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AZERBAIJAN STATE OIL AND INDUSTRY UNIVERSITY
BA PROGRAMS
SYLLABUS
Course unit title STATISTICAL BUSINESS ANALYSIS
Course unit code STAT 1101
Type of course unit Compulsory
Level of course unit Second cycle Master
Year of study 1st year
Semester when the course
unit is delivered
1st semester
Number of ECTS credits
allocated
6
Name of lecturers Rafig Aliyev
Kamala Aliyeva
Class information
Location: Room: 1,5
Time: Monday, Tuesday, Thursday
Contact: [email protected], [email protected]
Office hours: Upon appointment
Learning outcomes of the
course unit
Course Description
This course Statistics is the branch of mathematics that transforms data into useful
information for decision makers. These transformations often require complex
calculations that are practical only if done by computer, so using statistics usually
means also using computers. This is especially true when dealing with the large
volumes of data that a typical business collects. Attempting to do statistics, using
manual calculations for such data would be too time-consuming to benefit a business.
In STAT 1101 you learn a set of methods and the conditions under which it is
appropriate for you to use those methods. And because so many statistical methods
are practical only when you use computers, learning statistics means learning more
about using computer programs that perform statistical analyses.
Learning Outcomes of the Course:
After completing the course, students should be able to:
* Present and describe business data and information properly
* Draw conclusions about large populations, using information collected from
samples
* Make reliable forecasts about a business activity
* Improve business processes
Mode of delivery Face-to-face
Prerequisites and co-
requisites
None
Recommended optional
programme components
PHStat Program, Microsoft Excel.
Recommended or required
reading
The Textbook :
1. David M. Levine David F. Stephan. Timothy C. Krehbiel Mark L. Berenson
(2008)
”STATISTICS FOR MANAGERS USING Microsoft Excel”
United States of America, Prentice Hall
Option: A.Webster. Richard D.Irwin.
Applied Statistics for Business and Economics, pp.996.
Course reading is composed of articles, laws as well as book chapters. Additional
information will be distributed either electronically or delivered in printed forms.
Planned learning activities
and teaching methods
Classroom lecturing, case study discussions and brainstorming, feedback and
presentation sessions, discussion sessions, Software commands for Excel
Language of instruction English
Course contents:
1 Introduction to the Course.
The meaning and role of Statistics. The Population and the Sample.
Types of Data. Types of Sample.
Descriptive and Inferential Statistics.
LAB: Constructions and graphing different type of categorical and numerical
Data. Generating a Bar, Pie Chart ,Line Graphs (Instructions-Software commands
for Excel )
Chapter 1 [1]
Chapter 2
2
Describing Sets of Measurement. Frequency Distribution.
Graphical methods.
Measures of Variability.
Lab. Constructions and graphing Relative and Cumulative Frequency Distribution
Generating Measures of Central tendency, Variation, and share Using Microsoft
Excel
Chapter 2 [1]
Chapter 3
3 Principles of Probability. The probability of an Event.
Probability Laws and their use.
Bays rule and conditional probability
Lab. Calculating Simple, Joint ,Compound, Conditional Probabilities using
Microsoft Excel
Chapter 4 [1]
4
Probability Distributions and Interferences.
Probability Distributions.
The Probability Distribution for a Discrete Random Variable
Expected Value of a Discrete Random Variable
Variance and Standard Deviation of a Discrete Random Variable
Lab. Generating a Histograms of Binomial, Poisson, and Hypergeometric
Distributions. (Software commands for Excel)
Chapter 5 [1]
5
Principles of Normal Distribution.
Finding particular value associated with known probabilities.
Assessing the normal assumptions.
The Exponential Distribution.
Lab. Calculating Normal Probabilities using Microsoft Excel.
Generating Exponential Probabilities using Microsoft Excel.
Chapter 6 [1]
6 Sampling Distributions. Inferential Statistics.
Sampling Distributions of the proportions.
Sampling from Finite Populations.
Lab. Simulating Sampling Distributions using Microsoft Excel
Chapter 7 [1]
7 Confidence Interval Estimation. Confidence Interval Estimation for the Proportion
Determining Sample Size
Sample Size Determination for the Mean
Sample Size Determination for the Proportion
Calculating confidence interval estimation when σ is known and σ-is unknown.
Lab. Determining confidence interval estimation when σ is known and σ-is
unknown using Microsoft Excel (on p.429-440) .
Determining the sample size for estimating the mean using Microsoft Excel
Chapter 8 [1]
8 MIDTERM EXAM
9 Inferences from Large Samples. Point Estimation.
Interval Estimation. Hypothesis Testing .
A connection between Confidence Interval estimation and hypothesis Testing.
Lab. Performing the t Test and z Test Hypothesis for the Mean when σ is known
and σ-is unknown using Microsoft Excel.
Chapter 9 [1]
10 Inferences from small Samples.
Tests of two populations.
F Test for Differences in two variances.
Comparing Two related samples.
Lab. Performing the Pooled – Variance t test for Differences in two Means using
Microsoft Excel
Chapter 9 [1]
11
Simple Regression and Correlation Analysis.
Linear Probabilistic Model.
The Method of Least Squares.
Coefficient of Correlation. Assumptions.
Lab. Calculating the simple linear regression coefficients using Microsoft Excel.
Generating Residual plots using Microsoft Excel.
Chapter 10 [1]
12 Multiple Regression. Formulating a Multiple Regression Model.
Measuring the Goodness of Fit of a Model.
Lab. Calculating the coefficients of Partial Determination using Microsoft Excel.
Generating Transformations
Chapter 11 [1]
13 Time Series Analysis.
Smoothing the Annual Time-series.
Least-squares Trend Fitting and Forecasting.
Lab. Calculating Moving average using Microsoft Excel.
Generating Time Series Forecasting of Monthly or Quarterly Data
Chapter 11 [1]
14 Forecasting Models. The importance of business forecasting.
Least-squares Trend Fitting and Forecasting.
Calculating Mean Absolute Deviation (MAD).
Choosing appropriate forecasting models.
Lab. Performing Least-squares Trend Fitting using Microsoft Excel.
Chapter 11 [1]
15 Decision Making. Calculating Opportunity loss. Criteria for Decision Making.
Decision Making with sample information.
Lab. Decision Analysis and Decision-Making using Microsoft Excel.
Chapter 9 [1]
Chapter 10
Chapter 11
FINAL EXAM
Course workload
Activities Number Duration
(hour)
Total Workload
(hour)
Course duration in class 14 3 42
Preparation for Midterm Exam 1 15 15
Individual or Group Work 14 4 56
Midterm Exam 1 3 3
Paper/Project (including preparation and
presentation) 2 8 16
Homework 3 6 18
Preparation for the Final Exam 1 30 30
Final Exam 1 3 3
Total Workload 183
Total Workload/30(h) 6.1
ECTS Credit of the Course 6
AZERBAIJAN STATE OIL AND INDUSTRY STATE OIL AND INDUSTRY UNIVERSITY
BA PROGRAMS
Syllabus
Course unit title Organizational Change (Change Management)
Course unit code MGT 1101
Type of course unit Compulsory
Level of course unit Second cycle Master
Year of study 1st year
Semester when the course
unit is delivered
1st semester
Number of ECTS credits
allocated
6
Name of lecturers Natig Mammadov
Class information
Location: Room: - 238
Time: Day of Week
Contact: [email protected]
Office hours: Upon appointment
Learning outcomes of the
course unit
Course Description
The process of managing organizational change is far from a straightforward
endeavor. The most carefully developed plans for change can and, often do,
disintegrate during implementation, disrupting not only production or service
delivery, but also the lives of people who work in organizations. Moreover, in
spite of the long history of introducing organizational change initiatives, there
is little indication that these initiatives are sustained over time. In order to
understand what leads to effective and lasting organizational change, emerging
research, including work conducted in the School of Business’ Health
Organization Studies group, is pointing to the need to better understand
everyday micro-level action and its inherently situated nature.
Thus, this course focuses on the process of implementing change as the key
facet and fundamental challenge in managing organizational change.
Course Objectives
Some specific course objectives, include:
1. Developing a basic understanding and appreciation for the issues and
conditions creating the need for change in modern organizations.
2. Exploring some of the ethical issues associated with change and
organizational development.
3. Developing an understanding of the strategic role of change in the
organization and
the impact of change (or failure to change) on organizational performance.
4. Developing a basic understanding and fundamental knowledge of the models
and theories of change management.
5. Developing a basic understanding of how organizations behave and react to
change, why change efforts can fail, overcoming organizational resistance, and
making change possible.
6. Learning how to apply some of the key concepts and tools organizational
development and change leadership and management.
7. Learning how to distinguish, evaluate and analyze process from content
issues.
8. Developing an overall awareness of change as relates to a number of
different companies and industries, including the issues associated with
operational change, process change, cultural change, technology change,
strategic repositioning and human relations.
9. Learning how to apply a basic change management process in an
organization.
10. Having lots of fun learning cool stuff that you can use in your career!
Course Learning Outcomes
Upon successful completion, students will have the knowledge and skills to:
Upon successful completion of the requirements for this course, students will
be able to:
1. Recognise and comment on issues and problems arising out of
organisational change initiatives;
2. Define, explain and illustrate theories of planned change, their relevant
foundations, strengths and weaknesses;
3. Facilitate organisational change; and apply diagnostic models and
concepts to change issues at the organisational, group and individual
levels;
4. Make an effective team presentation, working in teams;
5. Write a scholarly literature review, drawing on cutting edge
contemporary change management literature on a selected
management topic.
Mode of delivery Face-to-face
Prerequisites and co-
requisites
None
Recommended optional
programme components
Microsoft Office
Recommended or required
reading
The Textbook : 1. Thomas G. Cummings & Christopher G. Worley.
Organization Development & Change, 9th Edition, Cengage Learning,
2008
Course reading is composed of articles, laws as well as book chapters.
Additional information will be distributed either electronically or delivered in
printed forms.
Planned learning activities
and teaching methods
Classroom lecturing, case study discussions and brainstorming, feedback and
presentation sessions, discussion sessions
Language of instruction English
Course contents:
1 General Introduction to Organization Development
The Nature of Planned Change
The Growth and Relevance of Organization Development
General Model of Planned Change
Different Types of Planned Change
Organizational Change: Case Study of General
Motors
Chapter 1 [1]
(pp 1-17)
Chapter 2 [1]
(pp 22-44)
2 The Organization Development Practitioner
The Process of Organization Development
Competencies of an Effective Organization Development Practitioner
The Professional Organization Development Practitioner
Developing a Contract
Organizational Development: Case Study Jet Blue Airways
Chapter 3 [1]
(pp 46-70)
Chapter 4 [1]
(pp 75-86)
3 Diagnosing Organizations
Diagnosing Groups and Jobs
The Need for Diagnostic Models
Open Systems Model
Organization-Level Diagnosis
Group-Level Diagnosis
Individual-Level Diagnosis
Organizational Diagnosis And Case Study Essay – Home Depot Company
Chapter 5 [1]
(pp 87-105)
Chapter 6 [1]
(pp 107-120)
4 Collecting and Analyzing Diagnostic Information
Feeding Back Diagnostic Information
The Diagnostic Relationship
Methods for Collecting Data
Sampling
Techniques for Analyzing Data
Case Study - Organizational Diagnosis: A Case of Infosys, India
Chapter 7 [1]
(pp 121-138)
Chapter 8 [1]
(pp 139-149)
5 Designing Interventions
Leading and Managing Change
Contingencies Related to the Change Situation
Contingencies Related to the Target of Change
Overview of Change Activities
Motivating Change
Case Study About Successful Change Management - Nokia
Chapter 9 [1]
(pp 151-162)
Chapter 10 [1]
(pp 163-187)
6 Evaluating and Institutionalizing Organization
Development Interventions
Evaluating Organization Development Interventions
Implementation and Evaluation Feedback
Measurement
Research Design
Institutionalizing Organizational Changes
Institutionalization Framework
Case Study About Successful Change Management – Coca Cola
Chapter 11 [1]
(pp 189-210)
7 Interpersonal and Group Process Approaches
Organization Process Approaches
Process Consultation
Group Process
Basic Process Interventions
Results of Process Consultation
Case Study About Successful Change Management – Toyota
Chapter 12[1]
(pp 253-273)
Chapter 13[1]
(pp 276-304)
8 MIDTERM EXAM
9 Restructuring Organizations
Structural Design
The Functional Structure
The Divisional Structure
The Matrix Structure
The Process Structure
The Customer-Centric Structure
Case Study: Organizational Restructuring – Major Australian Retailers
Chapter 14 [1]
(pp 315-347)
10 Employee Involvement
Work Design
A Working Definition of Employee Involvement
The Diffusion of Employee Involvement Practices
How Employee Involvement Affects Productivity
The Engineering Approach
Chapter 15[1]
(pp 350-373)
Chapter 16 [1]
(pp 376-408)
The Motivational Approach
Starbucks Case Study Starbuck's Job Design
11 Performance Management
Developing Talent
A Model of Performance Management
Performance Appraisal
Coaching and Mentoring
Management And Leadership Development Interventions
Case Study - Finding and Developing Talent at Deloitte
Chapter 17 [1]
(pp 420-447)
Chapter 18 [1]
(pp 451-469)
12 Managing Workforce Diversity and Wellness
Strategic Change Interventions
Transformational Change
Employee Stress and Wellness Interventions
Integrated Strategic Change
Organization Design
Case Study - A transformational change at IBM - PMI
Chapter 19 [1]
(pp 473-497)
Chapter 20 [1]
(pp 505-525)
13 Continuous Change
Trans-organizational Change
Self-Designing Organizations
The Demands of Adaptive Change
Application Stages
Strategic Alliance Interventions
Case Study Analysis: VRD Industries
Chapter 21[1]
(pp 535-556)
Chapter 22 [1]
(pp 561-597)
14 Organization Development in Global Settings
Organization Development in Nonindustrial Settings: Health Care,
School Systems, the Public Sector, and Family-Owned Businesses
Cultural Context
Economic Development
Case Study - Value and Ethics in Global Setting
Chapter 23 [1]
(pp 614-647)
Chapter 24 [1]
(pp 651-689)
15 Future Directions in Organization Development
Future Directions in Organization Development
Trends within Organization Development
Traditional
Pragmatic
Scholarly
Case Study - Future Directions in Organization Development - Amazon
Chapter 25 [1]
(pp 693-756)
FINAL EXAM
Course Workload
Activities Number Duration
(hour)
Total Workload
(hour)
Course duration in class 14 3 42
Preparation for Midterm Exam 1 15 15
Individual or Group Work 15 4 60
Midterm Exam 1 3 3
Paper/Project (including preparation and
presentation) 2 8 16
Homework 3 6 18
Preparation for the Final Exam 1 30 30
Final Exam 1 3 3
Total Workload 187
Total Workload/30(h) 6.2
ECTS Credit of the Course 6
AZERBAIJAN STATE OIL AND INDUSTRY UNIVERSITY
BA PROGRAMS
SYLLABUS
Course unit title HUMAN RESOURCES MANAGEMENT
Course unit code MGT 1102
Type of course unit Second cycle Master
Level of course unit Compulsory
Year of study 1st year
Semester when the course
unit is delivered
1st semester
Number of ECTS credits
allocated
6
Name of Lecturer Elnur Eyvazov
Class information
Location: Room 3
Time: Wednesday
Office hours: Upon appointment
Contact: [email protected]
Learning outcomes of the
course unit
Course Description
This course provides a survey of the field of human resource management. Topics
covered include HRM functions, strategic human resource management,
recruitment, selection, training and development, learning and development,
performance management, award management, compensation and benefits, HR
Skills, employee motivation, commitment and engagement, employee
communication, well-being and safety, HRM policy, procedures and systems
Learning Outcomes
Contribute to the development, implementation, and evaluation of
employee recruitment, selection, and retention plans and processes.
Administer and contribute to the design and evaluation of the performance
management program.
Develop, implement, and evaluate employee orientation, training, and
development programs.
Facilitate and support effective employee and labour relations in both non-
union and union environments.
Research and support the development and communication of the
organization's total compensation plan.
Collaborate with others, in the development, implementation, and
evaluation of organizational and health and safety policies and practices.
Research and analyze information needs and apply current and emerging
information technologies to support the human resources function.
Develop, implement, and evaluate organizational development strategies
aimed at promoting organizational effectiveness.
Present and evaluate communication messages and processes related to the
human resources function of the organization.
Manage own professional development and provide leadership to others in
the achievement of ongoing competence in human resources professional
practice.
Facilitate and communicate the human resources component of the
organization's business plan.
Conduct research, produce reports, and recommend changes in human
resources practices.
Mode of delivery Face-to-face
Prerequisites
Co-requisites
None
Recommended optional
programme components
NA
Recommended or required
reading
Required Text: :
1. Michael Armstrong. Armstrong’s Handbook of HRM Practice, (12th edition)
2. “Human Resources Management”, University of Minnesota Publishing, 2016.
