New Era University

SCHOOL OF GRADUATE STUDIES

No. 9 Central Avenue, Quezon City
----------------------------------------------------------------------------------------------------------------------CURRICULUM
MASTER IN BUSINESS ADMINISTRATION
A.

B.

C.

BASIC COURSE.

12 UNITS

_____ MBA
_____ MBA
_____ MBA
_____ MBA

3
3
3
3

101
102
103
104

Management and Organizational Behavior

Managerial Accounting and Control
Research Methodology
Inferential Statistics

MAJOR FIELD OF CONCENTRATION.

18 UNITS

_____ MBA
_____ MBA
_____ MBA
_____ MBA
_____ MBA
_____ MBA

3
3
3
3
3
3

121 Corporate Planning

122 Financial Management Process
123 Management and Industrial Relations
124 Marketing Management
125 Business Policy
126 Human Resource Development

COGNATES.

6 UNITS

_____ MBA
_____ MBA
_____ MBA
_____ MBA
_____ MBA

3
3
3
3
3

127
128
129
130
131

Materials & Process Management

Legal Aspects of the Management Process
Philosophy and Practice of Cooperatives
Entrepreneurship
Managerial Economics

D.

SEMINAR IN THESIS WRITING....

3 UNITS

E.

THESIS WRITING--------------------------------------------------------

6 UNITS
45 TOTAL UNITS

SUMMARY:
Basic Courses
Major Courses
Cognates
Seminar
Thesis Writing
TOTAL

12 units
18 units
6 units
3 units
6 units
45 units

Note: Non-business graduate enrolling for the MBA are required to take a seminar in
Business Principles (non-credit) before they can enroll in any major subjects.
Coverage: Subjects
BA - 133 Management & Marketing
BA - 134 Economics & Finance
BA - 135 Accounting
Total =

Units
3
3
3
9

New Era University

SCHOOL OF GRADUATE STUDIES
No. 9 Central Avenue, Quezon City
-----------------------------------------------------------------------------------------------------------------------

CURRICULUM for
MASTER IN BUSINESS ADMINISTRATION

A.

BASIC COURSE.
_____ MBA
_____ MBA
_____ MBA
_____ MBA

B.

Management and Organizational Behavior

Managerial Accounting and Control
Research Methodology
Advanced Business Statistics

MAJOR FIELD OF CONCENTRATION.

_____ MBA
_____ MBA
_____ MBA
_____ MBA
_____ MBA
_____ MBA

C.

101
102
103
104

121
122
123
124
125
126

Strategic Management
Financial Management Process
Management and Industrial Relations
Marketing Management
Business Policy
Human Resource Development

COGNATES.
_____ MBA
_____ MBA
_____ MBA
_____ MBA
_____ MBA

127
128
129
130
131

12 UNITS
3
3
3
3
18 UNITS
3
3
3
3
3
3
6 UNITS

Production and Operations

Legal Aspects of the Management Process
Philosophy and Practice of Cooperatives
Entrepreneurship
Managerial Economics

3
3
3
3
3

D.

SEMINAR IN THESIS WRITING...

(To be enrolled in after passing the Comprehensive Examination)

3 UNITS

E.

THESIS WRITING--------------------------------------------------------

6 UNITS

SUMMARY:
Basic Courses
Major Courses
Cognates
Seminar
Thesis Writing
TOTAL

12 units
18 units
6 units
3 units
6 units
45 units

Note: Non-business graduate enrolling for the MBA are required to take a seminar in
Business Principles (non-credit) before they can enroll in any major subjects.

New Era University

SCHOOL OF GRADUATE STUDIES
No. 9 Central Avenue, Quezon City
----------------------------------------------------------------------------------------------------------------------Coverage: Subjects
Units
BA - 133 Management & Marketing
BA - 134 Economics & Finance
BA - 135 Accounting
Total =

3
3
3
_______
9

Joy/7/30/10

New Era University

SCHOOL OF GRADUATE STUDIES
COURSE NUMBER
COURSE TITLE

:
;

MBA 101
MANAGEMENT & ORGANIZATIONAL BEHAVIOR

COURSE DESCRIPTION
Theories and models of individual and group behavior in organizations fundamentals of
organizational behavior; supervision and motivation of employees; problems of interpersonal
relationships.

COURSE NUMBER
COURSE TITLE

:
:

MBA 102
MANAGEMENT ACCOUNTING & CONTROL

COURSE DESCRIPTION
A core course in accounting that stresses the more analytical uses of accounting
information by managers and outside analysts rather than the procedural details that the
practicing accountant needs to know. The accounting module is oriented toward the nonaccountant user of accounting information to generate participant interest as in a management
development program. The course is divided into two parts; the first deals with financial
accounting and the second part deals with management accounting.

COURSE NUMBER
COURSE TITLE

:
:

MBA 103
RESEARCH METHODOLOGY

COURSE DESCRIPTION
This course deals with the various methods of investigation employed in research.
Particular attention is given to the methodology of business research specially marketing
research, the experimental, the mechanics of case study methods and other forms of

New Era University

SCHOOL OF GRADUATE STUDIES
No. 9 Central Avenue, Quezon City
----------------------------------------------------------------------------------------------------------------------qualitative and quantitative researches.. The mechanics of thesis writing, the selection and
formulation of thesis topic and the thesis proposal are part of the course.

COURSE NUMBER
COURSE TITLE

:
:

MBA 104
BASIC INFERENTIAL STATISTICS

COURSE DESCRIPTION
This course covers a comprehensive presentation of the basic statistical concepts and
principles used in the collection, tabulation, presentation, analysis and interpretation of data.
It will include discussion on the application of descriptive and inferential statistics.

COURSE NUMBER
COURSE TITLE

:
:

MBA 122
FINANCIAL MANAGEMENT PROCESS

COURSE DESCRIPTION
The course covers the introduction to the scope and nature of Philippine corporate
finance, the analytical foundations, and the working capital (or short-term) management of the
firm. It deals primarily with financial planning covering the areas of financial performance
evaluation, financial analysis, financial forecasting and budgeting. The students are provided
with the tools and techniques in cash management, accounts receivable management,
inventory management and management of short-term fund sources.

COURSE NUMBER
COURSE TITLE

:
:

MBA 123
MANAGEMENT INDUSTRIAL RELATIONS

COURSE DESCRIPTION
An overview of Industrial Relations as an academic discipline, a review of the various
theories on Industrial Relations, human resources management, economics, labor laws as the
four disciplines which are interdependent and connected in the study of Management
Industrial Relations.
COURSE CODE
COURSE TITLE
I.

:
:

MBA 124
MARKETING MANAGEMENT

COURSE DESCRIPTION

The course deals with the process of planning and execution of the concept of pricing,
promotion, and distribution of ideas and/or goods and services that will create exchanges to
meet individual and organizational objectives. This focuses on the theories and practices of
marketing for the students to know the basic task, various orientation, and critical functions to
successful marketplace.

New Era University

SCHOOL OF GRADUATE STUDIES
No. 9 Central Avenue, Quezon City
----------------------------------------------------------------------------------------------------------------------COURSE CODE
:
MBA 125
COURSE TITLE
:
BUSINESS POLICY

I.

COURSE DESCRIPTION

A course deals with the roles, tasks and skills of the general manager leading the
overall enterprise or business unit. Emphasis is given on the administrative process of
coming up with an organizations strategy.
COURSE NUMBER
COURSE TITLE

:
:

MBA 127
MATERIALS & PROCESS MANAGEMENT

COURSE DESCRIPTION
Mathematical and statistical decisions for the design, operation and control of
production systems, forecasting, inventory, capacity, aggregate planning, scheduling,
maintenance, and cost control models.
COURSE CODE
COURSE TITLE

I.

:
:

MBA 126
HUMAN RESOURCE DEVELOPMENT

COURSE DESCRIPTION

The first part of the course is the orientation of the Universitys Vision, Mission,, Goals
and Objectives. A part of the discussion includes the guiding philosophy of School of
Graduate Studies of NEU.
The second part, introduce also the students with the knowledge of human resource
development concepts and principles that been proven sound in light of current practice in
organizations. It discusses the pivotal role of human resource development geared towards
organizational effectiveness, efficiency, productivity and profitability
The last part explains the human resources development areas as primary
process of integrated approach for better organizational performance.

COURSE NUMBER
COURSE TITLE

:
:

MBA 128
LEGAL ASPECTS OF THE MANAGEMENT
PROCESS

COURSE DESCRIPTION
The course is an overview of the legal environment in which business takes place. It
discusses the legal aspect of the management process. It covers wide ongoing topics that
affect the daily management decisions and business strategies. It also gives students a

New Era University

SCHOOL OF GRADUATE STUDIES
No. 9 Central Avenue, Quezon City
----------------------------------------------------------------------------------------------------------------------deeper understanding of business ethics that regulate the relations and competitions between
and among business enterprises.

COURSE NUMBER
COURSE TITLE

:
:

MBA 129
COOPERATIVE PHILOSOPHY

COURSE DESCRIPTION
This study involves the identification of the different forms of cooperative enterprises;
their functions and socio-economic goals; and their role in attaining a balance and sustainable
growth of the national economy.

COURSE NUMBER
COURSE TITLE

:
:

MBA 130
ENTREPRENEURSHIP

COURSE DESCRIPTION
The course is designed to introduce the MBA students to the key concepts, theories,
practice, problems and skills associated with a high quality of entrepreneurial spirit. This will
help future entrepreneurs to function more effectively in the organizational environment,
improve key managerial skills and dramatically increase effectiveness to design more
innovative marketing tools and strategies. The end product of this course is to create jobs for
the unemployed through the implementation of the proposed business plan.

New Era University

SCHOOL OF GRADUATE STUDIES
No. 9 Central Avenue, Quezon City
----------------------------------------------------------------------------------------------------------------------COURSE CODE
COURSE TITLE

I.

:
:

MBA 101
MANAGEMENT & ORGANIZATIONAL BEHAVIOR

COURSE DESCRIPTION

Theories and models of individual and group behavior in organizations fundamentals of

organizational behavior; supervision and motivation of employees; problems of interpersonal
relationships.
II.

