brand management - fon.bg.ac.rs

Brand Management .......................................................................................................................................5

Training design ..............................................................................................................................................8

Business systems dynamic ......................................................................................................................... 10

Evaluation of business performances and evaluation of enterprises .......................................................... 12

Eco-marketing selected chapters ................................................................................................................ 14

Economics of open economy ..................................................................................................................... 16

Economic and institutional environment .................................................................................................... 18

Electronic learning ..................................................................................................................................... 21

E-manufacturing and e-service management ............................................................................................. 23

Managing Innovation ................................................................................................................................. 25

Institutional investors ................................................................................................................................. 27

Financial risk management instruments ..................................................................................................... 29

Integrated Software Solutions .................................................................................................................... 31

Integrated business communications .......................................................................................................... 33

Integrated Environmental Management ..................................................................................................... 35

Integrated Logistics Systems ...................................................................................................................... 37

Integrated management systems ................................................................................................................. 39

Internet economics ..................................................................................................................................... 41

Information System for SME ..................................................................................................................... 43

Combinatorial Optimization and Metaheuristics ........................................................................................ 45

Corporate finance ....................................................................................................................................... 47

Cost – Benefit Analysis .............................................................................................................................. 49

Crisis Management ..................................................................................................................................... 51

Leadership and Change Management ........................................................................................................ 53

Marketing metrics and sales performance .................................................................................................. 55

Marketing models ....................................................................................................................................... 57

Human resource management .................................................................................................................... 60

Management and Quality ........................................................................................................................... 62

Management engineering ........................................................................................................................... 64

Intellectual Property Management ............................................................................................................. 66

Quality Management in the Public Sector .................................................................................................. 68

Technology management and service development ................................................................................... 70

Management in Banking ............................................................................................................................ 72

Models of Social Responsibility ................................................................................................................. 74

Monetary stability and development .......................................................................................................... 76

Multimedia in marketing ............................................................................................................................ 78

Multi-project Management ......................................................................................................................... 80

Advanced and Intelligent Manufacturing ................................................................................................... 82

Advance Planning and Scheduling ............................................................................................................. 84

Advanced planning in marketing ............................................................................................................... 87

Sustainable development ............................................................................................................................ 89

Organizational Restructuring ..................................................................................................................... 91

Planning operations in the supply chain ..................................................................................................... 93

Quality improvement of management and problem solving ...................................................................... 95

Tax Modalities and Business Strategies ..................................................................................................... 97

Portfolio management ................................................................................................................................ 98

Business Logistics .................................................................................................................................... 100

Business Psychology ................................................................................................................................ 102

Business Models and Software Support to Managerial Economics ......................................................... 104

Business Reporting and Performance Indicators ...................................................................................... 106

Business aspects of Management and Organization ................................................................................ 108

Entrepreneurship and management of SMEs ........................................................................................... 110

Applied Marketing Research .................................................................................................................... 112

Preparation and Evaluation of Capital Projects ........................................................................................ 114

Organizational design and ICT ................................................................................................................. 116

Designing a quality management system ................................................................................................. 118

Labour law ................................................................................................................................................ 121

Computer Integrated Manufacturing Systems .......................................................................................... 123

Contemporary Approaches to Managerial Economics ............................................................................. 125

Contemporary Project Management ......................................................................................................... 127

Safety and security management systems ................................................................................................ 129

Energy management systems ................................................................................................................... 131

Environmental management system ......................................................................................................... 133

Business inteligence ................................................................................................................................. 135

Social management................................................................................................................................... 137

Standardization 2 ...................................................................................................................................... 139

Statistics in management – selected chapters ........................................................................................... 141

Statistical Analysis ................................................................................................................................... 143

Foreign direct investments and economic development .......................................................................... 145

Pricing Strategies ...................................................................................................................................... 147

Strategic technology cooperation ............................................................................................................. 149

Strategic performance management ......................................................................................................... 151

Technology entrepreneurship ................................................................................................................... 153

Teamwork ................................................................................................................................................. 155

Managing Environmental Suitability of Products .................................................................................... 157

Innovation Project Management .............................................................................................................. 159

Key Account Management ....................................................................................................................... 161

Supply Chain Management 2 ................................................................................................................... 163

Performance and Compensation management ......................................................................................... 165

Process Management ................................................................................................................................ 167

Reputation management and social responsibility ................................................................................... 169

Project risk management .......................................................................................................................... 171

Control systems and models ..................................................................................................................... 173

Financial Institutions ................................................................................................................................ 175

Lean manufacturing .................................................................................................................................. 177

Practice Specification ............................................................................................................................... 179

Research proposal .................................................................................................................................... 180

Graduate paper specification .................................................................................................................... 182

Study program / study programs:Management and Organization

Degree level: Master academic studies

Course:

Brand Management

Teacher:Filipović S. Vinka,Kostić-Stanković M. Milica,Štavljanin B. Velimir,Damnjanović Ţ. Vesna,Cicvarić

Kostić M. Slavica,Milićević K. Vesna

Course status: elective

ECTS points: 6

Prerequisites: /

Course objective

Introduce students with the basic concepts and principles of branding and train them in the planning, implementation

and control of the brand management activities.

Learning outcomes

Gaining knowledge, abilities and skills required for building and maintaining successful brand strategy.

Course structure and content

Theoretical instruction: Concept of brand. Notion of brand – product, services, organization/institution,

geographical location, person, ideas, trade mark. Brand development, from product to brand. Creating brand. Brand

values. Brand elements: name, logo, design, packaging, personality, message. The foundation, essence of the brand.