Planned learning activities
and teaching methods
The main objective of this course is to introduce the basic concepts, theoretical
perspectives, and practices by interactive lecturing, case study discussions,
presentation sessions, which are useful for understanding and improving
performance
Language of instruction English
Work placement(s) NA
Course contents:
1.1. Introduction to HRM
Define HRM.
Explain role of human resources, skills needed for HRM Managers, today’s HRM
Challenges and the Future of HRM
Outline Developing and Implementation of HRM Strategic Plans
1.pp. 3-30 [1]
2. Chapter 1[2]
1.2 Recruitment Define Recruitment.
Describe Recruitment Process
Explain requirement: person (job) specification
Contrast Internal versus External Hiring
Outline Recruitment Methods and Tools
Describe executive search and talent acquisition
Explain recruitment problems
A Case Study on Recruitment & Selection
1.pp. 220-230 [1]
2. Chapter 4 [2]
2 Selection
Define selection.
Describe selection methods
Outline Interviewing process and types of interviews
Explain Testing Process
Outline types of tests
Recruitment and Selection Process: A Case
Study of Coca-Cola Beverage
1.pp. 228-238 [1]
2. Chapter 5 [2]
3 Training and Development
Explain the four steps involved when training employees
Describe and give examples of the types of training
Outline the types of training delivery methods
Describe the design of training program
Understand uses and applications of career development program.
Describe main issues of the Talent Management.
Understand how to measure the effectiveness of training
SIEMENS: Training and Development Case Study Solution
1.Chapter 8 [2]
4 Learning and Development
Explain the Process of Learning and Development. How people learn. Learning
theory. Learning styles and learning curve. What is learning organization and self-
directed learning?
Describe the practice of Learning and Development. The approaches of Learning
and Development.
Outline workplace learning. Mentoring. Coaching.
Identify the role of Learning and Development.
Describe effective training practice, planning and delivery of learning events and
programs.
Case study, Group discussion
1.pp. 279-303[1]
5 Performance Management
Explain meaning of performance and define performance management (PM).
1.pp. 327-348 [1]
Understand the basics of PM. How to manage organizational and team
performance?
Describe performance planning, managing, reviewing and assessing.
Explain how deal with high – and under-performers.
Outline introducing of PM.
Case study, Group discussion
6 Quiz 1. Individual presentations on topics selected
7 Reward Management
Explain meaning and aims of reward management.
Describe total rewards. Market pricing, base pay management and recognition
schemes.
Outline the reward system and its components.
Contrast financial and non-financial rewards.
Explain what is job evaluation, contingent pay and types of benefits.
Describe the administration of reward.
1.pp. 363-390 [1]
8 MIDTERM EXAM
9 HR Skills I
Describe and explain the following HR Skills:
Problem solving
Analytical and Critical skills
Research and Statistical skills
Case study, Group discussion
1.pp. 473-518 [1]
10 HR Skills II
Describe and explain the following HR Skills:
Selection interviewing skills
Job, role, competency skills analysis
Negotiating skills
1.pp. 519-560 [1]
11 HR Skills III
Describe and explain the following HR Skills:
Leadership skills
Handling People Problems
Managing Conflict
Group discussion, Case study
1. pp. 561-600 [1]
12 Employees Motivation, Engagement and Commitment
Explain meaning of motivation.
Describe types of motivation and process of motivation.
Outline the different theories of motivation and critical evaluation of them.
Describe approaches to developing motivation strategy.
Explain meaning of organizational commitment and its importance.
Identify impact of high commitment and how to develop a commitment strategy.
Explain meaning of employee engagement, facets and drivers of engagement.
Understand how to enhance engagement.
1.pp. 167-202 [1]
13 Communication, Employees Well-being and Safety
Explain the importance of employee communication and what should be
communicated.
Describe the approach to communication and communication methods.
Understand how to develop a successful employee communication strategy.
Stress reasons for concern with employee wellbeing.
Link managerial behavior and employee wellbeing.
Understand how to achieve work-life balance and manage stress at workplace.
Explain how to manage health and safety at work.
1.pp. 425-450 [1]
2.Chapter 9 [2]
14 Quiz 2. Individual presentations on topics selected
15 HRM Policy, Procedures and Systems
Explain the reasons for having HR Policies.
Understand implementing of HR Policies.
Define HR Procedures.
Outline main HR Procedures.
Explain the role and importance of HR Information System (HRIS).
1.pp. 451-472 [1]
What are functions of HRIS?
Understand implementing HRIS.
FINAL EXAM
Course workload
Activities Number Duration
(hour)
Total Workload
(hour)
Course duration in class 14 3 42
Preparation for Midterm Exam 1 20 20
Individual or Group Work 14 4 56
Midterm Exam 1 3 3
Paper/Project (including preparation and
presentation) 1 10
10
Homework 4 5 20
Preparation for the Final Exam 1 30 30
Final Exam 1 3 3
Total Workload 180
Total Workload/30(h) 6.1
ECTS Credit of the Course 6
AZERBAIJAN STATE OIL AND INDUSTRY UNIVERSITY
BA PROGRAMS
SYLLABUS
Course unit title Communication and knowledge exchange in companies
Course unit code COM 1101
Type of course unit Compulsory
Level of course unit Second cycle Master
Year of study First year
Semester when the course
unit is delivered
1st Semester
Number of ECTS credits
allocated
6
Name of lecturers Gulshan Mammadli
Class information
Location: Room 14
Time: 18:30
Contact: [email protected]
Office hours: Upon appointment
Learning outcomes of the
course unit
Course Description
People have always felt the need to form groups for a variety of reasons. Any
group is composed of features such as a search for goals, the need for structure,
the creation and abiding of rules and expectations as well as the necessity to lead
or be governed. All these features are undertaken through the use of human
communication since without it the organization would simply cease to exist.
Organizations in the widest and more modern sense of the word are involved in
events such as hostile take-overs, lay-offs and mergers, innovation, change and
other events that force us to examine the relationship between communication
and organizations.
The course familiarizes students with the dynamics of interpersonal and small-
group communication within members of an organization which for the
purposes of the course is defined in its broadest possible sense (from local
volunteer organizations to major multinational companies).
It introduces the theory and practice (mainly though case studies) used by
organizations to plan, develop, implement and evaluate a variety of
communication strategies and tactics used from both an internal and external
communication perspective. Particular attention will be given to how Public
Relations can be used to generate goodwill. Students will be tasked with
proposing and defending a comprehensive communication plan for a newly-
created company.
The tools and techniques for knowledge acquisition, assessment, evaluation,
management, organization and dissemination are applied to business situations.
Course topics will also focus to include knowledge generation, knowledge
coordination and codification, knowledge transfer and reuse, technologies and
knowledge management and knowledge management strategies.
Learning Outcomes of the Course:
After completing this course, students should be able to:
1) distinguish various media critically and thoughtfully, based on
characteristics, audience, users, effects and applicability
2) describe and compare theories, concepts, authors and paradigms of the
domains within the communication science
3) reflect critically on the role of media and communication in social, cultural,
economic, psychological, technological, political , legal and other contexts.
4) assess the impact of social, cultural, economic, psychological, technological,
political, legal and other factors on the communication process
5) identify the ethical dimension of a communication problem and to
acknowledge different points of view
6) Use a knowledge management system for an organization
7) Create a knowledge management plan to leverage opportunities to create,
capture, represent and share knowledge within an organization.
Acquired Knowledge:
* Become familiar with the main aspects involved in creating a comprehensive
Communications Plan for an organization;
* Fine tune the ability to deal with human communication-driven problems or
challenges;
*Gain an understanding of the rules and norms that should govern any
organization;
* Appreciate the legal aspects inherent in creating and then operating an
organization;
* Become familiar with a number of major organizational communication
theories and models;
* Understand and effectively make use of the specialized vocabulary;
* Gain an understanding of how best to conduct meetings, negotiate and resolve
conflicts;
* Gain management skills in the organization of events
Attitudes:
* Develop strong networking and leadership skills
* Develop an aptitude to work in multinational groups under strict deadlines
* Ensure that every student feels responsible for the quality of the finished work
and contributes equally to the final product
* Adopt a professional attitude
* Desire to apply life-long skills.
Mode of delivery Face-to-face
Prerequisites and co-
requisites
NONE
Recommended optional
programme components
Google doc, SPSS, Quora
Recommended or required
reading
Required textbooks:
1. Jason S. Wrench. An Introduction to Organizational Communication,
West Virginia University,2012
2. Richmond, McCroskey, & McCroskey. Organizational Communication
for Survival: Making Work, Work. The nature of Communication in
Organizations, (2005).
Optional textbooks
1. François Cooren. Organizational Discourse (2015)
2. Case Studies in Organizational Communication -Perspectives in
ContemporaryWork Life (Edited by Beverly Davenport Sypher)
3. Joann N. Keyton,Communication and Organizational Culture: A Key to
Understanding Work Experience (2011)
4. Liam FitzPatrick and Klavs Valskov, Internal Communication: A Manual
for Practitioners (PR in Practice) (2014)
5. Dave and Wendy Ulrich The Why of Work: How Great Leaders Build
Abundant Organizations That Win (2010)
6. Liz Wiseman and Greg McKeown. Multipliers: How the Best Leaders
Make Everyone Smarter (2015)
Additional information will be distributed either electronically or delivered in
printed forms.
Planned learning activities
and teaching methods
Classroom lecturing, case study discussions and brainstorming, feedback and
presentation sessions, discussion sessions, web-seminars, gamification on
survey, assignment
Language of instruction English
Work placement(s) NA
Course contents:
1. Introduction to the course
What is Communication?
History of Organizational Communication
Approaches to Organizational Communication Research
Classical and modern theories of Organizational Communication
Case analyses, team work
Chapter 1, 3, 4
pp.7-57; 108-
198 [1]
2. Organizational Communication Ethics
Nature of Ethics
Business Ethics
Communication Ethics
Organizational Communication Ethics
Chapter 2
pp.63-107
[1]
3. Communicating between and among internal and external Stakeholders
Formal Communication Networks
Informal Communication Networks
Communication with an Organization’s Environment
Types of External Stakeholders
Public Relations and Marketing
Sales
Customer Service
Knowledge sharing and Communities of Practice
Case analyses, team work
Chapter 5,
pp.199-267
[1]
Chapter 16,
pp.503-507
[1]
4. Organizational Communication Climate, Culture, and Globalization
Psychological Life of Organizations.
From Climate to Culture: A History of Research
Components of Organizational Culture
The Process of Organizational Culture
Analyzing Climate and Culture
Outcomes of Organizational Climate and Culture
Globalization
Case analyses, Group discussion
Chapter 6
pp.268-275
[1]
5. Leader and Follower Behaviors & Perspectives
Approaches to Leadership
Followership
Mentoring and Coaching
Class Discussion: “What are the ways (people/process/technology) to preserve institutional
knowledge in the corporate sector?”
a) People - Identify Skills that need to be introduced / needed that will help preserve
the institutional knowledge
b) Process - Identify process (Company practices / team practices) that if put in place
will help preserve the institutional knowledge
c) Technology - Identify Software that if adopted will help preserve the institutional
knowledge
Chapter 7
pp.276-337 [1]
6. Organizational Identity and Diversity
Identity and the Organization
Identity and the Organization Member
Diversity and the Organization
Case study
Chapter 8
pp.338-396
[1]
7. Teams in the Workplace
Group
Types of Teams
The Downside to Teams
Group Communication Roles
Value of Knowledge Management
Class Discussion “How can Knowledge Management Impact and enhance the Decision Making
process?”
Chapter 9
pp.397-432
[1]
8. Midterm Exam
9. Recruiting, Entering, Socializing, and Disengaging
Recruiting
Entering
Socializing
Disengaging
Class Discussion
“Social Media campaigns at international level are knowledge based revolutions”
a) Identify an International event that qualifies the above statement.
b) What were the significant Knowledge contributors to the event?
c) Assessment of Tacit Verses Explicit Knowledge – which played the key role and
why?
Chapter 10, 12
pp.433-475;
481-483
[1]
10. Technology in Organizations
Innovation in Organizations
A Brief History of Technology in Organizations
Why We Use Technology
Benefits of Technology on Organizational Outcomes
Knowledge Management
The Downside to Technology in the Organization
Class Discussion
Discuss the following for knowledge management
a) Primary benefits
b) Pre-requisites for companies to adopt knowledge management practice
c) Challenges in adoption
Chapter 13
pp.485-491
[1]
11. Stress, Conflict, and Negotiation Stress
Conflict
Negotiation
Assignment: Essay “Why is it difficult to define “company’s knowledge”?” (550
words)
Chapter 14
pp.492-495
[1]
12. The Dark Side of Organizational Communication
Aggression in the Workplace
Discrimination in the Workplace
Employee Behavior
Organizational Behavior
Outcomes of the Dark Side
Training activities:
Exercise 1 “Typical problem in modern company related with knowledge
management”
Exercise 2 “Global Competitiveness Index”
Chapter 15
pp.496-501
[1]
13. Strategic Communication (issue management, risk communication, & crisis
communication)
Corporate Issue Management
Risk Communication
Crisis Communication
Chapter 17
pp.508-511
[1]
14. The Professional Side of Organizational Communication
Organizational Development
Communication Analysis
Organizational Change
Workplace Learning
Human Performance Improvement
Chapter 18
pp.512-517
[1]
15. Organizational Communication and Your First Job out of College
GROUP PRESENTATIONS
Chapter 19
p.518 [1]
FINAL EXAM
Course Workload
Activities Number Duration
(hour)
Total Workload
(hour)
Course duration in class 14 3 42
Preparation for Midterm Exam 1 15 15
Individual or Group Work 12 5 60
Midterm Exam 1 3 3
Paper/Project (including preparation and
presentation) 2 8 16
Homework 3 6 18
Preparation for the Final Exam 1 30 25
Final Exam 1 3 3
Total Workload 182
Total Workload/30(h) 6.06
ECTS Credit of the Course 6
AZERBAIJAN STATE OIL AND INDUSTRY UNIVERSITY
BA PROGRAMS
SYLLABUS
Course unit title REGIONAL INNOVATION
Course unit code BUS 1101
Type of course unit Compulsory
Level of course unit Second cycle
Year of study 1st year
Semester when the course
unit is delivered
1st semester
Number of ECTS credits
allocated
6
Name of lecturer Agil Valiyev
Class information
Location: Room:
Time: Thursday
Office hours: upon students’ appointment
Contact: [email protected]
Learning outcomes of the
course unit
Course Description
This course provides students an empirical and theoretically grounded
understanding of the concept of regional innovation systems (RIS), how and why they
emerge, and conversely, why they might not. The RIS concept has become one of the
primary models in regions and countries for understanding and promoting economic
growth, in part as a response to globalization and the increased economic competition
that local and regional communities face. This has led to a plethora of policies and
programs focused on building regional capabilities that support and enhance an
“innovation ecosystem.” Throughout the course, we will examine the strengths and
weaknesses of this approach. What role do regions play in fostering innovation – how
do we think about regions relative to entrepreneurs, firms and universities? Does the
model apply to all regions, and who benefits from such an approach from within the
regional community? RIS suggests there is something systemic at work that can be acted
upon and shaped through public and private intervention. We will examine whether we
see signs of a system at work and if so, what this suggests for public policy.
This course will examine the topic of regional innovation systems through three
dimensions. The first section of the course will review the theoretical underpinnings
and key concepts that define regional innovation systems drawing upon literature from
economics, planning, sociology and management to build a foundation for the rest of
the course. In the second section of the course, we will examine in detail several
components that constitute a regional innovation system such as networks, institutions
including universities, entrepreneurship and industrial clusters. Third, the class will turn
toward practical applications of the systems approach and study case studies from
particular regions and from specific industries that lend themselves to regional
innovation systems’ analysis. This section will delve more deeply into policies and
strategies that have emerged over the past several decades to promote innovation
systems, as well as look at some of the broader challenges for RIS including increasing
income inequality.
In particular students will be able to examine the patterns and sources of technological
change and the mechanisms for capturing the economic benefits from innovation as well
as to identify the strategic and organizational challenges involved in managing
technological innovation.
Learning objectives:
At the end of this course students will be able to demonstrate understanding, and make
critical assessments of the following:
Definitions and concepts of invention, design, research, technological development
and innovation
Main models of innovation
Managerial strategies to shape innovative performance
Tools of innovation management to map and measure innovative activities
Diagnosis and effective solutions of innovation challenges
Teaching method
The course will be delivered through lectures, videos, web-seminars, class
discussion, gamification and case-based exercises. Students will be expected to
complete the required reading before the lectures and to engage in debates and
other exchanges related to the topics of each week’s session.
The teaching philosophy is based on “active learning” whereby students are
active participants in the learning process and create their own experiences
through independent and interactive inquiry and analysis.
