Business Analysis and Valuation Course unit title Business Analysis and Valuation Course unit code AKK 610 Type of course unit (compulsory, optional) Compulsory Level of course unit (according to EQF: first cycle Bachelor, second cycle Master) The Second cycle of Master Degree Program Year of study when the course unit is delivered (if applicable) 2020-2021 Semester/trimester when the course unit is delivered The Third Semester of Master Study Number of ECTS credits allocated 3 Credits (4.8 ECTS) Name of lecturer(s) Dr. Windijiarto, SE., MBA Prof. Dr.Sri Maemunah Soeharto,SE Learning outcomes of the course unit After completing this course, students will have ability to analyze and evaluate financial information presented in financial statements. This is done as consideration in determining the value and risk for making investment decisions and management decisions for the issuer in order to increase the companies’ value Mode of delivery (face-to-face, distance learning) face-to-face Prerequisites and co-requisites (if applicable) - Course content This course discusses about how financial analysts, potential investors, investors use the financial information presented in financial statements in order to evaluate a company's financial condition and valuation as consideration in making investment decisions in securities. Besides, it is also used as an evaluation material for the company's performance, so that the company's strengths and weaknesses can be known for consideration of management decisions in order to increase its value. Recommended or required Reading and other learning resources/tools Foster, George, 1986. Financial Statement Analysis, 2nd edition, Prentice Hall, New Jersey. (code : GF) Palepu, Healy, Bernard, 2008. Business Analysis and Valuation, 4th edition, South-Western College Publishing. (code : PHB) Planned learning activities and teaching methods Lectures, Discussions, and Assignments Language of instruction Indonesian Assessment methods and criteria Exams (40%), assignments (30%), participation in discussions (30%)
Brand Management Course unit title Brand Management Course unit code MNP 613 Type of course unit (compulsory, optional) Compulsory Level of course unit (according to EQF: first cycle Bachelor, second cycle Master) The Second cycle of Master Degree Program Year of study when the course unit is delivered (if applicable) 2020-2021 Semester/trimester when the course unit is delivered The Second Semester of Master Study Number of ECTS credits allocated 3 Credits (4.8 ECTS) Name of lecturer(s) Dr. Gancar Candra Premananto, SE., MSi. Dr. Masmira Kurniawati, SE., MSi. Learning outcomes of the course unit After completing Brand Management course, the students are expected to be: • Able to explain brand concepts and related topics • Able to design and apply effective brand value development strategies • Able to analyze, design, and introduce innovations and brand extensions in order to increase value • Able to provide solutions to problems or organizational barriers related to the brand Mode of delivery (face-to-face, distance learning) face-to-face Prerequisites and co-requisites (if applicable) - Course content The Brand Management course discusses the definition of brand, the importance of brand in a company's marketing communications, and brand management. The topics presents in this course include basic brand concepts, customer-based equity, strategy to increase and develop the value of brands, brand management strategies over time, as well as brand constraint solutions. Recommended or required Reading and other learning resources/tools Kevin Lane Keller.. (2012). Strategic Brand Management. 4th Edition. Upper Saddle River. New Jersey: Prentice Hall Planned learning activities and teaching methods -Discuss lecture materials -Presentation and discussion of case studies Language of instruction Indonesian Assessment methods and criteria Final exam (35%), midterm exam (35%), presentation (15%), and case study (15%)
Banking Management and Financial Institutions Course unit title Banking Management and Financial Institutions Course unit code MNK637 Type of course unit (compulsory, optional) Compulsory Level of course unit (according to EQF: first cycle Bachelor, second cycle Master) The Second cycle of Master Degree Program Year of study when the course unit is delivered (if applicable) 2020-2021 Semester/trimester when the course unit is delivered The Second Semester of Master Study Number of ECTS credits allocated 3 Credits Name of lecturer(s) Dr. Rahmat Setiawan, SE., MM., CFP Dr. Windijarto, MBA Learning outcomes of the course unit After completing this course, students are expected to be able to explain the management of banking and financial institutions. Mode of delivery (face-to-face, distance learning) face-to-face Prerequisites and co-requisites (if applicable) - Course content Banking and financial institution management course discusses the management of banks and financial services Recommended or required Reading and other learning resources/tools Rose, Peter S., Sylvia C. Hudgins., 2013, Bank Management and Financial Service; McGraw-Hill, New York. (RH) Artikel jurnal ilmiah yang terkait manajemen bank dan jasa keuangan Planned learning activities and teaching methods Lecture, Discussion, and Presentation Language of instruction Indonesia Assessment methods and criteria Assignment of materials summary and case studies (25%), group presentations (15%), midterm exam (30%), final exam (30%)
Advanced Marketing Management Course unit title Advanced Marketing Management Course unit code MNP614 Type of course unit (compulsory,optional) Compulsory Level of course unit (according to EQF: first cycle Bachelor, second cycle Master) The Second cycle of Master Degree Program Year of study when the course unit is delivered (if applicable) 2020-2021 Semester/trimester when the course unit is delivered The First Semester of Master Study Number of ECTS credits allocated 3 Credits (4.8 ECTS) Name of lecturer(s) Dr. Sri Hartini, SE.,M.Si Prof. Dr. Sri Wahjuni Astuti, SE., MS Learning outcomes of the course unit Students are expected to be able to analyze and synthesize various marketing concepts and theories including: market analysis (customer and competitor analysis), building value, marketing relation, branding, pricing, marketing communication and postmodern marketing. Mode of delivery (face-to-face,distance learning) face-to-face Prerequisites and co-requisites (if applicable) - Course content This course is designed for undergraduate students in the form of class presentations and discussions, group and individual assignments related to theories, concepts, phenomena and problems of marketing management. As an advanced subject level, students are expected to take up the basic concepts and theories at the previous level. Topics of discussion in 14 effective meetings will discuss the theories and research results of international journal articles as well as other references that relevant to the subject matter. The main topics of this course are market analysis, customer value, relationship marketing, product branding, pricing, marketing communication, and marketing performance. Recommended or required Reading and other learning resources/tools Best, Roger J. (2014). Market-Based Management. Strategies for Growing Customer Value and Profitability. Sixth edition. Pearson. Planned learning activities and teaching methods Lectures, Discussions, Exercises, Assignments Language of instruction Indonesian Assessment methods and criteria Midterm exam (30%), final exam (30%), discussion (15%), group assignments (10%), individual assignments (15%)
