learning Organization 3 (3-0-9)
TIM 662 Operation Management 3 (3-0-9)
TIM 681 Special Topic on Technology & Innovation Management I 3 (3-0-9)
TIM 682 Special Topic on Technology & Innovation Management II 3 (3-0-9)
TIM 683 Special Topic on Technology & Innovation Management III 3 (3-0-9)
LGM 611 Supply Chain Management 3 (3-0-9)
PJM 621 Leadership, Management, and Communications 3 (3-0-9)
PJM 622 Change Management 3 (3-0-9)
XXX 5xx Electives in other business or related fields 3 (3-0-9)
XXX 6xx Electives in other business or related fields 3 (3-0-9)
12 credits 6 or 3 credits
4. Thesis / Special Research Study / Independent Project
GMI 691 Thesis 12 (0-24-48)
GMI 692 Special Research Study 6 (0-12-24)
GMI 693 Independent Study 3 (0-6-12)
5. Other non credits
GMI 601 Oral Communications for Managers 3 (3-0-9)
GMI 602 Writing Communications for Managers 3 (3-0-9)
STUDY PLAN
Plan A Thesis
First Year
First Semester
GMI 600 Personal Assessment, Learning & Team Building 0 (0-1-0)
TIM 511 Global Technological and Institutional Change 3 (3-0-9)
TIM 513 Fundamentals of Technology & Innovation Management 3 (3-0-9)
PJM 510 Project Management 3 (3-0-9)
Total 9 (9-1-27)
Second Semester
TIM 512 Innovation & Entrepreneurship 3 (3-0-9)
TIM 614 Strategic Management of Technology 3 (3-0-9)
TIM 690 Seminar 1 (0-2-3)
TIM 631 Tools for Technology & Innovation Management 3 (1-4-9)
Or TIM 615 Principles an Practice of Research & Development 3 (3-0-9)
Total 10 (7-6-30) or 10 (9-2-30)
Summer Session
GMI 691 Thesis 3(0-6-12)
Total 3 (0-6-12)
Second Year
First Semester
GMI 691 Thesis 6 (0-12-24)
TIM 637 Financial & Managerial Accounting 3 (3-0-9)
Or TIM 633 Statistical Analysis for Technology Managers 3 (3-0-9)
Or TIM 634 Applied Economics for Technology Managers 3 (3-0-9)
Or PJM 621 Leadership, Management, and Communication 3 (3-0-9)
Or XXX xxx Elective 3 (3-0-9)
Total 9 (3-12-33)
Second Semester
GMI 691 Thesis 3 (0-6-12)
TIM 635 Marketing of Innovation 3 (3-0-9)
TIM 615 Principles an Practice of Research & Development 3 (3-0-9)
Or TIM 636 Science & Technology Human Resource Management 3 (3-0-9)
Or TIM 661 Introduction to Knowledge Management & Learning
Organization 3 (3-0-9)
Or PJM 622 Change Management 3 (3-0-9)
Or XXX xxx Elective 3(3-0-9)
Total 9(6-6-30)
Plan B Non-thesis
First Year
First Semester
GMI 600 Personal Assessment, Learning & Team Building 0 (0-1-0)
TIM 511 Global Technological and Institutional Change 3 (3-0-9)
TIM 513 Fundamentals of Technology & Innovation Management 3 (3-0-9)
PJM 510 Project Management 3 (3-0-9)
Total 9 (9-1-27)
Second Semester
TIM 512 Innovation & Entrepreneurship 3 (3-0-9)
TIM 614 Strategic Management of Technology 3 (3-0-9)
TIM 690 Seminar 1 (0-2-3)
TIM 631 Tools for Technology & Innovation Management 3 (1-4-9)
Or TIM 615 Principles an Practice of Research & Development 3 (3-0-9)
Total 10 (7-6-30) or 10 (9-2-30)
Summer Session
GMI 692 Special Research Study 3 (0-6-12)
Or GMI 693 Independent Study 3 (0-6-12)
Total 3 (0-6-12)
Second Year
First Semester
TIM 637 Financial & Managerial Accounting 3 (3-0-9)
Select 2 from 5 subjects as follows
TIM 633 Statistical Analysis for Technology Managers 3 (3-0-9)
TIM 634 Applied Economics for Technology Managers 3 (3-0-9)
PJM 621 Leadership, Management, and Communication 3 (3-0-9)
GMI 692 Special Research Study 3 (0-6-12)
XXX xxx Elective 3(3-0-9)
Total 9(9-0-27)
Second Semester
TIM 635 Marketing of Innovation 3 (3-0-9)
TIM 636 Science & Technology Human Resource Management 3 (3-0-9)
TIM 615 Principles an Practice of Research & Development 3 (3-0-9)
Or TIM 661 Introduction to Knowledge Management & Learning
Organization 3 (3-0-9)
Or PJM 622 Change Management 3 (3-0-9)
Or XXX xxx Elective 3(3-0-9)
Total 9(9-0-27)
COURSE DESCRIPTIONS
BUS 511 Financial and Managerial Accounting 3(3-0-9)
Prerequisite: none
The objectives of this course is to examine accounting measurements for
general-purpose financial reports. The managerial accounting emphasizes the
use of accounting information through out the business process i.e., planning,
operation, and control stages. The course is divided into three sections to reflect
the three stages of management i.e. information for planning and decision
making, information received during operations (Cost accounting), and
information for control and performance evaluation which includes activity-
based-costing, incentive mechanisms, just-in-time production.