Mode of delivery Face-to-face
Prerequisites and co-
requisites
None
Recommended optional
programme components
Microsoft Excel, Quora
Recommended or required
reading
Required textbooks:
1. Hall, P. and D. Soskice., Varieties of Capitalism: The Institutional
Foundations of Comparative Advantage, Introduction
2. Masahisa Fujita and Jacques-Fronçois Thisse, Economics of
Agglomeration, cities, industrial locations and regional growth, 2002
3. Cortwright, Joseph New Growth Theory, Technology and Learning:
A Practitioner’s Guide., U.S. EDA, 2001
Optional textbooks:
1. Dodgson, M. Gann, D. and Salter A. The management of technological
innovation: strategy and practice, Oxford University Press, 2008.
2. Melissa Schilling: Strategic Management of Technological Innovation,
McGrawHill, International Edition 2011
3. Fabry D., Ernst H., Langholz J., and Koster M. (2006) “Patent portfolio
analysis as a useful tool for identifying R&D and business
opportunities—an empirical application in the nutrition and health
industry”, World Patent Information 28, pp. 215–225.
4. Mogee, M. E. (1991) “Using patent data for technology analysis and
planning” Research Technology Management, pp. 43-49
5. Narin, F. (2001) “Assessing Technological Competencies” in From
Knowledge Management to Strategic Competence, Editor J. Tidd ,
Imperial College Press, p. 155-196
Course reading is composed of articles, laws as well as book chapters.
Additional information will be distributed either electronically or delivered in
printed forms.
Planned learning activities
and teaching methods
Classroom lecturing, case study discussions and brainstorming, web-seminars,
feedback and presentation sessions, discussion sessions, web-seminars,
gamification on survey, Software commands for Excel, and other data base sets
Language of instruction English
Course contents:
week
s
NAMES OF SUBJECTS
Literature and short
description of subject
1 Introduction to regional innovation
This session introduces the forms the framework for the course, and previews
concepts to be used throughout the course.
o Defining innovation
o Differences between invention and innovation
Chapter 1
pp.15-82 [1]
o Product innovation and process
o Radical and incremental innovation
o Technological innovation, commercial or organizational
o Innovation indicators
o Characteristics of innovation in different sectors
In this chapter, I will start introduction to the course and explain the
meanings of regional innovation, objective of course, theoretical view to the
program and will introduce some examples on regional innovation from my
previous practical experiences.
Practical task: Introduction of innovative learning platform: schoology
2 Agglomeration Economies: Industrial Districts, Cities and Regions
o Cities: Past and Future
o Why Do We Observe Agglomerations?
o On the Relationship between Space and Economics
o Cities and the Public Sector
In this chapter, I will explain the term agglomeration which is used to
describe different economic phenomena, cities and public sector and will
introduce some example research from my previous practical examples.
Practical task: Working on padlet innovative tool for group discussions
Chapter 1, 4, 5
pp.3-15; 93-159 [1]
3. Economic Growth and Regional Economies
o What is economic growth
o Regional and country growth
o Local area growth
In this chapter, following issues will be explained:
Data availability
Adjusting for inflation
Economic growth
Economic growth per head
Maps of data for local areas
Working with SPSS database program
Chapter 1
pp.1 -30 [1]
4. The Nature of Knowledge o Tacit Knowledge in Production Systems: How Important is Geography?
o The Economic Geography of Innovation
o The Geography of Networks and R&D Collaborations
In this chapter, I will explain how important is geography, economic
geography and its networks, connection with innovation
Additional materials
and Articles offered by
teacher
5 Introduction to Innovation
o What is innovation and why is it important?
o Technological innovation and innovation diffusion
o Explicating Dynamic Capabilities: The Nature and Micro foundations of
Sustainable Enterprise Performance
In this chapter, following issues will be explained:
This chapter reviews the main challenges in the management of
technological innovation and
examines a short innovation strategy case.
In this class we will also discuss the different factors affecting the diffusion
of
innovations.
Chapter 10
optional Textbook [2]
pp.119-134
Working on “Explain everything” innovative platform
6 Systems of Innovation
o National Systems of Production, Innovation and Competence Building
o The Determinants of National Innovative Capacity
o Regional Innovation Systems: Origin of the Species
In this chapter, following issues will be explained:
The study encourages the rapid diffusion of knowledge, skills and best
practice within a geographic area larger than a city, but smaller than a nation.
The edge of a regional innovation system may be drawn conceptually and
organizationally around the economic, social, political and institutional
relationships that generate a collective learning process within a related
group of technological or functional areas.
This lesson will try to show that how innovation output is higher in regions
where both a sizable population of small firms and large firms are present.
Working on “Explain everything” innovative platform
Chapter 6
pp.135-183 [1]
7 Networks and Social Capital as key elements within Regional
Innovation Systems
o Networks of innovation
o Why the Garden Club couldn’t save Youngstown
o Dealmakers in Place: Social Capital Connections in Regional
Entrepreneurial Economies
In this chapter, I will explain how networks and social capital participate as
key elements within Regional innovation system, social capital connections
in regional entrepreneurial economies. This study explain how firms can
engage external partners in collaborative innovation.
And a home assignment will be given to students. Using SPSS and E-views
database programs
Assignment
Assignment will be based on a group projects and group report. In the group
project, students will be asked to undertake a patent analysis. Each group
will select a specific area of regional innovation, and perform an analysis of
the evolution of the technology landscape of this area over the past 5 years
using patent data.
Students are encouraged to use their personal contacts, newspaper articles,
websites, academic papers, trade press to develop their cases. Each group
will be responsible for writing at 3000 word case report and preparing a
maximum seven-minute presentation for the last day of class presentation.
Chapter 8 pp.155-163
[2]
8 MIDTERM EXAM
9 Clusters and Ecosystems
o Understanding of Clusters and innovation ecosystems
o Decide on the Clustering Variables and Procedure
o Clusters and Competitiveness: A New Federal Role for Stimulating
Regional Economies
o Value Chains, Networks and Clusters: Reframing the Global
Automotive Industry
In this chapter, following issues will be explained:
-The basic concepts of clusters and innovation ecosystems;
- The different types of clustering procedures;
- understanding of value chain, networks and clusters
In addition to the above, practical exercises will be performed during the
Chapter 10 pp.297-321
Optional Textbook [5]
lesson period
Working on SPSS
10 Entrepreneurship
o Entrepreneurial Innovation: The importance of context
o The New Argonauts: Regional Advantage in a Global Economy
o SMEs and innovation
o Startups as key element of entrepreneurship
In this chapter, following issues will be explained:
- The understanding of entrepreneurial innovation.
– The role of startups in development of entrepreneurship in the country
In addition to the above, practical startup projects will be performed during
the class.
Working on “Teamwork” innovative platform
Report-2013 pp.39-43
(Additional material)
11 Research and the role of universities
o The role of R&D in regional innovation systems
o Stating the Problem
o Local Innovation Systems: Universities, Innovation and the
Competitiveness of Local Economies
The practical work on R&D projects that will be conducted on different
EU Horizon 2020 calls
Practical task on SPSS and Tableau
Chapter 1
pp.1-33
optional Textbook [2]
12. Regional Innovation Systems at work: Policy options and approaches:
The case of Massachusetts
o Discovering Regional Competitive Advantage: Massachusetts High‐
Tech
o Regional Advantage: Culture and Competition in Silicon Valley and
Route 128
o Networked Incubators: Hot Houses of the New Economy
In this chapter, different examples from Silicon Valley will be discussed and
networked incubators will be explained.
Work with “Educreations” innovative platform
Chapter 3
pp.74-84
Optional Textbook [1]
13 Manufacturing and the Industrial Ecosystem
o What happened to Manufacturing?
o Producing Prosperity: Why America Needs a Manufacturing
Renaissance
o The role of Manufacturing Hubs in a 21st Century Innovation Economy
In this chapter students will learn about manufacturing and industrial
ecosystem, the role of manufacturing hubs in innovation economy in modern
period.
Some practical based exercises will add to the task.
Working on “Explain everything” innovative platform
Chapter 2
pp.25-64
[2]
14 Regional innovation system in the context of Azerbaijan
o Azerbaijan 2020: Look into the Future
o ASAN service
o Promoting innovation and employment in Azerbaijan
o R&D and innovation for Azerbaijan
o SMEs and Startup projects in Azerbaijan
In this chapter, I will explain how to promote innovation by government of
Azerbaijan and the role of startup projects for country economic
Additional materials
development
Case study on Padlet platform
In addition to the above, practical exercises will be performed in the context
of various examples.
15 GROUP PRESENTATIONS
Group Presentations
FINAL EXAM
Course workload
Activities Number Duration
(hour)
Total Workload
(hour)
Course duration in class 14 3
42
Preparation for Midterm Exam 1 15 15
Individual or Group Work 16 4 64
Midterm Exam 1 3 3
Paper/Project (including preparation and
presentation) 2 20
20
Homework 4 4 16
Preparation for the Final Exam 1 22 22
Final Exam 1 3 3
Total Workload 185
Total Workload/30(h) 6.1
ECTS Credit of the Course 6
AZERBAIJAN STATE OIL AND INDUSTRY UNIVERSITY
BA PROGRAMS/ MS
SYLLABUS
Course unit title Design Thinking
Course unit code PHIL 1201
Type of course unit Compulsory
Level of course unit Second Cycle Master
Year of study 1st year
Semester when the course
unit is delivered
2nd Semester
Number of ECTS credits
allocated
6
Name of lecturers Rovshan Guliev
Class information
Location:
Time:
Contact: [email protected]
Office hour: Upon appointment
Learning outcomes of the
course unit
Course Description
The purpose of this course is training of future business managers design
thinking - creative to approach to business. In the course of training students
realize a difference between analytical thinking and design thinking, and, above
all – their excellent roles and places in development of the company. They will
understand that the main components of design thinking are team work,
orientation to people, curiosity and optimism – the methodology which is often
used for search of new solutions of the existing problems.
Learning Outcomes of the Course:
After completing Design Thinking course, students should be able to:
distinguish process of design thinking;
apply creative methods to business;
combine tools of design thinking and specific features of personnel;
assess the development of design thinking: from training to
organizational application
connect designing and engineering activities
Mode of delivery Face-to-face
Prerequisites and co-
requisites COM 1101
Recommended optional
programme components
Recommended or required
reading
1. Hasso Plattner, Christoph Meinel, Larry Leifer. Design Thinking
Research. Springer, 1st ed.,2016
2. Gavin Ambrose, Paul Harris. Basics Design: Design Thinking. . Ava
Publishing, 1st edition, 200 p.
3. Jeanne Liedtka, Tim Ogilvie. Designing for Growth: A Design Thinking
Tool Kit for Managers. Columbia University Press, 2011, 248 p.
Planned learning activities
and teaching methods
Classroom lecturing, assignment, discussion sessions, presentation.
Language of instruction English
Work placement(s) NA
Course contents:
1. Introduction – Design Thinking Is Mainly About Building Innovators
Article: Design Thinking: Get a Quick Overview of the History (Interaction Design
Foundation, December 2017);
pp. 1-15 [1]
2. Empathy via Design Thinking: Creation of Sense and Knowledge
Article: The Science of Decision-Making: 5 Surprising Ways We Make Life
pp. 15-29 [1]
Choices
(Medical Daily, June 2015);
3. Developing Novel Methods to Assess Long-Term Sustainability of Creative
Capacity Building and Applied Creativity
Case study, Group discussion
pp. 29-41 [1]
4. The Personal Trait Myth: A Comparative Analysis of the Innovation Impact of
Design Thinking Tools and Personal Traits
Article: Better Brainstorming
pp. 41-59 [1]
5. Theaters of Alternative Industry: Hobbyist Repair Collectives and the Legacy of the
1960s American Counterculture
pp. 59-73 [1]
6. Assessing the Development of Design Thinking: From Training to Organizational
Application
Case study, Team work
pp. 73-87 [1]
7. TeamSense: Prototyping Modular Electronics Sensor Systems for Team Biometrics
Case study, Team work
pp. 87-101 [1]
8. Midterm Exam
9. Tele-Board MED: Supporting Twenty-First Century Medicine for Mutual Benefit
pp. 101-131 [1]
10. Peer and Self Assessment in Massive Online Classes
Case study, Team work
pp. 131-169 [1]
11. Tagging User Research Data: How to Support the Synthesis of Information in
Design Teams
Group Discussion
pp. 169-195 [2]
12. Embodied Design Improvisation: A Method to Make Tacit Design Knowledge
Explicit and Usable
pp. 195-211 [1]
13. Connecting Designing and Engineering Activities II
Design thinking in public engagement: two case studies
pp. 211-241 [1]
14. How Cost Reduction in Recovery Improves Performance in Program Design Tasks
Case study, Team work
pp. 241-263 [1]
15. DT@Scrum: Integrating Design Thinking with Software Development Processes
pp. 263-286 [1]
FINAL EXAM
Course workload
Activities Number Duration (hour) Total Workload (hour)
Course duration in class 14 3 42
Preparation for Midterm Exam 1 15 15
Individual or Group Work 14 4 56
Midterm Exam 1 3 3
Paper/Project (including preparation and presentation) 2 8 16
Homework 3 8 24
Preparation for the Final Exam 1 30 30
Final Exam 1 3 3
Total Workload 189
Total Workload/30(h) 6.3
ECTS Credit of the Course 6
AZERBAIJAN STATE OIL AND INDUSTRY UNIVERSITY
BA PROGRAMS
SYLLABUS
Course unit title PROJECT MANAGEMENT
Course unit code MGT 1201
Type of course unit Compulsory
Level of course unit Second cycle Masters
Year of study First year
Semester when the course unit is
delivered
1st semester
Number of ECTS credits
allocated
6
Name of lecturer Habiba Hajiyeva
Class information
Time:
Contact: [email protected]
Office hours: Upon appontment
Learning outcomes of the course
unit
Course Description
This course provides a systematic and thorough introduction to all aspects of project
management. Projects are an increasingly important aspect of modern business, so
we begin with the relation between projects and the strategic goals of the
organization. We move on to discuss the technical, cultural, and interpersonal skills
necessary too successfully manage projects from start to finish. The course
emphasizes that project management is a professional discipline with its own tools,
body of knowledge and skills. Concepts are reinforced by case studies covering a
wide variety of project types and industries.
The course covers both the managerial and technical skills required to plan projects,
acquire the necessary resources, and lead project teams to successful completion.
Topics include the strategic role of projects in contemporary organizations; dealing
with stakeholders, such as customers, vendors, and subcontractors; organizational
cultures; and the technical management tools (scope, WBS, network diagrams,
estimating schedules and costs, risks, and earned value).
Learning Objectives of the Course
This course encloses several objectives:
Developing the student’s project management skills through greater
theoretical understanding and practical application of the project
management principles;
Identifying the essential skills required to be an excellent project manager
Analyzing the main factors influencing project management outcome
Learning Outcomes of the course
Contribute to the development, implementation, and evaluation of employee
recruitment, selection, and retention plans and processes.
Administer and contribute to the design and evaluation of the performance
management program.
Develop, implement, and evaluate employee orientation, training, and
development programs.
Facilitate and support effective employee and labour relations in both non-
union and union environments.
Research and support the development and communication of the
organization's total compensation plan.
Collaborate with others, in the development, implementation, and
evaluation of organizational and health and safety policies and practices.
Research and analyze information needs and apply current and emerging
information technologies to support the human resources function.
Develop, implement, and evaluate organizational development strategies
aimed at promoting organizational effectiveness.
Present and evaluate communication messages and processes related to the
human resources function of the organization.
Manage own professional development and provide leadership to others in
the achievement of ongoing competence in human resources professional
practice.
Facilitate and communicate the human resources component of the
organization's business plan.
Conduct research, produce reports, and recommend changes in human
resources practices.
Mode of delivery Face-to-face
Prerequisites and co-requisites STAT 1101
Recommended optional
programme components
NA
Recommended or required
reading
The Textbook:
1. Eric W. Larson and Clifford F. Gray, Project Management- the managerial
process, Mc. Graw Hill Irwin 7th , 2018.
Recommended reading:
1. Making Things Happen: Mastering Project Management by Scott Berkun
2. Project Management- A managerial approach (7th edition - 2009) written
by Jack R. Meredith and Samuel J. Mantel, Jr. and published by John Wiley
and Sons.
This course requires active attention and participation. Course reading is composed
of articles, as well as book chapters. Additional information will be distributed either
electronically or delivered in printed forms.Additional information will be
distributed either electronically or delivered in printed forms.
Planned learning activities and
teaching methods
Classroom lecturing, assignments, discussion sessions, presentation, quizzes, case
studies.
Language of instruction English
Work placement NA
Course contents:
1 Project management overview
Briefly describing the societal forces that have contributed to the need for project
management
Describing the lifecycle of a project in terms of the degree of project completion,
required effort
Describing the limitations of project management
Lab: Defining project management and describe its role. Instructions-Software commands for
Excel.