Organizational Performance Measurement and Management Course unit title Organizational Performance Measurement and Management Course unit code MNG 612 Type of course unit (compulsory, optional) Compulsory Level of course unit (according to EQF: first cycle Bachelor, second cycle Master) Second Cycle Year of study when the course unit is delivered (if applicable) Semester/trimester when the course unit is delivered 3rd semester Number of ECTS credits allocated 4.8 Name of lecturer(s) Dr. Indrianawati Usman Dr. Sri Hartini Learning outcomes of the course unit Students are able to relate scientific phenomena and concepts. Performance measurement for profit and non-profit organizations Students compile ideas, thoughts, and scientific arguments responsibly and based on academic ethics, and communicate well about the science of performance measurement, both in the form of articles and practical issues in the field of organizational management. Students are able to criticize practical phenomena that occur regarding issues in measuring organizational performance Mode of delivery (face-to-face, distance learning) Distance Learning (current status due to COVID-19 pandemic) Prerequisites and co-requisites (if applicable) - Course content Topic 1 Introduction to Performance Measurement and Management Topic 2 Strategy Map Topic 3 Operation Performance Management Processes Topic 4 Customer Performance Management Processes Topic 5 Innovation, Regulatory and Social Performance Mgt. Processes Topic 6 Aligning Intangible Assets to Enterprise Strategy Topic 7 Measuring and Managing Human capital readiness Topic 8 Measuring and Managing Information Capital Readiness Topic 9 Measuring and Managing Organization Capital Readiness Topic 10 Public Sector Organization & Non-Profit Organization Topic 11 Topic Presentation 1 Topic 12 Performance Management At Digital Era Topic 13 Performance Based Pay Topic 14 Project Presentation II Recommended or required reading and other learning resources/tools Kaplan, R. S., & Norton, D. P. (2004). The strategy map: guide to aligning intangible assets. Strategy & leadership. Planned learning activities and teaching methods Material Summary and Case Analysis Tasks This method aims to measure how students examine, summarize and conclude logically based on relevant performance measurement theories and conduct case study analysis to provide recommendations for solutions to the problems described in the case well. Group PresentationThis method is intended to measure students' ability to present and communicate group thoughts on the essence of the concepts that have been concluded and the results of case analysis and present proposed solutions orally and in writing through presentations. Midterm ExaminationThis method aims to measure an individual's understanding of a given topic and communicate ideas in writing. Final ExaminationThis method aims to measure an individual's understanding of a given topic and communicate ideas in writing Language of instruction Bahasa Indonesia Assessment methods and criteria Material Summary Understanding of summarized lecture material Important information on lecture material is well identified Accuracy in sequencing lecture material in writing A summary report of lecture material is presented with an attractive appearance The language used must use good and correct Indonesian, the language used is not the result of the translation of certain applications or software, such as Google Translate. A summary report of lecture material is presented in easy-to-understand sentences Case Analysis Tasks Understanding of the analyzed case material Important information on the case is well identified Accuracy in tracing arguments in writing Case questions are answered with strong arguments The answer to the question shows the effort to dig up additional information with good analytical skills Case questions are answered based on relevant theories Case analysis reports are presented with an attractive appearance The language used must use good and correct Indonesian, the language used is not the result of the translation of certain applications or software, such as Google Translate. Case analysis reports are presented in easy-to-understand sentences Cases are analyzed using additional references other than compulsory college books Group Presentation Power Point information is presented clearly and systematically Good presentation design and easy to read Information conveyed in a clear audible voice Fluent presentation, not just reading the slides The duration of the presentation does not exceed the set time The information presented is relevant to the topic discussed The information presented is important/interesting to be discussed The presentation shows the team’s preparation The presentation closes with a concise and clear conclusion Overall, the presentation team delivered a presentation that attracted of the audience Midterm ExaminationClarity and accuracy of answers, ability to elaborate concepts Final ExaminationClarity and accuracy of answers, ability to elaborate concepts
Operations and Process Management: Theory and Application Course unit title Operations and Process Management: Theory and Application Course unit code MNO601 Type of course unit (compulsory, optional) Compulsory Level of course unit (according to EQF: first cycle Bachelor, second cycle Master) Level 7 – Second Cycle Degree (Master) Year of study when the course unit is delivered (if applicable) - Semester/trimester when the course unit is delivered 1 Number of ECTS credits allocated 4.8 Name of lecturer(s) Dr. Yetty Dwi Lestari, SE., MT. Dr. Rumajji, SE., MSi. Prof. Soeparno Learning outcomes of the course unit Graduate Learning Outcomes Attitude Faith to God Almighty and a religious attitude Upholding humanity in carrying out duties based on religion, morals, and ethics Contributing in improving the life quality of society, nation, state, and the advance of civilization based on Pancasila Playing a role as a proud citizen, who have a great deal of nationalism and a sense of responsibility to the country and nation Appreciating the diversity of culture, perspective, religion, belief, as well as the opinion or original finding of others Cooperating, having social sensitivity and concerning on society and the environment Obeying the law and being discipline in social life Internalizing academic values, norms, and ethics Demonstrating responsible attitude in their areas of expertise independently Internalizing independence, struggle, and entrepreneurship General Skill Being able to develop logical, critical, systematic, and creative thinking through scientific research, creation of design or work of art in the field of science and technology. Students are expected to implement humanities values according to their field of expertise, organize scientific concept and study result. It is also based on rules, procedures, and scientific research ethics in the form of thesis and articles in accredited journals both national and international recognition Being able to carry out academic validation or study according to their field of expertise for solving problems of related communities or industries Being able to organize ideas, thoughts, and scientific arguments responsibly according to academic ethics, as well as communicate them to the academic and wider community through media Being able to identify the scientific field as the object of research and put it into the research map that is developed through an interdisciplinary or multidisciplinary approach Being able to make decisions for solving science and technology development problems by reminding attentive and applying humanities values based on analytical or experimental studies of information and data Being able to manage, develop and maintain amity with colleagues, peers and wider research community Being able to increase learning capacity independently Being able to archive, save, secure, and rediscover research data in order to ensure validity and prevent plagiarism Specific Skill Being able to apply analytical tools related to existing business problems Being able to integrate multidisciplinary knowledge to solve business problems Having comprehension global perspective Being able to build, develop, and maintain business organizations in order to be flexible, transformative, and proactive-adaptive to the shift of business environment Knowledge Students are able to identify theories, concepts, and basic practices of management and business Students are expected to understand current management and business principles and issues Course Learning Outcomes After completing the course, students are expected to: Be able to elaborate the concepts of operations and supply chain management Be able to apply methods in operations and supply chain management appropriately Be able to review case studies in operations and supply chain