COURSE OBJECTIVES:

The course aims to acquaint the students with the concepts, approaches, major
writings and research in organizational behavior. It also aims to enable students to relate their
knowledge and insights gained in the theoretical part with empirical situations, through the
analysis of cases in organizational behavior. Finally the course would encourage students to
explore alternative organizational forms, including their assumptions about human personality
and behavior.
III.

COURSE CONTENT:
TOPICS

1.

Vision / Mission and Objectives of NEU

2.

The field of Organizational Behavior

TIME FRAME
1st week

A.

Introduction to OB
1.
The Origins of Management
2.
Managerial Functions and Roles
3.
Contributing Disciplines to the OB Field
4.
TQM

2nd week

B.

Organizational Culture and Impact of

Socio-Cultural Dimensions on Business
1.
Organizational Culture and Social Value
2.
Socialization and Culture
3.
Social Culture, Role and Status
4.
Characteristics of Effective Socialization

3rd week

IV.

Understanding and Managing Human Behavior

A.

Individual Differences and Work Behavior

1.
Individual Variables
2.
Organizational Variables

4th week

New Era University

SCHOOL OF GRADUATE STUDIES
No. 9 Central Avenue, Quezon City
----------------------------------------------------------------------------------------------------------------------B. Motivation
5th week
1.
Content Approaches
2.
Process Theories
3.
Motivational Models
C. Evaluating and Rewarding Individual Behavior
1.
Performance Evaluation Methods
2.
Reinforcement Theories
3.
Rewards

6th week

D. Values, Attitudes and Job Satisfaction

7th week
1.
Importance of Values
2.
Sources of Value System
3.
Types of Values
4.
Ethical Behavior
5.
Sources of Attitudes
6.
Types of Attitudes
7.
Measuring Job Satisfaction
8.
Effect of Job Satisfaction on Employee Performance
9.
How Employees can Express Job Dissatisfaction
V.

Group Behavior and Interpersonal Influence

A. Group Behavior
1.
Types of Groups
2.
Reasons and Stages of Group Formation
and Development
3.
Characteristics of Groups

8th week

B. Intergroup Behavior and Conflict

1.
Why Intergroup Conflict Occurs
2.
The consequences of Dysfunctional Intergroup Conflict
3.
Management of conflict
C. Organizational Power, Politics & Negotiations
1.
Concept and Sources of Power
2.
Nature of Empowerment
3.
Political Strategies and Tactics
4.
Ethics, Power and Politics
MID-TERM EXAMINATIONS
VI.

9th week

10th week

Organizational Processes
A. Leadership
1.
Personal- Behavior Theories
2.
Situational Theories

11th week

New Era University

SCHOOL OF GRADUATE STUDIES
No. 9 Central Avenue, Quezon City
----------------------------------------------------------------------------------------------------------------------3.
Vroom-Jago Model
4.
Attribution Theory
5.
Charismatic Leadership
6.
Transactional and Transformational Leadership
7.
Multicultural Leadership
B. Communication
12th week
1.
Communication Process
2.
Communicating with Organizations
3.
Interpersonal and Multicultural Communication
4.
Barriers to Effective Communication
5.
Improving Communication in Organization
C. Decision-Making
1.
Decision-making Process
2.
Behavioral Influences in Decision-making
3.
Group Decision-making
VII.

13th week

Issues in Organizational Design and Development

A. Organizational Structure and Design
1.
Division of Labor
2.
Delegation of Authority
3.
Departmentalization
4.
Span of Control
5.
Organizational Design Model

14th week

B. Organizational Change and Development

1.
Forces for Change
2.
Diagnosis of a Problem
3.
Selection of Appropriate Methods

15th week

C. Organizational Stress
1.
Stress consequences
2.
Stress Moderators
3.
Stress Prevention and Management
Case Analysis Defense

16th-17th week

FINAL EXAMINATIONS

18th week

VIII.

COURSE REQUIREMENTS:
1.
2.
3.
4.

two examinations
term paper / case write - up
case analysis
attendance and active participation in class discussion

New Era University

SCHOOL OF GRADUATE STUDIES
No. 9 Central Avenue, Quezon City
-----------------------------------------------------------------------------------------------------------------------

IX.

REFERENCES:

1.

Greenberg, Jerald and Baron Robert; Behavior in Organizations, 9E: QC; Pearson
Education South Asia PTE Ltd; 2007
Huczynski, Andrzej and Buchanan, David; Organizational Behavior, GE: QC; Pearson
Education South Asia PTE Ltd; 2007
George, Jennifer and Jones, Gareth 5E; Understanding and Managing Organizational
Behavior 5E: QC; Pearson Education; 2007
Robbins, Stephen P. ; Organizational Behavior (8th ed.) ; Singapore: Prentice Hall,
1998
Ivancevich, John M. and Matteson, Michael T.; Organizational Behavior and
Management (4th ed.), USA: Irwin, 1996
Kreitner, Bob and Kinicki, Angelo ; Organizational Behavior (3rd ed.); USA: Irwin, 1995
Newstorm, John W. and Davies, Keith; Organizational Behavior: Human Behavior at
work (10th ed.) ; New York: Mc Graw-Hill Companies, Inc. 1997
Martires, Concepcion R. and Fule, Galileo S.; Management of Human behavior in
Organization; Manila,: National Bookstore , 1993
Pilar, Nestor N, and Rodriguez, Rafael A.; Readings in Human Behavior in
Organizations; UP Diliman, Quezon City: Management Education Council, 1991
Steers, Richard M.; Introduction to Organizational Behavior (4th ed.); New York: Harper
Collins, 1991

2.
3.
4.
5.
6.
7.
8.
9.
10.

New Era University

SCHOOL OF GRADUATE STUDIES
No. 9 Central Avenue, Quezon City
----------------------------------------------------------------------------------------------------------------------COURSE CONE
:
MBA 102
COURSE TITLE
:
MANAGEMENT ACCOUNTING & CONTROL
I.

COURSE DESCRIPTION

A core course in accounting that stresses the more analytical uses of accounting
information by managers and outside analysts rather than the procedural details that the
practicing accountant needs to know. The accounting module is oriented toward the nonaccountant user of accounting information to generate participant interest as in a management
development program. The course is divided into two parts; the first deals with financial
accounting and the second part deal with management accounting.
II.

COURSE OBJECTIVES
1.

2.

General Objectives - To provide the students who have no background of

accounting, the procedural orientation of the subject
including the technical, conceptual, analytical, and useroriented aspects thereof.
Specific objectives
a.
b.

c.
d.

III.

To serve as an introductory course especially to students who have no

prior training in accounting;
To compensate the students lack of experience from which skills are
acquired and developed, by solving case problems that simulate actual
situations;
To train students in analyzing a problems in weighing various factors
involved in it and in making some calculations; and,
To contribute to the students communication skills as well as to they
understand of accounting.

COURSE OUTLINE

Part I - FINANCIAL ACCOUNTING

1.

Basic Accounting Concepts: the Balance Sheet

The Topic describes five of the eleven-concepts/the postulate from which principles of
accounting are derived such as: money measurement, entry, going-concern, cost, and dual
aspect. The balance sheet shows the financial condition of an entity as of a specified moment
in time. It consists of two sides. The assets side show the economic resources controlled by
the entity that are expected to provide future benefits to it and that were acquired at
objectively measurable amounts. The equities side shows the liabilities, which are obligations
of the entity, and the owners equity, which is the amount invested by the owners.
Required number of hours - 7.5
2.
Basic Accounting Concepts: The Income Statement

New Era University

SCHOOL OF GRADUATE STUDIES
No. 9 Central Avenue, Quezon City
----------------------------------------------------------------------------------------------------------------------The topic introduces the idea of income as used in financial accounting and describes
the income statement, the financial statement that reports income and its determinants. The
remaining six of the eleven basic concepts are discussed which are; accounting period,
conservatism, realization, matching, consistency, and materiality. The income statement
summarizes the revenues and expenses of an entity for an accounting period. The balance
sheet and income statement has a definite relationship between them. The amount of net
income reported on the income statement, together with the amount of dividends, explains the
change in retained earnings between the two balance sheets prepared as of the beginning
and the end of the accounting period.

Required number of hours - 7.5

3.

Accounting Records and Systems

The accounting procedures that are described provide the mechanical means for
making it easier to record and summarize transactions. Record keeping fundamentals of
bookkeeping has to learn by doing in preparation for solving accounting problems. The
account is a device for collecting information about each item that is to be accounted for. It
has two sides: the left - hands, or debits side, and the right - hand of credit side. The rules
are such that assets and expense accounts increase on the debit side whereas liabilities,
owners equity, and revenue accounts increase on the credit side. This maintains both the
equation: Assets = Liabilities + Owners Equities, and the equation: Debits = Credits. The
accountant makes use of a device called worksheet that facility that facilitates recording or
analysis and the preparation of financial statements.

Required number of hours - 12

PART II. MANAGEMENT ACCOUNTING
1.

The Nature of Management Accounting

Management accounting is the process within an organization that provides information

used by an organizations manager in planning, implementing, and controlling the
organizations activities. As contrasted with financial accounting, management accounting is
optional rather than required; is not governed by GAAP; has more emphasis on the future;
includes more non monetary information; has less emphasis on precision; involves more
frequent reports which are use on a more timely basis; and does not expose the company to
lawsuits by users of the reports.
Required number of hours 3
2.

The Behavior of Costs (Variable Costing)

Understanding cost-volume relationships - how costs behave as the level of activity

changes - is necessary for understanding the various uses of management accounting

New Era University

SCHOOL OF GRADUATE STUDIES
No. 9 Central Avenue, Quezon City
----------------------------------------------------------------------------------------------------------------------information. The concepts of fixed and variable costs as well as step-function costs are thus
presented. Total variable costs change in direct proportion with volume, whereas, unit
variable cost is a constant. Total fixed costs do not vary with volume, but unit fixed cost
decreases as volume increases. Semi-variable costs can be decomposed into a variable
cost and a fixed cost component.
When a revenue line is superimposed on a Cost - Volume diagram, the diagram
becomes a profit graph. The profit graph shows the relationship between revenue and costs
(and hence the profit or loss) at any volume within the relevant range. A special case shown
on the profit graph is the break-even volume, which can be calculated by dividing fixed costs
by the unit contribution (unit price minus unit variable costs).
Required number of hours - 12
3.