Chapter 1
(p.2-11)
[1]
2 Projects in business environment
Explaining main characteristics of a project in business environment
Describing the advantages and disadvantages of project management
Lab. Explain the importance of viewing project management from a strategic perspective and
share Using Microsoft Excel
Chapter 1
(p.11-25 )
[1]
3 Projects definition
Explaining main characteristics of a project
Describing the advantages and disadvantages of project management
Lab. Determining the processes of project management within organizational behavior context
using Microsoft Excel
Chapter 4
(p.100-121)
[1]
4 Estimates
Explaining criteria Project Selection Models and the nature of project selection models
Lab. Mini-Quiz; Evaluation of Project using Excel
Chapter 5
(p.128-157)
[1]
5 Project planning
Explaining initial project coordination and systems integration
Sorting out the project
Explaining the work breakdown structure and linear responsibility charts
Lab. Determining the processes of project management within organizational behavior context
using Microsoft Excel
Chapter 6
(p.162-189)
[1]
6 Managing risk
Risk management process explanation
Lab. Simulating and describing Project Management Analysis and Decision-Making using
Microsoft Excel.
Chapter 7
(p.206-240)
[1]
7 Project execution
Scheduling resources and costs
Lab. Simulating and describing Project Management Analysis and Decision-Making using
Microsoft Excel.
Chapter 8
(p.250-303)
[1]
8 Midterm Exam
9 Reducing project duration
Practical considerations
Lab. Describing the interface for project management tools.
Chapter 9
(p304-323)
[1]
10 Leadership in Projects
Describing multicultural communications and managerial behavior
Human factors and the project team
Lab. Explaining project management approaches. Executing an effective project plan using
Microsoft Excel.
Chapter 10
(p.338-362)
[1]
11 Outsourcing
• Managing interorganizational relations
Lab. Explaining project management tools of Microsoft Project.
Chapter 12
(p.418-451)
[1]
12 Project monitoring and control
Explaining the planning, monitoring and controlling cycle
Describing computerized Project Management Information Systems
Lab. Explaining project management tools for drawing Network diagrams on Microsoft Project.
Chapter 13
(p.458-511)
[1]
13 Project closure and audit
Describing the project audit and project audit life cycle
Lab. Explaining project management tools of Microsoft Project to draw Gantt Charts.
Chapter 14
(p.514-541)
[1]
14 International projects
Cross-cultural considerations
Lab. Mini quiz: using Microsoft Excel to draw Gantt Charts.
Chapter 15
(p.544-571)
[1]
15 The final report – A project presentation by groups
• Describing the final report
• Explaining a project history
e-samples
and
additional
materials
FINAL EXAM
Course workload
Activities Number Duration
(hour)
Total Workload
(hour)
Course duration in class 14 3 42
Preparation for Midterm Exam 1 15 15
Individual or Group Work 14 4 56
Midterm Exam 1 3 3
Paper/Project (including preparation and
presentation) 2 8
16
Homework 10 3 30
Preparation for the Final Exam 1 25 25
Final Exam 1 3 3
Total Workload 190
Total Workload/30(h) 6.3
ECTS Credit of the Course 6
AZERBAIJAN STATE OIL AND INDUSTRY UNIVERSITY
BA PROGRAMS
SYLLABUS
Course unit title DECISION MAKING UNDER RISK AND UNCERTAINTY
Course unit code MGT 1202
Type of course unit Compulsory
Level of course
unit
Second cycle Master
Year of study 1st year
Semester/trimester
when the course
unit is delivered
2nd Semester
Number of ECTS
credits allocated
6
Name of lecturers Coordinator: Khatira J. Dovlatova
Class information Location: Room: 2
Time: Monday
Office hours: by appointment
Contact: [email protected]
Learning outcomes
of the course unit
Course description:
This course introduces students to the theory of economic decision-making under risk and
uncertainty. Particular emphasis will be placed on developing and applying alternative
theories of decision-making to insurance markets, financial markets, and the negotiation of
contracts.
This course is designed to introduce students to the economic analysis of risk and uncertainty.
Many of the most important economic decisions must be made in the presence of risk or
uncertainty. As such, a better understanding of how decisions are (or should be) made in
these situations is critical for students in fields such as economics, business, marketing, and
law. At the end of this course, the student will be able to (1) explain the formal theoretical
models of decision making under uncertainty; (2) critically evaluate decision theory and the
implications of risk and uncertainty; and (3) apply the theories of decision making to explain
and predict behavior in settings where risk and uncertainty are most prevalent.
The course will include three broad learning modules. We will first develop the classical
theory of decision making – the theory of Expected Utility. Second, we will explore
theoretical, empirical, and experimental evidence in support of and in opposition to the
classical theory, and discuss some of the prominent alternative theories. In the third module,
we will study several applications of the different theories to situations characterized by risk
or uncertainty, including insurance markets, portfolio choice, and asset pricing.
Course Objective:
1. To introduce students to importance and main concepts of decision analysis.
2. To study strategic advantages of using decision analysis in business
3. To study the basics of decision making under uncertainty and risk.
4. To study the basics of decision making imperfect information.
5. To study how to use software for decision making and conduct analysis of the
results
Learning Objectives:
1. Analyze a business decision situation to formulate a problem of decision
making defining alternatives, states of nature, payoffs and utilities
2. Choose the appropriate Expected utility model for solving the formulated
problem.
3. Solve the formulated problem and interpret the results
4. Estimation Risk Preferences
5. Compute the value of perfect information
6. Revise prior probabilities using Bayes’ theorem, introduce the revised
probabilities into a decision tree
7. Find and calculate alternative models of Decision Making under uncertainty
8. Justify the choice of criteria and relative importance of each criteria
9. Solve the problem and interpret the results
10. Study the basics of processing interval-valued and fuzzy information.
11. Apply the methods of decision making under interval-valued and fuzzy
information
Learning Outcomes:
After successfully completing the course, students should be able to:
Understand what types of problems can be addressed by decision analysis and what
types – not
Determine alternatives, objectives, attributes, the type of decision relevant
information, outcomes, trade-offs in real-world problems
Apply the studied concepts such as expected utility, risk attitudes, value of
information, tradeoffs between conflicting attributes to compare alternative decision
strategies.
Represent a decision problem schematically and formulate mathematically
Determine the optimal decisions mathematically
Interpret results of decision analysis and explain them to managers and non-
specialists.
Mode of delivery Face-to-face
Prerequisites and
co-requisites
STAT 1101, MGT 1101
Recommended
optional
programme
components
-
Recommended or
required reading
The Textbook:
1) Anderson, D. R., Sweeney, D. J., Williams, T. A., Camm , J. D., Martin, R. K.
An Introduction to Management Science: Quantitative Approaches to Decision Making,
South, Western Publishing,14th Edition, 896 p., 2015
2) Meredith, J., Shafer, S., Turban, E. Quantitative Business Modeling.
South-Western College Publishing, 1st Edition, 496 p., 2002
3) Lu, J., Zhang, G., Ruan, D., Wu, F. Multi-Objective Group Decision Making:Methods,
Software and Applications with Fuzzy Set Techniques. London, World Scientific, 505p.,
2007
4) Eeckhoudt, L., Gollier, C. Schlesinger H.. Economic and Financial Decisions under Risk,
New Jersey, Princeton University Press, 238 p., 2005
5) Bikbcbandani, S., Hirsbleifer, J., Riley J. G. The Analytics of Uncertainty and
Information, Los Angeles, 2nd Edition, Cambridge University Press, 493 p. 2013
6) Aliev, R. A. and Huseynov O.H. Decision theory with imperfect information. New Jersey,
London, Singapure: World Scientific, 444 p.,2014
Preference Toward Risk, Risk Premium, Indifference Curves, and Reducing Risk.
Course reading is mainly composed of book chapters and articles. Additional information
will be distributed either electronically or delivered in printed forms.
Planned learning
activities and
teaching methods
Lectures, class discussions (case study discussions and brainstorming), reading material
from textbook, course papers, exams.
Language of
instruction
English
Work placement(s)
-
Course contents
Unit 1: Decision Making under uncertainty
Unit 2: Decision Making under Risk
Unit 3: Decision Making problems in different situations characterized by risk or uncertainty,
including insurance markets, portfolio choice and asset pricing.
Detailed contents
Course details
1. Introduction.
Modeling uncertainty. Basics of probability.
Probabilistic uncertainty: objective and subjective
Possibilistic uncertainty
Expected Value
Expected Return
Standart Deviation
Solving Expected Value
and Expected Return
analyse problems in MS
Excel
2.
Choice, Preferences and Utility function in Decision Making
Chapter 13 [1]
Chapter 5 [2]
Solving problems by
using criteria for decision
making under uncertainty
in MS Excel
(Chapter 13[2],
Chapter 5[2] p.224)
3.
Expected utility theory
Expected utility theory for decisions under risk
Chapter 5 [2]
Solving decision
problems in MS Excel
(Chapter 5 [2])
4.
Expected utility theory and risk attitudes
Risk Aversion and Risk seeking
Chapter 5 [2]
Solving problems by
using criteria for decision
making under uncertainty
in MS Excel
(Chapter 5 [2], p.237)
5.
Evidence on expected utility theory
Paradoxes of decisions under riks (Allais Paradox)
Paradoxes of decisions under uncertainty (Ellsberq
Paradox)
Chapter 1 (p. 25-31)[6]
Solving decision
problems in MS Excel
6.
Linear Programming application
• Linear programming problem.
• Sensitivity Analysis and Interpretation of Solution
Solving single objective
linear programming
problems by using Solver
add-in in MS Excel
(chapter 4 [1], chapter
4[2], pp. 165, 177)
Sensitivity analysis by
using Solver add-in in
MS Excel (chapter 3[1],
chapter 4 [2], pp. 189-
196
7.
Alternative models of Decision Making under Risk and
Uncertainty
Multiple priors models
Maxmin Expected Utility
α-Maxmin Expected Utility model
Chapter 1[6] (p. 25-31)
Solving decision
problems in MS Excel
8. MIDTERM EXAM
9.
Alternative models of Decision Making under Risk and
Uncertainty
Prospect theory (PT)
Cumulative prospect theory (CPT)
Chapter 1[6]
(p. 13-18, 21-25)
Solving decision
problems in MS Excel
10. Decision Making in insurance markets Chapter 1 [6]
Efficient insurance decision making by using PT (Health
Insurance Choice and Risk Preferences under Cumulative
Prospect Theory)
(p. 13-18, 21-25)
Solving decision
problems in MS Excel
11. Portfolio choice problems
Initial wealth allocation problem solving by using CPT
Solving decision
problems in MS Excel
12.
Multi-attribute Decision Making problem
• Simple Average Weighting solution method
Car selection example.
Solving decision
problems in MS Excel
13.
Decision Making in Financial markets(in investment) by using
interval computation
• Interval probability
Superiority of intervals
Chapter 4[4]
Chapter 3[6]
Solving investment
problem under interval
information in MS Excel
14. Decision Making under Environmental Risk with AHP
method
Chapter 14[1]
Chapter 2[7]
Solving multiattribute
decision problems in MS
Excel
(Chapter 2[7], p.34)
15. Experimental Research and decision risk analysis for an interval
TOPSIS method
Chapter 2 [7]
Solving multiattribute
decision problems in MS
Excel. Car example.
FINAL EXAM
Course workload
Activities Number Duration
(hour)
Total Workload
(hour)
Course duration in class 14 3 42
Preparation for Midterm Exam 1 20 20
Individual or Group Work 12 5 60
Midterm Exam 1 3 3
Paper/Project (including preparation and
presentation) 2 20
20
Homework 3 4 12
Preparation for the Final Exam 1 25 25
Final Exam 1 3 3
Total Workload 185
Total Workload/30(h) 6.1
ECTS Credit of the Course 6
AZERBAIJAN STATE OIL AND INDUSTRY UNIVERSITY
BA PROGRAMS
SYLLABUS
Course unit title ORGANIZATIONAL LEADERSHIP
Course unit code MGT 1203
Type of course unit Compulsory
Level of course unit Second cycle Master
Year of study 1st year
Semester when the course
unit is delivered
2nd Semester
Number of ECTS credits
allocated
6
Name of lecturers Farida Huseynova
Class information
Location: Room 3
Time: Thursday 18.30- 21.00
Office hours: at any time according to student’s appointment
Contact: [email protected]
Learning outcomes of the
course unit
Course Description
This course was developed from an “Active and Collaborative Learning”
perspective. The active learning approach is based on collaborative, inquiry-
based, student–centered approach to teaching, in which students are actively
involved in their own knowledge acquisition.
We are experiencing a paradigm shift in teaching and learning. Strategies for
effective learning are complex and bring into play many factors from the age
of the learner, prior experiences, learning styles, the medium of instruction,
cognitive development, and cultural influences.
Many factors drive curriculum and delivery designs. In order to be an effective
educator, one must be able to link the theories behind the strategies using
evidence-based practice in order to maximize their effectiveness.
Learning outcomes of the course:
The student will be able to:
1. demonstrate an understanding of and apply such personal management
skills as developing self awareness, managing stress and solving
problems.
2. demonstrate an understanding of and apply such interpersonal
management skills as communication, both oral and written, gaining
power and exerting influence, motivation, and managing conflict.
3. demonstrate an understanding of and apply such group management skills
as empowerment, delegation, managing change and team building.
4. practice and integrate the above skills through using case studies and
experiential exercises and activities, with an emphasis on interpersonal
interaction
Mode of delivery Face-to-face
Prerequisites and co-
requisites
MGT 1102, COM 1101
Recommended optional
programme components
NA
Recommended or required
reading Textbooks:
1. Stephen P. Robbins, Timothy A. Organizational Behavior, Judge, 14th
edition ,2010
2. Robert N. Lussier, Christopher F. Achua. Leadership: Theory,
Application, & Skill Development 6th Edition., Cengage Learning,
2015.
Additional materials for class discussions and lectures related to the theme will
be distributed in class
Planned learning activities
and teaching methods
The main objective of this course is to introduce the basic concepts, theoretical
perspectives, and practices by interactive lecturing, case study discussions,
presentation sessions, which are useful for understanding and improving
performance
Language of instruction English
Work placement(s) NA
Course contents:
1 Introduction to organizational leadership
Define leadership and their role in organizations
Effective versus Successful Managerial Activities
(Case analyses, team work)
ch 1[1]
ch 2[1]
ch1[2]
2
Trait Approach
Skills Approach
(Case analyses, team work)
ch 5[1]
ch 3[1]
3 Behavioral Approach
(Case analyses, team work)
4 Situational Approach
(Case analyses, team work)
ch 4[1]
5 Path-Goal Theory
(Case analyses, team work)
6
Leader-Member Exchange Theory
(Case analyses, team work)
ch 7[1]
7 Transformational Leadership
(Case analyses, an individual and team work)
Quiz
ch6 [1]
8 Midterm exam Ch.1-7
9 Transformational Leadership (Cont’d)
(Case analyses, an individual and team work)
ch 6 [1]
10 Authentic Leadership
(Case analyses, group work)
ch 9 [1]
11 Servant Leadership
(Case analyses, group work)
ch 10 [1]
12 Leadership Ethics
(Case analyses, group work)
ch 11[1]
13
Team Leadership
(Case analyses, group work)
Quiz
ch 12 [1]
14 Gender and Leadership
(Case analyses, team work)
ch 13 [1]
15 Culture and Leadership ch 14 [1]
FINAL EXAM ch 9-14
Course Workload
Activities Number Duration
(hour)
Total Workload
(hour)
Course duration in class 14 3 42
Preparation for Midterm Exam 1 16 16
Individual or Group Work 14 6 84
Midterm Exam 1 3 3
Paper/Project (including preparation and
presentation) 1 12
12
Homework 3 3 9
Preparation for the Final Exam 1 20 20
Final Exam 1 3 3
Total Workload 189
Total Workload/30(h) 6.3
ECTS Credit of the Course 6
AZERBAIJAN STATE OIL AND INDUSTRY UNIVERSITY
BA PROGRAMS/ MS
SYLLABUS
Course unit title Empiricism in Enterprises
Course unit code BUS 2101
Type of course unit Compulsory
Level of course unit Second cycle Master
Year of study 2nd year
Semester when the course
unit is delivered
3rd semester
Number of ECTS credits
allocated
6
Name of lecturers Natig Mammadov
Class information
Location: Room: - 238
Time: Day of Week
Office hours: Upon appointment.
Contact: [email protected]
Learning outcomes of the
course unit
Course Description
The Course contains a philosophical theory - empiricism attempts to explain how
humans acquire knowledge and conceptual understanding. In science, empiricism
heavily emphasizes the use of experiments to collect evidence so that theories are
applied to real world observations and recorded as empirical data. Empiricism is
an important concept in IT as well. In areas including software development, data
analytics and project management, empiricism is an evidence-based approach that
relies on real-world data, metrics and results rather than theories and concepts.
Course Objectives
This course is designed to introduce students to the economic analysis of risk and
uncertainty. Many of the most important economic decisions must be made in the
presence of risk or uncertainty. As such, a better understanding of how decisions
are (or should be) made in these situations is critical for students in fields such as
economics, business, marketing, and law.