management Be able to arrange operational improvement proposal for both manufacturing and services Mode of delivery (face-to-face, distance learning) Distance Learning (current status due to COVID-19 pandemic) Prerequisites and co-requisites (if applicable) - Course content Topic 1 – Operations Management Concept The introduction of operations management Definition of operations management The differences of manufacturing and services Operations management decisions Current operations management environment Topic 2 – Operations Strategy and Competitiveness The role of operations strategy Operations strategy Strategic role of technology Productivity Case study: The Tao & Timbuk Topic 3 – Project Management and Strategic Capacity Management Project management Strategic capacity management Case study: Shouldis Hospital Topic 4 – Manufacturing Processes & Facility Layout Manufacturing processes Facility layout Case study: Circuits Board Fabricator Topic 5 – Waiting Line Analysis and Simulation Service processes Waiting line analysis and simulation Case study: Pizza USA Topic 6 – Six Sigma Quality & Statistical Quality Control Six Sigma quality Statistical quality control Case study: Tesla’s Quality Control Topic 7 – Case Study / Latest Journal on Designing Operations Topic 8 – Lean and Sustainable Supply Chain Logistics, Distribution, and Transportation Lean and sustainable supply chain Logistics, distribution, and transportation Case: Pro fishing boats Topic 9 – Global Sourcing and Procurement Global sourcing and procurement Case: Grainger, Reengineering the China/U.S Supply Chain Topic 10 – Enterprise Resource Planning Sales and Operations Planning Enterprise resource planning Sales and operations planning Case: Bradford Manufacturing Topic 11 – Forecasting & Work Center Scheduling Forecasting Work center scheduling Case study: Hospitals Topic 12 – Inventory Management & Material Requirement Planning Inventory management Material requirement planning Case study: Brunswick motor Topic 13 – Health Care & Operations Consulting Health care Operations consulting Topic 14 – Case Study / Latest Journal on Designing Operations Recommended or required reading and other learning resources/tools Required Readings: Chase, R. B., Shankar, R., & Jacobs, F. R. (2018). Operations and Supply Chain Management, 15e (SIE). McGraw-Hill Education. Krajewski, L. J., Ritzman, L. P., & Malhotra, M. K. (2016). Operations management: Processes and supply chains. Upper Saddle River, New Jersey: Pearson. Additional Reference: Heizer, J., Render, B., & Munson, C. (2017). Principles of Operations Management: Sustainability and Supply Chain Management (Global editon). Pearson.and management. Kogan Page Publishers. Jacobs, F. R., & Chase, R. B., (2019). Operations and Supply Chain Management, the Core. New York, NY: McGraw-Hill/Irwin. Planned learning activities and teaching methods This course uses a pedagogical learning approach that appreciates interactive teaching and learning activities. Teaching method is conducted online with a combination of classical lectures (with many types of teaching material including videos), group presentations, and interactive discussions. The purpose of using various learning methods is to encourage the students’ contribution in learning process through structured classroom activities. Student groups are required to submit and present a summary and review of class materials and case studies each week. Students MUST actively participate in the discussion session during the class. Language of instruction Bahasa Indonesia Assessment methods and criteria Assessment Methods Method Description Competency Reference Expected Behaviour Group assignment (material presentation) Students are expected to be able to elaborate the materials discussed appropriately and clearly P1, P4, KK1, KK2, KK5, KK6, KU1, KU6, KU7, S2, S3, S4, S5, S6, S7, S9, S10 A Group of 3 students is required to prepare power point presentation and present it correctly and clearly. Criteria: All group members prepare and present the material The presentation of materials is done clearly Group assignment (material review) Students are expected to be able to define the materials discussed based on independent study P1, P4, KU1, KU6, KU7, KU8, KK1, KK2, KK5, KK6S2, S3, S4, S5, S6, S7, S9, S10 Student groups have to read and review the materials that will be discussed Criteria: Clarity of review material Individual Participation This assessment method is intended to examine students' understanding of the material discussed and students' communication skills in conveying their ideas and opinions P1, KU1, KU2, KU3, KU4, KU4, KU7, KK1, KK2, KK5, KK6, S1, S2, S3, S4, S5 Students need to push themselves to be actively involved in discussion session Criteria: Frequency of students conveying relevant opinions Midterm Exam Students are required to attend the exam as scheduled. The exam material includes meeting material of week 1-5, aims to assess students’ mastery of the course material P1, KU2, KU3, KU4, KU5, KK5, KK6, S1, S2, S4, S7, S8, S9, S10 Students are well prepared to take written exams independently Criteria: Accuracy and clarity of answers Final Exam Students are required to attend the exam as scheduled. The exam material includes meeting material of week 8-12, aims to assess students’ mastery of the course material P1, KU2, KU3, KU4, KU5, KK5, KK6, S1, S2, S4, S7, S8, S9, S10 Students are well prepared to take written exams independently Criteria: Accuracy and clarity of answers Assessment Criteria (Presentation) No Grading Aspect Evaluation Result 1 Information on Powerpoint presentation is delivered clearly and systematically Yes No 2 Information is delivered in easy-to-understand words Yes No 3 Information is delivered with a strong and clear voice Yes No 4 The duration of the presentation does not overtime Yes No 5 Delivered information is relevant with the discussed topic Yes No 6 Delivered information is important/interesting to be discussed Yes No 7 Presentation is well prepared Yes No 8 Presentation is equipped with illustrations in order to make it easier to understand Yes No 9 Presentation is concluded with concise and clear statements Yes No 10 The grup delivers engaging presentation that take courage of the audience Yes No Assessment Criteria (Material Review) No Grading Aspect Evaluation Result 1 Review is delivered clearly and systematically Yes No 2 Review is delivered in easy-to-understand words Yes No 3 Review is relevant with the discussed topic Yes No 4 Review represents a well prepared group Yes No 5 Providing illustrations that make it easier to understand Yes No
Marketing Management: Theory and Application Course unit title Marketing Management: Theory and Application Course unit code MP601 Type of course unit (compulsory, optional) Compulsory Level of course unit (according to EQF: first cycle Bachelor, second cycle Master) Level 7 – Second Cycle Degree (Master) Year of study when the course unit is delivered (if applicable) - Semester/trimester when the course unit is delivered 1 Number of ECTS credits allocated 4.8 Name of lecturer(s) Sri Gunawan, DBA Dr. M. Yusak Anshori Learning outcomes of the course unit Graduate Learning Outcomes Attitude Faith to God Almighty and a religious attitude (A1) Upholding humanity in carrying out duties based on religion, morals, and ethics (A2) Contributing to improve the life quality of society, nation, state, and the advance of civilization based on Pancasila (A3) Playing a role as a proud citizen, who have a great deal of nationalism and a sense of responsibility to the country and nation (A4) Appreciating the diversity of culture, view, religion, belief, as well as the opinions or original findings of others (A5) Cooperating, having social sensitivity, and concerning on society and the environment (A6) Obeying the law and being discipline in social life (A7) Internalizing academic values, norms, and ethics (A8) Demonstrating responsible attitudes in their areas of expertise independently (A9) Internalizing independence, struggle, and entrepreneurship (A10) General Skill Being able to carry out academic validation or study according to their field of expertise for solving problems in the related communities or industries (B2) Being able to organize