Short - Run Alternative Choice Decisions

The third use of management accounting information is making alternative choice

decisions. In such problems, the manager seeks to choose the best one of several alternative
courses of action. Differential costs and revenues are those that are different under one set of
conditions than they would be under another set. Differential costs always relate to a
specified set of future conditions. Variable costs are an important category of differential costs
in situations where changes in volume are involved.
When an alternative choice problem involves changes in costs but not in revenue or
investment, the best solution is the one with the lowest differential costs in so far as cost
information bears on the solution.
When the problem involves both cost and revenue
considerations, differential revenues as well as differential cost must be estimated. The best
alternative is the one having the largest differential profit. Differential costs and revenues
rarely provide the answer to any business problem, but they facilitate comparisons and narrow
the area within which judgment must be applied in order to reach a sound decision.
Required number of hours - 12

IV.

REFERENCES:

1.
2.
3.
4.
5.
6.

Bamber, et al; Managerial Accounting 5E: Qc; Pearson Education; 2007

Proctor, Ray; Managerial Accounting for Business Decisions 2E: Qc; Pearson; 2006
Atkinson, et al; Management Accounting, SE: Q.C.; Pearson Education; 2007
Brewer, et al: Managerial Accounting, 2E: New Your; Mc Graw Hill; 2007
Atkinson, Anthony, et al. Management Accounting. Prentice-Hall, Inc., 2001.
Lau, Amy. Managerial Accounting: An Overview. MacGraw-Hill, Inc. 1994.

New Era University

SCHOOL OF GRADUATE STUDIES
No. 9 Central Avenue, Quezon City
----------------------------------------------------------------------------------------------------------------------New Era University
SCHOOL OF GRADUATE STUDIES

COURSE NUMBER
COURSE TITLE

I.

:
:

MBA 103
Research Methodology

COURSE DESCRIPTION

A course that deals with the basic tools of business research through comprehensive
discussion of various research methodologies and techniques. The course emphasizes in
applied approach based on practical applications that give students a basic understanding of
the scope of business.
II.

COURSE OBJECTIVES
1.
2.
3.
4.

To provide students with the basic information needed to understand the

research process, from idea formation through data analysis and interpretation.
Enable students to use this knowledge to design their own research
investigation on a topic personal interest.
To provide a fundamental treatment of business research that stresses the
importance of research methods in business and non-profit organizations.
To develop a Model Business Research, namely: Project Feasibility Study,
Industry Study, Corporate Strategy Study, Case Study and Basic
Developmental Research or Research Proposals.

III.

INTRODUCTION

IV.

THE RESEARCH
- Overview of Research
- The New Research Paradigm
- Understanding the Concept of Research and Business Research
- Importance of Research and Business Research
- Steps in Conducting Research
- Common Type of Business Research
- Illustration of Research Guide: Project Feasibility Study

V.

THE RESEARCH PROCESS

- Concept of Research Process
- Objective of Research Process
- Stages in Research Process
- System approach of Writing A Research

VI.

FORMULATING RESEARCH PROBLEM

- Concept of Research Problem
- Sources of Research Problems

New Era University

SCHOOL OF GRADUATE STUDIES
No. 9 Central Avenue, Quezon City
----------------------------------------------------------------------------------------------------------------------- Considerations in Selecting a Research Problem
- Formulation of Research Objectives
- Strategy in Identifying Problem Areas
- Significance of Research Study
- Scope and Limitations of Research Study
VII.

REVIEW OF RELATED LITERATURE

- What is Literature Review
- Purpose of Literature Review
- What Do I Write? How Do I Begin? What End Result?
- How To Review Related Literature. Local and Foreign Studies

VIII.

FORMULATING THEORETICAL FRAMEWORK

- Concept and Components of:
- Theoretical Framework
- Conceptual Framework
- Operational Framework
- Understanding Between Hypothesis and Assumption
- Tools in Formulating Theoretical Framework
- Hypothesis, Assumption, and Operational Definition

IX.

METHODS OF STUDY, DESIGN AND SOURCES OF DATA

- Concept of Research Design
- Function of Research Design
- Types of Research Design
- Concept and Steps in Sampling and Sample Design

X.

METHODS OF DATA COLLECTION

- Primary and Secondary Data
- Guidelines in Data Gathering:
* Treatment, Presentation, Analysis, Interpretation
- Primary Tools of Collecting Data
* Observation, Interviewing, Questionnaire, Survey
- Data Collection Techniques
* Personal Interview, Telephone Interview, Mailed Questionnaire,
E-mail/Internet
- New Age of Secondary Information & Conducting Research
* The Internet, The Websites, The Search Engines

XI.

ETHICAL ISSUES IN CONDUCTING RESEARCH

- Understanding the Importance of Ethics in Research Undertaking
- The Rights of Researcher
- The Rights of the Respondents
- The Rights of Sponsoring Clients
- Common difficulties in the Conduct of Research

XII.

ANALYSIS AND PRESENTATION OF DATA

New Era University

SCHOOL OF GRADUATE STUDIES
No. 9 Central Avenue, Quezon City
----------------------------------------------------------------------------------------------------------------------- Understanding Data Entry Processing
- Steps in Data Processing: Raw Data, Editing, Encoding, Analysis

- Data Analysis
Qualitative analysis, Statistical Techniques, Descriptive Statistics
- Descriptive Statistics: Frequency Distribution, Measures of Central tendency,
Measures of Variability
- Presentation of Data:
* Textual, Tabular, Graphical: Bar Chart, Pie Chart, Line Chart, and Graphic
Aids: Tables, Graphs, Charts
XIII.

SUMMARY, CONCLUSION AND RECOMMENDATION

- Understanding Guidelines in Writing Summary of Findings, Recommendations,
and Conclusions\
- Significance of Summary, Conclusions and Recommendations to the Research Study

XIV.

RESEARCH PROPOSAL
- Define
- What is to be done; How is to be alone; When it will be done;
What it will cost; Who will do it.
- Aspects of Research Proposals
Overview, Historical Perspectives, Philosophical or Ideological Issues, theories,
Trends affecting Subject Matter, Main Problems, and Insights
- Importance of Research Proposal

XV.

GUIDELINES IN THESIS WRITING AND ORAL DEFENSE

- Understanding the Concept of a Thesis
- Guidelines in Thesis Writings
- Thesis Proposal
- Role of the Adviser
- Role of Consultants
- Effective Advisorship
- Responsibilities of Thesis Advisee
- Table of Contents of a Thesis
- Component Parts of a Thesis
- Documenting Your Sources
Footnotes: Ibidem [In the same plce] Op Ct, [In the work cited], Loc cit, [the place
cited]
Bibliographies, End Notes, Appendices, Referencing
- Thesis Oral Defense:
Schedule and Venue
Defense Panel
Other formalities
- Revision and Final Approval

New Era University

SCHOOL OF GRADUATE STUDIES
No. 9 Central Avenue, Quezon City
-----------------------------------------------------------------------------------------------------------------------

New Era University

SCHOOL OF GRADUATE STUDIES

COURSE CODE
COURSE TITLE

I.

:
:

MBA 104
BASIC INFERENTIAL STATISTICS

COURSE DESCRIPTION

This course covers a comprehensive presentation of the basic statistical concepts and
principles used in the collection, tabulation, presentation, analysis and interpretation of data.
It will include discussion on the application of descriptive and inferential statistics.
II.

COURSE OBJECTIVES
A.

GENERAL :

This course aims to provide the graduate students with the basic statistical skills in
accordance with the objectives of the University and the School of Graduate Studies in order
to prepare them for successful careers in their chosen fields of endeavors. At the end of the
course they are also expected to:
A.
B.
C.

D.
E.

B.

Recall their basic skills in solving problems related to business

statistics.
Demonstrate practical statistical knows how and skills in dealing with
everyday problems related to business and for their pursuits of research.
Manifest values for proper mind and character development particularly
honesty and truthfulness, self-discipline , initiative , resourcefulness ,
creativity, self-confidence and the like,
Evolve as discussants and presenters with self trust and discriminating
judgment ;
Demonstrate mental and emotional clarity as well as physical prowess
essential to survival and to compete globally..

SPECIFIC:
F.
G.

SPECIFICALLY, THE STUDENTS ARE EXPECTED TO:

show skills in the methods of collecting, tabulating , or presenting ,

analyzing and interpreting both quantitative and qualitative data;
Recall their computational skills and techniques in operating various
formulas in solving statistical problems;

New Era University

SCHOOL OF GRADUATE STUDIES
No. 9 Central Avenue, Quezon City
----------------------------------------------------------------------------------------------------------------------H.
Explain the usefulness of statistics and apply its tool to enhance their
personal, family, social, cultural, and spiritual aspects;
I.
Display positive attitudes such as interest, enthusiasm, patience, and love
in doing their works.
J.
Demonstrate skill in solving statistics problems.

III.

COURSE OUTLINES
1.
2.

Importance of measurement and evaluation

Principles of educational evaluation
2.1

2.2

3.

VI.

Construction of Teacher-made Test

2.1.1 essay test
2.1.2 true-false test
2.1.3 multiple choice test
2.1.4 matching type test
Administration and Scoring of Test
2.2.1 validity
2.2.2 reliability
2.2.3 discriminating power
2.2.4 comprehensiveness

Analysis and Interpretation of Tests Results

3.1
Analysis of test Result
3.1.1 measure of central tendency/position
3.1.2 measures of variability
3.1.3 normal distribution
3.1.4 testing of hypothesis
3.1.5 goodness of fit test
3.1.6 analysis of variance
3.1.7 correlation of coefficient

TIME FRAME
1 week

1 week
1 week
1 week
1 week
1 week
1 week
1 week
1 week
1 week
1 week
1 week
1 week
1 week
1 week
1 week
1 week
1 week

SUGGESTED ACTIVITIES

V. COURSE REQUIREMENTS
Report
Three (3) long examination
VI.

REFERENCES MATERIALS
1.
2.