Course Learning Outcomes
1. Apply the fundamental principles of ethical conduct and governance to
enterprise decision making, and explain the relationship between the two
2. Describe and critique the legal duties of directors and officers, and the
consequences of breaching them
3. Explain and evaluate member rights and remedies
Mode of delivery Face-to-face
Prerequisites and co-
requisites
STAT 1101, BUS 1101, MGT 1101
Recommended optional
programme components
-
Recommended or required
reading
The Textbook : 1. Jan A. P. Hoogervorst, Foundations of Enterprise Governance and Enterprise
Engineering: Presenting the Employee-Centric Theory of Organization (The
Enterprise Engineering Series), Springer, 2018
Course reading is composed of articles, laws as well as book chapters. Additional
information will be distributed either electronically or delivered in printed forms.
Planned learning activities
and teaching methods
Classroom lecturing, case study discussions and brainstorming, feedback and
presentation sessions, discussion sessions
Language of instruction English
Course contents:
1 The Importance of Foundational Insights for Enterprises
Society of Enterprises
Defining the Notion of Enterprise
Operational and Governance Competence
Social enterprise challenges: case study
Chapter 1.1
Chapter 1.2
Chapter 1.3[1]
2 IT Governance and Business, IT Alignment
Corporate Governance and the Issue of Compliance
The Close Relationship between Enterprise Governance and Enterprise Engineering
Case analysis - Nokia case
Chapter 1.4
Chapter 1.5
Chapter 1.6[1]
3 In Search of a Sound Theoretical Approach
Foundational Sciences and as the Basis for Design Science
Foundations for Understanding and Designing Enterprises
A Case Study on Design Science Research
Chapter 1.7
Chapter 1.8[1]
4 Philosophical Foundation
Traditional Viewpoints in Western Philosophy
Empiricism: Sensory Enterprises as the Sought Basis for Knowledge
Case analysis
Chapter 2.1
Chapter 2.2[1]
5 The Troublesome Quest for Certainty
Opposing Scientism: The Focus on Human Existence
Modern Science’s Dramatic Shift and Regaining Human Experiences
Case analysis
Chapter 2.3
Chapter 2.4[1]
6 Philosophy of Language
Core Aspects of Eastern Philosophy
Views on Knowledge and Social Relationships
Chapter 2.5
Chapter 2.6[1]
7 Implications of the Philosophical Foundation for Enterprise
Governance and Enterprise Engineering
Chapter 2.7[1]
8 MIDTERM EXAM
9 Ontological Foundation
Prologue to Sociological Theories
Positivist Paradigm
Case analysis
Chapter 3.1
Chapter 3.2
Chapter 3.3[1]
10 Interpretive Paradigm and Symbolic Interactionism
The Critical Paradigm Social Conflict Theory
Origin and Descriptions of Culture
Chapter 3.4
Chapter 3.5
Chapter 3.6[1]
11 Society and the Social Organization
Emergence: The Manifestation of the Unknown
Morphogenic Conceptual Model of Society
Chapter 3.7
Chapter 3.8
Chapter 3.9[1]
12 Organization Theory: A First Orientation
Classical Organization Theories
Neoclassical Organization Theories
Modern Organization Theories
Chapter 3.10
Chapter 3.11
Chapter 3.12
Chapter 3.13
Chapter 3.14[1]
Postmodern Organization Theories
Case analysis
13 Enterprise Conceptual Model
Different Enterprise Conceptual Models
Implications on the Ontological Foundation for Enterprise Governance and
Enterprise Engineering
Case analysis
Chapter 3.15
Chapter 3.16[1]
14 Perspectives on Enterprises
Employee Involvement Empirical Considerations
Enterprise Change and Strategy Development
Case analysis
Chapter 4.1
Chapter 4.2
Chapter 4.3
Chapter 4.4[1]
15 Employee Involvement Theoretical Considerations
Components of the Enterprise Conceptual Model
Enterprise Structures and Systems
Case analysis
Chapter 4.5
Chapter 4.6 [1]
FINAL EXAM
Course Workload
Activities Number Duration
(hour)
Total Workload
(hour)
Course duration in class 14 3 42
Preparation for Midterm Exam 1 15 15
Individual or Group Work 13 6 78
Midterm Exam 1 3 3
Paper/Project (including preparation and
presentation) 2 8 16
Homework 3 6 18
Preparation for the Final Exam 1 30 30
Final Exam 1 3 3
Total Workload 205
Total Workload/30(h) 6.8
ECTS Credit of the Course 6
AZERBAIJAN STATE OIL AND INDUSTRY UNIVERSITY
BA PROGRAMS
SYLLABUS
Course unit title Management update: Digital Change
Course unit code MGT 2101
Type of course unit Compulsory
Level of course unit 3rd cycle Master
Year of study 2nd year
Semester when the course
unit is delivered
3rd Semester
Number of ECTS credits
allocated
6
Name of lecturer Vagif Salimov
Class information
Location: Room: 5
Time: Friday
Contact: [email protected]
Office hours: Upon appointment
Learning outcomes of the
course unit
Course Description
This course covers issues relating to the management of information and
communication technology (ICT), important ICT infrastructure and systems, ICT
strategic planning and the governance of ICT. Students will critically analyze and
present ICT management issues in class.
Upon successful completion of the requirements for this course, students will be able
to:
1.Identify how Digital Transformation impacts corporate strategies (Remember &
Ask);
2.Classify different forms of Digital Disruption (Understand & Ask);
3.Choose appropriate concepts and theories for developing business models (Apply &
Acquire);
4. Gauge the role information technology and the World Wide Web play in
transforming business models and recognize its social and ethical implications
(Analyze & Appraise);
5. Compare all types of relevant evidence towards finding an appropriate business
model on the Web for a disrupted organization (Evaluate & Aggregate);
6.Design an appropriate business model for an organization that addresses the
disrupted environment and design the change process required to arrive at the new
business model (Create & Assess).
Mode of delivery Face-to-face
Prerequisites and co-
requisites
BUS 1101
Recommended optional
programme components
Ms Excel , Ms Access
Recommended or required
reading
The Textbooks:
1. Efraim Turban, Linda Volonino and Gregory R. Wood Pub. “Information
Technology for Management: Advancing Sustainable, Profitable Business
Growth”, 9th edition, January 14, 2013;
2. Turban, Leidner, McLean, Wetherb Information Technology for
Management: Transforming Organizations in the Digital Economy, 5th,7th
3. Joe Tidd, John Bessant “Managing Innovation: Integrating Technological,
Market and Organizational Change, 5th Edition”
4. K.C.Laudon, J.P.Laudon. Management Information Systems. 10th
Edition
Course reading is composed of articles, laws as well as book chapters. Additional
information will be distributed either electronically or delivered in printed forms.
Planned learning activities
and teaching methods
Interactive lectures, class discussions + slides + lab + video lectures
Language of instruction English
Course contents:
1
ICT and its influence on Strategy
Digital innovations review
Digital Economy
Chapter 1 [2],[4]
2
.Digital Transformation
Digital transformation in marketing
Digital transformation in finance
Digital transformation in other area
Chapter 2 [2],[4]
3
Big Data Analytics
Introduction to Database
Introduction to Data Warehouse
Introduction to Data mining
Business data analysis in Ms Excel and Ms Access
Lab: Business intelligence and data mining
Chapter 10,7[2],[4]
4
Pay as you go ICT
Principles, Technologies
Applications for Business
Lab work
Internet resources
5
Analyzing your business model
Competitive models
Business Models, Business Strategy and Innovation
Lab: Business Model Innovation
Chapter 12,3 [2],[4]
6
Re-engineering your business model
Re-engineering models
Approaches to re-engineering
Chapter 9 [2],[4]
7
Digital Business Models -Part I: Traditional e-
Commerce
Basic models of E-business
Basic models of E-commerce
Lab: E-commerce models
Chapter 4,4 [2],[4]
8 MIDTERM EXAM
9
Digital Business Models -Part II: Mass Mobile
Customization
Mobile communication
Mobile business
Chapter 4,4 [2],[4]
10
Strategic Technology and Enterprise Systems
ERP
CRM
SCM
Chapter 7,4 [2],[4]
11
The Internet of Everywhere and its boundaries
History
Basic terms
Infrastructure, hardware, software
Chapter 8 [2]
12
Information systems security
Threats , security problems
Security management
Chapter 15 [2]
13
Implementing Cloud information systems
Introduction to cloud technologies
Google docs, applications
Lab: Laboratory Information System
Internet resources
14
Building informations systems
Information system development life cycle
Spectrum of organizational changes
Chapter 10 [4]
15 The Future of X Internet resources
FINAL EXAM
Course Workload
Activities Number Duration (hour) Total Workload (hour)
Course duration in class 14 3 42
Preparation for Midterm Exam 1 20 20
Individual or Group Work 12 6 72
Midterm Exam 1 3 3
Paper/Project (including preparation and presentation) 2 5 10
Homework 6 2 12
Preparation for the Final Exam 1 30 30
Final Exam 1 3 3
Total Workload 192
Total Workload/30(h) 6.4
ECTS Credit of the Course 6
AZERBAIJAN STATE OIL AND INDUSTRY UNIVERSITY
BA PROGRAMS
SYLLABUS
Course unit title Integrated Quality and Personnel Management
Course unit code MGT 2102
Type of course unit Compulsory
Level of course unit 2nd cycle Master
Year of study 2nd year
Semester when the course
unit is delivered
3rd semester
Number of ECTS credits
allocated
6
Name of lecturers Natig Mammadov
Class information
Location: Room: - 238
Time:
Office hours: upon appointment
Contact: [email protected]
Learning outcomes of the
course unit
Course Description
This course explores the management of quality and personnel in an overview
perspective. Topics covered are: payroll, compensation and benefits, staffing,
training and development, performance appraisals, organizational
management, policy, and maintaining effective relationships with employees.
Students will be exposed to the dynamics of how the human resource
department and the company strategically work together to balance employee
morale and return on investment. Thought provoking questions will initiate a
well-rounded learning experience of HRM and the effects on business
operations.
Course Objectives
People (human resources) are viewed by most experts as the most important asset
of any organization. Managing an organization’s people is often the most
challenging and complex task required of a manager. It is also the responsibility,
if executed well, that permits a person to rise to the senior level of management,
or prevents a manager from rising to the senior level if done
poorly.
The objective of the course is to teach the basic principles of strategic human
resource management—how an organization acquires, rewards, motivates, uses,
and generally manages its people effectively. In addition to providing a basic legal
and conceptual framework for managers, the course will introduce the manager
to practices and techniques for evaluating performance, structuring teams,
coaching and mentoring people, and performing the wide range of other people
related duties of a manager in today’s increasingly complex workplace.
Course Learning Outcomes
On successful completion of this module, the learner will be able to:
Contribute to the development, implementation, and evaluation of
employee recruitment, selection, and retention plans and processes.
Administer and contribute to the design and evaluation of the
performance management program.
Develop, implement, and evaluate employee orientation, training, and
development programs.
Facilitate and support effective employee and labour relations in both
non-union and union environments.
Research and support the development and communication of the
organization's total compensation plan.
Collaborate with others, in the development, implementation, and
evaluation of organizational and health and safety policies and practices.
Research and analyze information needs and apply current and emerging
information technologies to support the human resources function.
Develop, implement, and evaluate organizational development strategies
aimed at promoting organizational effectiveness.
Present and evaluate communication messages and processes related to
the human resources function of the organization.
Manage own professional development and provide leadership to others
in the achievement of ongoing competence in human resources
professional practice.
Facilitate and communicate the human resources component of the
organization's business plan.
Conduct research, produce reports, and recommend changes in human
resources practices.
Mode of delivery (face-to-
face, distance learning)
Face-to-face
Prerequisites and co-
requisites
MGT 1102
Recommended optional
programme components
Microsoft Office
Recommended or required
reading
Textbooks:
1. D.R. Kiran. Total Quality Management: Key Concepts and Case
Studies. Butterworth-Heinemann; 1st edition, 2016.
2. K Aswathappa. Human Resource and Personnel Management.
New Delhi : Tata McGraw-Hill, 2005
Course reading is composed of articles, laws as well as book chapters. Additional
information will be distributed either electronically or delivered in printed forms.
Planned learning activities
and teaching methods
Classroom lecturing, case study discussions and brainstorming, feedback and
presentation sessions, discussion sessions
Language of instruction English
Course contents:
1 Total Quality Management: An Overview
Quality Definitions
Changing Criteria of Quality
The Five Approaches to Quality
Case Application and Practice – The CEO of a small manufacturing firm of about
250 employees
Chapter 1 [1]
2
Leadership and TQM
Scientific Management
Warren Bennis Principles of Great Teams
The Seven Habits of Highly Effective Leaders
Case Application and Practice – Harley Davidson motocycles
Chapter 4 [1]
Chapter 5 [1]
3 Cost of Quality
Organization for TQM
Quality Conformance Level
Principles of Organization
Case Application and Practice – Midcom is considered to be number one in the
world in the production of telecommunications transformers
Chapter 8 [1]
Chapter 9 [1]
4 Customer Satisfaction
Total Employee Involvement
Factors for Establishing Loyal Customers
Forms of Recognition and Rewards
Case Study: Beating the Market with Customer Satisfaction
Chapter 10 [1]
Chapter 11 [1]
5 Total Productive Maintenance
Quality Awards
The Seven Types of Abnormalities
International Quality Awards
Case Studies of Best Practice Around The Country
Chapter 13 [1]
Chapter 14 [1]
6 Quality Circles
Process Capability
Ten Conditions for Successful Quality Circles
Process Capability
Case Study - Impact of Quality Circle
Chapter 15 [1]
Chapter 18 [1]
7 Explanation of the 5Ss
Six Sigma
9-Step Procedure for Implementing 5S
Methodologies for Six Sigma
A Multiple Case Study Analysis of Six Sigma Practices
Chapter 23 [1]
Chapter 24 [1]
8 MIDTERM EXAM
9 Nature and Scope of Human Resource Management
Environment of Human Resource Management
Organization of HR Department
HRM and Environment Scanning
Case Study - 7 Human Resource Best Practices
Chapter 1 [2]
Chapter 2 [2]
10 Strategic Human Resource Management
Human Resource Planning
Nature of Strategies and Strategic Management
The Planning Process
Case Study - From HRM Strategy to Strategic People Management
Chapter 3 [2]
Chapter 4 [2]
11 Job Analysis and Design
Recruitment
Selection
Orientation and Placement
Case Study of Job Analysis and its Positive Impact on Behavioral Structured
Interview
Chapter 5 [2]
Chapter 6 [2]
Chapter 7 [2]
Chapter 8 [2]
12 Training and Development
Performance, Appraisal and Job Evaluation
Employee Remuneration
İncentive Payments
Case Study - Compensation Standards & Practices
Chapter 9 [2]
Chapter 10 [2]
Chapter 11 [2]
Chapter 12 [2]
13 Employee Benefits and Services
Basic Motivation Concepts
Participative Management
Employee Communication
Case Study - Employee Engagement and Motivation
Chapter 13 [2]
Chapter 15 [2]
Chapter 17 [2]
Chapter 18 [2]
14 Employee Welfare
Safety and Health
Trade Unions
Chapter 19 [2]
Chapter 20 [2]
Chapter 23 [2]
Chapter 24 [2]
Disputes and Their Resolution
Case Study – Employee Benefits and Executive Compensation
15 Ethical Issues in Human Resource Management
Human Resource Audit
Challenges of Human Resource Management
International Human Resource Management
Case Study - Advance Ethical Practices in Human Resource Management
Chapter 25 [2]
Chapter 26 [2]
Chapter 27 [2]
Chapter 28 [2]
FINAL EXAM
Course Workload
Activities Number Duration
(hour)
Total Workload
(hour)
Course duration in class 14 3 42
Preparation for Midterm Exam 1 15 15
Individual or Group Work 15 5 75
Midterm Exam 1 3 3
Paper/Project (including preparation and
presentation) 2 5 10
Homework 3 3 9
Preparation for the Final Exam 1 30 30
Final Exam 1 3 3
Total Workload 187
Total Workload/30(h) 6.2
ECTS Credit of the Course 6
AZERBAIJAN STATE OIL AND INDUSTRY UNIVERSITY
BA PROGRAMS
SYLLABUS
Course unit title CORPORATE STRATEGIC MANAGEMENT
Course unit code MGT 2201
Type of course unit Compulsory
Level of course unit 2nd cycle Master
Year of study 2nd year
Semester when the course
unit is delivered
4th semester
Number of ECTS credits
allocated
6
Name of lecturers Natig Mammadov
Class information
Location: Room: - 238
Time: Day of Week
Office hours: Upon appointment
Contact: [email protected]
Learning outcomes of the
course unit
Course Description
Strategic-management process can be described as an objective, logical,
systematic approach for making major decisions in an organization. It attempts
to organize qualitative and quantitative information in a way that allows
effective decisions to be made under conditions of uncertainty. Yet, strategic
management is not a pure science that lends itself to a nice, neat, onetwo-three
approach.
