MBA Course Description
  1. Leadership & Organizational Behavior (1 credit)
    Modern companies need managers capable of understanding the complex mutual interactions between individuals, the groups to which they belong and the wider system and structures that constitute organizations. The course aims to prepare participants to understand, lead and manage organizations.
    This course deepens the conceptual analysis and self awareness that is necessary to reach a fuller understanding of these linkages and how they can influence organizational performance, cooperation or conflict.

  2.  Human Resources and Compensation Management (1 Credit)
    This course aims at providing key concepts related to compensation management, which is an integral part of human resources management, and, from the point of view of employees, probably its most important part. Even if the question of pay is taboo in a large number of countries, it is still the most critical element when employees have to negotiate adequate rewards for their position in the company, appropriate compensation for their academic background and experience and for meeting or surpassing performance objectives and expectations.. In many countries, compensation equals salary. However, it happens that fringe benefits and bonuses in the form of free medical care, tuition fees for children or housing allowances may prove to be decisive, especially when expatriates are involved.

  3.  Managing People (1 Credit)
    The course aims to understand in general the conceptual foundations and practice of human resource management and more specifically how to manage talent in today’s competitive global landscape. Thus, the course will provide insights on the ways in which people strategies and talent management initiatives and programs contribute to the competitive advantage of organizations. Participants will be equipped with essential HR tools and techniques that are required to achieve high performance in the organization. It will also dwell on the regulatory frameworks and dynamics of workforce activities, thereby making participants aware of the challenges and opportunities faced by individuals and organizations in implementing HRM systems in organizations.

  4.  Ethics & Corporate Social Responsibility (1 Credit)
    The main learning outcomes of this course are to sensitize the participants to the nature of ethical debates and discourses. There may be alternative perspectives and frameworks to understand different issues in the international business environment. The course aims to help participants evaluate their choices and behaviour from an ethical standpoint, the effect of culture and religion in shaping ethical discourse and choices made by society and individuals, firms and managers. This course shall help the participants learn to analyse critically some of the social and ethical challenges faced by managers and thus frame appropriate managerial and corporate responses. It also enables participants to understand the concepts underlying corporate social responsibility and the difference between CSR strategies adopted by firms.

  5. Entrepreneurial Manager (1 Credit)
    Identifying and nurturing the entrepreneurial spirit is the objective of this course. Entrepreneurial managers are to be found everywhere: in small and large companies, private or state owned, the industrial and service sectors. They initiate change in terms of firm strategy and its organizational behavior. However, their number is small and they are not always welcomed, especially by the upper management of an established firm. Their role is invaluable because they are able to identify new business opportunities and present them in an appropriate form to the decision-makers in the firm. The entrepreneurial manager is also able to mobilize the best human resources within the firm in order to reach desirable goals. Finally, the entrepreneurial manager is able to lead teams in ways that are often non-conventional to reach profitable goals.

  6. Decision Making and Negotiation (1 Credit)
    Managers make decisions every day. They have to negotiate with outside partners and colleagues inside the company about everything, from the allocation of available and leveraged resources to the strategic and tactical moves of the company. Very often, managers make their decisions based on their ‘feelings’ or through the prism of their personality. The objective of this course is to give students a systematic and objective framework for decision-making and successful negotiation which will improve their personal effectiveness on one side and the profitability of the company on the other. Knowing oneself is the first step. So, a significant part of the course will be devoted to the study of different decision-making styles, helping student to recognize their own style and teaching them the necessary skills to upgrade their judgment and problem-solving techniques.

  7. Financial Accounting (2 Credits)
    The primary learning outcome of this course is to provide participants with the tools of financial accounting, a knowledge of which is essential for a firm to achieve its goals. The tools of financial accounting provide “useful” information about amounts of resources used, means of financing them and the results achieved using them. However, measuring this information is not enough. It also has to be communicated to the various stakeholders of the organization such as shareholders, employees (managers and executives), customers, suppliers’ financial institutions and statutory agencies such as investors, analysts, and consultants.

  8. Managerial Economics (1 Credit)
    Managerial economics or micro-economics is essential to understand the basics of how management principles work. The main learning outcome of this course is to provide the basic tools, concepts and insights to understand the anatomy, behavior, and functioning of all micro-economic units from the viewpoint of a firm. The participants will learn why a firm exists and how the firm does what it does based on its own interest, as well as how it operates within a complex web of multiple stakeholders, such as buyers or customers, suppliers, rivals, new entrants, substitute products and government policy. Participants will be enabled to understand demand, production, cost, pricing theories and practices.