Brand positioning. Brand identity. Brand identity planning. Brand image. Brand architecture. Emotional branding.

The process and tools of brand communication. Integrated marketing communications. Corporate Communications.

Internet communications. Innovative brand communication strategies. Brand life cycle. The process of brand

management. The concept of brand equity. Brand equity for an organization. Brand equity for customers. Measuring

brand equity. Brand extension strategies. Brand in international business. Global vs. local brands. Country of origin

effect. Brand strategies in international markets.

Practical instruction:

Getting to know relevant national and international institutions and organizations. Case studies analysis. The

development of brand elements. Developing brand's communication mix. Brand strategy development. Brand

strategy development in the international market. Crafting and presentation of the project.

Literature/Readings

Filipović V., Kostić-Stanković M.,Marketing menadžment, FON, Beograd, 2012.

Cicvarić S. Brend- kreiranje, pozicioniranje i održavanje, Zaduţbina Andrejević, Beograd, 2006.

Keler, K.L., Slučajevi najbolje prakse u brendiranju, Mass Media International, 2008

Kapferer, J.N., The New Strategic Brand Management, Kogan Page, 2008

Additional literature if needed, and in accordance with lecturers recommendation

The number of class hours per week Other classes:

Lectures: 2

Labs: 2 Workshops: Project Research study:

Teaching methods

lectures illustrated with additional audio-visual equipment, interactive discussions, work in small teams, solving and

presenting case study solutions, students' independent research, consultations regarding work on project assignment,

independent work through learning and preparing project assignment

Evaluation/Grading (maximum 100 points)

Pre-exam requirements Points Final exam Points

Participation in class 10 Written exam

Crafting and presenting the project

assignment

30 Oral exam 60



Course:

Training design

Teacher: Gordana Đ. Milosavljević

Course status: Elective

ECTS points: 6

Prerequisites: none

Course objective

Knowledge and skills development necessary for developing and designing training programs an

organisation.

Learning outcomes

The acquisition of basic knowledge and skills in order to qualify students for its practical application.


Theoretical instruction:

Definition and classification of training. Training needs analysis and determining training objectives.

Training design phases. Planning and stages of learning; Designing materials for participants (Handout).

Tactics for working with the participants. Preparatory phase. Starting training. The course of training:

Collect information on previous experience of participants, presenting information to participants,

Evaluation of the overcoming of the presented information; Teaching and learning strategies; Training

Methods: Presentation, discussion, case studies, role playing, simulation. The resources in training: Mixed

media (audio-video, ...); E-training. Characteristics of e-training. The necessary conditions for e-training

implementation. The characteristics of hybrid training. Evaluation.


The exercises follow the units provided in lectures, with special emphasis on the development of managerial

skills necessary to organize training programs in an organization.

Literature/Readings

1. P.Nick Blanchard , James W. Thacker, Effective training: Systems, Strategies, аnd Practices,

Pearson Education, 2010.

2. Stephen P. Robbins, Phillip L. Hunsaker: Training in Interpersonal Skills : TIPS for Managing

People at Work, Pearson/Prentice Hall, 2006.


Lectures:

2

Labs:

2

Workshops:

Research study:

Teaching methods

Lectures, exercises, interactive teaching: workshops, group discussions, case studies, mentoring and

teamwork trough out the essays preparation on the chosen topic, method of presentation.



Participation in class 10 Written exam 40

Participation in labs 50



Course:

Business systems dynamic

Teacher:Marković M. Aleksandar


ECTS points: 6

Prerequisites: none

Course objective

The aim of the course is to review the methodology of modeling the dynamics of the system as a set of

conceptual tools that help to understand the structure and dynamics of complex business systems. To

demonstrate how the system's structure creates behavior. To enable effective decision-making in the analysis

of policies and strategies of complex business systems.

Learning outcomes

To provide theoretical and practical knowledge of modeling and studying the structure and behavior of

business systems that are necessary for any manager. To emphasize the necessity of observing the

organization as a whole in the form of a complex dynamic system with feedback loops. To learn the

techniques of modeling complex business system and deepen the analytical understanding the dynamics of

the system.


Theoretical instruction: Introductory - the principles of the system. System, the structure of the system, the

behavior of the system dynamics. The goals of the system. Feedback. Systems with and without feedback

loops and their characteristics. Feedback loop gain. Delay and increment. Historical overview of the

development of the system dynamics methodology. System dynamics methodology. Mathematical models of

system dynamics. Conceptual models of dynamic systems. Causal-loop diagrams. Stock and flow diagrams.

Systems with positive and negative feedback loopss. First order systems. Generic structure of the first order

systems. The behavior of the first order systems. Graphic integration. Mental simulation of system with a

constant flows. S-shaped growth. The generic structure of the system with S-shaped growth. The structure of

the oscillatory system. Oscillatory behavior. The structure of the oscillatory system. Generic structure of

oscillatory systems. Modeling and analysis of subsystems in business systems.

Practical instruction: The phases of the model development. Modeling exercises. Conceptual models.

Computer models. Examples.

Literature/Readings

Sterman, John, Business Dynamics, McGraw-Hill Companies, Inc., 2000.

Stacey, Ralph, Strategic Management and Organizational Dynamics, Pitman Publishing, 1993.

Senge, Peter, The Fifth Discipline: The art and practice of the learning organization, 1990.

Radenković, B., Stanojević, M., Marković A., Computer simulation, Faculty of organiyational sciences and

Faculty of Transport and Traffic Engineering, Belgrade , 2010.

Marković, Aleksandar, Business system dynamics –literature in e-form, 2010.