GMI 600 Personal Assessment, Learning and Team Building 0 (0-1-0)
Team building , personal evaluation and get to know each other sessions will be
included in this course. The intention of the assessment session is to let the
student know their strength and weakness so that both instructor and student
would design personal development process between the period of study.
GMI 601 Oral Communications for Managers 3(3-0-9)
This course has been designed to enhance students’ English oral skills and
provide various oral styles in business. This course focuses on pronunciation,
stress, intonation, etc., and provides techniques to improve students’ overall
spoken English with sufficient practice and feedback. In addition, this course
presents management oral speaking styles and conventions that enable students
to be able to effectively communicate in the business world.
GMI 602 Writing Communications for Managers 3(3-0-9)
This course has been designed to enhance students’ English writing skills and
provide various writing styles in business. This course provides sufficient
practice, feedback, and strategies to improve students’ grammar control and
overall writing. In addition, this course presents management writing styles and
conventions that allow students to explore and analyze authentic texts in terms
of organization, audience, purpose, style, and language. Students will learn to
write proposals, team reports, summary reports, memos, critical reviews, etc.,
which enhance students’ writing skills for the current business world.
GMI 691 Thesis 12 (0-24-48)
Prerequisite: A student must complete a minimum of 18 credit hours in
his/her programme or consent of advisor
Student will explore the knowledge of project management by conducing
research studies under the supervision of their supervisor. The objectives of this
course are to develop or better or techniques for project management, or to
expand or improve the body of knowledge in project management. These
objectives are required to enhance project performance, resolve management
problems, or provide other significant research findings in the area of project
management. Students are encouraged to propose research concepts,
objectives, and methodologies by considering the research scope and limitations.
GMI 692 Special Research Study 6 (0-12-24)
Prerequisite: A student must complete a minimum of 18 credit hours in
his/her programme or consent of advisor
This course allows students to conduct research studies in the area of project
management within a limited timeframe or a desired scope under the supervision
of their supervisors. Students are required to meet the objectives of this course
by either developing or improving tools or techniques for project management,
or expanding or improving the project management knowledge.
GMI 693 Independent Study 3 (0-6-12)
Prerequisite: A student must complete a minimum of 18 credit hours in
his/her programme or consent of advisor
Under the supervision of their supervisors, students will investigate research
studies by conducting literature reviews in the area of project management or
implementing existing project management knowledge, tools or techniques in a
real-world project. A summary report is expected at the end of the semester.
LGM 611 Supply Chain Management 3(3-0-9)
The components of supply chain, the role of supply chain and competitive
advantage, collaborative supply chain, models of supply chain, design process in
supply chain, supply chain performance measurement.
PJM 510 Project Management 3 (3-0-9)
This course provides a comprehensive overview of project management
throughout the entire project life cycle and under organizational and resource
constraints such as limited time, budgets, and personal. This course presents the
cultures, the principles, and the basic techniques and tools of project
management, which can be applied to any organization. The effective techniques
and tools are used to select high-opportunity projects, link project goals and
objectives to stakeholder needs, estimate project costs and schedules, establish
a dependable project control and monitoring system, and close out a project with
positive results. This course also highlights the project management elements
critical to the success to the success of a project, project success models, and
the management of research and development projects. The knowledge and
skills gained from this course will be the significant foundations of professional
project managers.
PJM 621 Leadership, Management, and Communication 3 (3-0-9)
This course encourages students to enhance their organization project
management skills in their proper organizational context. Through a dynamic
combination of instructions, case studies, extensive discussions, and practical
exercises, students will learn variations in team structures and characteristics,
explore various leadership styles, and discover innovative ways to resolve
conflicts. In addition, students will learn how to communicate, persuade,
persuade, negotiate, and compromise, in order to mastering their vital
interpersonal and organizational skills critical to every project’s success,
regardless of how a project is organized.
