Non-governmental and mission-based organizations require all the core competencies in finance, strategy, and operations that are relevant for businesses or corporations; but they also require special leadership and negotiation skills for communities and their stakeholders, as well as special resource management skills, particularly human resources. Your core requirements and their practical applications will enable you to develop these capabilities while also providing elective choices in relevant areas like development communications, or politics and policy, as well as more specialized courses such as “Women, Conflict Resolution and International Law” or “Politics and Economics of Global Media,” among many others.
Management accounting and control entails the processes managers use to make decisions based on costs and organisational performance and to exert influence other members of the organisation in order to accomplish organisational strategies. The course aims at providing an understanding of the issues around that goal, presenting the main managerial accounting and control tools and systems. We will discuss their implementation in concrete organizational settings. A particular emphasis will be put on human dynamics, motivation, recognition, goal congruence, etc. The course will be a combination of cost determination and management analysis with focus on both traditional and contemporary concepts. We will begin by examining how product and customer costs are estimated and the impact this information has on the organization’s strategy formation and decision-making. The focus will be on cost behavior and will help develop your ability to use cost information in decision-making. We will then proceed to an in-depth examination of cost information for decision-making in both short and long term situations, highlighting some of the potential traps for managers in using management accounting information and control systems out of context or inappropriately. The course will conclude with a discussion of various methods managers use in performance evaluation, illustrating how managers may use some of the tools we learned in the course.
This course concentrates on the role of the manager as an agent for efficient and ethical decision making in modern organizations. Classical and modern philosophical views (variants of the utilitarian, deontologist, and Marxist views) of ethics are presented and applied to a variety of business case studies set in various locations and industries worldwide. The course also explores the deontological variations and interaction with different legal contexts around the world.
This course offers an in-depth overview of Management & Organizational Behaviour and Human Resources concepts, including conventional and critical management studies, sociological and psychological approaches. Focus on understanding of structure and work organization; the impact of technology; organizational culture; managers and decisions; power and organizational control; human resource management and the future of work.
The course will focus on the international and multinational aspects of Corporate Finance decision-making in the context of global financial markets and capital formation.
Mission focused strategies, communications, financial management and human resources management specific to the NGO sector.
This course introduces the tasks and challenges fundamental to project and operations management with an emphasis on organizations focused on innovation, creativity and fluidity (such as mission-based organizations, creative enterprises, and entrepreneurial organizations). Students will learn the vital skills of managing complex projects across multiple functions. Successful project managers possess the skills necessary to manage their teams, schedules, risks, and resources to produce a desired outcome. Students will learn the skills and tools of project management by using both practical “hands-on” approaches as well as by applying theory to practice. A key and often overlooked challenge for project managers is the ability to manage without influence or authority in order to gain the support of stakeholders and access to resources not directly under their control. This course guides students through many of the fundamental operations and project management tools and behavioral skills required in both private sector organizations as well as with NGOs and governmental organizations. There is a special emphasis on causes of project failure and how to mitigate these issues through proper planning in the early phases of a news initiative.
BA 5095 Thesis &
Internships are commonly pursued in organizations with sustainable business management, corporate social responsibility, or cross-cultural management initiatives. They are subject to the Program Director’s approval and can be completed in a variety of institutions depending on students’ interests and initiative. The University cannot guarantee placement in an internship but will provide assistance with the internship search. Students must have completed their first semester of MA studies and should contact the Internship Office early for registration purposes.
Professional skills development seminar including self-branding, career management, interviewing and media training, networking, transferable skills, etc. Intended for students in career transition or on a career track.
Choose two courses (8cr) among approved listings of available graduate offerings:
Choose 1 module from the second/third semester elective course offerings.
|CREDITS PER COURSE||NUMBER OF COURSES||TOTAL CREDITS|
|1ST SEMESTER||2ND SEMESTER||3RD SEMESTER|
|3 core courses||2 coure courses||1 elective module|
|1 elective course||2 elective courses||Thesis/Internship|
|16 credits||18 credits||6 credits|
**Please note that U.S. Federal regulations state that AUP students receiving federal loans cannot do their Internship or write up their thesis in the United States. However students can do an internship in the US when it is not in pursuit of their studies.