ideas, thoughts, and scientific arguments responsibly according to academic ethics, as well as communicate them to the academic and wider community through the media (B3) Knowledge Students are able to identify theories, concepts, and basic practices of management and business (C1) Students are able to use tools for management and business practices (C2) Students are able to understand basic knowledge for character development (C3) Students understand current management and business principle and issues (C4) Specific Skill Being able to implement analytical tools relevant to existing business problems (D1) Being able to integrate multidisciplinary knowledge to solve business problems (D2) Being able to demonstrate the key traits of an effective leader (D3) Having business ethics and caring for the communities (D4) Having comprehensive global insight (D5) Being able to build, develop, and maintain business organizations in order to be flexible, transformative, and proactive-adaptive to shift in their business environment (D6) Course Learning Outcomes Students are able to make decision for marketing issues coped by the companies (A9, B2, B3, C2, C4, D1, D6) Students are able to develop marketing strategies for products in complex industries (A5, B3, C1, D1, D2) Students are able to use an analytical approach to make decisions (A5, C2, D1, D2) Students are able to implement and evaluate the strategies that have been prepared (A9, B2, B3, C1, C4, D1, D6) Mode of delivery (face-to-face, distance learning) Distance Learning (current status due to COVID-19 pandemic) Prerequisites and co-requisites (if applicable) - Course content Topic 1 – Strategic Marketing Strategic marketing process Marketing simulation Topic 2 – Stratsim Simulation Demo Topic 3 – Implementation of Marketing Orientation on Designing Marketing Strategy Definition of marketing management Marketing orientation Designing marketing strategy Evaluation of simulation exercise result Topic 4 – Product Value Proposition Definition of customer value Composing value proposition Discussing Sour Sally Frozen Yoghurt case study Arranging period 1 simulation strategy Topic 5 – Customer Satisfaction and Loyalty Customer satisfaction Customer loyalty HSBC Reward Program case study Arranging period 2 stratsim simulation strategy Topic 6 – Customer Behavior Individual customer behavior analysis Organizational customer behavior analysis Himalaya Herbal Toothpaste Case Arranging period 3 simulation strategy Topic 7 – Competitive Strategy Based on Product Positioning and Product Life Cycle 5 Forces Porter industry analysis Product life cycle Samsung Mobile case study Simulation Topic 8 – Market Segmentation, Target Market, and Product Positioning Market segmentation Target market Product positioning Tesco case study Simulation Topic 9 – Industry Competition and Marketing Strategy Company position in the existing competition Competitive strategies of market leaders, market challengers, market followers and nicher Starbucks case study Simulation Topic 10 – Product Differentiation and Product Extension Classification of goods and services Product extension Product bundling Pocari Sweat case study Simulation Topic 11 – Pricing Policy Stages in determining the price Adaptation and price changes Air Asia case study Topic 12 – Product Distribution and Logistic Policy Marketing channel design Marketing channel decision Conflict in marketing channel Market logistic Apple Case Simulation Topic 13 – Integrated Marketing Communication The role of marketing communication Defining marketing communication mix Measuring the effectiveness of marketing communication programs Philip Morris case study Simulation Topic 14 – Simulation Company Report Recommended or required reading and other learning resources/tools Philip Kotler & Kevin Lane Keller (2016), Marketing Management, 15th edition, Pearson Thomas C. Kinnear, Stuart W. James, Michael Deighan, STRATSIM Marketing: Marketing Strategy Simulation, Interpretive Software Inc. Planned learning activities and teaching methods This course applies the Experiential Business Learning (EBL) approach as learning activities. EBL is a process of learning and developing a business through sharing experiences. For this reason, teaching is given in the form of combination of classical lectures, class discussions (based on issues faced by the company), case analysis and marketing simulations. During the class, students are required to play active role in analyzing and applying the theories and topics discussed. Lecturers are expected to play more roles as facilitators in order to stimulate discussion session. Therefore, students have to prepare themselves so that the lecture process can run effectively. Language of instruction Bahasa Indonesia Assessment methods and criteria Assessment Methods and Criteria in General Method % Description Competency Reference Expected Behaviour Midterm Exam (In-Class Session) 15 The midterm exam aims to test students’ ability and understanding of course materials from week 1 to 7 A8, A9, A10, B1, B2, B3, B7, C1, C2, C3, C4, C5, D1, D2, D3, D5, D6 Accuracy in explaining the existing concepts used in dealing with issues on marketing goods or services Quiz 1 5 Quiz is related to simulation and conducted online A8, A9, A10, B1, B2, B3, B7, C1, C2, C3, C4, C5, D1, D2, D3, D5, D6 Understanding the stratsim simulation material Group Case Analysis 1, 2 10 Each group of students must analyse the cases that have been given. There are two cases discussed, each case is worth for 5 points. A9, A10, B2, B3, C1, C3, C4, D1, D2, D3, D4, D5, D6 Accuracy in applying theory and concept to make decision in the field of marketing Final Exam (In-Class Session) 20 The final exam aims to test the students’ ability and understanding the course materials from week 1 to 14 A5, A8, A9, B2, C1, C4, D1, D2, D3, D6 Accuracy in elaborating the existing concepts used in dealing with issues on marketing goods or services SWOT Analysis 5 Performing a SWOT analysis for companies in the stratsim simulation (collected in the 2nd simulation period) A9, A10, B2, B3, C1, C3, C4, D1, D2, D3, D4, D5, D6 Accuracy in identifying strengths, weaknesses, opportunities and threats faced by the company in stratsim simulation Simulation 30 Marketing stratsim simulation A9, A10, B2, B3, C1, C3, C4, D1, D2, D3, D4, D5, D6 Ability to develop, execute, and evaluate marketing strategies in stratsim simulation Marketing Plan 5 Each group is required to prepare a marketing plan for the Company in the stratsim simulation (collected in the 4th simulation period). This method is used to examine student’s ability to creat a company's marketing plan. A9, A10, B2, B3, C1, C3, C4, D1, D2, D3, D4, D5, D6 Accuracy and completeness in arranging Marketing Plan in accordance to the guidelines set out in the Marketing Management book by Koteer & Keller Individual Participation Assessment 10 This method aims to define individual understanding of certain topics. It assesses student’s ability to generate systematic and creative ideas in solving business problems A9, A10, B2, B3, C1, C3, C4, D1, D2, D3, D4, D5, D6 Assessment of assignments are carried out on-going basis Group Participation * This method aims to measure how students actively participate in discussing sessions and running marketing simulations. Group participation will be assessed through peer evaluation A1, A9, B2, B3, C1, C4, D2, D4, D6 Assessment criteria: peer evaluation on the activity of each group members * : Weighting group assignments into individual grades Assessment Criteria (Case Analysis) Grading Aspect Grading Scale(50 – 100) Weight (%) Final Grade Accuracy in identifying problems .......................... 7.5 .............. Problem solving according to relevant concepts .......................... 7.5 .............. Explaining problem solving in a good analytical skill .......................... 7.5 .............. Analyzing cases use additional references other than compulsory textbooks .......................... 7.5 .............. Analyzing cases use additional insights in practices .......................... 7.5 .............. The case analysis report is presented in comprehensible sentences .......................... 7.5 .............. Total 100% ..............