  9. Finance (2 Credits)
    The primary objective of the finance course is to provide participants with the tools of financial management through learning about the financial universe, including its vocabulary, basic theory and models, the institutions that play a part in the financial world, problems and solutions. They will also learn the role of financial markets in an economy from perspective of firms. Thus, the main objective of the course is to develop an understanding of the features of these markets and discover the basic analytical tools and concepts useful in mapping and evaluating various financial instruments.

  10. Marketing in a Global Environment (2 Credits)
    The objective of this course is to give an understanding of the effects of the multinational dimension on the marketing strategies and management of a company. Marketing problems created by operating a business in more than one country will be examined in order to modify the marketing mix of firms in foreign markets. This course assumes the student has a firm understanding of the essential functions of marketing gained from previous marketing courses.

  11. Islamic Marketing (1 Credit)
    The objective of this course is to make students aware of the possibilities of implementing marketing strategies and techniques within the Islamic environment. The Muslim world is diverse and challenging and presents tremendous opportunities for companies that want to serve its growing markets. Islam is a universal religion and present not only in Arab countries, but also South East Asia, while the number of Muslims living in Western countries is increasing. Islamic marketing is challenging because Islam has a comprehensive set of orthodoxies that govern everyday life, and greatly influences the consumer behaviour of Muslims worldwide. Muslim markets are growing at a rate outpacing western countries, and present unique opportunities for companies.

  12. Corporate & Competitive Strategy (1 Credit)
    The learning outcomes for students enrolled in the course are to understand the determining factors and processes involved in the formulation and implementation of corporate strategy and learn about various organizational contexts within which strategy formulation and implementation occurs. It also aims to familiarize students with frameworks for the analysis of the competitive advantage of nations, industry analysis, competitive choices, generic strategies and value chain analysis.The key concepts provided by the course will help participants to develop a general management and leadership orientation.

  13. Global Strategy (1 Credit)
    The world of the modern corporation is being transformed as the world is becoming borderless, as corporations are competing to be more and more global. Consolidation through mergers and acquisitions, strategic alliances, outsourcing and networks are becoming widespread, for example, in the automobile,cement, telecom or the banking industries.
    A study of the stategy of international firms or multinational corporations (MNCs) encompasses any problem faced or opportunity available, in the areas of finance, production, marketing, information technology, and human resource management. This course draws from both the external and internal environment, and macro- and micro-economics of the firm. Hence, it is both interdisciplinary and integrative.

  14. Managing in Emerging Markets (1 Credit)
    In times of economic uncertainty and upheaval, one thing is certain: emerging markets present a vibrant and credible alternative to ailing western markets. BRIC countries or SAMI countries (Saudi Arabia, Malaysia and Indonesia) already provide markets, an industrial base and finance to the global economy. From the economic perspective, it is foolhardy to ignore emerging markets that grow by 6 to 8 percent per annum, when western markets stagnate or grow by only 1 or 2 percent. However, because they are newcomers on the world economic map, emerging markets present specific and serious challenges to managers. Their diversity, their different levels of development and their kaleidoscopes of political and cultural backgrounds force managers to reinvent management rules and practices.

    The objective of this course is to approach emerging markets from the management perspective whether it is in finance, human resource management or marketing. The attraction and typology of emerging markets are examined in order to explore the opportunities linked to them. Finally, this course discusses the crucial issue of risk as it impacts the real and imaginary profitability of dealing with emerging markets.

  15. Business Sustainability and Society ( 1 Credit)
    A company does not evolve in a closed system with no interaction from its environment. In a pure liberal society, the company`s only role was to create value for the shareholders. In today`s world, the social responsibility of a company involves sustainability of nature and people. Terms such as stakeholders, corporate social responsibility, sustainable growth and environmentally-friendly are becoming key management words. All these societal considerations are backed by ethical considerations and concerns shared by all members of society: consumers, suppliers or regulators. Understanding the ethical foundations of the present-day economic system is a must for international managers because sustainability and corporate social responsibility do not refer merely to production aspects of a company. These concepts now have a holistic value and cover all ranges of activities of the firm, including HR, marketing or finance.

  16. Geopolitics in Asia (1 Credit)
    Working in an international environment forces future managers to cope with geopolitical issues. International managers have to deal with political bodies (on a national or supra-national level) in order to answer public tenders, lobby actively with political parties for the sake of their companies, and deal with partners who belong to the state, because public regulation is sometimes more important than competitive pressures or consumer needs and wants. Very often international managers have to deal with political decision makers without an academic background in management which may lead to serious misunderstandings. International managers may also face problems such as national unrest, political boycotts, and religious intolerance for which they are unprepared. Therefore, a geopolitical approach is very helpful in providing a set of tools to deal with the complex political situations they may be exposed to.