Lectures: 2

Labs: 2

Workshops:

Research study:

Teaching methods

Lectures, discussions, presentations, exercises, case studies, term papers.



Mandatory excercises 40

Essay/project 20 Oral exam 40


Degree level: Master Academic Studies

Course:

Evaluation of business performances and evaluation of enterprises

Teacher:Ţarkić-Joksimović A. Nevenka,Benković S. SlaĎana,Barjaktarović-Rakočević M.

SlaĎana,Kneţević P. Sneţana,Bogojević-Arsić T. Vesna,Đuričin Dragan,Poznanić Vladimir

Course status: mandatory

ECTS points: 6

Prerequisites: /

Course objective

Acquiring knowledge in measuring and managing financial performances of enterprises and familiarization

with the issue of evaluation of enterprises in different markets of different development level, ownership

structure, and in different industries.

Learning outcomes

Teaching students to evaluate financial performances and different business segments, and to manage them.



Concept of business and financial performances. Indicators of financial performances. System for evaluating

performances. Performance management. Financial aspects of performance management. Concept of

evaluation, basic techniques for evaluation and their significance. Other aspects of evaluation. Specific cases

of evaluation of enterprises.


Measuring financial performances. Altman Z-Score. Ohlson model. Taffler model. Lau model. Integrated

systems for measuring performances. Measuring performances’ matrix. Performance pyramid. Balanced

Scorecard. Performance prism. Measuring based on business excellence evaluation. Integrated model for

measuring performances of small and medium enterprises. Basic measuring techniques. Measuring and

managing performances. Creating value through mergers, acquisitions and disinvestment. Examples of

evaluation of enterprises which operate in different industries both on foreign and developing markets.

Examples of evaluation of enterprises in cyclical industries. Examples of evaluation of young, developing

and problematic enterprises. Evaluation of private enterprises and financial institutions.

Literature/Readings

1. Zarkic Joksimovic N, Benkovic S, Milosavljevic M: Finansijski menadzment, FON, Beograd, 2013.

2. Paladino B.: Corporate Performance Management Best Practices: A Case Study Approach To

Accelerating CPM Results, John Whiley & Sons, 2013.

3. Bourne M., Bourne P.: Handbook of Corporate Performance Management, John Whiley & Sons,

2013.

4. Damodaran A., Investment Valuation: Tools and Techniques for Determining the Value of Any

Asset, 3th Edition, Wiley, 2012.

5. Koller T., Goedhart M. and Wessels D., Valuation: Measuring and Managing the Value of

Companies, Wiley, 4th Edition, 2005.

6. Kurt Verweire, Lutgart van den Berghe: Integrated Performance Management: A Guide to Strategic

Implementation, Sage Publications, London, 2004.


Lectures:

2

Labs:

2

Workshops:

Research study:

Teaching methods

Lecturing and mentoring. Students are actively involved in the educational process through interactive

discussion, practical work, homework, case studies and workshops.



colloquiums 30 Oral exam 30

seminar works 40


Degree level: Master studies

Course:

Eco-marketing selected chapters

Teacher:Petrović B. Nataša,Filipović S. Vinka


ECTS points: 6

Prerequisites: /

Course objective

Providing knowledge in the field of ecology, environment and marketing strategies with the aim of applying

eco-marketing strategies and tools.

Learning outcomes

Providing scientific and technical knowledge in eco-marketing for strengthening proactive role in focusing

on the development and promotion of environmental and sustainable companies, products, services and

organizations.



Environmental challenges of the new economy. New challenges of marketing. Environmentally friendly

consumer. Basics of eco-marketing. Concept of eco-marketing. Strategies of eco-marketing. Eco-marketing

in response to the environmental marketing management. The role of eco-marketing in the creation of

environmental markets.


Workshops. Other forms of lectures, research work

Creative workshops, debates on current topics of eco-marketing, case studies and interactive educational

discussions about the biggest issues of environmental economics. The use and application of the eco-

marketing matrix. Case study on application of eco-marketing. Environmental protection as a part of

corporate social responsibility. Development and production of eco-marketing plan.

Literature/Readings

Petrović N.: Eko-marketing, skripta. Beograd: FON, 2013.

Petrović N.: Handout-i sa predavanja. Beograd: FON, 2013.

Ottman J.A.: Green Marketing: Opportunity for Innovation. Chicago: NTC Business Books, 1998.


Lectures: 2 Labs: 2 Workshops: Research study:

Teaching methods

Presenting content (ppt and multimedia presentations, educational films ...). Interactive work on solving the

case study. Discussions on pre-defined and presented problem. Teamwork in creative workshops. Critical

analysis, evaluation and synthesis of information, problems and issues in developing a specific and

independent research when making term papers and study of research papers.



Seminars 40 Oral exam 60



Course:

Economics of open economy

Teacher:Kragulj P. Dragana,Jednak J. Sandra


ECTS points: 6

Prerequisites: none

Course objective

The course analyzes the economic connections among the countries, covering the topics of macroeconomics

and international economics. Through empirical and theoretical analysis this course deal with the current

issues of open economy.

Learning outcomes

Upon successful completion of this course, students will be able to:

understand the determinants of international economics and trade;

understand the balance of payments and exchange rate policy;

understand the functioning of a country's economy and connections with the economies of the other

countries.



Introduction; Macroeconomic aggregates; Economic growth; Labour market and unemployment; Exchange

rate policy; Money, supply money and demand for money; AS-AD model; Output, unemployment and

prices; Inflation; Monetary policy; Fiscal policy; The theory of international trade; International trade policy;

International macroeconomic policy.