Asadorian, Malcolm O., Essentials of Inferential Statistics; University Press of

America; Published 2004
Huck, Schuyler W., Reading Statistics and Research (5th Edition); Publisher:
Allyn & Bacon; 5 edition (February 26, 2007)

New Era University

SCHOOL OF GRADUATE STUDIES
No. 9 Central Avenue, Quezon City
----------------------------------------------------------------------------------------------------------------------3.
Sprinthall, Richard C., Basic Statistical Analysis (8th Edition); Publisher:
Allyn & Bacon; 8 edition (August 2, 2006)
1.
Aquino, Gaudencio V. Educational Test and Measurement, Manila Philippines
National Books Store, 1987
2.
Ferguzon, George and Yashio Taken, Statistical Analysis in Psychology and
Evaluation, U.S.A. McGraw Hills, 1985.
3.
Garret, Henry, Statistics in Psychology and Education in Psychology New York. U.S.A.
David Mckay Company 1988.
New Era University
SCHOOL OF GRADUATE STUDIES

COURSE NUMBER
COURSE TITLE

I.

:
:

MBA 121
CORPORATE PLANNING

COURSE DESCRIPTION

This course deals with the systematic process for deciding the top decisions that an
organization must come up with and implement to ensure long-term success. Focus is made
on the strategies on how to go about the major changes to be made to an organization.
II.

COURSE OBJECTIVES
In accordance with the SGSs objectives to prepare students for successful
careers in business and other related fields, at the end of the semester, the students
are expected to:
A.

GENERAL
Develop their knowledge and skills in the preparation of a corporate plan
in relation to top management decisions that would ensure organizational
performance.

B.

III.

SPECIFIC:
1.
To provide inputs that will be used in determining/identifying aspects in
the organization that would require changes or modifications.
2.
To provide means in generating and evaluating possible solutions to
problems identified.
3.
To prepare students on the major tasks and responsibilities of executives
in the top management level.

COURSE OUTLINE
A.

Introduction/Orientation on NEU and

TIME FRAME

New Era University

SCHOOL OF GRADUATE STUDIES
No. 9 Central Avenue, Quezon City
----------------------------------------------------------------------------------------------------------------------SGS Mission, Vision, Goals and Objectives
1st week
The Nature of Corporate Planning
The Importance of Corporate Planning
Who should do Corporate Planning?
The Stages in the Corporate Planning
Process
4.1
Formation of a Planning Team
Setting of Objectives and Targets
1.
Forecasting and Analysis
2.
Strengths and Weaknesses Analysis
3.
Opportunities and Threats Analysis
5.
Generating and Evaluating
Alternative Strategies
5.
Selection of Strategies
6.
Action Planning
7.
Monitoring

2nd week
3rd week
4th week

MID-TERM EXAMINATION

13th week

1.
2.
3.
4.

B.

C.

D.

Presentation of Corporate Plans

Group 1
Group 2
Group 3
Group 4
Group 5
Group 6
Synthesis and General Comments in the
Corporate Plans Presented

5 week
6th week
7th week
8th week
9th week
10th week
11th week
12th week

14th week
15th week
16th week
17th week
18th week

19th week

IV.

REFERENCES:

1.
2.

4.
5.
6.

Lynch, Richard; Corporate Strategy, HE: Q.C.; Pearson Education, 20055

Carpenter, Mason A. and Sanders, William Gerard; Strategic Management: Q.C.;
Pearson Education, 2007
Aaker, David A. Developing Business Strategies. John Wiley and Sons, Inc.,
1992
Argenti, John. Practical Corporate Planning. Unwin Hyman, Ltd. 1989
Collier, John. Corporate Environment. Prentice Hall, 1995
Goldberg, B. & Sifonis, J. Dynamic Planning. Oxford University Press, Inc. 1992

V.

COURSE REQUIREMENTS:

1.

Mid-term Examination

3.

New Era University

SCHOOL OF GRADUATE STUDIES
No. 9 Central Avenue, Quezon City
----------------------------------------------------------------------------------------------------------------------2.
Final Examinations (or its equivalent)
3.
Regular Attendance
4.
Substantive Participation in class Discussions
5.
Reports on Special Topics
6.
Written and Oral Presentations on Corporate Plans

New Era University

SCHOOL OF GRADUATE STUDIES
No. 9 Central Avenue, Quezon City
----------------------------------------------------------------------------------------------------------------------New Era University
SCHOOL OF GRADUATE STUDIES
COURSE NUMBER
COURSE TITLE
I.

:
:

MBA 122
FINANCIAL MANAGEMENT PROCESS

COURSE DESCRITIVE

The course covers the introduction to the scope and nature of Philippine corporate
finance, the analytical foundations, and the working capital ( or short-term) management of the
firm. It deals primarily with financial planning covering the areas of financial performance
evaluation, financial analysis, financial forecasting and budgeting. The students are provided
with the tools and techniques in cash management, accounts receivable management,
inventory management and management of short-term fund sources.
II.

COURSE OBJECTIVES
A.

GENERAL OBJECTIVES:
To provide the student with an understanding of the current theorist in finance
and their relevance to the unique business conditions in the Philippine
environment.

B.

SPECIFIC OBJECTIVES:
1.
2.
3.

4.
III.

To enable the students to obtain a comprehensive understanding of

financial management,
to equip the students with the ability to apply the latest analytical
techniques to a variety of problems in financial management,
to help establish a link between finance theory and the practice of finance
including some implications of peculiar Philippine business conditions on
the financial policies and decisions in business enterprises, and
to develop and enhance the communications skills of the students.

COURSE OUTLINE

TIME FRAME

TOPICS
1.
2.
3.
4.

Financial Statement Analysis

Financial Forecasting, Planning, and Budgeting
The Management of cash and Marketable Securities
Receivable Management

3 weeks
2 weeks
1 week
3 weeks

5.
6.

MID-TERM EXAMINATION
Inventory Management
Working Capital Policy and Sources of Short-Terms
Funds

1 Week
1 weeks
3 weeks

New Era University

SCHOOL OF GRADUATE STUDIES
No. 9 Central Avenue, Quezon City
-----------------------------------------------------------------------------------------------------------------------

CASE ANALYSIS ORAL PRESENTATION BY GROUP

4 weeks

FINAL EXAMINATION

1 Week

IV.

COURSE REQUIREMENTS:
1.
2.
3.
4.

Case Analysis
Group Oral and Written Presentations
Substantive Class Participation
Mid-term and Final Examination

Financial Statement Analysis

Financial statements contain a wealth of information that can be used to assess the
financial health, performance and continued viability of an enterprise. Bank and other lending
institutions use financial statement information to evaluate credits worthiness. Brokers and
stocks markets analytic do likewise in justifying buy and sell recommendations. The most
common methods of financial statement analysis are ratio analysis, common-size (vertical)
analysis, and trend (time series, horizontal) analysis. The simple technique of establishing
relationship between and among two (or more) items presented in financial reports has proven
to be amore powerful and informative analytical device.
Required numbers of hours 9
Financial Forecasting, Planning and Budgeting
Financial planning is concerned with the analysis of financial data for operating
decisions, investment decisions, and financing decisions. Key financial parameters include
the estimates of future earnings and cash flows and the resulting financing gap after paying
dividends, loans, and capital expenditures. Financial forecasting and planning tools that are
discussed are the financial statement method, cash budgeting, and pro forma balance sheet.
The financial statement method uses historical ratios of assets and liabilities to revenues in
forecasting the balance sheet and in estimating external funds needed. The components of
the cash budget include: a) cash receipts, b) cash disbursements, and c) the target cash
balance.
Required number of hours 9
The Management of Cash and Marketable Securities
Cash management seeks to minimize the opportunity costs to maintaining liquidity. To
achieve this, efficient cash management system for receipts and disbursements must be
designed to collect cash at the shortest time and to control cash outlaws. Efficient
management of cash allows the firm to determine idle cash balances or cash deficits. Idle or

New Era University

SCHOOL OF GRADUATE STUDIES
No. 9 Central Avenue, Quezon City
----------------------------------------------------------------------------------------------------------------------surplus cash should be invested to earn income and deficits should be financed. The criteria
for managing marketable securities are: a) liquidity, b) investment risk, and c) income.
Required number of hours 9
Receivable Management
The management of receivable is concerned with the magnitude of funds tied up in
trade and notes receivable, credit policies, billing and collection systems, and receivable
financing. Credit policies deal with the determination of credit terms, cash discounts terms
and collateral requirements. When credit policy is used to generate sales, the additional
profits must be compared with the additional costs from a more liberal credit policy which may
include the following: a) incremental bad debt losses, b) additional promotional costs of the
proposed policy, c) additional collection costs, d) carrying cost of additional investment in
receivable, and e) interest income waived on receivable, if any. Likewise, if cash discounts
are offered to customers, this should be compared with the opportunity savings from the
reduction in receivable due to accelerated collections.
Required number of hours 9
Inventory Management
With the substantial amount of resources invested in inventories by manufacturing
companies, a sound inventory management must be in place. The topic includes the different
types of inventories: raw materials, work-in-process, and finished goods; and the three basic
inventory costs; holding or carrying costs; ordering or transaction costs; and stockout costs.
To determine the optimical order size, the economic order quantity (EOQ) model may be
used. The order point, however, is adjusted to account for lead-time and uncertainly in
demand. As a result of technological development, systems have been developed that have
dramatically reduced inventories in many companies. These include the just-in-time system
(JIT) and materials requirement planning (MRP).
Required numbers of hours 9
Working Capital Policy and Sources of short-term Funds
Working capital policy is concerned with the manner in which the firms current assets
or working capital should be financed. Working capital consists of a permanent component as
well as seasonal or temporary requirements. In financing working capital, the three financing
strategies or approaches are a) the conservative approach, b) the maturity matching approach
and c) the aggressive approach. Some sources of short-term funds are a) bank loans, b)
commercial paper issues, c) trade financing, and d) receivable factoring. Commercial papers
are relatively cheaper than bank loans, trade financing and receivable financing. Small and
medium firms their working requirements through suppliers credit.
Required number of hours 9

New Era University

SCHOOL OF GRADUATE STUDIES
No. 9 Central Avenue, Quezon City
----------------------------------------------------------------------------------------------------------------------V.
REFERENCES:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.