Managerial Accounting and Control Course unit title Managerial Accounting and Control Course unit code AKM603 Type of course unit (compulsory, optional) Compulsory Level of course unit (according to EQF: first cycle Bachelor, second cycle Master) Second cycle Year of study when the course unit is delivered (if applicable) Semester/trimester when the course unit is delivered 2nd Semester Number of ECTS credits allocated 4.8 Name of lecturer(s) Prof. Basuki Prof. Dian Agustia Prof. I Made Narsa Learning outcomes of the course unit Students are able to identify the theories, concepts and basic practices of managerial accounting (A) Students are able to use tools for management and business practices (A2) Students are able to use information technology in applying their expertise (B3) Students are able to make good business and management decisions based on critical and systematic data analysis both individually and through effective team management (B5) Students are able to apply qualitative and quantitative methods in analyzing, interpreting, and evaluating data by the managerial and business problems they face (C1) Students are able to create creative ideas or critical perspectives in viewing concepts and problems in management and business (C2) Students are able to design organizational and business development plans (C3) Internalizing academic values, norms, and ethics (D8) Show a responsible attitude towards work in their field of expertise independently (D9) Internalize the spirit of independence, endeavor, and entrepreneurship (D10) Mode of delivery (face-to-face, distance learning) Distance Learning (current status due to COVID-19 pandemic) Prerequisites and co-requisites (if applicable) - Course content Topic 1 - Managerial Accounting and the Business Environment. Topic 2 - Management Accounting Cost Concept Topic 3 - Cost Behavior: Analysis and Use Topic 4 - Activity-Based Costing Topic 5 - Profit Planning Topic 6 - Flexible Budgets Topic 7 - Standard Costing and Operating Performance Topic 8 - Variable Costing: A Tool for Management Topic 9 - CVP Relationships Topic 10 - Segment Reporting, Decentralization and the Balanced Scorecard Topic 11 - Relevant Cost for Decision Capital Budgeting Decisions Topic 12 - Presentation: Strategic Cost Management – part 1 Topic 13 - Presentation: Strategic Cost Management – part 2 Topic 14 - Presentation: Strategic Cost Management – part 3 Recommended or required reading and other learning resources/tools Ray H. Garrison, E.W. Noreen, P.C. Brewer, N.S. Cheng., and K.C.K. Yuen. 2012. “Managerial Accounting An Asian Perspective, McGraw-Hill International. Shank, John K. and Vijay Govindarajan. 1993. Strategic Cost Management. New York: The Free Press. Planned learning activities and teaching methods Language of instruction Bahasa Indonesia Assessment methods and criteria Group presentation Power Point information is presented clearly and systematically Display presentation neat and easy to read Information conveyed in a clear audible voice Fluent presentation, not just reading slides The duration of the presentation does not exceed the set time The information presented is relevant to the topic discussed The information presented is important/interesting to be discussed Presentation showing the preparation of the presenter team The presentation closes with a concise and clear conclusion Overall, the presentation team delivered a presentation that captured the hearts of the audience Midterm ExaminationClarity and accuracy of answers, ability to elaborate concepts Final ExaminationClarity and accuracy of answers, ability to elaborate concepts
Human Capital Management: Theory and Application Course unit title Human Capital Management: Theory and Application Course unit code MNM616 Type of course unit (compulsory, optional) Compulsory Level of course unit (according to EQF: first cycle Bachelor, second cycle Master) Level 7 – Second Cycle Degree (Master) Year of study when the course unit is delivered (if applicable) - Semester/trimester when the course unit is delivered 1 Number of ECTS credits allocated 4.8 Name of lecturer(s) Dr. Praptini Yulianti Dr. Dwi Ratmawati Learning outcomes of the course unit Graduate Learning Outcomes Attitude Faith to God Almighty and a religious attitude (A1) Upholding humanity in carrying out duties based on religion, morals, and ethics (A2) Contributing to improve the life quality of society, nation, state, and the advance of civilization based on Pancasila (A3) Playing a role as a proud citizen, who have a great deal of nationalism and a sense of responsibility to the country and nation (A4) Appreciating the diversity of culture , view , religion , belief , as well as the opinion or original findings of others (A5) Cooperating, having social sensitivity, and concerning on society and the environment (A6) Obeying the law and being discipline in social life (A7) Internalizing academic values, norms, and ethics (A8) Demonstrating responsible attitude in their areas of expertise independently (A9) Internalizing independence, struggle, and entrepreneurship (A10) General Skill Being able to carry out academic validation or study according to their field of expertise for solving problems in the related communities or industries (B2) Being able to organize ideas, thoughts, and scientific arguments responsibly according to academic ethics, as well as communicate them to the academic and wider community through the media (B3) Knowledge Students are able to identify theories, concepts, and basic practices of management and business (C1) Students are able to use tools for management and business practices (C2) Students are able to understand basic knowledge for character development (C3) Students understand current management and business principles and issues (C4) Specific Skill Being able to implement analytical tools relevant to existing business problems (D1) Being able to integrate multidisciplinary knowledge to solve business problems (D2) Being able to demonstrate the key traits of an effective leader (D3) Having business ethics and caring for the communities (D4) Having comprehensive global insight (D5) Being able to build, develop, and maintain business organizations in order to be flexible, transformative, and proactive-adaptive to shift in their business environment (D6) Course Learning Outcomes Students are able to apply knowledge of human resource management (HRM) in business practice (A9, B3, C1, D1, D2) Students are able to apply the importance of HRM in accordance with flexible business (A5, C3, C4, D4, D5, D6) Students are able to apply HRM in accordance with the development of workforce diversity on the organization in particular and on business development in general (A5, A6, A7, C1, C4, D4, D5, D6) Students are able to implement their expertise in managing productivity and the quality of life of employees so that the company will achieve the certain goals of earning profit (A3, A7, A9, B3, C3, C4, D3, D4, D6) Mode of delivery (face-to-face, distance learning) Distance Learning (current status due to COVID-19 pandemic) Prerequisites and co-requisites (if applicable) - Course content Topic 1 – Human Resources