Exercise classes follow the methodical units of lectures.

Literature/Readings

Kragulj D., Ekonomija - Osnovi mikroekonomske i makroekonomske analiza, izdanje autora, Beograd, 2013.,

(selected chapters);

Burda, M., Viploš, C., Makroekonomija, CLDS, 2004., (selected chapters);

Krugman, Obstfeld, Međunarodna ekonomija, Data Status, 2009., (selected chapters);


Lectures:

2

Labs:

2

Workshops:

Research study:

Teaching methods

The course uses a variety of teaching methods - lectures, analysis of appropriate reading material, interactive

classes, case study analysis, group discussion, problem solving and tasks, simulations, seminar papers.



Participation in class 10 Presentation of the seminar paper

and oral exam

50

Seninar paper 40



Course:

Economic and institutional environment


Course status: compulsory

ECTS points: 6

Prerequisites: none

Course objective

Objective of the course is to enable students the application of the most important economic concepts in

solving many practical economic problems in macroeconomics and international economics. This course

provides an introduction to the most commonly used tools and methods for the analysis of various economic

issues and getting to know the functioning of the economy.

Learning outcomes

Upon successful completion of this course, students will be able to: understand and analyze decisions under

different assumptions about the macro environment of business; identify and examine the key drivers of

economic change and the current problems of national, regional and global economy; understand and explain

how economic principles, tools and methodologies are applied to everyday business problems and decision-

making; develop critical thinking, problem solving skills, team work, expand and acquire new knowledge

and skills .



Introduction; Defining of economic and instiucional environment and economic policies; Market goods -

components of GDP, the demand for goods, equilibrium, investment and savings; Financial markets -

demand for money, the interest rate; Connection between financial and goods markets; The labor market -

unemployment, wage determination, the Phillips curve; AS-AD model; Inflation - output , unemployment

and inflation; Savings, capital accumulation and output; Technological progress and economic growth;

Output, interest rates and exchange rates - the effects of policy in an open economy and balance of

payments; Exchange rate and the foreign exchange market; Economies of scale, imperfect competition and

international trade; The international movement of labor and capital factors; Instruments of international

trade policy - tariffs, subsidies; Analysis of the economic environment in developed and developing

economies .



Literature/Readings

Required Reading

Blanšar O., Makroekonomija, Ekonomski fakultet, 2012., (selected chapters);

Krugman, Obstfeld, Međunarodna ekonomija, Data Status, 2009., (selected chapters);

Kragulj D., Ekonomija – Osnovi mikroekonomske i makreokonomske analize, izdanje autora, Beograd,

2013., (selected chapters);

Jednak S, Razvoj ekonomije zasnovane na znanju: izazovi i mogućnosti, Zaduţbina Andrejević, Beograd,

2012., (selected chapters).

Supplemental Reading

Articles from scientific journals.


Lectures:

Labs:

Workshops:

Research study:

Teaching methods

The course uses a variety of teaching methods - lectures, processing of appropriate reading material, case

study analysis, group discussion, problem solving and tasks, simulation and seminar papers.



Participation in class 10 Presentation of seminar paper

and Oral examination

50

Seminar paper 40



Course:

Electronic learning

Teacher: Gordana Đ. Milosavljević


ECTS points: 4

Prerequisites: none

Course objective

Developing students’ knowledge and skills for a wide application of information and communication

technologies in education and learning.

Learning outcomes

Students are enabled to design content for e-learning process, as well as to implement e-learning using

specific e-tools for learning and education.



The development of distance education. The basic conceptual definitions: e-education, e-learning, m-

learning. Managing distance education system. Synchronization of distance education. The forms of

mediation through information and communication technologies. Videoconferencing. Tools for e-learning.

Models for e-learning. Personal e-learning environment. Using mobile technology for learning.

Communication in e-learning. Psychological aspects of electronic communication. Designing education and

information-communication technologies. Educational Software. The use of ICT for knowledge evaluation.


Practical application of: e-communication, Knowledge Management. Learning via the Internet and mobile

technologies. Web 2.0 tools for e-learning. Learning Content management systems - Moodle.

Literature/Readings

1. Rosenberg m., "E-learning - Strategies for Delivering Knowledge in Digital Age", McGraw-Hill,

2001

2. Alan Clarke: „e-Learning Skills―, Palgrave Macmillan, 2004

3. Iverson, Kathleen M.: „E-learning Games : Interactive Learning Strategies for Digital Delivery―,

Pearson/Prentice Hall, 2005


Lectures:

2

Labs:

2

Workshops:

Research study:

Teaching methods

Lectures, discussions, implementation of different e-leaning methods, creative workshops, exercises.



Essay 50 Written exam 50



Course:

E-manufacturing and e-service management

Teacher:Lečić-Cvetković M. Danica

Course status: Compulsory/elective

ECTS points: 6

Prerequisites: none

Course objective:

The course objective is to capacitate students to understand management of production and services by using

information systems and Internet technologies. Practical knowledge about using electronic management in

production/service companies by relevant actual methods and techniques for modelling of production and

service processes, standardization and modelling of documentation in production/service companies.

Learning outcomes:

The course outcome is students' capability to understand and accept certain level of knowledge about

electronic management in production and service processes, as well knowledge about modern information

and Internet technologies, which can be used in management of production/service companies.

Course structure and content:


Introduction: Electronic business and manufacturing companies. E-manufacturing – definitions,

characteristics. Production and service planning in e-business environment, by using Production Planning

Agent. Aggregate planning by Internet. Advance Planning and Scheduling by Internet. E-Purchasing.