PJM 622 Change Management 3 (3-0-9)
This course provides techniques and concepts to help an organization transition
to a new working environment in order to improve the organizational
performance. This course also presents a strategic schedule of activities and
messages involving personnel who have a stake in the change being proposed.
The proper change management can affect the outcome of a project.
TIM 511 Global Technological and Institutional Change 3 (3-0-9)
This course will enable students to understand external environment of firm, i.e.
the technological and institutional setting in which firms are operating. It will
touch upon the issues of global technological change from the historical
perspective, the relationship between technological change and socio-
institutional change. It will introduce the concept of national innovation system
(NIS) which rests on the promise that understanding the linkages among the
institutions (mainly producer, user companies and supporting firms and their
business and customers and users, but also, industrial R&D labs. Etc.).
The course will also explore the roles of government policies and measures in
stimulating technological capability development of firms. It will highlight
successful examples of developed countries and leading Newly Industrialized
Economies (NIEs) like South Korea, Taiwan and Singapore in this aspect. The
role of multinational corporations in the process of globalization of technology
will be discussed.
TIM 512 Innovation & Entrepreneurship 3(3-0-9)
Many managers have viewed the challenge of innovation from a functional
perspective – as an engineering problem, a marketing problem, or a problem
with reward systems or organizational bureaucracy. Creativity is the starting
point for technological entrepreneurship and innovation is a ‘Creative
destruction’. The course deals with productivity, the relationship between
productivity and technological change, the determinants to firms’ investments in
research, development and innovation, the diffusion of innovations and
entrepreneurship. The viewpoint of this course is that innovation is a general
management problem, whose solution requires skill and understanding in the
problems of finance, organization, finding markets, and managing technology,
Overview of the process of initiating a new venture, evaluating it and developing
it into an ongoing enterprise. Organizational and environmental culture necessary
for entrepreneurship. The impact of entrepreneurship on society, entrepreneurial
personality, diagnostic models for evaluating new ventures, correlates of success,
the business plan, growth strategies, and financing new and growing firms.
TIM 513 Fundamentals of Technology & Innovation Management 3 (3-0-9)
This course is an introduction to help the student develop skills and knowledge
useful in appraising and managing firm level’s technological innovation in
general. This course includes: and overview of important definition relevant to
the MOT, characterization and role of technological innovation; managing
knowledge creation in the corporation; managing core competencies and
technology-based skills; managing new product introduction; performing
opportunity screening for investment decisions; building inter-firm collaborative
relations are included. The framework is based on the ‘knowledge based and
learning organisation’ concept which gives central importance to the
accumulation and exploitation of firm-specific knowledge capabilities that enable
the firm to cope with and ever-changing environment, to generate products and
services that are difficult to imitate, and to satisfy customer needs better than
the competition. In addition to a textbook, cases are used to add realism and
context to this course.
TIM 614 Strategic Management of Technology 3 (3-0-9)
The course helps develop and understanding of and the method for managing
technology as a strategic resource of the firm by focus upon issues relating to
technology strategy by integrating the strategic relationship of technology with
strategic planning, marketing, finance, engineering together. These include
decisions about which technologies to back, levels of commitment, the sourcing
of technology, reversed engineering, technology transfer, competitive timing,
alliances, and competencies to be developed. It provides a framework for
understanding and analyzing how firms’ technological activities contribute
effectively to corporate strategic objectives. It also focuses on capital asset and
outright entity purchases as they pertain to acquiring technology. Purchase,
partnership, joint venture, teaming arrangements, due diligence, patent/
copyright issues, entity management, employee issues of entity acquisition
(benefits, location, compensation, absorption into acquiring entity). Rates of
return, hurdle rates, IRR, replacement/ retirements, economics, risk assessment
and risk mitigation.
The course aims to provide participants with a critical knowledge of the main
tools for analyzing the role of technology in the strategies of firms and in the
competitive dynamics of specific product markets and industries. The course will
also provide experience in using the increasing range of electronic information
resources. The course uses a variety of cases, readings, reports, and lectures.
TIM 615 Principles an Practice of Research & Development 3 (3-0-9)
The course deals with the responsibilities of, and operating problems faced by
managers of research and development. The following areas are included:
technology trends and forecasting, technology planning, selection and evaluation
of R&D project, resource allocation, planning and control, measuring results of
R&D. Particular attention is given to creative problem solving, motivating and
managing creative individuals, barriers to innovation, and organization
alternatives for R&D, including matrix and project organizations.