  17. Technology, IT and Operations Management (2 Credits)
    The learning outcome of this course is to provide a comprehensive overview of various operations issues, ITeS, emerging technology enablers and how such developments can be used to gain competitive advantage. Business in a networked economy involves interactions with technology and operations management. Participants will learn about the enablers of technology, the business drivers of technology-related decisions in firms, and will be stimulated to think about new applications for commerce. The second part of this module will focus on operations management (OM), its activities, its tools and techniques. Students will gain the skills necessary to participate in decision-making involving operations issues and using ITeS for competitive advantage and a sustainable future.

  18. Logistics and Supply Chain Management (1 Credit)
    Logistics and supply chain management are of concern to public authorities because public authorities are responsible for ensuring convenient and reliable logistics infrastructures for industry and individuals. Logistics and supply chain management are of concern to companies as well, because according to the theories of just-in-time supply or total quality management, logistics and supply chain are critical elements in manufacturing and retailing. Focusing on cost structure and efficiency, companies usually come to the conclusion that outsourcing logistics and supply chain is the best way to cut costs and increase efficiency. Therefore, the management of logistics and supply chain sub-contractors and partners ensures the overall profitability of the company.

  19. Real Estate Management (1 Credit)
    Real estate management is a decisive part of the economy because in times of volatility and crises in intangible products, real estate is considered to be a safe haven. It is important in emerging countries because of the tremendous demand in all aspects of the industry (such as housing, shopping malls, theme parks) but also in developed countries where space scarcity pushes architects and developers to invent new solutions. Real estate is also the meeting point of a various industries, such as construction, energy and finance and impacts very much the overall state of the economy.

  20. Islamic Law Banking and Financial Transactions ( 1 credit)
    Legal issues in their essential form (what is permitted and what is prohibited) have a decisive role in all aspects of business, from hiring and dismissal regulations, to permitted ingredients for products or price fixation practices. Rules are necessary in order to avoid misunderstandings and enable fair treatment of all parties. Since business has becomes more complex, legal regulations governing business have also become more complex. Managers have to cope not only with national regulations but also with international ones. With the growing role of globalization, corporate and business law has become more and more the subject of bilateral and multilateral agreements (for example, EU law, WTO rules).

  21. Business Simulation (1 Credit)
    This course aims to build team work through playing games simulating actual business practices. The business game course involves decision-making in all the functional areas of a business enterprise.

  22. Business Law (1 Credit)
    This course gives participants an overview of world legal systems, with a focus on American and European business law. Participants study legal aspects of foreign investment, joint ventures and technology transfer in acquiring an understanding of international business law.

  1. Public Utilities Management-Managing the Utilities Sector (2 Credits)
    A public utility is an organization maintaining the infrastructure needed for a public service or providing a service consumed by the general public. The utilities in question range from physical domains such as electricity, oil, gas or water to service domains such as postal services or waste management. In all cases, the rationale behind a public utility is that the government believes that it is better for these services to be provided by a public entity than a private one. Governments vary in the interpretation of what is considered a vital public service. As a result, some countries have an important public utility sector, while others have a limited public utility sector. The management of a public utility differs from a private one in that there are natural and/or artificial monopolies on the one hand and heavy regulation and monitoring from the public authorities on the other.

  2. Economics of Regulations (1 Credit)
    This course outlines different ways of organizing economic activity (regulation, deregulation, competition etc.) and explores how economics can be applied to public policy problems, helping to find the right fit between economic institutions and industry characteristics and thus promote consumer welfare and sustainable development.

  3. Project & Contract Management (2 Credits)
    This course gives participants the keys to plan, organize, secure and manage resources to meet strategic goals. An overview of the different ways to manage contracts efficiently in order to ensure that financial and operational risks are minimized and vendor performance optimized will also be given.


  1. Public Policy in the Social and Political Fields in the GCC Countries (1 Credit)
    The course will be based on an interactive approach where the instructor will lead students to actively discuss their views about the topics listed below. The instructor will comment after each topic to guide the participants to the scientific approach in dealing with the topic.
    The course will deal with the following topics:

    1. What is meant by public policy and how it is applied in the GCC countries? What are the problems, obstacles, challenges of this setting and how they could be solved?
    2. How are the GCC countries responding to the current political and social unrest in the region?
    3. What are the local, regional and international forces that are interplaying in the process and development of the public policies in the GCC countries?
    4. What are the expected scenarios of the current situation in the GCC countries?