Resources management by Internet. Inventory management based on CMI (Co-Managed Inventory). E-

Sales, E-maintenance. E-process/product control. E-distribution. Collaboration between business partners.

Integration of information flows in production/service company by Internet. Advances of e-manufacturing

and e-service management.

Practical instruction/Labs:

Customer order management by Internet. Web-based ATP systems. Web-based CTP systems. Web-based

CTP systems. Inventory management – VMI approach. E-product and e-service design. RFID technologies

and usage in production/service company. Internet and Supply chain management. Internet and Demand

chains. Standardization and modeling of production documents. Modeling of production/service processes

(class diagram, activity diagram, integration scenarios, etc). Case study with relevant models and standards.

Literature/Readings:

1. Greeff G., Ghosha R., Practical E-Manufacturing and Supply Chain Management, Elsevier, 2004.

2. Timings R., Wilkinson S., E-manufacture, Prentice Hall, Edinburg 2004.

3. Walsh, E. A., ebXML Technical Specifications, Prentice-Hall, Inc, New York 2002.

The number of class hours per week: 2+2 Other classes:


Teaching methods

Lectures and practical work on case studies from real business environment.



Participation in class 10 Oral exam 40

Practical instructions/project/essay 50


Degree level: Undergraduate studies

Course:

Managing Innovation

Teacher:Stošić A. Biljana

Course status: Obligatory

ECTS points: 6

Prerequisites:

Course objective

Acquisition of knowledge in the field innovation management - designing and managing of innovation from

idea to realization.

Learning outcomes

Ability to design and manage all stages of the innovation process and innovation portfolio, applying

management and engineering techniques.


Theoretical instruction: Innovation theory. Innovation concept and typology (specially, OECD

classification). Innovation as a development and entrepreneurship foundation. Innovation management from

new ideas to implementation. Innovation as management and engineering process. Business model

innovation and technology innovation (specially, radical innovation implication, such as ICT). Relation

between business innovation and R&D activities. Strategic and organizational innovativeness aspects.

Innovation strategy analysis of organizational competitiveness. Innovation project management as an applied

field of innovation management. Business idea management (creativity, design and generating ideas, sources

of ideas, evaluation and selection). Innovation process models and opportunity for their application in

different areas. Open innovation – pros and cons. National innovation system and innovation infrastructure.

Measuring innovation. Innovative performance and innovation indicators. Intellectual property in innovation

management (inventor’s law – patents as invention protection mechanisms, industrial design, product and

service trademark – brands, protection of service innovation, information technology).

Practical instruction: Supporting methods in managing innovation processes in the domain of new products,

services, processes, organization, marketing and other areas. Analysis and application of ideation creative

methods in generating new ideas, prediction, evaluation and selection of innovation projects. An overview of

selected ERP system modules and software of business intelligence (systematic idea management, new

product development, portfolio management, etc.). Case studies from the field.

Literature/Readings

Required:

Stošić, B., Innovation Management - Innovation Projects, Models and Methods, Faculty of Organizational

Sciences, Belgrade, 2013.

Stošić, B., Innovation in Technology, Faculty of Organizational Sciences, Belgrade, 1997.

Optional:

Chesbrough, H., Open Business Models: How to Thrive in the New Innovation Landscape, Harvard

Business School Press, 2006.

Trott, P., Innovation Management and New Product Development, Prentice Hall, 2005.

European Commission, Enterprise DG, Benchmarking of Business Incubators, 2002.

OECD, Eurostat, Oslo Manual - Guidelines for Collecting and Interpreting Innovation Data, Joint

Publication, 3rd

Edition, 2005.


Lectures:

2

Labs:

2

Workshops:

Research study:

Teaching methods

Power Point presentations, research activities through an overview and analysis of the selected case studies,

tasks, presentation of seminar papers and discussions, an overview of the software packages from the field

(expert systems, knowledge based systems, business intelligence software and ERP modules) through

laboratory exercise and laboratory work.







Course:

Institutional investors

Teacher:Barjaktarović-Rakočević M. SlaĎana,Bogojević-Arsić T. Vesna


ECTS points: 6

Prerequisites: /

Course objective

The acquisition of knowledge related to institutional investors: investment funds, pension funds and

insurance companies.

Learning outcomes

Introduction to business and work mrthods of institutional investors, as the largest and most important

investors in developed financial markets.


Theoretical instruction: The concept of institutional investors. Types of institutional investors. Investment

funds. Types of investment funds. The structure of the portfolio. Management of investment funds.

Investment companies. Regulation of investment funds. Hedge funds. Venture capital funds. Pension funds.

Types of pension funds. Investment strategy in the capital market. Insurance companies. Activities of

insurance companies. Types of insurance. Investment strategy in the capital market.

Practical instruction: The function of investment funds. The organization of funds. Open-ended investment

funds. The price of shares of open-ended funds. Closed-end investment funds. Types of investment funds.

The function of pension funds. Work methods of pension funds. Regulation of pension funds. Basics of the

insurance industry. Life insurance. Personal and property insurance. Health insurance. Financial insurance.

Regulation of the insurance market.

Literature/Readings

1. Saunders A., Cornett M. M., Financial Institutions Management - A Risk Management Approach,

McGraw-Hill, Boston, 2008.

2. Hull J.: Risk management and financial institutions, Pearson, Boston, 2010.


Lectures:

2

Labs:

2

Workshops:

Research study:

Teaching methods

Teaching is conducted through lectures, exercises and consultations. Students are actively involved in the

learning process through interactive discussions, exercises, homework, case studies and workshops.