in Globally Competitive Business Environment Managing resource Features of competitive business environment Responses of firm to the new competitive realities Case study Topic 2 – Talent Analytics: The Financial Impact of HRM Activities The LAMP models Financial effect of employee attitudes Costing Case study Topic 3 – Diversity at Work The many dimensions of workforce diversity Diversity at work Managing diversity Case study Topic 4 – Planning for Resources Business strategy Strategic workforce plan Job and work: constant change Case study Topic 5 – Recruiting Recruitment as a strategic imperative Recruitment planning Diversity-oriented recruiting Case study Topic 6 – Staffing Organizational consideration Screening and selection method Assessment method in selection Choosing the right predictor Case study Topic 7 – Integrated cases of HRM on student’s workplace associated with discussion topics from week 1 to 6 Topic 8 – Training and On-Boarding Employee training Principle that enhance learning Evaluating training programs Case study Topic 9 – Performance Management Managing for maximum performance Purpose of performance – appraisal system Who should evaluate performance? Case study Topic 10 – Compensation Pay and incentive system Indirect compensation: employee benefit plan Case study Topic 11 – Labor Management Accommodation Union representation and collective bargaining Procedural justice and ethics in employee relation Case study Topic 12 – Procedural Justice and Ethics in Employee Relations Procedural justice in action Grievance procedures in nonunion companies Case study Topic 13 – Support and International Implications Safety, health and employee assistance program International of HRM Case study Topic 14 – Integrated cases of HRM on student’s workplace associated with discussion topics from week 8 to 13 Recommended or required reading and other learning resources/tools Cascio, 2019, 11th Edition, Managing Human Resources, McGraw-Hill Planned learning activities and teaching methods This course uses a pedagogical learning approach that appreciates interactive teaching and learning activities. Teaching is conducted online with combination of classical lectures, interactive discussions, presentations, quizzes, and case analysis. The purpose of using various learning methods is to encourage the students to contribute in learning process through structured classroom activities. Students are required to play active role in understanding the topics discussed. Therefore, students are REQUIRED to read the materials before attending the class. Student in groups are required to submit a summary of class materials and discussion of 2 cases related to the topic each week. Group assignments (summary of weekly class materials and case studies) should be submitted to the lecturer a day before the class. Groups that do not submit the assignment will not obtain the assignment grade. Student MUST actively participate in the discussion session during the class. Language of instruction Bahasa Indonesia Assessment methods and criteria Assessment Methods and Criteria in General Method Description Competency Reference Expected Behaviour % Individual Participation This method aims to examine individual understanding of a particular topic. It also and assess student’s ability to generate systematic and creative ideas in solving business problems A9, A10, B2, B3, C1, C3, C4, D1, D2, D3, D4, D5, D6 Students are expected to actively participate in discussion sessions . Assessment criteria are based on the quality of the argument. 20 Group Case Analysis Report Presentation This method aims to assess how students implement relevant HRM concepts and recommend solution A5, A8, A9, B2, C1, C4, D1, D2, D3, D6 Students work in small groups to write case reports. Reports are collected weekly and feedback will be provided in the following week. Reports are collected by email. Assessment criteria, accuracy, and elaboration ability from concept to practice. 15 Group Participation This method aims to examine how students implement relevant HRM concepts, recommend case resolutions, and convey their ideas well A1, A9, B2, B3, C1, C4, D2, D4, D6 Evaluation criteria. Group cooperation, the quality of ideas in solving cases based on existing concepts. 15 Midterm/Final Exam This method aims to examine the individual's understanding of materials implementation provided to overcome HRM problems A8, A9, A10, B1, B2, B3, B7, C1, C2, C3, C4, C5, D1, D2, D3, D5, D6 Topics week 1-14 Evaluation criteria. Accuracy in explaining and elaborating existing concepts used in dealing with HR problems in the workplace. 50 Assessment Criteria (Case Analysis) Grading Aspect Grading Scale(50 – 100) Weight (%) Final Grade Clarity and coherence of writing ......................... 7.5 .............. Topics concept are explained properly and correctly ......................... 7.5 .............. A summary report of lecture material is presented with an attractive visual ......................... 7.5 .............. The report uses well-written Bahasa Indonesia, not using translation engine ......................... 7.5 .............. The summary report of the lecture material is presented in comprehensible sentences ......................... 7.5 .............. ......................... .............. Total 100% .............. © FIBAA – September 2021
Global Business Management Course unit title Global Business Management Course unit code MNM626 Type of course unit (compulsory, optional) Compulsory Level of course unit (according to EQF: first cycle Bachelor, second cycle Master) Level 7 – Second Cycle Degree (Master) Year of study when the course unit is delivered (if applicable) - Semester/trimester when the course unit is delivered 2 Number of ECTS credits allocated 4.8 Name of lecturer(s) Dian Ekowati, S.E., M.Si., M.AppCom(OrgCh)., Ph.D. (DE) Dr. Nisful Laila Bayu Arifianto, Ph.D. Learning outcomes of the course unit Graduate Learning Outcomes Knowledge Students are able to identify theories, concepts, and basic practices of both conventional and digital business marketing management (A1) Students are able to use tools for management and business practices (A2) Students are able to understand basic knowledge of character development (A3) General Skill Students are able to implement knowledge and understanding of organizational management, including environmental analysis, processes, procedures, and effective management practices (B1) Students are able to create product prototypes individually or in groups based on relevant entrepreneurial theories and concepts that always refers to scientific rules, procedures and academic ethics (B2) Students are able to use information technology in implementing their expertise (B3) Students are able to make good business and management decisions based on critical and systematic data analysis both individually and team management (B4) Students are able to build a good social networks with internal and external parties in accomplishing their duties (B5) Specific Skill Students are able to apply qualitative and quantitative methods in analyzing, interpreting, and evaluating data in accordance with managerial