Based on past experiences, judgment, and feelings, intuition is essential to
making good strategic decisions. Intuition is particularly useful for making
decisions in situations of great uncertainty or little precedent. Although some
organizations today may survive and prosper because they have intuitive
geniuses managing them, most are not so fortunate. Most organizations can
benefit from strategic management, which is based upon integrating intuition
and analysis in decision making. Choosing an intuitive or analytic approach to
decision making is not an either-or proposition. Managers at all levels in an
organization inject their intuition and judgment into strategic-management
analyses. Analytical thinking and intuitive thinking complement each other
Course Objectives
Strategic management can be defined as the art and science of formulating,
implementing, and evaluating cross-functional decisions that enable an
organization to achieve its objectives. As this definition implies, strategic
management focuses on integrating management, marketing,
finance/accounting, production/operations, research and development, and
computer information systems to achieve organizational success.
Course Learning Outcomes
Upon completion of the course, the student will be able to demonstrate
knowledge of the following topics:
1. analyse strategic macro environmental issues;
2. analyse industry factors, and identify their impact on profitability and
strategic positioning;
3. assess organisational performance;
4. identify strategic capabilities and gaps;
5. assess and evaluate SBU strategies; and
6. analyse and implement strategy at the single business unit level.
Mode of delivery) Face-to-face
Prerequisites and co-
requisites
MGT 2101, BUS 2101
Recommended optional
programme components
Microsoft Office
Recommended or required
reading
The Textbook :
1. Gerry Johnson, Kevan Scholes, Richard Wittington. Exploring Corporate
Strategy, Pearson, Eighths Edition 2008.
Course reading is composed of articles, laws as well as book chapters.
Additional information will be distributed either electronically or delivered in
printed forms.
Planned learning activities
and teaching methods
Classroom lecturing, case study discussions and brainstorming, feedback and
presentation sessions, discussion sessions
Language of instruction English
Course contents:
1 Introducing Strategy
The characteristics of strategic decisions
Strategic management
Strategy as a subject of study
Chapter 1
(pp 2-26) [1]
2 The Environment
The macro-environment
Industries and sector
Competitors and market
The PESTEL framework
Case example: Global forces and the European brewing industry
Chapter 2
(pp 53-91) [1]
3 Strategic Capability
Foundations of strategic capability
Capabilities for achieving and sustaining competitive advantage
Organizational knowledge
Managing strategic capability
Case example: Making eBay work
Chapter 3
(pp 93-131)
[1]
4 Strategic Purpose
Corporate governance
Business ethics and social responsibility
Stakeholder expectations
Organizational purposes: values, mission, vision and objectives
Case example: Product Red and Gap
Chapter 4
(pp 133-177)
[1]
5 Culture and Strategy
Strategic drift
What is culture and why is it important?
Managing in an historic and cultural context
Case example: Marks & Spencer (A)
Chapter 5
(pp 178-211)
[1]
6 Business-Level Strategy
Identifying strategic business units
Bases of competitive advantage: the ‘strategy clock’
Sustaining competitive advantage
Competitive strategy in hypercompetitive conditions
Case example: Madonna: still the reigning queen of pop?
Chapter 6
(pp 212-254)
[1]
7 Directions and Corporate-Level Strategy
Strategic directions
Reasons for diversification
Value creation and the corporate parent
Portfolio matrices
Case example: The Virgin Group
Chapter 7
(pp 213-292)
[1]
8 MIDTERM EXAM
9 International Strategy
Internationalization drivers
National and international sources of advantage
International strategies
Internationalisation and performance
Case example: Lenovo Computers: East meets West
Chapter 8
(pp 293-322)
[1]
10 Innovation and Entrepreneurship
Innovation diffusion
Entrepreneurship and relationships
Innovators and followers
Case example: Skype: innovators and entrepreneurs
Chapter 9
(pp 323-354)
[1]
11 Strategy Methods and Evaluation
Methods of pursuing strategies
Strategy evaluation
Evaluation criteria: three qualifications
Case example: Tesco conquers the world?
Chapter 10
(pp 355-391)
[1]
12 Strategy Development Processes
Intended strategy development
Emergent strategy development
Challenges for managing strategy development
Case example: Strategy development at Intel
Chapter 11
(pp 392-432)
[1]
13 Organizing for Success
Structural types
Processes
Relationships
Case example: Hurricane Katrina: human-made disaster?
Chapter 12
(pp 433-472)
[1]
14 Resourcing Strategies
Managing people
Managing information
Managing Strategic Change
Managing strategic change programs
Case example: Video games
Case example: Managing change at Faslane
Chap-s 13-14
(pp 473-556)
[1]
15 The Practice of Strategy
The strategists
Strategy analysis
Strategy methodologies
Case example: Ray Ozzie, software strategist
Chapter 15
(pp 557-593)
[1]
FINAL EXAM
Workload calculation
Activities Number Duration
(hour)
Total Workload
(hour)
Course duration in class 14 3 42
Preparation for Midterm Exam 1 15 15
Individual or Group Work 14 4 56
Midterm Exam 1 3 3
Paper/Project (including preparation and
presentation) 2 8 16
Homework 3 6 18
Preparation for the Final Exam 1 30 30
Final Exam 1 3 3
Total Workload 183
Total Workload/30(h) 6.1
ECTS Credit of the Course 6
AZERBAIJAN STATE OIL AND INDUSTRY UNIVERSITY
BA PROGRAMS
SYLLABUS
Course unit title Organization Consulting: Basics & Tools
Course unit code MGT 3101
Type of course unit Elective
Level of course unit Second cycle
Year of study 1st-2nd year
Semester when the course
unit is delivered
2nd-3rd semester
Number of ECTS credits
allocated
7
Name of lecturer Agil Valiyev
Class information
Location:
Time:
Contact: [email protected]
Office hours: Upon appointment
Learning outcomes of the
course unit
Course Description
This is an applications course exploring the profession of organization
consulting. The course is designed to provide a framework for understanding
the art and science of providing management counsel to client organizations in
the public and private sectors.
Organization Consulting will continue to be a significant career option for
many students, regardless of whether a student’s academic foundation is in
business, engineering, or the basic sciences. Careers in Organization Consulting
often provide individuals an opportunity for challenging work, continued self-
development, access to important social and professional networks, and, over
time, significant financial rewards. The Organization Consulting Industry has
grown in size and complexity particularly since the early 1990’s. Although there
are many very small firms, the industry is dominated by a relatively few very
large global organizations that practice in a variety of business settings and
business disciplines. In addition, many businesses have developed internal
consulting organizations to provide consulting related services within the
organization and often in conjunction with consulting services offered by third
party firms.
In this course we explore what it means to be a Management Consultant,
and will introduce students to consulting frameworks and methods; simulate
consulting project activities and situations using business cases; and network
students with practicing consulting professionals from a variety of global and
local firms. Within the context of this course, consulting is view broadly and is
inclusive of a number of practice areas including Strategy Consulting, IT
Consulting, Marketing Consulting, Human Capital Consulting,
Operational/Process Consulting, and Organizational Consulting. Course
participants will be organized into consulting teams and will have the
opportunity to identify and complete two simulated consulting engagements and
participate in a Case Competition sponsored and judged by Deloitte Consulting.
Course Objectives
1. Expose students to the classical literature of the profession.
2. Prepare solutions to case studies utilizing acquired technical expertise and
experience.
3. Apply course theories and principles to provide consulting services to actual
clients.
4. Develop an understanding of the nature and rigor of organization consulting
and to develop skills in organization consulting fundamentals.
5. Learn how to identify, analyze, and negotiate consulting opportunities –
important in building a practice or progressing upward within an existing one.
6. Demonstrate problem solving, design, and other analytical skills and learn
overall consulting process skills.
8. Practice and sharpen executive writing and presentation skills.
Learning Outcomes of the Course:
After completing this course, students should be able to:
1. Define management consulting and understand why and how consultants are
utilized;
2. Apply a consulting process framework to an actual client engagement;
3. Understand the value of stakeholder engagement and how to apply it
4. Develop a proposal and work plan for a consulting project
5. Learn, practice, and refine skills for client engagement and project
management
6. Learn and apply discovery techniques and qualitative/quantitative research
skills
7. Make effective presentations to client organizations
A student who has successfully completed the coursework should be able to
clearly articulate how consultants add value; how consulting practices are built
and sustained; approaches to identifying and securing consulting opportunities;
how client relationships can be managed and what to do in problem situations;
and have demonstrated skills and the effective use of typical analytical
frameworks used by consulting organizations today.
Mode of delivery Face-to-face
Prerequisites and co-
requisites
NONE
Recommended optional
programme components
Recommended or required
reading
Required books
1. M.Kubr. Management consulting: a guide to the profession (fourth
edition), Geneva, 2002
2. Nick Butler, Doctoral thesis on “What is Management Consultancy?”, 2008
3. Simon Bowen, Alan Leaman, The official graduate career guide to
Management Consultancy, 29th Edition, 2016/2017
4. Simon Bowen, Alan Leaman, The official graduate career guide to
Management Consultancy, 30th Edition, 2018
5. Jaakko Toivola, Management Consulting, Helsinki Metropolia University of
Applied Sciences, 2012
Optional books
1. Block, Peter. Flawless Consulting: A Guide to Getting Your Expertise Used.
San Francisco: Jossey-Bass/Pfeiffer, 2011.
2. Block, Peter. Flawless Consulting, www.flawlessconsulting.com, 2011.
3. Brussalis, Chris W. (Ed.). Management Consulting Class Reading Material.
Pittsburgh: Carnegie Mellon University, 2018.
4. Greiner, Larry E. and Poulfelt, Flemming. Management Consulting Today
and Tomorrow- Perspectives and Advice from 27 Leading World Experts.
Routledge Publishing. 2009
Additional information will be distributed either electronically or delivered in
printed forms.
Planned learning activities Classroom lecturing, case study discussions and brainstorming, feedback and
and teaching methods presentation sessions, discussion sessions, web-seminars, gamification on
survey, assignment
Language of instruction English
Work placement(s) NA
Course contents:
1. Introduction to the course
– public sector, private sector, and internal consulting
Development of the Profession
Bonner case
Introduction of schoology innovative platform
Chapter 1
pp.26-53 [1]
pp.68-107[2]
2. Consulting Process – Entry and Contracting
Bonner case
Research Review
Client Proposal
Work on Basecamp platform
Chapter 3
pp.61-83[1]
3. Consulting Process – Discovery and Dialogue
-site interaction
Research Review
In this chapter, several companies will be best examples from my previous practical
experiences.
Practical issues on SPSS and E-view
Chapter 7,
pp.153-170[1]
Chapter 8,
pp.179-208[1]
4. Consulting Process – Analysis and Decision to Act
Client Proposal (in practical example bases)
Practical issues on SPSS and E-view
Chapter 7
pp.171-178[1]
5. Industry
Chapter 2
pp.31-56 [1]
Working on “Explain everything” platform
6. Consulting Process – Engagement and Implementation
Working on teamwork innovative platform
Chapter 10
pp.229-244 [1]
7. Consulting Process – Extension, Recycle, or Termination
Work on SPSS and Power BI data bases programs
Chapter 11
pp.245-260 [1]
8. Midterm Exam
9. Project Status
Working on Basecamp platform
Chapter 5
pp.173-198 [2]
10. Change Management and Resistance
Working on teamwork platform
Required
books:
Chapter 4
pp.85-112 [1]
11. Creating Value for Yourself and the Firm
Case Study 2
Case study on padlet innovative platform
Required
books:
Chapter 28
pp.623-645 [1]
12. Legal and Ethical Issues
Case Discussion: When Clients and Consultants Clash
Practical issue: Working on Edmoto platform
Required
books:
Chapter 55
pp.763-780 [1]
13. Client’s Perspective
Working on SPSS database program
Required
books:
Chapter 36
pp.781-798[1]
14. Class Wrap Up
Working on Socrative platform
Required
books:
Chapter 38
pp.823-833 [1]
15. Final Consulting Project Presentations – Last Day of Class
Independent
work
FINAL EXAM
Course workload
Activities Number Duration
(hour)
Total Workload
(hour)
Course duration in class 14 3 42
Preparation for Midterm Exam 1 15 15
Individual or Group Work 12 6 72
Midterm Exam 1 3 3
Paper/Project (including preparation and
presentation) 2 15 30
Homework 3 10 30
Preparation for the Final Exam 1 20 20
Final Exam 1 3 3
Total Workload 212
Total Workload/30(h) 7
ECTS Credit of the Course 7
AZERBAIJAN STATE OIL AND INDUSTRY UNIVERSITY
BA PROGRAMS
SYLLABUS
Course unit title Psychology in organizations
Course unit code MGT 3102
Type of course unit Elective
Level of course unit Second cycle Master
Year of study 1st-2nd year
Semester when the course
unit is delivered
2nd-3rd semester
Number of ECTS credits
allocated
7
Name of lecturers Farida Huseynova
Class information
Location: Room 3
Time: Thursday 18.30- 21.00
Office hours: at any time according to student’s appointment
Contact: [email protected]
Learning outcomes of the
course unit
Course Description
This course applies behavioral science knowledge to professional
organizations. The goal of this course is to understand how businesses can be
designed so that both efficiency and the quality of employee life are improved.
Topics will include the history of industrial/ Organizational psychology, job
analysis, psychological assessments, personnel decisions, training and
development, organizational change, teamwork, motivation, leadership, and
work stress and health. This class will be a web- enhanced course- The
assignments, exams, and some of the lectures for the course will be managed
through the Texas A&M University- Commerce Learning Management
System (LMS) eCollege.
Learning outcomes of the course:
The learner will understand and demonstrate the differences between rigorous,
systematic thinking and uncritical thinking about social phenomena by
examining issues and providing support for her/his position. There will be a
total of 4 closed book exams which will cover the required textbook readings
and the content of the lectures.
The student should on completion of the course:
Knowledge and understanding
have basic knowledge of different orientations and approaches in
research and practice within the field of work- and organizational
psychology
be able to account for current research regarding the impact of different
work related factors on individuals' health and well-being
be able to account for different stress models that are used within the
field of work- and organizational psychology
be able to account for organizational theories
be able to account for how the contents, design and organisation of
work influence individuals, groups and organisations
have knowledge of methods and instruments used for investigating
various types of issues in working life
Mode of delivery (face-to-
face, distance learning)
Face-to-face
Prerequisites and co-
requisites
PHIL 1201
Recommended optional
programme components
NA
Recommended or required
reading
Required Text:
1. Ronald E. Riggio. Industrial and Organizational Psychology (6th
Edition). Upper Saddle River, NJ: Pearson Education, 2010
Additional materials for class discussions and lectures related to the theme will
be distributed in class
Planned learning activities
and teaching methods
The main objective of this course is to introduce the basic concepts, theoretical
perspectives, and practices by interactive lecturing, case study discussions,
presentation sessions, which are useful for understanding and improving
performance
Language of instruction English
Work placement(s) NA
Course contents:
1 Introduction to organizational psychology
(Case analyses, team work)
ch1 [1]
ch 2[1]
2
Trait Approach
Skills Approach
(Case analyses, team work)
ch 5[1]
ch 3[1]
3 Behavioral Approach
(Case analyses, team work)
4 Situational Approach
(Case analyses, team work)
ch 4[1]
5 Path-Goal Theory
(Case analyses, team work)
6
Leader-Member Exchange Theory
(Case analyses, team work)
ch 7[1]
7 Transformational Leadership
(Case analyses, an individual and team work)
Quiz
ch6[1]
8 MIDTERM EXAM Ch.1-7
9 Transformational Leadership (Cont’d)
(Case analyses, an individual and team work)
ch 6[1]
10
Authentic Leadership
(Case analyses, group work)
ch 9[1]
11 Servant Leadership
(Case analyses, group work)
ch 10[1]
12 Leadership Ethics
(Case analyses, group work)
ch 11[1]
13
Team Leadership
(Case analyses, group work)
Quiz
ch 12[1]
14 Gender and Leadership
(Case analyses, team work)
Chapter 13 [1]
15 Culture and Leadership Chapter 14[1]
FINAL EXAM
ch 9-14
Course workload
Activities Number Duration
(hour)
Total Workload
(hour)
Course duration in class 14 3 42
Preparation for Midterm Exam 1 16 16
Individual or Group Work 14 6 84
Midterm Exam 1 3 3
Paper/Project (including preparation and
presentation) 2 15
30
Homework 3 5 15
Preparation for the Final Exam 1 20 20
Final Exam 1 3 3
Total Workload 213
Total Workload/30(h) 7.1
ECTS Credit of the Course 7
AZERBAIJAN STATE OIL AND INDUSTRY UNIVERSITY
BA PROGRAMS
SYLLABUS
Course unit title PROBLEM SOLVING
Course unit code MGT 3103
Type of course unit Elective
Level of course unit Second cycle Master
Year of study 2nd year
Semester when the course
unit is delivered
3rd-4th semester
Number of ECTS credits
allocated
7
Name of lecturer Nazim Huseynov
Class information
Location: Room:
Time: Thursday
Office hours: Upon appointment
Contact: [email protected]
Learning outcomes of the
course unit
Course description:
This course focuses on how managers, individually and in groups, make decisions.