Participation in class 10 Exam 60

Seminar 30


Type and level of studies: Graduate

Course:

Financial risk management instruments

Teacher:Bogojević-Arsić T. Vesna

Module status: Compulsury

ESPB: 6

Pre-requisites: /

Aims

To provide students with a conceptual introduction to the basic principles and processes of risk management, in a

contemporary business setting.

Learning outcome

The module seeks to develop the ability to understand and identify financial risks, and to manage them.

Content

Lectures

Concept of financial risk. Different types of financial risk. Market risk, credit risk, liquidity risk, legal risk, and

business risk. Systematic and unsystematic risk. Corporate risk. Risk measurement. Standard deviation. Coefficient

of variation. Asset-pricing models. Capital asset pricing model. Arbitrage pricing theory and factor models.

Financial risk management. Nature and significance of financial risk management. Risk management tools.

Insurance. Asset-liability management. Hedging.

Practical teaching techniques: Exercises, Other forms of delivery, Research work

Concept of financial risk. Different types of financial risk. Examples of market risk, credit risk, liquidity risk, legal

risk, and business risk. Examples of systematic and unsystematic risk. Examples of different types of corporate risk.

Risk measurement. Examples of risk measurement. Asset-pricing models. Examples of application of capital asset

pricing model. Examples of applications of arbitrage pricing theory. Financial risk management. Buying insurance –

examples. Asset liability management – examples. Hedging with various derivatives - examples.

Literature

Bogojevic Arsic V.: Upravljanje finansijskim riyikom, FON, 2009.

S. Allen, Financial risk management, Wiley, 2003.

P. F. Christoffersen, Elements of financial risk management, Academic Press, 2003.

Jorion P., GARP, Financial Risk Manager Handbook, Wiley and Sons, Inc., 2009.

Delivery (Teaching techniques) Other classes

Lectures:

2

Exercises:

2

Other forms of delivery: Research work:

Methods of delivery

The module is delivered through lectures, exercises, and consultations. Students are actively involved in teaching

process through interactive discussions, exercises, coursework, case studies, and workshops.

Assessment (maximum number of points 100)

Pre-exam commitments Points Final exam Points

Test/tests 30 Oral examination 70


Degree level: master studies

Course:

Integrated Software Solutions

Teacher:Marjanović M. Zoran

Course status: elective for study groups: Information Systems and IS&T Management

ECTS points: 6 points

Prerequisites: /

Course objective

This course will give an overview of integrated software systems characteristics, selection principles and

specific problems that may occur in their implementation.

Learning outcomes

Students will learn all characteristics and types of available software solutions, their specificities and

suitability for certain enterprise types.



Introduction: History. Developing or buying software solution. EAS, ERP and CRM systems. Software

systems for enterprise resource planning: from passive control and supplies management over integrated

systems for production management to integrated systems for enterprise resource management. Typical

logical architecture. Functional domains and program systems (modules). Development environment.

Overview of characteristics of the most important solutions: SAP, Navision, Oracle Financial and others.

Defining selection criteria. Local and world solutions. Evaluation process. ERP system implementation:

critical factors of ERP system implementation. Localization (language and national laws problems).

Adjustment according to internal standards and enterprise business rules. Integrated software solutions for

SME.


Introduction: History. Developing or buying software solution. EAS, ERP and CRM systems. Defining

seminar topics. Typical logical architecture. Functional domains and program systems (modules).

Development environment. The most important solutions: SAP, Navision, Oracle Financial and others.

Examples. Seminars. Overview of main characteristics of domestic solutions. Domestic solutions. Examples.

Seminars. Integrated software solutions for SME. Seminars.

Literature/Readings

- Basic Literature:

1. E-presentations

2. Bret J.W., Ellen M., Concepts in Enterprise Resource Planning, Course Technology 2008.

- Additional Literature:

Integrated software solutions documentation


Lectures: 2

Labs: 2

Workshops:

Research study:

Teaching methods

Lectures. Labs. Seminar development.



Seminar 60 Written exam 30

Oral exam 10



Course:

Integrated business communications

Teacher:Kostić-Stanković M. Milica,Vlastelica Bakić L. Tamara


ECTS points: 5

Prerequisites: Public relations

Course objective: To introduce students to the concept of integrated business communications and train

them for planning, implementation and control of integrated business communications activities

Learning outcomes: Improved knowledge and skills for designing and implementation of integrated

business communication activities and enhanced business communication skills.


Theoretical study

Development of the communication theory. Business communications model. The concept of integrated

business communication. Research in business communication. Identification and classification of target

audiences. Integrated marketing communication. Relations. Corporate identity, image and reputation.

Internal Communications. Corporate Communications. Communication with the broader community as a

component of integrated business communication. The process of integrated business communication. Ethics

and legal regulation of business communication. Skills and techniques of business communication. Verbal

communication. Non-verbal communication. Business Etiquette..

Practical teaching:

Practises, other forms of teaching, research work: Analysis of the model of business communication.

Simulation of market research and public opinion in the function of formulating appropriate communication

strategies towards target audiences. Identification and classification of target audiences - mapping

stakeholders. Development of marketing communication instruments. Development of instruments of

corporate communications. Development of a plan for internal communications. Development of corporate

communications plan. The process of the business communication development . New media and integrated

business communication. Practices of techniques of verbal and non-verbal business communication.

Preparation and defense of research paper.


Kostic- Stankovic, M. Integrated business communications, FON, Belgrade, 2011.

Filipovic V, Kostic- Stankovic, M. Public Relations, FON, Belgrade, 2011.

Kostic- Stankovic, M. Business Communication, Faculty of Civil Engineering, Belgrade, 2009.