and business issues they cope (C1) Students are able to construct creative ideas or critical perspectives in perceiving the concepts and problems in management and business (C2) Students are able to design organizational and business development plans (C3) Students are able to implement effective communication skills in the context of delivering empirical and theoretical arguments in the field of business marketing management (C4) Attitude Faith to God Almighty and a religious attitude (D1) Upholding humanity in carrying out duties based on religion, morals, and ethics (D2) Contributing in improving the life quality of society, nation, state, and the advance of civilization based on Pancasila (D3) Playing a role as a proud citizen, who have a great deal of nationalism and a sense of responsibility to the country and nation (D4) Appreciating the diversity of culture, view, religion, and belief, as well as the opinion or original finding of others (D5) Cooperating, having social sensitivity, and concerning on society and the environment (D6) Obeying the law and being discipline in social life (D7) Internalizing academic values, norms, and ethics (D8) Demonstrating responsible attitude in their areas of expertise independently (D9) Internalizing the spirit of independence, struggle, and entrepreneurship (D10) Course Learning Outcomes A1, A2, B2, B3, B4, C1, C2, D3, D8, D9, D10 Mode of delivery (face-to-face, distance learning) Distance Learning (current status due to COVID-19 pandemic) Prerequisites and co-requisites (if applicable) - Course content Topic 1 – Learning Contract and Introduction to Globalization Explanation of Course Description Explanation of Course Objectives Explanation of the Lecture Contract Topic 2 – National Differences in Politics, Economics, and Legal System Case: Economic Transformation in Vietnam Case: Political and Economic Reform Myanmar Topic 3 – National Differences in Economic Development Case: The Political and Economic Evolution in Indonesia Case: Will China Continue to be a growth Marketplace? Topic 4 – Differences in Culture Case: The Emirates Group and Employee Diversity Topic 5 – Government Policy and International Trade Case: Is China Dumping Excess Steel Production? Case: Creating the World’s Biggest Trade ‘Zone Diversity-oriented recruiting Topic 6 – Global Trade and Investment Foreign Direct Investment Regional Economic Integration Case: Burberry Shifts its Strategy in Japan Case: The NAFTA Tomato War Topic 7 – Global Monetary System: International Monetary Market Case: Subaru’s Sale Boom Topic 8 – Global Capital Market Case: The IMF and Ukraine’s Crisis Topic 9 – Strategy and Structure of International Business Case: Philip’s Global Restructuring Topic 10 – Market Entry and Alliances: Entry Strategy and Strategic Alliances Case: Starbuck’s Entry Strategy Topic 11 – IB Functions: Global Production and SCM Case: Apple Best Supply Chain Topic 12 – IB Functions: Global Marketing and RnD Case: Domino’s Global Marketing Topic 13 – IB Functions: Global HRM Case: Siemen’s and Global Competitiveness Topic 14 – Global Financial Crisis and Integrative Case Case: The Global Financial Crisis and Its Aftermath – Declining Cross Border Capital Flows Recommended or required reading and other learning resources/tools Hill, CW and Hult, GT., (2019) International Business: Competing In The Global Marketplace, 12ed Other literature on global business management Planned learning activities and teaching methods The course is conducted online with combination of classical lectures, presentations and interactive discussions. Students in groups have to conduct case study analysis, prepare paper and power point presentation to present and discuss during class every week. The lecturer will provide feedback and review at the end of the session. The purpose of this method is to encourage the student to contribute in learning process through structured classroom activities. Language of instruction English Assessment methods and criteria First Half of the Semester: Group Assignment and Presentation: 40% Individual Participation: 10% Midterm Exam: 50% Second Half of the Semester: Group Assignment and Presentation: 40% Individual Participation: 10% Final Exam: 50% © FIBAA – September 2021
Financial Management: Theory and Application Course unit title Financial Management: Theory and Application Course unit code MNK601 Type of course unit (compulsory, optional) Compulsory Level of course unit (according to EQF: first cycle Bachelor, second cycle Master) Level 7 – Second Cycle Degree (Master) Year of study when the course unit is delivered (if applicable) - Semester/trimester when the course unit is delivered 1 Number of ECTS credits allocated 4.8 Name of lecturer(s) Dr. Windijarto, MBA. Dr. Fitri ismiyanti, SE, MSi. Dr. Andry Irwanto, SE., MBA., Ak., CMA., CA. Learning outcomes of the course unit Graduate Learning Outcomes Demonstrating responsible attitude in their field of expertise independently Mastering the theoretical concepts, methods and analysis tools of the Financial Management function Being able to compose and communicate ideas, thoughts and scientific arguments responsibly Being able to make decisions in order to solve the problems for the development of science and technology in the field of financial management based on a study of community needs Being able to develop the governance implementation of financial management in business entities Being able to solve complex middle-level financial management problems through an inter or multidisciplinary approach Being able to develop model for solving financial management problems Being able to evaluate the implementation of financial management in business entities Course Learning Outcomes After completing this course, students are expected to be able to elaborate the scope of financial management, identify, analyze and solve financial problems . This course also encourages students to apply methods or techniques in order to create corporate financial decisions related to investment and long-term expenses, mergers, acquisitions and company reorganizations. Mode of delivery (face-to-face, distance learning) Distance Learning (due to the pandemic situation) Prerequisites and co-requisites (if applicable) - Course content Topic 1 – Introduction to Corporate Finance What is corporate finance? The corporate firm The finance functions The goal of financial management The relationship between finance function and the goal of financial management The problem of agency and control of the corporation Financial market and the corporation Topic 2 – Risk and Return: A Study of Market History Return (dollar return, percentage return) Holding period return Return for individual securities Average stock return and risk-free rate Risk statistics Topic 3 – Risk and Return: Capital Assets Pricing Model (CAPM) Return for Individual securities Expected return, variance, and covariance Return and risk for portfolio The efficient set for two assets The efficient set for many securities Diversification The risk-free borrowing and lending relationship between risk and expected return (CAPM) Topic 4 – Net Present Value and Other Investment