TIM 631 Tools for Technology & Innovation Management 3 (1-4-9)
It coves a range of qualitative and quantitative methods for analysis and
intervention in the innovation process. These include tools for project selection,
planning and implementation, for auditing and diagnosis, technology assessment,
for forecasting, technology foresight and for organizational development. This
course introduces participants to managerial decision analysis using quantitative
tools. Topics include a general framework for decision analysis, decision tables
and trees, simulation, linear programming and related techniques, classical
optimization, forecasting, and probabilistic and statistical techniques. Emphasis is
placed on develop their own ‘toolbox’, adapting tools for use in the Project
courses and dissertation.
TIM 632 Research Methods in the Management Sciences 3 (3-0-9)
This course focuses on methods used in empirical research in the management
sciences. It encompasses: stages in the research process, theory building,
problem definition, research strategies and designs, measurement issues,
sampling, ethical concerns, data analysis, and the communication of research
results. It offers skills training on project management, team working,
consultancy and client negotiation, and presentation. These issues will be
examined in published research and student problems. The first part prepares
students for the project on Technological Entrepreneurship. The second prepares
students for their MSc dissertation. Students examine how to develop research
questions and how to carry out the research necessary to answer them.
TIM 633 Statistical Analysis for Technology Managers 3 (3-0-9)
The course provides students with a practical understanding of the use of basic
statistical techniques, and a set of skills to facilitate the successful completion of
their dissertation projects. Instruction is provided on the nature and use of
descriptive and analytical statistics, and basic computational methods, with
hands-on experience in applying these techniques.
TIM 634 Applied Economics for Technology Managers 3 (3-0-9)
This course aims to develop students’ understanding of the economic viewpoint
on issues of science and technology, to give students a picture of how
economists approach policy-making within firm and inter-organizational levels,
and to help them apply economic measures and indicators that play a key role in
technology development. This includes the introduction of evolutionary,
institutional, Schumpeterian and Neo-Schumpeterian economics, National
Innovation System, and Knowledge Economy.
TIM 635 Marketing of Innovation 3 (3-0-9)
In the era of global markets and international competition, a company must be
innovation and adaptive, always looking to improve its access and coverage of
the market. The objective of this course is then to acquaint students with
marketing in the particular context of technological innovation. This includes
launching new products/ services and/ or developing new markets of the
technological innovation, marketing, marketing strategy, market signal and
marketing policy.
TIM 636 Science & Technology Human Resource Management 3 (3-0-9)
This course gives comprehensive coverage of all the main areas o Human
Resources Management in science and technology aspect. All of the main
practice areas including planning, recruitment, selection, assessment, training,
reward systems, and employee involvement are fully covered.
TIM 637 Financial & Managerial Accounting 3 (3-0-9)
The primary objective of the course is to provide an understanding of financial
and managerial accounting theory and a sound working knowledge of practical
methods used in financial decision making. After successful completion of the
course students will be able to formulate financial problems and calculate
answers for issues regarding compounding of interest, time value of money,
capital budgeting, investment decisions, financial report and working capital
management, etc. Students will be encouraged to apply financial theory and
techniques to real business problems and current events in the world of financial
and managerial accounting.
TIM 660 Managing Intellectual Capital 3 (3-0-9)
Intellectual capital, comprised of intangible assets including employee
knowledge, patents, and research, is rapidly entering mainstream use as an
effective tool to increase corporate competitiveness. The course enables
participants to:
Define the role of knowledge in business and in industry;
Divide intellectual capital into strategic areas; and
Develop measurement systems to assist in benchmarking efforts.
TIM 661 Introduction to Knowledge Management & Learning
Organization 3 (3-0-9)
Increasingly, tacit knowledge is being codified, but the codification of knowledge
has its own limit. An organization is seen as living organism: learning and
evolving to survive. Knowledge is thus viewed as corporate strategic asset, to be
leveraged and exploited for competitive purposes. This new perception of
organization behaviors has been referred as one of the most fanatical debates
for more than a decade. Knowledge and economic growth and change, the
global knowledge-based economy; consequences of the increasing role of the
knowledge worker; strategic and organizational roles of intellectual capital;
monitoring, and valuing and reporting intellectual capital are introduced.
TIM 662 Operations Management 3 (3-0-9)
This course offers an overview of production organization and management and
some of the issues facing operations managers. Production and service
operations have a central role in most firms (services and manufacturing): they
typically account for 70-80% of a firm’s assets, expenditure and people. The
operational side of a business directly contributes to competitiveness and market
leadership. Management of operations therefore needs specified, consistent and
achievable objectives and sound implementation strategies.
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