ABOUT UITM

The University headquarters are based in the City Centre. Apart from the Institute of Economy, Institute for Financial Research and Analyses, The Institute of Biomedical Informatics, Institute for Researches on Civilizations, Centre of Innovation Transferand Entrepreneurship and the Project Office, the main campus houses a number of other institutes and university bodies.

Besides the administrative purposes, the campus also serves students with well equipped facilities which include: modern auditoriums, lecture halls with state-of-the-art equipment as well as computer laboratories with permanent access to the Internet. There are CISCO SYSTEMS (CCNA) computer laboratories, CISCO SYSTEMS (CCNP) computer laboratory, SUN MICROSYSTEMS computer laboratory and the SYLVAN PROMETRIC – Authorized Prometric Testing Center (APTC).

The most recent development of the campus is the Centre for International Education. The principal idea of establishing the centre was to promote intercultural exchange and international initiatives. The edifice is ideal for organizing international conferences and meetings due to its state-of-the-art equipment, which comprises 17 specialist laboratory.

Mission& Non-discrimination Policy

The mission of UITM is to become a global benchmark in distance education through the provision of academic excellence and relevance.

The University is based on the principle of academic freedom and is open to all persons without distinction of race, religion, nationality, or sex.

Prizes and Distinctions

Prizes and Distinctions:

Educational Philosophy

UITM can only be successful if all participants in its academic and research community understand and embrace the principles and driving philosophies of the academic center. Each faculty member and learner is continually chanllenged to embrace the philosophy that drives the academic direction of the university . These principles and philosophies are:

1. To provide a learning environment that encourages critical thinking , stimulates creativity & close multidirectional relationships between learners and faculty.
2. To provide an eduaction that recognizes and enhances the skills of each individual and helps to develop their full intellectual capacity.
3. To create dynamic and modern academic programs that blend academic content and professional needs.
4. To introduce innovative teaching methodologies to create flexible delivery methods, adapted to the needs of the learners.
5. To provide an education that offers continuous follow up of the learners and introduces the process of lifelong learning.
6. To promote education with the highest academic and ethical standards.
7. To recognize the staff of UITM as our greatest asset and contributor to the achievement of our mission and goals.
8. To became a leading international educational provider by offering an affordable quality education that is learner-oriented and applicable to the challenges of the world of tomorrow.
9. To create partnerships that help advance education.

Learning Outcomes

At the end of this MIM program, students in essence will acquire:

Program Duration & Delivery

The program will be delivered, one course at a time over a 5-week period. The entire program can be completed in:
12 courses x 5 weeks/course:

=60 weeks
Capstone project starting concurrently with 11thcourse lasting 3 months

Total recommended duration = 72 weeks

Assessment Methods

Assessment for the UITM MIM program for all courses will use a combination of:

Grading Structure

For each course, your progress and knowledge will be appraised by combination of various assignments and case studies.

The final grade for the course will be made up of the total percentage resulting from the ratio between all assessment elements of the course. It corresponds to a letter grade (A, B, C, D, F). Each letter grade then also corresponds to the Grade Point Average (GPA) System which is a standard and leads to the definition of your final academic level. On a Graduate level, students will also receive credits under the European Credit Transfer System (ECTS). Doctoral students are not subject to this system.

Under the adopted ECTS credit system, graduate students will obtain credits for all courses for which they receive a passing grade. This system does not evaluate the quality of the performance of the students. This role is accomplished by the grading system used by UITM.

One credit corresponds to approximately 25-30 hours of academic work done by the student. This work includes online lectures, reading, preparation of homework, case studies, presentations, and research work involved in the preparation of the Capstone Project.

The number of credits granted for each course is indicated in the course outline for every subject. It is an estimate of the faculty in regards to the particular course. Students may find that they have to spend more or less time in subjects in accordance to their level of expertise.

Admission Criteria

UITM University welcomes qualified applicants with no discrimination towards their gender, age, cultural, ethnic, religious and racial backgrounds. Distance learning candidates are admitted on a continuous basis. (i.e. continuous enrolment).

Admission at UITM sets minimum criteria which have been designed to identify applicants who have sound academic potential and who show creativity, critical thinking, social and moral values, evidence of English language proficiency and strong motivation.