R ules Payback period and discounted payback period Net Present Value (NPV) Internal Rate of Return (IRR) Profitability index Topic 5 – Taking Capital Investment Decision Incremental cash flows The example incremental cash flows Mutually exclusive project Project with different size Capital rationing Project with unequal lives Topic 6 – Project Analysis and Evaluation Sensitivity analysis Scenario analysis Break-even analysis Real option Decision trees Topic 7 – Cost of Capital Cost of common stock Cost of preferred stock Cost of debt Cost of retained earning Weighted Average Cost of Capital (WACC) Marginal cost of capital Topic 8 – Capital Structure: Basic Concept The capital structure question and pie theory Maximizing firm value in comparison with maximizing stockholder interests Financial leverage and firm value Modigliani and Miller: Position II Taxes and capital structure Topic 9 – Capital Structure: Debt Usage Limit Cost of financial distress Description of financial distress costs Can cost of debt be reduced? Integration of tax effects and financial distress costs Signaling The Pecking-Order Theory Growth and the debt – equity ratio Personal taxes How firms establish capital structure Topic 10 – Dividends and Other Payouts Different types of payouts Standard method of cash dividend payment The benchmark case: an illustration of the relevance of dividend policy Repurchases of stock Real-world factors favoring a high dividend policy The clientele effect Stock dividend and stock splits Topic 11 – Leasing Types of leases Accounting and leasing Taxes and leases The cash flows of leasing NPV analysis of the lease-versus by decision Debt replacement and lease valuation Reason for leasing Topic 12 – Mergers, Acquisitions, and Divestitures The basic forms of acquisitions Two financial side effect of acquisitions A cost to stockholders from reduction in risk The NPV of merger Friendly versus hostile takeovers Do mergers enhance value? The tax forms of acquisition Accounting for acquisitions Topic 13 – Financial Distress What is financial distress What happens in financial distress Bankruptcy liquidation and reorganization Which one is the best? Private workout or bankruptcy Prepackaged bankruptcy Predicting corporate bankruptcy Firm reorganization Topic 14 – International Corporate Finance Terminology Foreign exchange markets and rates Purchasing power parity Interest rate parity International capital budgeting Exchange rate risk Political risk Recommended or required reading and other learning resources/tools Ross Stephen A; Westerfield Randolph W; Jaffe Jefferey; Corporate Finance, Ninth Edition; McGraw-Hill, Singapore; 2010 Planned learning activities and teaching methods The course is conducted online along with the combination of classical lectures, interactive discussions, presentations, and case study analysis. The purpose of using various teaching methods is encouraging the students to contribute in learning process through structured classroom activities. Language of instruction Bahasa Indonesia Assessment methods and criteria Midterm Exam: 25% Final Exam: 25% Literature Review (Mid & Final): 25% Critical Review: 15% Resume: 10% © FIBAA – September 2021
Competition Strategy and Business Simulation Course unit title Competition Strategy and Business Simulation Course unit code Type of course unit (compulsory, optional) Compulsory Level of course unit (according to EQF: first cycle Bachelor, second cycle Master) Second Cycle Year of study when the course unit is delivered (if applicable) Semester/trimester when the course unit is delivered 3rd Semester Number of ECTS credits allocated 4.8 Name of lecturer(s) Prof. Badri Munir Sukoco, PhD Drs. Sri Gunawan, Mcom, DBA Hadi Satyagraha, PhD Learning outcomes of the course unit Contribute to improving the quality of life in society, nation, state, and the progress of civilization based on Pancasila. (S3) Show a responsible attitude towards work in their area of expertise independently. (S9) Internalize the spirit of independence, endeavor, and entrepreneurship. (S10) Able to compile ideas, thoughts, and scientific arguments responsibly and based on academic ethics, and communicate them through the media to the academic community and the wider community. (KU 3) Able to identify scientific field which is the object of their research and put it in the research map which will be developed by interdisciplinary and multidisciplinary approach (KU 4) Able to make decisions in the context of solving problems in the development of science and technology that pays attention to and applies humanities values based on analytical or experimental studies of information and data (KU 5) Able to manage, develop and maintain a network with colleagues, peers within the institution and the wider research community (KU 6) Students are able to identify the theories, concepts, and basic practices of management and business (P1) Students are able to use tools for management and business practices (P2) Students understand current management and business principles and issues (P4) Students have knowledge and are able to use the latest information technology (P5) Able to apply analytical tools that are relevant to existing business problems (KK1) Able to integrate multidisciplinary knowledge to solve business problems (KK2) Able to demonstrate the key traits of an effective leader (KK3) Have a global insight (KK5) Able to build, develop, and maintain business organizations to be flexible, transformative, and proactive-adaptive to changes in their business environment (KK6) Mode of delivery (face-to-face, distance learning) Distance Learning (Current Status Due to COVID-19 Pandemic) Prerequisites and co-requisites (if applicable) Course content Introduction Competition Landscape and Strategy Concept Introduction to Business Simulation Business Simulation I General Environment and Industry Analysis Competitor Analysis Overall Cost Leadership and Differentiation Resource and Capability Analysis Vertical Integration Diversification Strategy Global Strategy M&As Strategy Mergers vs. Alliances Corporate Strategy Dynamics; Course Wrap Up Recommended or required reading and other learning resources/tools Michael A. Hitt, R. Duane Ireland, and Robert E. Hoskisson, 2016. Strategic Management: Competitiveness and Globalization. 12th edition. Boston: Cengage Learning. Robert M. Grant, 2013. Contemporary Strategy Analysis: Text and Cases. 8th edition. Chichester, West Sussex: John Wiley & Sons Ltd. Badri Munir Sukoco (2015). Teori Strategi: Evolusi dan Evaluasi. Airlangga University Press, Surabaya. William Ellet, 2007. The Case Study Handbook: How to Read, Discuss, and Write Persuasively About Cases. Boston, Mass.: Harvard Business School Press. Capstone Team Member Guide 2012, Capsim Planned learning activities and teaching methods Final examination Midterm examination Presentation 2 weeks assignment Simulation Language of instruction Bahasa Indonesia Assessment methods and criteria Knowledge (Class Discussion) Practice/Implementation (case study presentation) Attitude (learning process, teamwork, group and individual discussion, and no plagiarism) © FIBAA – December 2020