Kostic-Stankovic M. Marketing communication in customer relationship management, Andrejevic

Foundation, Belgrade, 2013.

Additional sources as required, in accordance with an agreement with subject teachers


Lectures:

2

Labs:

2

Workshops:

Research study:

Teaching methods

Lectures illustrated with additional audio-visual equipment, interactive discussions, small group work,

problem and presentation of case studies, role-play, independent research of students, consultations about

seminar work and independent work of students through teaching and seminar work.



Participation in class 20 Colloquium 30

Practical work 20 Oral exam 30



Course:

Integrated Environmental Management

Teacher:Petrović B. Nataša


ECTS points: 6

Prerequisites: /

Course objective

Providing knowledge in the field of integrated environmental management and understanding of

environmental issues, along with mastering management strategies and skills to independently solve

environmental problems, and in order to improve and increase the level of environmental knowledge for

proactive action in the implementation of the results of environmental science in practice, both in business

and trade, governments and organizations.

Learning outcomes

The course provides students with the development and application of knowledge, understanding, qualities,

skills and other attributes in the following areas : integrated environmental management and its application,

the concept of integrated environmental management and a healthy environment and sustainable

development and their integration , appropriate research methodology to implement integrated environmental

management specific management functions and the overall strategy of the organization, providing

environmental expertise for decision making in the organization, effective communication and

environmental arguments to represent the rights of the environment.



Elements of general ecology. The main environmental factors . Environmental problems at local, national

and international standpoint. Sustainable Development. Integrated environmental management: defining the

scope, characteristics, dilemmas, problems and needs. Strategic management of environmental impacts of the

activities of all stakeholders of the organization. The use of local, regional and national environmental

policy. Environmental responsibility and decision-making in order to protect the environment. Critical

evaluation of the environmental impact of the organization, processes and activities.


Workshops. Other forms of lectures, research work. Creative workshops, debates on current topics of eco-

marketing, case studies and interactive educational discussions about the issues of environmental economics.

The use and application of the eco-marketing matrix. Analysis of a case study of application of eco-

marketing. Environmental Protection as part of corporate social responsibility. Development and production

of eco-marketing plan.

Literature/Readings

1. Petrović N.: Ekološki menadžment, udţbenik, drugo izd. Beograd: FON, 2012.

2. Petrović N.: Handout-i sa predavanja. Beograd: FON, 2013.

3. Petrović N., A. Nikodijević: Vodič za učešće javnosti u zaštiti životne sredine, praktikum. Beograd:

Fond za podršku civilnom društvu u Srbiji, Evropska agencija za rekonstrukciju, AAOM, 2007.

4. Barrow C.J.: Environmental Management-Principles and Practice. London: Routledge, 1999.

Drakulić M., Krivokapić Đ., Drakulić R.: Ekološko pravo. Beograd: WUS, Austria, Poljoprivredni fakultet,

FON, 2010.


Lectures: 2 Labs: 2

Workshops:

Research study:

Teaching methods









Degree level: Graduate studies

Course:

Integrated Logistics Systems

Teacher:Vasiljević V. Dragan

Course status: Compulsory

ECTS points: 6

Prerequisites: Some of the courses in the field of logistics, supply chain management or quantitive support of

operations management.

Course objective: To broaden and deepen the basic existing knowledge of students with concepts of integrated

management of logistics processes and to empower their abilities for complex logistics decision-making.

Learning outcomes: Theoretical and practical knowledge regarding analysis, design and reengineering of logistics

systems.



T-01: Course introduction.

T-02: Information integration of logistics processes: definition and levels.

T-03: Computer controlled logistics.

T-04: CALS concept: definition, preconditions, development phases and effects.

T-05:-Simultaneous vs. Sequential engineering.

T-06:-Systems for labeling products and logistics activities.

T-07: Reengineering of logistics processes.

T-08: Digitial technical manuals.

T-09: Completely integrated and connected system of integrated logistics support.

T-10: The concept of effectiveness and efficiency of system.

T-11: The concept of total OEE effectiveness.

T-12: CALS standards.

T-13: The concept and role of telelogistics.

T-14: Control test.

T-15: Presentation of term papers.


1. Vasiljevic D., Jovanovic B., Logistics and Supply Chain Management, ISBN 978-86-7680-150-3, FOS,

Belgrade, 2008. (in Serbian)

2. Logistics systems: design and optimization, (edited by Langevin A., Riopel D.), Springer, USA, 2005.

3. Jones, J. V., Integrated Logistics Support Handbook, The McGraw-Hill Companies, New York, 2006.



Teaching methods: Ex cathedra teaching, interactive teaching methods (creative workshops and case studies) and

lab exercises.




Participation in labs (lab exercises) 15

Tests 20

Term paper 25

Method of knowledge evaluation:

Grades 5 6 7 8 9 10

Points [0-55] [56-65] [66-75] [76-85] [86-95] [96-100]


P-01: Make or buy analysis.

P-02: EOQ and POQ models in integrated MRP-

DRP systems.

P-03: Logistics systems in a stochastic

environment.

P-04: Location and design of distribution centers.

P-05: TMS, WMS, CMMS and MES systems.

P-06: Test 1.

P-07: Monitoring of logistics flows (standards, bar

codes, RFID, EDI, GPS).

P-08: Design of model for logistics processes 1/2.

P-09: Design of model for logistics processes 2/2.

P-10: Methods for measuring the logistics

performance of systems.

P-11: Application of intelligent business tools in

logistics systems 1/2.

P-12: Application of intelligent business tools in

logistics systems 2/2.

P-13: Test 2.