Weetman, Pauline; Financial and Management Accounting: An Introduction; 4E:

Q.C. Pearson; 2006
Harrison, et al; Financial and Managerial Accounting, IE: Q.C. ; Pearson Education;
2008
Valix, Conrado T. and Peralta, Jose F.; Financial Accounting: Manila, GIC Enterprises;
2007
Williams, et al: Financial Accounting: New York; McGraw Hill; 2004
Click, Reid W. & Coval, Joshua D. International Financial Management. Prentice-Hall,
Inc., 2002.
Daniels, John D. & Radebaugh, Lee H. International Business: Environments and
Operations. Pearson Education Asia., 2000.
Eakins, Stanley G. Finance: Investments, Institutions, and Management. Pearson
Education, Inc., 2002.
Fabozzi, Frank J., et al. Foundations of Financial Markets and Institutions. Person
Education, Inc., 2001.
Fraser, Lyn m. & Ormiston, Aileen. Understanding financial Statements. Prentice-Hall,
Inc., 2001.
Gitman, Lawrence J. Principles of Managerial Finance. Addison Wesley Longman,
Inc., 2003.
Keown, Arthur J., Martin, John D. Financial Management: Principles and Applications.
Pearson Education, Inc., 2005

New Era University

SCHOOL OF GRADUATE STUDIES
No. 9 Central Avenue, Quezon City
-----------------------------------------------------------------------------------------------------------------------

New Era University

SCHOOL OF GRADUATE STUDIES

COURSE NUMBER
COURSE TITLE

I.

:
:

MBA 123
MANAGEMENT INDUSTRIAL RELATIONS

COURSE DESCRIPTION

An overview of Industrial Relations as an academic discipline, a review of the various

theories on Industrial Relations, human resources management, economics, labor laws as the
four disciplines which are interdependent and connected in the study of Management
Industrial Relations.

II.

COURSE OBJECTIVES
1. To identify and interpret theories on IR that have bearing to management decisions,
stance of labor unions and the government s positions as well as identify as to
which among these theories applies to Philippine context.
2. To connect and analyze the implications/ impact of trends and issues of the
international economy to the local economy or Philippine context and the
dynamic global changes in the industrial policies.
3. To provide students with the SAP measures adopted by the three actors to sustain
their operations over time and select the best options that will preserve the
interest of each actor and the national economy in general.
4. To provide students with insights that enable students determine options and
alternatives for labor and management, with respect to sound decisions, as well
as the government policies for purposes of legislation that will guarantee
sustainability and stability of the national economy.
5. To select and formulate recommendations or alternative policies, management
theories suited for decision making with respect to the requirements of the times,

New Era University

SCHOOL OF GRADUATE STUDIES
No. 9 Central Avenue, Quezon City
----------------------------------------------------------------------------------------------------------------------as well as the strategic choice of the state, labor, and management that will
guarantee their sustainability and stability amidst a dynamic industrial policies.

METHODOLOGY:
A combination of students active participation, reporting, case analyses, and lecture.
Topic will be divided to the students for their respective report and they will be required to
develop a research paper as they forecast implications and weigh its repercussions.
Discussion will follow after all reporters for a particular date are through with their turn
and time. Immediately after their talk, reporters will provide copies of the scope / coverage of
their report.
The students will be required to take midterms and finals. In addition, each student will
be required to submit an individual descriptive research, which will provide analysis in terms of
confirmation or rejection of the theories related, the decrepancies of theory and practice and
the forecast of any possible implications at the micro level and then providing
recommendations therefore.

III.

COURSE OUTLINE
1.
2.

3.

4.

5.

Vision / Mission and Objectives of

New Era University
Theories on IR: Selected theories on
Management; Related Theories on
Human Resources Management,
The National Income Measures:
GNP, Per Capita Income, Theories on
Inflation and Unemployed, Fiscal Policies,
Monetary Policies and the Macro-Economic
Policies of the Marcos Regine,
Ramos Administration and the Aquino
Dispensation.
Labor Unions: objectives, economic agenda
and programs: rights of labor organization
of labor unions; the reasons of unionism
labor side; the reasons of unionism
management side
Unfair Labor Practices: Concept; ULP
committed by Employers; ULP committed
by unions: Landmark Cases of ULP and its
bearing on labor-management relations.
The Macro-Economic Policies of the Estrada
Administration: the Philippine Agenda 21:
An assessment of these economic

TIME FRAME
1st week

2nd weeks

3rd weeks

4th weeks

New Era University

SCHOOL OF GRADUATE STUDIES
No. 9 Central Avenue, Quezon City
----------------------------------------------------------------------------------------------------------------------policies for growth and development.
5-6th weeks
6.
Mid-term
7th weeks
7.
Structural Adjustment and Industrial Relations:
Measures adopted by the three actors:
Management, Unions and the Government:
Background and Cause in the Emergence
of Structural Adjustment Programs at the
international level and macro level.
Can we be spared from adopting measures
of Structural Adjustment.
8th weeks
8.
Symposia / for a
9th weeks
9.
Collective Bargaining Concept, Procedures,
Organization, Negotiation, Administration.
Some Landmark cases and
Jurisprudence. Mandatory Benefits
10th weeks
10.
Strategic Practices in Human Resources
Development in response to Structural
Adjustment. Some studies of selected firms
in Metro Manila; Methods of Job Evaluation
to Selected Industries.
11-12th weeks
11.
Women and Industrial Relations
Labor and Gender the Subordination
of Women to Men; Legislations to protect
womens right to equal employment opportunities.
Successful stories of women who have
contributed to the national economy.
13-14th weeks
12.
Compensation and Wage Administration
The Goals of Compensation: Factors
being considered in Wage Administration.
Job Evaluation and the trends and issues
in Compensation. Some Mandatory provisions
for benefits and related perquisites.
Theories on Wages and Motivation.
15th&16th week
13.
International Industrial Relations
Practices Japan, Germany, U.S.A., England.
17th weeks
14.
Final Examination
18th weeks
INTEGRATION
IV.

COURSE REQUIREMENT
1.
2.
3.
4.

Active Participation, class discussion.

Case Analyses Lecture.
Individual Report
Midterm & Finals
Term Paper

20%
20%
30%
30%

New Era University

SCHOOL OF GRADUATE STUDIES
No. 9 Central Avenue, Quezon City
----------------------------------------------------------------------------------------------------------------------REFERENCES:
1.
2.
3.
4.
5.
6.
7.
8.

Gibson, Andy and Fraser, Douglas; Business Law/ 3E: Pearson Education 2007.
Mcdonal, Janis et al; Employment Discrimination Law: Problems, Cases and
critical Perspectives Pearson Education; 2006
Philippine Labor Review vol. 22, # 1 January, June 1998
Philippine Journal of Labor & Industrial Relations vol. 26, #1 & 2, 1998
FFW National Policy Workshop conference on Structural Adjustments 2-5
September 1993.
Structural Adjustments & Emerging Labor Development Patterns Ofreneo,
Rene U.P. SOLAIR
The Labor Code with comments & Cases vol. 1 & 2, CESARIO A. AZUNCENA
Philippine Journal of Labor & Industrial Relations vol. 13 #1-2 1991
New Era University
SCHOOL OF GRADUATE STUDIES

COURSE CODE.
COURSE TITLE
I.

:
:

MBA 124
MARKETING MANAGEMENT

COURSE DESCRIPTION

The course deals with the process of planning and execution of the concept of pricing,
promotion, and distribution of ideas and/or goods and services that will create exchanges to
meet individual and organizational objectives. This focuses on the theories and practices of
marketing for the students to know the basic task, various orientation, and critical functions to
successful marketplace.
II.

COURSE OBJECTIVES
A.

General:

Demonstrate a thorough grasp of basic economic forces in the business

environment so that correct strategy in marketing can be intimately linked to the
emerging opportunities for Filipino businessmen and managers. Exhibit skills and
knowledge in the elimination of conflicts, coordination of policies, and integration of
enforcement of measures in a marketing organization. Articulate concepts and tools for
analyzing markets and factual marketing in handling the elements of the marketing mix.
B.

Specific:

Discuss the requirements in a rapidly changing global economy explain the core
concepts of marketing describe the differing concepts of marketing exhibit skills in
analyzing marketing environment demonstrate abilities in developing marketing
strategies develop strategies for the global marketplace design a marketing plan design
effective advertising programs.

New Era University

SCHOOL OF GRADUATE STUDIES
No. 9 Central Avenue, Quezon City
----------------------------------------------------------------------------------------------------------------------III.
COURSE OUTLINE:
TOPIC
A.

Introduction/Orientation on NEU and SGS

Mission and Vision, Goals and Objectives

Part I: Understanding Marketing Management

B.
Marketing in the twenty-firsts Century
C.
Building Customers Satisfaction, Value,
and Retention
D.
Winning Markets: Market-Oriented
Strategies Planning
Part II: Analyzing Marketing Opportunities
E.
Gathering Information and Measuring
Market Demand
F.
Scanning the Marketing Environment
G.
Dealing with the Competition
H.
Identifying Market Segment and
Selecting Target Markets
Mid-Term Examination

1st week

2nd week
3rd week
4rth week

5th week
6th week
7th week
8th week
9th week

Part III: Developing the Marketing Strategies

F.
Positioning the Market Offering Through the
Product Life Cycle
J.
Developing New Market Offerings
K.
Developing Global Market Offering

10th week
11th week
12th week

Part IV: Making Marketing Decisions

L.
Managing Product Lines and Brands
M.
Designing and Managing Services

13th week
14th week

Part V: Managing and Delivering Marketing Programs

N.
Managing the Salesforce
O.
Managing Direct and on-line Marketing
P.
Managing the Total Marketing Effort

15th week
16th week
17th week

Final Examination

18th weeks

G.