Successful applicants must fulfill the following criteria:

PART II – COURSE SYLLABUS

MBA501: Marketing Management

Course Synopsis
This course is designed to enhance your understanding of the aspects of marketing as a social science and a business field. It builds upon four major marketing themes: building and managing profitable customer relationships, building and managing strong brands to create brand equity, harnessing new marketing technologies in the digital age and marketing in a socially responsible way around the globe. The course reveals the “drama” of modern marketing, reflecting the major trends and forces that are impacting this dynamic and ever–changing field.

Learning Objectives / Outcomes
At the end of this course the student will be able:

• Understand the concepts of solving marketing problems and the development of marketing programs.

• Analyze the external and internal marketing environment.

• Analyzes case studies that extend the student’s knowledge of defending and making market decisions through case analysis, text and supplemental readings.

• Improves critical thinking, written and oral communication through use of classroom discussions, presentations and online discussion boards. • The student understands how marketing management connects with firm’s business units.

• The student learns how the basic principles of Marketing Management provide a theoretical foundation and frames the strategy for the firm’s marketing program.

• Explains how ethics and diversity influences marketing management. Generates a case analysis applying project management skills with fellow team members.

• Generates a marketing plan applying theory, analysis, solving marketing issues and includes appropriate financial analysis.

Reference Text:

Marketing Management(13th ed. – 2009)
Author: Kotler, Philip & Keller, Kevin Lane

Publisher: Pearson/Prentice Hall

ISBN: 978-0-13-600998-6

MBA502: Managerial Finance & Accounting

Course Synopsis

The purpose of this course is to furnish students with a general understanding of the financial decision making process. The course in general concentrates on developing a high level understanding of the tactical and strategic significance of the financial management function within organizations. It covers the main financial tools of the company reporting system and the means of analyzing corporate performance.
This course will also teach you not only how to create a budget and other tools that everyone from accountants to marketing managers and decision makers use, but also the critical thinking skills necessary to succeed in business. It is this combination of understanding the technique and how to apply it in the real world that empowers students to make business decisions.

Learning Objectives & Outcomes
At the end of this course the student will be able:

• Understand the need for managerial finance and accounting information.

• Demonstrate the use of managerial accounting concepts and methods.

• Appreciate the use of accounting data in helping managerial functions of planning, controlling and decision-making.

• Understand the benefits and limitations of the variety of accounting analysis procedures available to managers.

• Analyze and determine a firm’s performance based on its financial statements.

• Formulate projections of a firm’s future financial performance.

• Use the concept and technique of time value of money to make decisions in different personal and business situations.

• Evaluate a firm’s financial assets.

• Analyze and interpret key financial ratios

• Estimate a firm’s cost of capital.

• Analyze potential investment (capital budgeting) opportunities.

• Posses a broad understanding of the concepts and practice of managerial finance and accounting and how it helps in managerial decision-making.

Reference Text:
Financial and Managerial Accounting (3rd edition – 2009)
Author: Charles T. Horngren, Walter T. Harrison Jr., & M. Suzanne Oliver

Publisher: Prentice Hall

ISBN-10: 0132498022

ISBN-13: 978-013-249799-2

MBA503:Business Research

Course Synopsis
This course is designed to provide a strategic view and understanding of the businesses environment. In every organization, to succeed executives need to fully understand business strategy as a whole and to create a solid understanding of how their present decisions might affect the business in the medium to long run. This is why the course comprises some of the most relevant business articles of the moment written by distinguished authorsof strategy.

Learning Objectives & Outcomes
At the end of this course the student will be able:

• Explain the importance of and the need for the scientific research process in business.

• Identify and select the most suitable research design and prepare an appropriate business research proposal for a chosen research topic.

• Identify and select the most appropriate data collection methods

• Identify and select the most appropriate analysis technique(s) for data collected.

• Intepret data output generated by SPSS software.

• Write a complete research report that reflects the characteristics of a high quality research.

Reference Text:
Research Methods for Business Students (5th Edition – 2009)
Author: Mark N.K. Saunders, Adrian Thornhill & Philip Lewis

Publisher: Prentice Hall

ISBN-10: 0273716867

ISBN-13: 978-0273716860

MBA504:Project Management

Course Synopsis
This course examines the organization, planning, and controlling of projects and provides practical knowledge on managing project scope, schedule and resources. Topics include project life cycle, work breakdown structure, network diagrams, scheduling techniques, and resource allocation decisions. Concepts are applied through a course application paper which will teach students how to successfully plan and execute projects.