It covers the major descriptive and normative models of managerial problem
diagnosis and alternative generation. By comprehending how managers solve
problems, students are prepared to build computer-based support tools. Cases and
mini-examples are used to apply the concepts and methods to real-world problems.
Students completing the course will:
G1 Understand business problems in general and associated analytical problems in
particular.
G2 Proficient in the management of data needed for decision-making and
experienced in simulating programs for Decision Analysis and Decision-Making
using Microsoft Excel.
G3 Proficient with the problem solving methodological skills needed for data-driven
decision-making using simulating programs with Microsoft Excel.
G4 Understand the implementation analytical problems that accompany business
problem solving using simulating programs with Microsoft Excel.
G5 Be able to demonstrate the positive impact on business problems on
organizations.
Learning Outcomes (LO) of the Course:
After finishing the program students are expected to have mastered the knowledge
and skills to carry out the following business tasks:
LO1 Frame Business Problems (G1), students will properly frame a business and
analytical problems.
LO2 Solve Business Problems (G1), students will demonstrate the ability to properly
solve business and analytical problems using simulating programs with Microsoft
Excel.
LO3 Data Management (G2,) students will effectively acquire, clean, and manage
data using Problem Solving methodologies and simulating programs with Microsoft
Excel.
LO4 Methodology (G3), students will identify and apply the appropriate
methodology for the business and analytical problem(s) identified using simulating
programs with Microsoft Excel.
LO5 Management. (G3, G4), student(s) will develop adaptable models that allow for
continued organizational improvement using Problem Solving methodologies and
simulating programs with Microsoft Excel.
LO6 Organizational Impact (G5), student(s) will effectively implement solution.
Mode of delivery Face-to-face
Prerequisites and co-
requisites
STAT 1101
Recommended optional
programme components
Simulating programs in Microsoft Excel, Software commands for Excel and relevant
methodologies of the Problem Solving subject.
Recommended or required
reading
The Textbooks:
1. Michael Kallet. Wiley. Think Smarter: Critical Thinking to Improve
Problem-Solving and Decision-Making Skills., April 7, 2014
Relevant Internet materials of the subject Problem Solving
Additional information will be distributed either electronically or delivered in
printed forms.
Planned learning activities
and teaching methods
Classroom lecturing, case study discussions and brainstorming, feedback and
presentation sessions, discussion sessions, simulating programs in Microsoft Excel,
Software commands for Excel, quiz, midterm and final exams.
Language of instruction English
Work placement(s) N/A
Course contents:
1 Introduction and the Framework for Critical Thinking
Students group work – Lab. Case study, reporting
Analysis of global firms advantages and disadvantages. Decision making
via PEST and SWOT analysis tools.
Chapter 1
p.1-3 [1]
2
Critical Thinking. Major descriptive and normative models of managerial problem
diagnosis and alternative generation
Students individual work – Lab. Case study, reporting
Comparison of business problems using decision making tools and
simulating program in Microsoft Excel.
Chapter 2,3 ,p.10-16
[1]
3 Clarity. Inspection. Methodologies. How managers solve problems
Students group work – Lab. Case study, reporting
Analysis of management problems using simulating program in Microsoft
Excel.
Chapter 4-5
p.21-32, [1]
4
Methodologies and questions. Process and information technology
Quiz-1
Chapter 6, 14, p.33-
79, [1]
5
Conclusions. Developing and implementing successful strategy
Students group work – Lab. Case study, reporting
Implementation of business analytical decisions using simulating program
in Microsoft Excel.
Chapter 15, p.83, [1]
6 Facts, examples are used to apply the concepts and methods to real problems.
Students individual work – Lab. Case study, reporting
Solution of business problems using simulating program in Microsoft
Excel.
Chapter 16,p.90 [1]
7 Observations. Understanding of business problems in general and associated
analytical problems in particular.
Students individual work – Lab. Case study, reporting , reporting “Solve”
Analysis of business problems using decision making tools like RCFA
analysis, simulating program in Microsoft Excel.
Chapter 17,p. 94,
[1]
8 MIDTERM EXAM
9 Experiences. Proficiency in the management of data needed for decision-making
Students individual work – Lab. Case study, reporting , reporting “Solve”
Comparison of advantages and disadvantages of Multinational Companies
using decision making tools and simulating program in Microsoft Excel.
Chapter 18,p.99[1]
10 Assumptions, Ability to demonstrate the positive impact on business decisions on
organizations
Students group work – MS Power Point Presentation
Analysis of business problems using decision making tools like PEST
analysis and simulating program in Microsoft Excel.
Chapter 20, p.110
[1]
11
Credibility. Properly frame a business problem
Students group work – Lab. Case study, reporting
Chapter 22, p.128
[1]
Solution of business problems using simulating program in Microsoft
Excel.
12 Consistency. Change. The ability to properly solve business problems.
Quiz-2
Chapter 23,25
p.132-141, [1]
13 Conclusion and Innovation. Effectively acquire, clean, and manage data
Students group work – Lab. Case study, reporting
Solution of business problems using simulating program in Microsoft
Excel.
Chapter 27, p.155
[1]
14 Decisions. Identification and application of the appropriate methodology for the
business problem(s) identified
Students group work – Lab. Case study, reporting
Analysis of business problems using decision making tools like RCFA,
FMEA analysis, simulating program in Microsoft Excel.
Chapter 31,
p.179, [1]
15 Criteria. Risks. Development of adaptable models that allow for continued
organizational improvement
Final Exam
Chapter 32,33
p.186-189, [1]
FINAL EXAM
Course Workload
Activities Number Duration
(hour)
Total Workload
(hour)
Course duration in class 14 3 42
Preparation for Midterm Exam 1 15 15
Individual or Group Work 15 5 75
Midterm Exam 1 3 3
Paper/Project (including preparation and
presentation) 2 15
30
Homework 3 5 15
Preparation for the Final Exam 1 20 20
Final Exam 1 3 3
Total Workload 203
Total Workload/30(h) 6.7
ECTS Credit of the Course 7
AZERBAIJAN STATE OIL AND INDUSTRY UNIVERSITY
BA PROGRAMS
SYLLABUS
Course unit title BUSINESS PLAN DEVELOPMENT
Course unit code BUS 3101
Type of course unit Elective
Level of course unit Second cycle Master
Year of study 1st -2nd year
Semester when the course
unit is delivered
2nd -3rd Semester
Number of ECTS credits
allocated
7
Name of lecturer Nazim Huseynov
Class information
Location: Room:
Time:
Contact: [email protected]
Office hours: upon appointment
Learning outcomes of the
course unit
Course description:
This course focuses on business plans as a necessary element of starting a business
and also prepares the students to participate in business planning in large
institutions. The course will go through the process of preparing successful business
plans including determining the contents of a plan and reviewing an actual plan.
The course will be designed to help the students to incorporate the contents of the
core management courses. Upon the completion of the course the students are
expected to analyze and prepare the components of a business plan.
Mode of delivery Face-to-face
Prerequisites and co-
requisites
none
Recommended optional
programme components
Simulating programs in Microsoft Excel, Software commands for Excel and
relevant methodologies of the Problem Solving subject.
Recommended or required
reading
The Textbooks:
1. Linda Pinson & Jerry Jinnett. Business Plan for Small Companies.
Redwood Books Trowbridge, Wiltshire
2. Noah P Barsky & Anthony H Catanach, Management Accounting: A
Business Planning Approach, 2nd ed. Edition Houghton Mifflin
Company
3. Joanne Eglash, How to Write a com Business Plan, McGraw Hill
Planned learning activities
and teaching methods
Classroom lecturing, case study discussions and brainstorming, feedback and
presentation sessions, discussion sessions, simulating programs in Microsoft Excel,
Software commands for Excel, quiz, midterm and final exams.
Language of instruction English
Work placement(s) N/A
Course contents:
1 Introduction and the Framework for the Business Plan Development
Students group work – Case study, reporting
Plans and scheduling by project management tools using simulating
program in Microsoft Excel.
Chapter 1,
p.1-9 [1]
2
Business Plan Considerations, The Cover Sheet, Statement of Purpose
Students individual work – Case study, reporting
Application of flow charts on various cases using simulating program in
Microsoft Excel..
Chapter 2,3
p.10-20[1]
3 Organizational Plans Chapter 4-5
p.21-30 [1]
Analysis of management problems using simulating program in Microsoft
Excel.
Students group work – Case study, reporting
4
Marketing Plans
Quiz-1
Chapter 6, 14 p.31-
59 [1]
5
Application of Marketing Plans
Students group work – Case study, reporting
Implementation of business analytical decisions using simulating program
in Microsoft Excel.
Chapter 15,
p.73[1]
6 Financial Plans
Students individual work – Case study, reporting
Students will be able to use built-in excel tools
Chapter 16 ,
p.90 [1]
7 Application of Financial Plans
Students individual work – Lab. Case study, reporting , reporting “Solve”
Financial predictions and estimations about future by analyzing real life
data.
Chapter 17,
p. 102 [1]
8 MIDTERM EXAM
9 The Business Plan Update
Students individual work – Case study, reporting
Chapter 18 ,
p.115, [1]
10 Completing the Business Plan
Students group work – MS Power Point Presentation
Chapter 20,
p.130 [1]
11
Implementation of the Business Plan
Students group work – Case study, reporting
Develop an e-business plan.
Chapter 22 ,
p.148 [1]
12 Crisis and the Business Plan
Quiz-2
Chapter 23,25
p.155 [1]
13 Presentation Skills
Students group work – Case study, reporting
Chapter 27,
p.165 [1]
14 Master Business Plan
Students group work – Case study, reporting
Up-to-date e-business plan.
Chapter 31,
p.189 [1]
15 Presentations Chapter 32,33
p.190, [1]
FINAL EXAM
Course Workload
Activities Number Duration
(hour)
Total Workload
(hour)
Course duration in class 14 3 42
Preparation for Midterm Exam 1 15 15
Individual or Group Work 17 4 68
Midterm Exam 1 3 3
Paper/Project (including preparation and
presentation) 2 18
36
Homework 3 10 30
Preparation for the Final Exam 1 20 20
Final Exam 1 3 3
Total Workload 217
Total Workload/30(h) 7.2
ECTS Credit of the Course 7
AZERBAIJAN STATE OIL AND INDUSTRY UNIVERSITY
BA PROGRAMS
SYLLABUS
Course unit title International Business Environment
Course unit code BUS 3102
Type of course unit Elective
Level of course unit Second cycle Master
Year of study 1st -2nd years
Semester when the course
unit is delivered
2nd- 3rd semester
Number of ECTS credits
allocated
7
Name of lecturers Natig Mammadov
Class information
Location: Room: - 238
Time: Day of Week
Office hours: Upon appointment
Contact: [email protected]
Learning outcomes of the
course unit
Course Description
Students will be both introduced to relevant theoretical and conceptual
frameworks and given a firm empirical understanding of the international
business environment. The module will enable students to understand the
challenges of international business and develop their knowledge and skills in
the strategic issues multinational firms face.
The module will also help student s become aware of key political, socio-
economic, and cultural dynamics and trends that characterize the globalized
business environment. Finally, the module will cover the ethical and social
responsibility consideration when doing business in a global scale.
These aims will be achieved via a combination of lectures and seminars.
Course Objectives
An understanding of international business is essential for students in today's
interdependent global world. This course will provide students with the
knowledge, skills, and abilities to understand the global economic, political,
cultural and social environment within which firms operate. It will examine the
strategies and structures of international business and assess the special roles
of an international business's various functions. It will also prepare students to
formulate and execute strategies, plans, and tactics to succeed in international
business ventures.
In-class exercises, mini-projects as well as homework and case studies will
demonstrate real-world applications of international business and management
concepts.
Course Learning Outcomes
On successful completion of this module:
Students will be able to develop an understanding of the principles
underlying the internationalization of businesses
Students will be able to develop an awareness of the current trends in
international business environment
Students will be able to developn understanding of the social,
economic, political and cultural factors that influence international
business.
Students will be able to develop the ability to critically evaluate the
internationalization strategies of firms and apply them in a practical
context.
Students will be able to develop an understanding of how diversity of
moral and ethical norms in foreign locations affects key issues in
corporate governance and corporate social responsibility.
Mode of delivery (face-to-
face, distance learning)
Face-to-face
Prerequisites and co-
requisites
Recommended optional
programme components
Microsoft Office
Recommended or required
reading
The Textbook :
1.Daniels, JD, Radebaugh, LH and Sullivan, DP. International business:
environments and operations. (15th edition), Pearson (Global Edition), 2015.
2. S Tamer Cavusgil,Gary Knight, John Riesenberger. International Business:
The New Realities, 4th Edition, 2017
3. Charles W. L. Hill. International business: competing in the global
marketplace (10th ed.), McGraw-Hill , 2015.
Course reading is composed of articles, laws as well as book chapters.
Additional information will be distributed either electronically or delivered in
printed forms.
Planned learning activities
and teaching methods
Classroom lecturing, case study discussions and brainstorming, feedback and
presentation sessions, discussion sessions
Language of instruction English
Course contents:
1 Introduction to International Business Environment
Types of International Business Environment
Political Environment
Economic Environment
Technological Environment
Cultural Environment
Competitive Environment
Case analyses, Team work
Chapter 1 [3]
(p 27-41)
2
Overview of International Business and Globalization
The Forces Driving the Globalization
Factors in Increased Globalization
The Costs of Globalization
Business Case Study: Globalization of Coca-Cola
Chapter 1 [1]
(p 44-57)
3 Definitions of the international firm
International, Regional, Multinational, Transnational, Global, Born
Chapter 1[1]
(p 58-71)
Global, and the Global Factory Concept
Case analysis, Team work
4 The idea of a ‘Nation’; dealing with cultural differences
Communication Barriers
Workplace Etiquette
Organizational Hierarchy
Group discussions, “Your Time Is Up!” A Case of Cultural Differences in
Communication Cues and Perception of Time
Chapter 2 [1]
(p 87-120)
5 The Legal Environment
Employment legislation
Environmental legislation
Consumer law
Competition law
Information /reporting law
Social legislation
Case analysis, Team work
Chapter 3 [1]
(p 153-167)
Chapter 6 [2]
(p 180-189)
6 The Political Environment
Political Factors Affecting Business
Impact on economy
Changes in regulation
Political stability
Mitigation of risk
What Role Does Political Environment Play? —— A Case Study of China
Chapter 3 [1]
(p 134-151)
Chapter 6 [2]
(p 172-179)
7 Theories of the MNE
The Uppsala model, transactions costs, network theory, internalization theory,
the Eclectic theory, the theory of the ''global factory'', the resource-based view
of the firm
Case analysis, Team work
Chapter 5 [1]
(p 229-260)
Chapter 5 [2]
(p 152-189)
8 MIDTERM EXAM
9 Strategies and modes
Eexporting, licensing agreements, foreign direct investment, joint ventures and
wholly-owned subsidiaries, mergers and acquisitions, strategic alliances for
international business
A Case Study of Foreign Direct Investment in Central America
Chapter 12 [1]
(p 481-490)
Chapter 14 [1]
(p 561-579)
10 Organizing and governing international business
Segmentation, Targeting, and Positioning
Global Marketing Entry Strategies
Product and Brand Decisions
Pricing Decisions
Distribution Channels in International context
The global marketing strategy for high-tech companies which founded in the
developing countries for entering the global market: Case study of Huawei
Technologies
Chapter 11 [2]
(p 316-339)
Chapter 16 [1]
(p 657-673)
11 Innovation, global R&D and the MNE
R&D networks and innovation: decentralised product development in
multinational enterprises
Multinational enterprises and innovation: Firm level evidence on spillover via
R&D collaboration
Case analysis, Team work
Chapter 10 [1]
(p 411-430)
Chapter 15 [2]
(p 438-454)
12 Ethics in International Business
Varieties of business ethics
Teaching ethics
Conflict of Profit and Ethics
Ethics and Corporate Culture
Case study: Work and family
Chapter 11 [1]
(p 441-452)
Chapter 4 [2]
(p 114-131)
13 Social Responsibility
Debates and Controversies in International Business
Corporate Social Responsibility and International Business
CSR Models
A case study on Corporate Social Responsibility in NESTLE
Chapter 11 [1]
(p 452-457)
Chapter 4 [2]
(p 114-130)
14 Connecting countries through trade and factor movements
Globalization and International Trade
International Trade and Factor Mobility Theory
International Factor Movements
Case analysis, Team work
Chapter 7 [1]
(p 301-328)
Chapter 16 [2]
(p 464-480)
15 The international monetary and financial system
Markets for Foreign Exchange, Global Debt and Equity Markets
Case analysis, Team work
Chapter 19 [1]
(p 771-785)
Chapter 10 [2]
(p 286-302)
FINAL EXAM
Course Workload
Activities Number Duration
(hour)
Total Workload
(hour)
Course duration in class 14 3 42
Preparation for Midterm Exam 1 20 20
Individual or Group Work 14 3 42
Midterm Exam 1 3 3
Paper/Project (including preparation and
presentation) 2 15 30
Homework 3 10 30
Preparation for the Final Exam 1 30 30
Final Exam 1 3 3
Total Workload 200
Total Workload/30(h) 6.6
ECTS Credit of the Course 7
AZERBAIJAN STATE OIL AND INDUSTRY UNIVERSITY
BA PROGRAMS
SYLLABUS
Course unit title INTRODUCTION TO NATURAL LANGUAGE PROCESSING
Course unit code NLP 3101
Type of course unit Elective
Level of course unit Second cycle Master
Year of study 1st -2nd years
Semester when the course unit is
delivered
3rd – 4th semester
Number of ECTS credits allocated 7
Name of lecturer Rafig Aliyev
Class information
Location:
Time:
Contact: [email protected]
Office hours: upon appointment
Learning outcomes of the course unit
Natural Language Processing (NLP) is the engineering art and science
of how to teach computers to understand human language. NLP is a type
of artificial intelligence technology, and it's now ubiquitous -- NLP lets
us talk to our phones, use the web to answer questions, map out
discussions in books and social media, and even translate between human
languages. Since language is rich, ambiguous, and very difficult for
computers to understand, these systems can sometimes seem like magic -
but these are engineering problems we can tackle with data, math, and
insights from linguistics.