IV.

TIME FRAME

SUGGESTED ACTIVITIES: Lecture, class discussion, use of resource person,

film showing seminar, and case analysis.

COURSE REQUIREMENTS: Regular attendance, active participation during

class discussion, passing series of tests and
quizzes, passing series of assignment, defense
of case analysis, and mini-marketing plan.

New Era University

SCHOOL OF GRADUATE STUDIES
No. 9 Central Avenue, Quezon City
----------------------------------------------------------------------------------------------------------------------V.
TEXTBOOK
Kotler, Philip: Marketing Management (10th Ed.), New Jersey: Prentice
Hall, 2000
REFERENCES
1. Doyle, Peter and Stern, Phil; Marketing Management and Strategy, 4E:
Q.C.; Pearson Education: 2006
2.

Winer, Russ: Marketing Management, 3E: Q.C. Pearson Education; 2007

3.

Del Val, Edgar P:Marketing Management in the Phillipine Setting(13thEd.)

Ateneo de Manila University Press; National Book Store,1998

4.

Davies,Mark: Understanding Marketing;Great Britain: Prentice Hall,1998

5.

Go, Josiah: Marketing Plan, Manila:National Book Store, 1997

6.

Evans, Joel R. and Berman,Barry Marketing ;USA: Prentice Hall,1997

7.

Mudie,Peter: Marketing,An
Hall,1997

Analytical

Perspective;

Great

Britain:

Prentice

8.

Kotler,Philip, Swee Hoon Ang, Siew Meng Leong,and Chin Tiong

9.

Tan: Marketing Managent: An Asian Perspective(International Ed.), Singapore:

Prentice Hall, 1996

10.

Mersay,John A. and OOriscol, Aidan:Strategy and Process in Marketing; USA,

Prentice Hall,1996

11.

Go,Josiah: Contemporary Maketing Strategy in the Phillipines Setting, 1996

12.

Roberto,Eduardo:User Friendly Marketing Researce: Quezon City: Ateneo Manila

University Press,1996

New Era University

SCHOOL OF GRADUATE STUDIES
No. 9 Central Avenue, Quezon City
-----------------------------------------------------------------------------------------------------------------------

New Era University

SCHOOL OF GRADUATE STUDIES

COURSE CODE
COURSE TITLE

I.

:
:

MBA 125
BUSINESS POLICY

COURSE DESCRIPTION

A course deals with the roles, tasks and skills of the general manager leading the
overall enterprise or business unit. Emphasis is given on the administrative process of
coming up with an organizations strategy.
II.

COURSE OBJECTIVES
In accordance with the SGSs objectives to prepare students for successful
career in business and other related fields, at the end of the semester, the students are
expected to:

New Era University

SCHOOL OF GRADUATE STUDIES
No. 9 Central Avenue, Quezon City
----------------------------------------------------------------------------------------------------------------------A. General:
Be provided with adequate knowledge on the concepts of corporate
strategy and managing strategic processes.
B. Specific:

III.

1.

Be provided with a framework an approach to the problems of the chief

executive in
1.1
Setting goals
1.2
Developing strategies
1.3
Elaborating long and short term plans
1.4
Seeing that those plans are fulfilled

2.

Be guided in their tasks of developing management of executive

development programs.

COURSE OUTLINE
Introduce/Orientation on NEU and SGS Mission,
Vision, Goals and objectives
1.

2.
3.

4.
5.

6.
7.
8.
9.
10.

The General Management Perspective

and Business Policy
Case: Head Ski Company, Inc.
The Total Environment of the Firm
Industry analysis Positioning the Firm
in a Specific Environment
Case: Firestone, Inc.: Globalization
Personal Values and Corporate Strategy
Case: The Body Shop International
Relating Strategy to Social Responsibility
Case: Baybank Boston
MID-TERM EEXAMINATION
Building Strategy
Case: Harvard Business School
Building Organization Capabilities
Case: The Adams Corp. (A)
Transforming an Organization
Case: Richardson Sheffield
Building Relationships
The Strategy of Using Foreign Investors and
Licenses: A Philippine Perspective

FINAL EXAMINATION

TIME FRAME
1st week
2nd week
3rd week
4th week
5th week
6th week
7th week
8th week
9th week
10th week
11th week
12th week
13th week
14th week
15th week
16th week
17th week
18th week
19th week

New Era University

SCHOOL OF GRADUATE STUDIES
No. 9 Central Avenue, Quezon City
----------------------------------------------------------------------------------------------------------------------IV.

COURSE REQUIREMENTS:
1.
2.
3.
4.
5.
6.

Mid-term Examination
Final Examinations (or its equivalent)
Regular Attendance
Substantive Participation in Class Discussion
Reports on Special Topics
Written and Oral Presentations of Case Analyses

REFERENCES:
1.
2.
3.
4.
5.

Wheeler, Thomas L. and Hunger, J. David; Strategic Management and Business

Policy: Prentice Hall; New Jersey, 2004
Stacey, Ralph; Strategic Management and Organizational Dynamics, SE:
Pearson Education, 2007
David, Fred: Strategic Management 11th Ed: New Jersey; Pearson Education,
Prentice Hall; 2007.
Bower, Joseph, Business Policy: Managing Strategic Process. Richard D.
Irwin, Inc. 1995.
Soriano, Emmanuel V. Business Policy in an Asian Context. Sinag-Tala
Publishers, Inc., 1990.

New Era University

SCHOOL OF GRADUATE STUDIES
No. 9 Central Avenue, Quezon City
----------------------------------------------------------------------------------------------------------------------COURSE CODE
COURSE TITLE

I.

:
:

MBA 126
HUMAN RESOURCE DEVELOPMENT

COURSE DESCRIPTION

The first part of the course is the orientation of the Universitys Vision, Mission,, Goals
and Objectives. A part of the discussion includes the guiding philosophy of School of
Graduate Studies of NEU.
The second part, introduce also the students with the knowledge of human resource
development concepts and principles that been proven sound in light of current practice in
organizations. It discusses the pivotal role of human resource development geared towards
organizational effectiveness, efficiency, productivity and profitability
The last part explains the human resources development areas as primary
process of integrated approach for better organizational performance.
II.

COURSE OBJECTIVES
A.

The general objective

To gain a working knowledge on the strategic importance of human resource

development in organization. The course shall also update the students with trends of
human resource development techniques and strategies in the pursuit of achieving
organizational objectives. The students shall have oriented on the VGMO of NEU as
institution of learning and guiding philosophy of the School of Graduate Studies
B.

Specifically, after the course the students shall have:

1.
2.
3.

4.
5.
6.

Discussed the NEUs Vision, Mission, Goals and Objectives and School of
Graduate Studies Philosophy and Objectives
Explained the need of developing human resources and its strategic
importance in organization
Articulated the human resource development concepts and principles
including development strategies and techniques in improving
organizational performance.
Pointed out the human development areas as primary process critical for
producing organizational key outputs.
Described human resource development trends that can be replicated in
workplace.
Described the advantages of best practice sharing of human resource
development institutions.

New Era University

SCHOOL OF GRADUATE STUDIES
No. 9 Central Avenue, Quezon City
----------------------------------------------------------------------------------------------------------------------Time Frame
Week No: 18 weeks
III.

COURSE OUTLINE
1.
Introduction / Orientation
1.1
1.2
1.3

1st week

NEU Vision, Mission, Goals and Objectives

NEU SGS Philosophy and Objectives
(General and Specific)
Orientation

Description of the course

Requirements

Assignment & Researches, Class activities & projects

Grading System
MG = 2CS + Midterm Exam.
3
Where MG = Midterm Grade
CS = Class Standing
= Attendance + Reports + Assignments
+ Researches + Class Activities / Projects
FG = 2CS + Final Exam
3
Where FG = Final Grade
AFG = MG + FG
2
Where AFG = Average Final Grade

2.

3.

4.

Definition of Human Resource Development its

Concepts and Principles
II.1
Strategic Importance of Human Resource
Development
Qualities / Skills of Human Resource Development
Practitioner
3.1
Human Resource as Team Builder
3.2
Human Resource as Effective Planner

2nd week

3rd week

Human Resource as Problem Solver and

Decision-Maker
4th week
4.2
Human Resource as Effective Communicator

New Era University

SCHOOL OF GRADUATE STUDIES
No. 9 Central Avenue, Quezon City
-----------------------------------------------------------------------------------------------------------------------

5.
6.
7.
8.
9.
10.
11.
12
13.
14.
15.
16.
17.
18.
IV.

5th week
6th week
7th week
8th week
9th week
10th week
11th week
12th week
13th week
14th week
15th week
16th week
17th week
18th week

SUGGESTED ACTIVITIES
1.
2.
3.
4.
5.
6.
7.

V.

Other areas of Human Resource Development

5.1
Training and Development
Organizational Development
Career Development
Managing Stress
Midterm Examination
Characteristics of Good Feedback
Effective Motivation & Productivity
Selection, Recruitment, Promotion & Strafing
Performance Evaluation System
Management by Objectives
Total Quality Management
Transactional Analysis
The Role of Research in HRD
Final Examination

Lecture / Lecturer
Focused Group Discussion
Panel Discussion
Experiential Sharing
Case Study
Reporting (Individual / Group
Field Trip

REFERENCES:
1.
2.
3.
4.
5.
6.