Learning Objectives & Outcomes
At the end of this course the student will be able to:
• Understand the Project Management Body of Knowledge (PMBOK), including life cycle, knowledge areas, and process groups. The PMBOK is the most widely used guidelines for international project management.
• Understanding the considerations of how to lead a successful international collaborative project enterprise (CPE) using the structure of the PMBOK.
• Understanding and applying the essential PMBOK knowledge areas of work breakdown structure (WBS), estimating costs, analyzing risks, and building a schedule
• Analyzing the import and usefulness of the essential PMBOK knowledge areas of work breakdown structure (WBS), estimating costs, analyzing risks, and building a schedule
• Creating a case study project plan for the essential PMBOK knowledge areas of work breakdown structure (WBS), estimating costs, analyzing risks, and building a schedule

Reference Text:
Project Management (5th edition, 2010)
Author: Erik Larson & Clifford Gray

Publisher: McGraw-Hill/Irwin

ISBN-10: 0077426924

ISBN-13: 978-0077426927

A Guide to the Project Management Body of Knowledge (PMBOK)
Author: William R. Duncan, Director of Standards PMI Standards Committee

Publisher: Project Management Institute Publishing

ISBN: 1-880410-12-5 (pbk. : alk. Paper)

ISBN: 1-880410-13-3 (hdbk)

MBA505:Managerial Economics

Course Synopsis

Managerial economics is the application of economic theory to managerial issues. Practitioners – Nestle executives, McKinsey consultants, Credit Suisse First Boston investment bankers – often rely on economic analysis when they tackle business issues or make important strategic decisions. Elements of managerial economics can be found in all aspects of business activity, such as production, pricing, financing, management and strategy.

Learning Objectives & Outcomes
At the end of this course the student will be able:

• to differentiate between micro-economics and macro-economics;

• to critically discuss the various kinds of factors of production;

• understand how economic decisions are affected by individual and organisational goals, constraints, incentives, market rivalry and government intervention;

• understand the factors that characterize the demand and supply functions in order to be able to analyze consumer and producer behavior;

• to use supply and demand analysis as a qualitative forecasting tool to determine equilibrium market outcomes;

• to apply regression analysis to estimate demand functions;

• to illustrate the concepts of elasticity and price to analyze economic issues and problems;

• to differentiate economic market systems – capitalism (free enterprise, free market), mixed economies & command economies;

• to choose appropriate measures of the firm’s optimal use of resources;

• to identify conditions under which a firm operates in monopolistic, oligopolistic, monopolistically and perfectly competitive markets to determine optimal pricing, output, and profit conditions;

• to apply present value analysis to make investment decisions and determine the value of assets and firms;

• to demonstrate the effect of currency fluctuations on individuals and businesses;

• to understand the role government can play in national economies.
Reference Text:
Essentials of Economics (8th edition – 2010)

Author: Robin Bade,Michael Parkin

Publisher: Pearson

ISBN: 0-13-800823-X

MBA506:Human Resource Management

Course Synopsis
The course introduces you to contemporary issues in the field both from a global and strategic perspective. It provides the basis for understanding labour relations, compensation and benefits schemes as well as the role of HR in the organisation.

Learning Objectives & Outcomes
At the end of this course the student will be able:

• to acquire the knowledge and understanding of HRM frameworks and its concepts;

• to understand the role of HRM as a support function and its key processes;

• to illustrate global best practices of ethical business standards and organisational code of conduct;

• to appreciate primary organisational behavioral concepts and its importance;

• Identify specific steps managers can take to motivate employees

• Analyze different concepts related to leadership and decision making

• Apply different concepts related to managing conflict, stress, and communication;

• To appreciate how HRM can play a strategic role in contributing to sustainable competitive advantage.

Reference Text:
Human Resource Management (7th edition – 2009)
Author: Gomez Meija,David B.Balkin,Robert L. Cardy

Publisher: Pearson

ISBN-10: 0073530476

ISBN-13: 978-0-13-272982-6

MBA507:International Business and Trade

Course Synopsis
International business differs in important ways from business conducted within national borders. It poses additional challenges for managing trade or investments in foreign countries, but it also offers new opportunities in foreign markets. This course provides a framework for analyzing decisions made by firms in an international context. In turn, this framework provides the basis for formulating strategies that will enable businesses to succeed in the international business environment. This course combines material from strategy, international finance, trade theory, trade policy, marketing, human resource management and other related areas.