  2. Water and Sanitation Policy and Management (2 Credits)
    The general objective of this course is to find integrated sustainable solutions to the problem of water management in urban areas, in particular those related to the socio-economic, environmental, and political conditions in the GCC countries. Its aim is to discuss ‘Integrated Urban Water Management (UIWM)’ which is defined as “the practice of managing freshwater, wastewater and storm water as links within the resource management structure, using an urban area as the unit of management.”(UNEP,2003). It has the following general learning objectives
    1. Understanding urbanization, its major driving forces, and its major water-related issues and challenges.
    2. Understanding the components that make up the urban water cycle, urban water systems and their interaction
    3. Understanding the principles of, and methods for, integrated urban water management and its multidisciplinary perspective.
    4. Identifying some research questions in the field of urban water management.

  1. Energy Policy and Management (2 Credits)
    The energy sector plays a crucial role in the GCC economies. Today’s managers are faced with a number of challenges to secure their competitiveness in the market place as well as to achieve sustainable development. One of the major challenges is the nexus between energy, economy, and the environment.
    This course is an introduction to energy resources management, highlighting the interrelations between energy, economy, and the environment. It will focus on a number of emerging energy issues that are relevant to the GCC countries.


  1. Economic Policy, Global Economy and the GCC (1 Credit)
    GCC countries do not live in isolation, but interact with other countries and share the fate of the global economy in many ways. If the global economy is sluggish, there is a high probability that GCC exports of oil and gas and revenues coming from trade and tourism will decrease and vice versa. Sovereign funds, company and family investments from the GCC countries are also directed towards other countries, mainly western ones. Therefore, they also share the fate of the global economy, positive or negative. The question for GCC countries is whether they would have better results if they band together in an EU-like entity or act individually. Students will thus analyze the pros and cons of common, GCC-shared, versus individual moves in the global environment.

  2. Strategic Planning and Resource Development for Public and Non-Profit Organization (2 Credits)
    Strategic planning is an integral part of Strategic Management. It is therefore used by all organizations, regardless of their nature, because having organizational visions and missions are not enough. A robust planning process is needed in order to make these visions and missions happen. Planning includes the organization determining where it is starting from, what it wants to achieve and how it will do it. These universally recognized steps are valid for public entities where the state often sets up long-term and short-term objectives with precise plans about how to attain them. These steps are also valid for non-profit organizations since they are liable to their founders, whether individuals or other entities.

  3. Budgeting and Financial Management for Public and Non-Profit organizations (1 Credit)
    Public and non-profit organizations are extremely diverse, so their budgeting and financing is diverse as well. The funding for purely sovereign institutions such as ministries comes from the state budget. On the other hand, foundations, associations, sport clubs and the like, get their funding from subscriptions or donations. Public companies are set up and controlled by the state, but their funding usually comes from the sale of goods and services they have a monopoly on. While making a profit is not acceptable for public companies, increasing their income is desirable in order to expand their activities.

  4. Legal Context and Management of Public Cession (1 Credit)
    One of the first things domestic and foreign investors want to check before being involved in a concession agreement is whether the country`s legal and regulatory environment is favorable to concessions operations. Because the concession agreement (which is part of contractual law) cannot forecast all potential problems, it is therefore important to know if the legal framework is friendly to private initiatives in this domain. The law may permit foreign or domestic private investment, but sometimes does not permit or limits the operation of the investor. Finally, there is also a risk of expropriation and companies should assess and provide for this.

  5. Consultancy Project (4 Credits)
    The main motivation behind the consulting project is to supplement in-class room academic experience with fieldwork. The program is designed to integrate the educational objectives of creating future leaders with a true global mindset and a commitment to making positive changes on the world and its people. Working together with a company, participants will try to come up with a solution for the issues it faces. This project helps students understand the macro-economic underpinnings and the strengths and weaknesses of different business perspectives. Projects are provided by the MBA administration in a 9
    variety of industries, including consumer products, international development, energy, finance, healthcare, biosciences, sustainable development, demographic studies, media and entertainment, technology, telecommunications, luxury, and public-private partnership.
    The key phases of each project cover:

    • Country – business, political, social environment analysis

    • Industry analysis

    • Company analysis

    • Issue analysis

    • Implementation & feedback: the team’s analysis and action plan
      are presented to the client/s

  • Each team hands in a written report that is presented orally to a jury including the company coordinator (plus other company executives), the MBA Coach and the MBA academic director.
    Each Team must therefore hand in 2 documents:

    • A written report (including an executive summary)

    • A power point presentation

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