RAIG, ROBERT L., (1996) Training & Development Handbook, A Guide to

Human Resource Development
CHERRINGTON, DAVID j. (1995) The Management of Human Resources 4th
Edition.
ANDRES, TOMAS D. (1998) Human Resources Development, The Philippines
Experience
DAVIS, KEITH (1985) Human Behavior at Work: Organization Behavior 97 th
Edition, New York: Mc Grawhill
CASIO, WAYONE F., (1982) Costing Human Resources: The Financial Impact
of Behavior in Organizations Massachusetts: Kerr.
SINGER, MARK., (1990) Human Resource Management, Boston: Allyn and
Bacon

New Era University

SCHOOL OF GRADUATE STUDIES
No. 9 Central Avenue, Quezon City
-----------------------------------------------------------------------------------------------------------------------

COURSE CODE
COURSE TITLE

:
:

MBA 127
MATERIALS & PROCESS MANAGEMENT

COURSE DESCRIPTION
Mathematical and statistical decisions for the design, operation and control of
production systems, forecasting, inventory, capacity, aggregate planning, scheduling,
maintenance, and cost control models.
I.

COURSE OBJECTIVES
1.

To use mathematical and statistical tools for decisions for the design, operation
and control of production systems, forecasting, inventory and scheduling.
2.
To develop skills in analyzing operation system problems including
4 scheduling, capacity planning, maintenance, and cost control models, etc.
3.
To appreciate the applications of mathematical and statistical techniques in
decision-making.
II.

COURSE REQUIREMENTS
4.
5.
6.
7.
8.

III.

Active class participation/recitation

Prompt and regular attendance
Reports on assigned topics
Submission of assignment and other requirements
Quizzes and Final Examination

INSTRUCTIONAL CONTENTS
Lecture
Reports
Group Dynamics
Field trip/Symposium

IV.

COURSE CONTENTS
TOPICS
A.

B.

C.

Production and Operation Management

1.
Function within Business Organization
3.
Productivity
Decision Making
4.
The decision Process
5.
Decision Theory
Forecasting

TIME FRAME
2weeks

2 weeks

1week

New Era University

SCHOOL OF GRADUATE STUDIES
No. 9 Central Avenue, Quezon City
----------------------------------------------------------------------------------------------------------------------6.
Approaches to forecasting
7.
Forecast that Use Time Series Data
8.
Associate Forecasting Techniques
D.
Design of Production Systems
2 weeks
9.
Products and Service Design
10.
Research and Development
11.
Standardization
12.
Computer-aid Design
E.
Location and Planning
1 week
13.
The Need for Location Decisions
14.
Factors that Affect Location Decision
F.
Process Selection and Capacity
1 week
14.
Planning
15.
Process Selection
15.
Capacity Planning
G.
Facilities layout
2 week
16.
Basic Layout types
17.
Cellular Layouts
18.
Line Balancing
19.
Designing Process Layout
H.
Operating and Controlling the System
1 week
20.
Aggregate Planning
21.
The purpose and Scope of aggregate Planning
22.
Techniques for Aggregate Planning
I.
Inventory Management
1 week
23.
Requirements for Effective
Inventory Management
J.
Material Requirements Planning
1 week
24.
MRP Inputs
25.
MRP Processing
26.
MRP Outputs
27.
Capacity Requirements Planning
K.
Just-in-time Systems
1 week
L.
Scheduling
1 week
28.
Scheduling in High-volume system
29.
Scheduling in Intermediate-volume System
30.
Scheduling in Low-volume System
31.
Scheduling in Service System
F.
Project Management
1 week
32.
Grant Charts
33.
PERT-CPM
FINAL EXAMINATION
1 Week
V. BIBLIOGRAPHY
Production / Operation
Management by William J

New Era University

SCHOOL OF GRADUATE STUDIES
No. 9 Central Avenue, Quezon City
----------------------------------------------------------------------------------------------------------------------Stevenson, 3/e
Production and Operations
Management, 2/e by
Jay Heizer
Production and Operations
Management by Health
VI.

REFERENCES

Materials and Process Management

1.
Business Process Management: A Practical Guide by Rashid N. Khan,
Publisher: Meghan-Kiffer Press (September 30, 2004)
2.
Introduction to Materials Management, Subgenre: Material Science Format:
Hardcover By: Stephen N. Chapman, Tony Arnold Jr., Lloyd M. Clive Prentice
Hall (06/01/2007)
3.
Process Mapping, Process Improvement and Process Management by Dan
Madison, Publisher: Paton Press (August 12, 2005), Business Process
Management:
Practical Guidelines to Successful Implementations, by John
Jeston, Publisher: Butterworth; 3rd edition (April 24, 2006)

New Era University

SCHOOL OF GRADUATE STUDIES
No. 9 Central Avenue, Quezon City
-----------------------------------------------------------------------------------------------------------------------

New Era University

SCHOOL OF GRADUATE STUDIES

COURSE CODE
COURSE TITLE
I.

:
:

MBA 128
LEGAL ASPECTS OF THE MANAGEMENT
PROCESS

COURSE DESCRIPTION :

The course is an overview of the legal environment in which business takes place. It
discusses the legal aspect of the management process. It covers wide ongoing topics that
affect the daily management decisions and business strategies. It also hives students as
deeper and among business enterprises.
II.

COURSE OBJECTIVES:
The course aims to acquaint the students with legal topics that may hasten or
mamper smooth management process. At the end of the semester the students are
expected to:
1.
2.
3.
4.
5.

III.

Explain why ethics is a must in the conduct of business management.

Discuss the different components of the legal environment of management.
Distinguish the forms of business organization.
Express an understanding of the regulatory environment of management.
Analyze some management cases that involve legal concerns.

COURSE REQUIREMENTS:
Attendance and service participation in class discussion
One examination
Term paper
Case Analysis

IV.

COURSE OUTLINE
TOPICS
A.

TIME FRAME

Basic Principles
1.
Ethics and the Law
2.
Constitutional Basic for Business Regulation

1st week
2nd week

New Era University

SCHOOL OF GRADUATE STUDIES
No. 9 Central Avenue, Quezon City
----------------------------------------------------------------------------------------------------------------------3.
Courts, Sources of Law, Litigation
3rd week
4.
Agency and Administrative Law
4th week
B.

C.

Legal and Regulatory Environment

5.
Forms of Business Ownership
6.
Contracted, Sales, Torts
7.
Product liability and Intellectual Property
8.
Environment Law

5th week
6th week
7th week
8th week

MID-TERM EXAMINAITON

9th week

10.
11.
12.
13.

10th week
11th week
12 week
13th week

Criminal Law
Real Property and Land Use
Competition (Perfect, Monopoly, Oligopolistic)
Consume Protection

Human Resources and Business Ethics

14.
Discrimination: Utility Rights, Justice
15.
Employment Agreement
16.
Labor Management Relations
17.
Securities Fraud and Inside Trading

14th week
15th week
16th week
17th week

FINAL EXAMINATION

V.

REFERENCES:
1.
2.
3.

4.

5.
6.
7.
8.

Materials & Process Management

Business Process Management: A Practical Guide (Paperback) by Rashid N.
Khan (Author) Publisher: Meghan-Kiffer Press (September 30, 2004)
Introduction to Materials Management: Subgenre: Material Science Format:
Hardcover By: Stephen N. Chapman, Tony Arnold jr., Lloyd M. Clive Prentice
Hall (06/01/2007)
Process Mapping, Process Improvement and Process Management (Paperback)
by Dan Madison (Author) Publisher: Paton Press (August 12, 2005) Business
Process Management: Practical Guidelines to Successful Implementations
(Hardcover) by John Jeston, Publisher: Butteworth; 3rd edition (April 24, 2006)
Bagley, Constance: Manager and the Local Environment: USA; West
Educational Publishing Co. 1999.
Urlacher, Lavern S. Small Business Entrepreneurship (An Ethics and Human
Relations Perspective) New Jersey; Practice Hall, 1999.
Velasquez, Manuel G. Business Ethics: Concepts and Cases: Singapore:
Prentice Hall, 1998.
Rose, Peter S., Money and Capital Markets: USA, Richard D. Irwin, Inc. 1994

New Era University

SCHOOL OF GRADUATE STUDIES
No. 9 Central Avenue, Quezon City
-----------------------------------------------------------------------------------------------------------------------

New Era University

SCHOOL OF GRADUATE STUDIES
No. 9 Central Avenue, Quezon City
----------------------------------------------------------------------------------------------------------------------New Era University
SCHOOL OF GRADUATE STUDIES

COURSE NUMBER
COURSE TITLE

:
:

MBA 129
COOPERATIVE PHILOSOPHY & PRACTICES

COURSE DESCRIPTIVE
This study involves the identification of the different forms of cooperative enterprises;
their functions and socio-economic goals; and their role in attaining a balance and sustainable
growth of the national economy.
I.

OBJECTIVES:
General

Specific

Justify the importance if cooperatives in the socio-economic

life of the people.
Acquire a working knowledge in organizing, managing and
registering of cooperatives under Republic Act No. 6939

METHODOLOGY:
Research Reporting and Class Interaction supplemented by Classificatory
Lecture.
II.

COURSE CONTENTS:
Part I:

TIME FRAME

Cooperative Philosophy, History,

Concepts & Principles

1.

Philosophy
1.1 Instrument of equitability
1.2 Social Justice
1.3 Economic Development

2 weeks

2.

History
II.1
Robert Owen Father of Cooperatives
II.2 Rochdale Society The first coop. Establish
in Britain, 1844.
2.3
Cooperatives in Different Countries

2 weeks

2.3.1 Marketing Cooperatives: Denmark, Netherlands, Norway,

Sweden, France, United Kingdom
2.3.2 Supply or purchasing cooperatives: Great Britain,
Scandinavia & Australia

New Era University

SCHOOL OF GRADUATE STUDIES
No. 9 Central Avenue, Quezon City
----------------------------------------------------------------------------------------------------------------------2.3.3 Housing cooperatives: London, Melbourne, Sidney,
Bombay, & Delhi
2.3.4 Credit Union: Australia, Canada & U.S.A. and Phil.
2.3.5 Service Cooperative: U.S.A., Philippines
2.3.6 Worker Cooperative: Italy, France, Spain, Ireland,
Switzerland, iceland
2.3.7 Cooperatives in all aspects of life: Israel
3.

Concepts
3.1.
3.2.
3.4.
3.5.
3.6.

3.7.
3.8.
4.