Learning Objectives & Outcomes
At the end of this course the student will be able:

• To develop students’ knowledge to apply knowledge and information in business strategy.

• Develop an understanding of important international business terms and concepts.

• Develop and recognize the impact of international business and its influence on global markets.

• Analyze ethical, diversity and societal dimensions of international business.

• Identify the role and impact of cultural values on international business.

• Discuss the impact of global markets and how it influences U. S. markets and foreign direct investment.

• Develop a truly global approach in identifying, analyzing and solving and framing business problems.

• Analyze strategic monetary policy across geographical locations.

• Develop knowledge and skills regarding logistics, strategy, and marketing and human resource management in a global context.

• Critically analyze a global business cases.

Reference Text:
Global Business Today(7th ed., 2010)
Author: John J Wild,Kenneth J Wild

Publisher: Pearson

ISBN-10: 0077443926

ISBN-13: 978-0-13-2555575-3

MBA508:Management

Course Synopsis
The primary aim of this course is to help the student develop a basic understanding of the essentials of management and the nature of complex organizations. In order to accomplish these goals we will focus on the basic theories, principles, concepts, etc. of management and organizations; attempt to develop rational and systematic techniques of analysis and inquiry; and endeavor to interface theory with practice. The orientation of this course will be toward providing professional managerial skills.

Learning Objectives & Outcomes
At the end of this course the student will be able:

• to describe the nature, functions and roles of managers, including their interaction with the relevant stakeholder groups;

• to gain an understanding of organisational principles and organisational structures, assess their appropriate application to organisational development;

• to differentiate between authority and responsibility in the delegation process, and recognise the importance of effective leadership style;

• to appreciate and appraise the form and operation of various types of business organisation across the private, public and voluntary sectors;

• to state the implications of alternative business aims, objectives, and strategies and its effective implementation;

• to identify and monitor business performance, implement control processes utilizing budgetary and non-budgetary methods and identify key result areas;

• to analyze business as a human system, identifying differences between formal and informal organisations, and the recognition and reconciliation of conflict between individual, group and organisational goals in the face of managing change.

• to analyze and evaluate an organization’s micro–, and macro environment and interpret their dynamic interaction through the identification of business strengths and weaknesses, opportunities and threats.

Reference Text:

Management (10th edition – 2011)
Author: Michael A.Hitt,J Stewart Black,Lyman W.Porter

Publisher: Prentice Hall

ISBN-10: 0538479531

ISBN-13: 978-0-13-255328-5

MBA509:Business Development Management

Course Synopsis
This course introduces you to the issues, strategies, and relationships that relate to the job of developing sustainable revenue through well managed sales & business development activities. You will become acquainted managing a sales force and helping them sell. Special emphasis is put on developing a sales force program, managing strategic account relationships, team development, diversity in the work force, sales force automation, problem- solving skills, and financial issues.

Learning Objectives & Outcomes
At the end of this course the student will be able:

• to understand key functions and activities of sales management and its contribution to an organization’s overall business development;

• to understand and demonstrate what is required of a sales manager;

• to determine the specific responsibilities of the sales manager;

• to distinguish the knowledge, qualifications, attitudes and experience needed for a sales manager and salespeople;

• to develop a sales force plan;

• to explore and identify suitable compensation plans for a variety of sales situations to motivate the sales force;

• to be familiar with the recruitment and selection process of salespeople;

• to acquire knowledge on sales team conflict management and problem resolution;

• to demonstrate the understanding of staff orientation, training, and motivation practices used by managers for the company’s sales force.

Reference Text:
Sales Force Management (9th edition – 2008)
Author: Mark Johnston and Greg Marshall

Publisher: McGraw-Hill/Irwin;

ISBN-10: 0073529877

ISBN-13: 978-0073529875

MBA510: Operations Management

Course Synopsis
This course is a comprehensive overview of the techniques that can be applied to solve operational problems and achieve rapid improvements. It is a thorough overview of the fields of POM strategy, quality management, product strategy, process strategy and project management.