This course will introduce NLP methods and applications including
probabilistic language models, machine translation, and parsing
algorithms for syntax and the deeper meaning of text. During the course,
students will:
(1) learn and derive mathematical models and algorithms for NLP;
(2) become familiar with key facts about human language that motivate
them, and help practitioners know what problems are possible to solve;
and
(3) complete a series of hands-on projects to implement, experiment with,
and improve NLP models, gaining practical skills for natural language
systems engineering.
Mode of delivery Face-to-face
Prerequisites and co-requisites None
Recommended optional programme
components
Recommended or required reading
Textbooks:
1. Jurafsky and Martin (JM), Speech and Language Processing, 2nd
edition, Kindle Edition, 2014
2. Manning and Schütze (MS), Foundations of Stat NLP. The MIT
Press, England, 2001
Recommended additional reading:
1. Jacob Eisenstein. Introduction to Natural Language Processing
(Adaptive Computation and Machine Learning series) The MIT Press
(2019)
2. Noah A. Smith. Linguistic Structure Prediction (Synthesis Lectures
on Human Language Technologies), Morgan & Claypool Publishers;
1st edition (2011)
3. Kevin P. Murphy. Machine Learning: A Probabilistic Perspective
(Adaptive Computation and Machine Learning series). The MIT Press
1st Edition; (2012)
4. Emily M. Bender Linguistic Fundamentals for Natural Language
Processing: 100 Essentials from Semantics and Pragmatics (Synthesis
Lectures on Human Language Technologies) ; Morgan & Claypool
(2019)
Planned learning activities and
teaching methods
Classroom lecturing, case study discussions and brainstorming, feedback
and presentation sessions, discussion sessions, Software commands for
Excel
Language of instruction English
Course contents:
1. Introduction and Overview
Welcome, motivations, what is Natural Language Processing, hands-on
demonstrations. Ambiguity and uncertainty in language. The Turing test.
Course outline and logistics. Questionnaire.
[1,2] Ch 1
2. Regular Expressions
Chomsky hierarchy, regular languages, and their limitations. Finite-state
automata. Practical regular expressions for finding and counting language
phenomena. A little morphology. In class demonstrations of exploring a
large corpus with regex tools.
Assignment: Install Python. HW#1
[1] Ch 2
3. Programming in Python
An introduction to programming in Python. Why Python? Variables,
numbers, strings, arrays, dictionaries, conditionals, iteration. The NLTK
(Natural Language Toolkit), with demonstrations.
Refer to online
programming
resources, and
Learning
Python
4. String Edit Distance and Alignment
Key algorithmic tool: dynamic programming, first a simple example, then its
use in optimal alignment of sequences. String edit operations, edit distance,
and examples of use in spelling correction, and machine translation.
Assignment: HW#1; HW#2
[1] Ch 3.11
5. Information Theory
What is information? Measuring it in bits. The "noisy channel model." The
"Shannon game"--motivated by language! Entropy, cross-entropy,
information gain. Its application to some language phenomena.
Assignment: HW#3
[1] Ch 4.10-
4.11
.
6. Language modeling and Naive Bayes
Probabilistic language modeling and its applications. Markov models. N-
grams. Estimating the probability of a word, and smoothing. Generative
models of language. Their application to building an automatically-trained
email spam filter, and automatically determining the language (English,
French, German, Dutch, Finnish, Klingon?).
Assignment: HW#4 Choice: Building a spam filter, or language id
[1] Ch 4.1-4.9
7. Probabilistic Context Free Grammars
Weighted context free grammars. Weighted CYK. Pruning and beam search.
[1] Ch 12
8. MIDTERM EXAM
9. Maximum Entropy Classifiers
The maximum entropy principle, and its relation to maximum likelihood.
The need in NLP to integrate many pieces of weak evidence. Maximum
entropy classifiers and their application to document classification, sentence
segmentation, and other language tasks.
[1] Ch 6.6-6.7
10. Machine Translation
Probabilistic models for translating French into English. Alignment,
translation, language generation. IBM Model #1.
IBM Model #2, and Expectation Maximization. MT evaluation.
[1] Ch 24
11. Lexical Semantics [1] Ch 24,
Section 1
12. Unsupervised Language Discovery
Automatically discovering verb sub-categorization.
13. Topic Models and Language in Social Networks
Topic models. Language modeling integrated into social network analysis.
14. Pragmatics [1] Ch 21.3
.
15. Information Extraction & Reference Resolution
Building a database of person & company relations from 10 years of New
York Times. Building a database of job openings from 70k company Web
pages. Various methods, including HMMs. Models of anaphora resolution.
Machine learning methods for co-reference.
[1] Ch 22
FINAL EXAM
Activities Number Duration
(hour)
Total Workload
(hour)
Course duration in class 14 3 42
Preparation for Midterm Exam 1 20 20
Individual or Group Work 14 6 84
Midterm Exam 1 3 3
Paper/Project (including preparation and
presentation) 1 15
15
Homework 3 5 15
Preparation for the Final Exam 1 25 25
Final Exam 1 3 3
Total Workload 207
Total Workload/30(h) 6.9
ECTS Credit of the Course 7
AZERBAIJAN STATE OIL AND INDUSTRY UNIVERSITY
BA PROGRAMS
SYLLABUS
Course unit title FUZZY LOGIC AND CONTROL SYSTEMS
Course unit code FLS 3101
Type of course unit Elective
Level of course unit Second cycle Master
Year of study 1st -2nd years
Semester when the course
unit is delivered
3rd – 4th semester
Number of ECTS credits
allocated
7
Name of lecturer Rafig Aliyev
Class information
Location:
Time:
Contact: [email protected]
Office hours: upon appointment
Learning outcomes of the
course unit
Course Description
This course presents some fundamental knowledge of fuzzy sets, fuzzy logic, fuzzy
decision making and fuzzy control systems. The aim is to equip graduate students
with some state-of-the-art fuzzy-logic technology and fuzzy system design
methodologies, thereby better preparing them for the rapidly evolving high-tech
information-based financial market and modern industry.
Learning Outcomes
On successful completion of this course, students will be able to :
understand basic knowledge of fuzzy sets and fuzzy logic;
apply basic knowledge of fuzzy information representation and processing;
apply basic fuzzy inference and approximate reasoning;
understand the basic notion of fuzzy rule base;
apply basic fuzzy system modeling methods;
apply basic fuzzy PID control systems;
understand the basic notion of computational verb controllers.
Mode of delivery Face-to-face
Prerequisites and co-
requisites
None
Recommended optional
programme components
Recommended or required
reading
Textbooks:
1.Lotfi Zadeh and Rafik A.Aliev. Fuzzy Logic Theory and Applications, World
Scientific Press (2019).
2.Negnevitsky, Michael Artificial Intelligence: A Guide to Intelligent Systems (1st
Edition). Harlow: Pearson Education Ltd. (2002).
3.Kruse, Rudolf., Gebhardt, J., and Klawonn, F. Foundations of Fuzzy Systems.
New York: John Wiley and Sons. (1994).
Planned learning activities
and teaching methods
Classroom lecturing, case study discussions and brainstorming, feedback and
presentation sessions, discussion sessions, Software commands for Excel
Language of instruction English
Course contents:
1 Introduction to fuzzy sets
The uncertain and inexact nature of the real world: ideas and examples;
fuzzy membership functions; fuzzy numbers and fuzzy arithmetic
Operations on Fuzzy sets and fuzzy numbers
[1] Ch 1
[3] Ch 2
2 Introduction to fuzzy logic
Basic concept and properties of fuzzy logic versus classical two-valued logic
Logic operations
[1] Ch 2
3 Fuzzy inference
Fuzzy inference principles; fuzzy decision making; approximate reasoning
Fuzzy TOPSIS +AHP
[1] Ch 2
4 Fuzzy rule base
If-Then rules; general format of fuzzy rule base; establishment of fuzzy rule base
Mamdani inference
[2] Ch 4
5 Fuzzy decision-making Multi-objective optimization, performance evaluation, decision-making
Fuzzy Investment problem
[1] Ch 13
6 Fuzzy modeling Static fuzzy modeling; dynamic fuzzy modeling
Zadeh’s “fast way” problem
7 Extensions of Fuzzy sets
Geometrical reasoning
[1] Ch 1
8 MIDTERM EXAM
9 Extensions of Fuzzy sets
Operations on intuitionistic fuzzy numbers
[1] Ch 1
10 Fuzzy Expert Systems
ESPLAN
[1] Ch 17
[2] Ch 4
11 Fuzzy Clustering
FCM
12 Control Systems
Temperature control system
[3] Ch 4
13 Basic Fuzzy Control Principle
Motor central in Matlab
[3] Ch 4
14 Fuzzy PID Controllers Design Methods and Applications
Fuzzy control of pH reactor
[3] Ch 4
15 Computational Verb Controllers
Online turning of a PID controller
[3] Ch 4
FINAL EXAM
Activities Number Duration
(hour)
Total Workload
(hour)
Course duration in class 14 3 42
Preparation for Midterm Exam 1 20 20
Individual or Group Work 14 6 84
Midterm Exam 1 3 3
Paper/Project (including preparation and
presentation) 1 16
16
Homework 3 6 18
Preparation for the Final Exam 1 25 25
Final Exam 1 3 3
Total Workload 211
Total Workload/30(h) 7.03
ECTS Credit of the Course 7
AZERBAIJAN STATE OIL AND INDUSTRY UNIVERSITY
BA PROGRAMS
SYLLABUS
Course unit title MS MASTER THESIS
Course unit code MS 8075
Type of course unit Compulsory
Level of course unit Second cycle Master
Year of study 2nd year
Semester/trimester when
the course unit is delivered
4th semester
Number of ECTS credits
allocated
21
Name of lecturers PhD
Class information Location: Room: Time:
Office hours:
Contact:
Learning outcomes of the
course unit
Course Description:
The objective of the Master’s thesis is to further develop the student’s ability to
carry out and contribute to business research. The student should demonstrate,
through his/her thesis and orally, an ability to plan, conduct, and present a scientific
investigation, to conduct a large-scale academic research project with real-world
application, in particular the ability to apply the knowledge and understanding
gained throughout the master program to a new and broader context and to
formulate reflective judgments on the researched topic.
A further aim is to develop skills for the critical examination of investigations and
research reports and to provide the student with the opportunity for a deeper level
of theoretical study within a chosen area.
The thesis work includes defining a problem, discussing method and theoretical
approach, collecting information and presenting thesis.
Learning outcomes:
Upon completion of the course, students should be able to:
identify and construct a problem/thesis statement
identify and utilize source materials and precedents
carry out research
analyze data
develop defensible conclusions
make a persuasive argument
As a result, students will develop their capacity to understand and discuss different
methodological and scientific starting points, get acquainted with various
approaches to data collection and analysis, get experienced in identifying research
problems and in analysing these problems based on various perspectives as well as
develop their capacity to carry out scientific research.
Mode of delivery Face-to-face
Prerequisites and co-
requisites
All compulsory courses of the programme
Permission from Supervisor and Director of Masters Programs
Grading system: The grading scale comprises Fail, Pass, Pass with Distinction.
To obtain the Pass grade the student must fulfill all the learning outcomes.
To obtain Pass with Distinction the thesis should also be characterized by excellent
theoretical, methodological and analytical qualities.
Assessment: Students’performance in the course will be evaluated mainly on the basis of the
final thesis, but class participation and thesis defence are also taken into account.
In order to pass the Master's Thesis course, students need to complete all
compulsory course elements and to hand in an approved thesis within the
prescribed time limit.
Choosing a Topic Students should begin thinking of possible thesis topics, or at least specific areas of
interest, preferably in the second semester. Ideally, the topic should be related to
the student’s area of specialization (guided electives in addition to the core required
coursework) and should also fit with the student’s intellectual interests and career
aspirations.
Thesis Supervisor and
Committee
Students should consult with appropriate professor or professors whose expertise
relates most closely to the proposed topic concerning the feasibility of the topic and
the willingness of the professor or professors to direct the thesis. The Director of
MBA programs can assist in identifying potential thesis supervisors. The supervisor
should be appointed by the middle of the student’s second or third semester.
Thesis Proposal
Students submit a formal thesis proposal no later than the beginning of their third
semester. The proposal should explain the problem/issue to be addressed in the
thesis, identify preliminary research materials, specify the contribution the thesis is
intended to make, and provide a preliminary plan for research, writing, and other
activities.
The committee members should approve the proposal and make suggestions for
further research and writing as well as plans. A copy of the proposal will be
maintained in the student’s file.
Conducting Research
Students should begin reading about their thesis areas and exploring potential
resources early in the MBA program. Taking courses related to and writing course
papers on the thesis topic will facilitate completion of the project. Thesis research
may involve field-based study, library-based study, or most likely, some
combination. The kind of research most appropriate to the thesis will vary by topic
and discipline. Students should consult closely with their thesis supervisors
throughout the process.
Completion and Defense of
The Thesis
Students should consult with the thesis supervisors about their research and writing
schedule. Normally students will submit drafts of individual chapters to the thesis
supervisor as they are completed.
The thesis supervisor will advise whether and when drafts of the individual
chapters or a draft of the entire thesis should be distributed to the other members of
the committee for comments or suggestions. Students should submit a revised draft
of the entire thesis to the Director of MBA Programs, and with the permission of
the Director of MBA Programs, to the full committee prior to setting a defense
date. Adequate time should be allotted for revisions after the defense.
The oral defense should take place at least two weeks prior to the graduate
university deadline for first submission. Students should follow the format or style
guidelines appropriate to the thesis discipline
Recommended or required
reading
Required reading
1. Turabian K.L, W.C. Booth, G.G. Colomb, and J.M. Williams
2013. A manual for writers of research papers, theses, and
dissertations. 8th ed. Chicago, IL: University of Chicago Press.
2. Bryman, Alan & Bell, Emma (2007). Business Research
Methods, 2nd edition. Oxford:Oxford University Press.
3. MBA Program Thesis guidelines
Academic Integrity
The University takes cheating and plagiarism seriously, and disciplinary action will
be taken against any student suspected of being involved in any sort of cheating
and/or plagiarism. The disciplinary action takes the form of warnings or limited
suspensions.
Plagiarism is taking someone else’s work and passing it off as your own.
Plagiarism includes taking phrases, sentences, or paragraphs from someone else’s
writing and using them in your own writing without providing true attribution of
their source. Avoiding plagiarism, of course, does not mean neglecting to conduct
solid research. It is appropriate to read what scholars and experts have written
about an issue before you form your own conclusions about it. However, you must
ensure that you understand the literature. At a minimum, students should rephrase
the literature’s content, rather than quoting it verbatim. This practice also helps to
ensure student understanding of the issue, as you cannot write intelligently unless
you know your subject.
Another way to avoid plagiarism is to ensure that you utilize a large number of
sources, so that your knowledge goes beyond that of any particular book or article.
The internet now provides students with the opportunity to purchase term papers or
otherwise copy someone else’s work. Turning in any work that is not your own is a
violation of academic integrity.
Plagiarism check Plagiarism is checked out for each thesis through the TURNIITIN program.
Language of instruction English
Defense: Mandatory thesis defense will be open to all faculty from all institutions, some of
whom may participate via teleconferencing or other media. Students will briefly
present their work (15 minutes), followed by a question-and-answer session, during
which anyone in attendance may pose questions to the presenting team. Questions
may relate to the thesis or to general knowledge that should have been obtained in
the MBA program. With the permission of the students, videotapes of the defenses
will be made, so that those unable to participate during the session may see the
results. All students must be present throughout the defense.
Course contents
Week 1 (or earlier) Prepare work schedule.
Meet with supervisor and committee.
Begin technical work
Week 2-6 Complete technical work
Iteratively submit sections to supervisor for review
Week 7-10 Prepare thesis draft
Week 11-12 Revise thesis draft
Week 13 Initial defense
Week 14 Final defense
Week 15 Final revision
Week 16 Present thesis into archive