2 weeks
Cooperative, defined
Right to association
Common Bond on Interest
Voluntarism
Lawful & Common Ends
3.6.1. Social
3.6.2. Economic
Equitable Capital Contribution
Fair sharing in Risk & Profits

Principles
IV.1 Open & Voluntary membership
IV.2 Right to Association
IV.3 Common Bond Interest
IV.4 Division of Net Surplus
IV.5 Cooperative Education
IV.6 Cooperative Among Cooperatives

2 weeks

Part II: Cooperative Powers & Objectives

1.

Powers & Capacities

2 weeks
1.1 Sue and be sued
1.2
Succession
1.3
Amend Articles of cooperation
1.4
Adopt By-laws
1.5
Acquire & Dispose properties
1.6
Join other cooperatives
1.7
Accept & receive grants, donation from foreign & domestic sources
1.8
Exercises any & all other powers granted by the Cooperatives Code

2.

Primary Objectives
2 weeks
3.9.
Province goods & services to members
3.10.
Encourage savings 7 investments
3.11.
Attain increase income & productivity
3.12.
Promote equitable distribution of surplus
3.13.
Provide maximum economic benefits
3.14.
Teach the efficient ways of doing things in a cooperative manner
3.15.
Propagate cooperative practices & new ideas in business & mgt.

New Era University

SCHOOL OF GRADUATE STUDIES
No. 9 Central Avenue, Quezon City
-----------------------------------------------------------------------------------------------------------------------

Part III. Cooperative Management & Operation

1.

Management
1.1 Registering a cooperative
1.2 The General Assembly
1.3 The Board of Directors
1.4 Cooperative membership
1.5 Article of cooperative
1.6 The coop. By-laws

1 week

Cooperatives
2.1
Books to be kept open
2.2
Annual Report
2.3
Bonding Accountable office
2.4
Treat of cooperatives
2.5
Tax and other exemption
2.6
Privileges of cooperative

1 week

of

5 Cooperative Operation: Capital,

Property & Funds
2 weeks
3.1
Sources of Capital
3.2. Capital
3.3. Revolving Capital
3.4. Audit, Inquiry and Members Right to Examine
3.5. Annual Audit
3.6. Audit Report
3.7. Non-Liability for Deformation
3.8. Safety of Records
4.

Audit, Inquiry and Members Right to Examine

4.1
Annual Audit
4.2
Audit Report
4.3
NonLiability for Deformation
4.4
Safety of Records

1 week

5.

Allocation & Distribution of Net Surplus

5.1
Net Surplus
5.2
Order of Distribution

1 week

6.

Dissolution of Cooperatives
6.1
Proceedings upon Insolvency
6.2
Voluntary Dissolution
6.3
Involuntary Dissolution

1week

New Era University

SCHOOL OF GRADUATE STUDIES
No. 9 Central Avenue, Quezon City
----------------------------------------------------------------------------------------------------------------------6.4
Dissolution by Order of the Authority
6.5
Dissolution by failure to Organize & Operate
6.6
Cooperative Liquidation

REFERENCES:
1.

2.
3.

Nolledo, Jose N.; Principles of Agrarian Reform, Cooperatives &

Taxation (12th & Revised Edition),
National Book Store, Inc., 1990
World Book Encyclopedia, Volume 4, p. 137-138;
World Book Inc., 1995
Republic Act No. 6939 otherwise known as Cooperative Code of the
Philippines; Cooperative Development Authority, Quezon City, 1992.

New Era University

SCHOOL OF GRADUATE STUDIES
No. 9 Central Avenue, Quezon City
-----------------------------------------------------------------------------------------------------------------------

New Era University

SCHOOL OF GRADUATE STUDIES
COURSE NUMBER
COURSE TITLE

I.

:
:

MBA 130
ENTREPRENEURSHIP

COURSE DESCRIPTION

The course is designed to introduce the MBA students to the key concepts, theories,
practice, problems and skills associated with a high quality of entrepreneurial spirit. This will
help future entrepreneurs to function more effectively in the organizational environment,
improve key managerial skills and dramatically increase effectiveness to design more
innovative marketing tools and strategies. The end product of this course is to create jobs for
the unemployed through the implementation of the proposed business plan.
II.

COURSE OBJECTIVES:
At the end of the semester, the MBA students should be able to:
a. Learn the basic concepts, theories, principles and actual practices in
Entrepreneurship.
b. Provide a deeper insights into better management, investment, issues and
aspects of entrepreneurial business.
c. To develop the students creativity through the preparation of a viable and
deasible business plan.
d. To learn the newest and most innovative marketing tools, strategies,
theories, thrusts and tactics adaptable to budding entrepreneurs.
e. To expose students to problem situations draw from the experiences of wellknown entrepreneurs of basic business and other instructions.
f. To start and implemented as much as possible the proposed business plan
prepared by the MBA students.

III.

COURSE CONTENTS:
1.
2.

Entrepreneurship Process
Opportunity Recognition-Search
for High Potential Venture

TIME FRAME
1 week
1 week

New Era University

SCHOOL OF GRADUATE STUDIES
No. 9 Central Avenue, Quezon City
----------------------------------------------------------------------------------------------------------------------3.
Entry Strategies
2 weeks
4.
Market Opportunities ad Marketing
1 week
5.
Creating a Successful Business Plan
2 weeks
6.
Financial Projection How to do the right way
1 week
7.
Venture Capital
1 week
8
MID-TERM EXAMINATION
1 Week
9.
Debt and other forms of Financing
2 weeks
10.
External Assistance for Start-Ups
and Small Business
1 week
11.
Legal and Tax Issues
1 week
12.
Intellectual Property
1 week
13.
Franchising
1 week
14.
PRESENTATON OF BUSINESS PLANS
2 weeks
15.
FINAL EXAMINATION
1 Week
III.

COURSE REQUIREMENTS:
1.
2.
3.
4.

Examination (Midterm and Finals)

Written and Oral Reports
Business Plan
Substantive Class Participation

REFERENCES:
1.

2.

3.

4.
5.
6.

The Entrepreneurs Book of Checklists, 1000 tips to start and grow your
business, 2nd edition, Robert Ashton, Pearson, Aug. 2007, Paperback, 224
pages
The Art of the Start: The Time-Tested, Battle-Hardened Guide for Anyone
Starting Anything, by Guy Kawasaki; Publisher: Portfolio Hardcover; 1edition
(September 9, 2004)
Thingking Like An Entrepreneur: How To Make Intelligent Business Decisions
That Will Lead To Success In Building and Growing Your Own Company, by
Peter I. Hupalo, Publisher: HCM Publlishing (March 2004)
Bygrave, William, Portale MBA in Entrepreneurship. John Wiley and Sons,
Inc., 1994.
Gregory, K. The total Business Plan: How to write, rewrite, and revise, latest
edition.
Mclaighlin, Harold J. The Entrepreneurs Guide to Building a Better Business
Plan: A Step-by-Step Approach. J. Wiley and Sons, 1992

New Era University

SCHOOL OF GRADUATE STUDIES
No. 9 Central Avenue, Quezon City
-----------------------------------------------------------------------------------------------------------------------

New Era University

SCHOOL OF GRADUATE STUDIES
No. 9 Central Avenue, Quezon City
----------------------------------------------------------------------------------------------------------------------New Era University
SCHOOL OF GRADUATE STUDIES

COURSE NUMBER
COURSE TITLE
I.

:
:

MBA 131
MANAGERIAL ECONOMICS

COURSE DESCRIPTION

This course deals with the fundamentals of microeconomic theories and their
applications in managerial decision-making. It develops students economic way of thinking in
making business and personal decisions. Managerial economics deals with the decisions a
manager must make in the course of maximizing the value of the firm.
II.

COURSE OBJECTIVES:

In accordance with the SGSs objectives to prepare students for successful careers in
business and other related fields, at the end of the semester, the students are expected to:
A.

General:
Develop their knowledge and skills in assessing and evaluating
organizational performance through case/ situation analyses toward the
improvement of their decision-making capabilities.

B.

Specific:
1.

2.

3.

III.

To show students (future entrepreneurs and business managers) how the

theoretical concepts can actually be used and implemented in real
decision-making.
To demonstrate the relation of managerial economics to other courses in
a business curriculum, such as finance marketing, business policy, and
quantitative analysis.
To teach the students the economic approach when making business and
personal decisions.

COURSE OUTLINE

TIME FRAME

Introduction/Orientation on NEU and SGS mission,

Vision, Goals and objectives

1st week

1.
2.

The Nature and Scope on Managerial Economics

Price and Pricing Strategies
Case: Monitor Textile A

2nd week
3rd week
4th week

3.

Simulation and Monte Carlo

Case: Weather Burn

5th & 6th weeks

7th week

New Era University

SCHOOL OF GRADUATE STUDIES
No. 9 Central Avenue, Quezon City
----------------------------------------------------------------------------------------------------------------------4.
Linear Programming
8th week
Case: Sherman Motors
9th week
MID-TERM EXAMINATIONS

10th week

5.

Market Bidding
Case: Warren Agency
Economics of Advertising
Economics of Marketing Management
Economics of financial Management
The Stock Market

11th week
12th week
13th week
14th & 15 weeks
16th week
17th week

FINAL EXAMINATION

18th week

6.
7.
8.
9.

IV.

COURSE REQUIREMENTS:
1.
2.
3.
4.
5.
6.

V.

Mid-term Examination
Final Examinations (or its equivalent)
Regular Attendance
Substantive Participation in class Discussion
Reports on Special Topics
Written and Oral Presentations of Case Analyses

REFERENCES:
1.
2.
3.
4.
5.

Farnharm, Paul G.; Economics for Managers: New Jersey Prentice Hall; 2005
Keat, Paul G. and Young, Philip K.; Managerial Economics: Economic Tools for
Todays Decision Makers, 5E: New Jersey; Prentice Hall; 2006
Maurice, Charles S. Managerial Economics. Richard D. Irwin, Inc.
1995.
Poblador, Niceto S. Theory of the Firm. U.P. Research Center, 1998
Salvatore, Dominick. Managerial Economics. Managerial Economics
In a Global Economy. McGraw Hall, Inc. 1996.