Learning Objectives & Outcomes
At the end of this course the student will be able:

• to explain the nature, systems and functions of Operations Management;

• to identify key Operations Management performance objectives;

• to analyze and demonstrate how operations management can provide invaluable contribution to corporate strategy;

• to understand and evaluate the importance of Operations Management and its interdependence with other functions within an organisation;

• to identify, understand and assess the factors needed in project management;

Reference Text:
Operations Management (6th edition – 2009)
Author: Jay Helzer,Barry Render

Publisher: Prentice Hall;

ISBN-10: 0273730460

ISBN-13: 978-0-13-61446-8

MBA511:Strategic Management

Course Synopsis
Strategic Management is a subject which is often thought, quite wrongly, to be the sole preserve of senior executives. It more or less involves all decision makers and stake holders of an organization. This course emphasizes on the tools and methods of creating and maintaining a performance culture. A strategy is only of any value when actually being implemented and “lived”. Our motto is therefore “From Strategy to Results”.

Learning Objectives & Outcomes
At the end of this course the student will be able:

• to be familiar with the strategic management process;

• to perform internal and external analyses of business environments;

• to use multidisciplinary management perspectives to analyze strategic management issues and business problems;

• to differentiate the use of top-down versus bottom-up approach in strategy formulation depending on an organization’s situation and circumstances;

• to discuss a variety of different theories and issues relating to strategies;

• to determine the most optimum direction an organisation should take to achieve sustainable competitive advantage from a variety of theoretical frameworks;

• to appreciate that strategic management is about competing for the future and how one should be able to visualize long term sustainability.

Reference Text:
Exploring Strategy: Text & Cases (9th edition – 2011)
Author(s): Gerry Johnson, Richard Whittington&Kevan Scholes

Publisher: Prentice Hall

ISBN-10: 0273732021

ISBN-13: 978-0273732020

MBA512:Leadership &Behavior

Course Synopsis
This course deals with the contemporary issues of improving organizational and individual effectiveness, globalization, organizational culture, leadership, introducing and managing change, the use of teams/groups, changes in technology, organizational restructuring, changed employment relationships and the diversity of the workforce. The course examines both the social and economic roles of the company and studies individual and group behavior within these institutions.

Learning Objectives & Outcomes
At the end of this course the student will be able:

• to understand elements that make up different personalities, factors that contribute to employee motivation, attitudes and values, perceptions and its influence over organisational behavior and performance.

• to understand hoe teams develop and the group dynamics that make it happen within organizations of different sizes;

• to acquire the understanding and skills needed to help formulate an organization’s ambition, purpose and meaning through its vision, mission and core values;

• to understand the impetus for change and to use effective change management techniques to overcome resistance to change;

• to contrast transactional and transformational leadership in an organization’s change process at different organisational levels;

• to explore power and politics and its influence within the organisation;

• to explore the need to develop different organisational models and to justify the rational for organisational design or redesign based on the dynamism of the current globalised business environment;

• to review organisational culture and cross cultural management; • to identify causes of conflict and devise appropriate methods to resolve them.

Reference Text:
Organizational Behavior (13th edition – 2009)
Author: Nancy Langton,Stephen P Robbins,Timothy A.Judge

Publisher: Prentice Hall

ISBN-10: 0136007171

ISBN-13: 978-0-13-231031-4

MBA513:Capstone Project

Course Synopsis
The Capstone Project is a graduation requirement and is to be taken as the final course of the UITM MIM program. The aim of the Capstone is to allow students to go through a transition from theoretical learning and case studies to a more applied real-life experiential learning in the workplace. All students of the MIM program will utilize and integrate their knowledge and skills acquired over preceding subjects to successfully complete their Capstone. This final project will showcase the student’s ability in critical analysis and creative thinking along with planning, implementation and evaluation of a real-world project. It will also require the student to have problem-solving, oral and written communication and organisational skills. The Capstone allows students to demonstrate all the said abilities in a new area of learning, growth and personal development. The Capstone requires a student to submit a supervisor-approved written research proposal followed by a full written research project on any business and management area of their interest.

Learning Objectives & Outcomes
At the end of this course the student will be able:

• to synthesize their learning acquired throughout the whole MIM program;

• to demonstrate their holistic development worthy of their graduate capabilities in order to successfully negotiate the transition to their next career stage;

• to acquire business, management and leadership knowledge and skills to face a globalised business world;

• to work independently and accomplish a research project;

• to communicate effectively and to specificallydemonstrate an ability to design, write, and produce a professional business report document;

• to use the capstone project as a summative learning tool for the MIM program graduation evaluation requirements by providing a convincing oral and written presentation on their chosen project.

Reference Text:
Producing the Capstone Project (2003)
Author: Sharon L. Bender

Publisher: Kendall Hunt Publishing

ISBN-10: 0757504515

ISBN-13: 978-0757504518