P-14: Lab exercise: demonstration of the chosen

CMMS systems.

P-15: Lab exercise: The Computerized Kanban

Game.



Course:

Integrated management systems

Teacher:Ţivković D. Nedeljko

Course status: Optional

ECTS points: 6

Prerequisites: None

Course objective

Understanding the basic concepts, processes and approaches that are associated with integrated management

systems.

Learning outcomes

Acquiring knowledge and skills for design and management of integrated management systems.



1. Introduction to the subject. 2. - 3. Process approach and integrated management systems. 4.-5. Stakeholder

approach. 6.-7. Analysis of the requirements of the standards for management systems. 8.-9. Aspects of

management systems integration. 10.-11. Approaches to management systems integration. 12.-13. Standards

for integrated management systems. 14. Introduction to the research. 15. Concluding remarks.


1.-2. Identification of outputs and processes of an organizational system. 3.-4. Identification and

categorization of the organizational system’s stakeholders. 5.-6. Analysis of impact of the processes on the

product quality. 7.-8. Analysis of impact of the processes on the environment. 9.-10. Analysis of impact of

the processes on the occupational health and safety. 11.-12. Analysis of the most frequent aspects of the

management systems standards integration. 13.-14. Experience in the implementation of integrated

management systems. 15. Concluding Remarks. Other kinds of teaching are also included, as well as

research study.

Literature/Readings

1. Nedeljko Zivkovic, „Integrated management systems―, electronic edition, Faculty of organizational

sciences, 2012.


Lectures:

2

Labs:

2

Workshops:

Research study:

Teaching methods

Theoretical instructions, practical instructions, interactive teaching, seminar works, team work and

discussion.



Project work 10 Oral exam 50

Seminar work 40


Degree level: master

Course:

Internet economics

Teacher:Milićević K. Vesna


ECTS points: 6

Prerequisites: none

Course objective

Acquisition of scientific and expert knowledge and skills related to current approaches, models, processes,

and trends in the Internet economy, as well as managerial decision making in this context.

Learning outcomes

Competencies related to the complexity of doing business in the Internet economy. Gaining the ability to

connect knowledge in the field of networking. Student competence in the practical application of knowledge

related to various business concepts and models in terms of the Internet economy.



Characteristics of the Internet economy. The impact of the Internet on business transformation. Traditional

business enterprise in the Internet economy. New types of businesses on the Internet. Business networks and

Internet infrastructure. Intellectual capital and its measurement. Transaction costs in the Internet economy.

Economies of "increasing returns". Exchange of information on the Internet, extranet and intranet as a source

of value creation. Business models on the Web. Virtualization of business and virtual value

chain. Competitive strategies of companies in the Internet economy. The impact of the Internet on business

performance. Internet economy, Europeanization and globalization of business. Scenarios for the future

development of the Internet and its implications for the Internet economy.


Class exercises follow the content and structure of lectures and include: development of the economic

aspects of e-business; application of information and communication technologies in the creation of

competitive advantages in the Internet economy; development of strategic positioning on the Internet;

application of methods to increase the efficiency of the new economy; case study analysis, creative

workshops, exercises using the Internet.

Literature/Readings

Milićević V., Internet ekonomija, Fakultet organizacionih nauka, Beograd, 2002.

Chaffey D., E-Business and e-Commerce Management, Strategy, Implementation and Practice (selected

chapters), Prentice Hall, Financial Times, Harlow, 2011

Internet sources


Lectures:

2

Exercises:

2

Workshops:

Research study:

Teaching methods

Lectures with the participation of students in interactive teaching, presentation of practical examples, case

studies, exercises using the Internet, creative workshops, exercises to solve specific business problems in the

Internet economy.




Participation in labs Oral exam 55

Seminar paper 35



Course:

Information System for SME



ECTS points: 6

Prerequisites: Enterprise information systems

Course objective

To make students familiar with modern information technologies for small and medium enterprises.

To make students familiar with spreadsheet engineering.

To make students familiar with computer programs standards, especially with accounting software

standard RRS33-2003.

Learning outcomes

Students trained to evaluate bookkeeping software quality for specific enterprise and compatibility with

RRS33-2003 standard.



I) Bookkeeping software modules; MS Office usage for bookkeeping; bookkeeping software standard

RRS33; example of complex bookkeeping software for small and medium enterprise;

II) Spreadsheet information systems role in business; Spreadsheet errors, tools, education, auditing,

management; From software to spreadsheet engineering;

III) Digital economy; information technology and systems characteristics; internet; internet data protection;

enterprise information system and internet technology;

Practical instruction: Research study

Students write research paper in accordance with course content, under the supervision of professor;

Definition of paper topic, content, work plan, problem and paper presentation.

Literature/Readings

1. Association of Accountants and Auditors of Yugoslavia, RRS33 - National Accounting Standard (in

Serbian), 2003, revised in 2008.

2. Kostić K., Accounting Program for Small and Medium Enterprises " BOŽIĆ" (in Serbian), Demo

version, 2014;

3. Pantović V., Dinić S., Starčević D., Modern Business and Internet Technology (in Serbian),

Energoprojekt InGraf, 2002, Belgrade, electronic version on: http://poslis.fon.bg.ac.rs;



Teaching methods

Lectures and PowerPoint presentations. Consultations about research paper.



Participation in class and labs 40 Bookkeeping software quality

problem understanding level

30

Research paper 30


Degree level: Master

Course:

Combinatorial Optimization and Metaheuristics

Teacher:Stanojević J. Milan,Čangalović M. Mirjana


ECTS points: 6

Prerequisites: No

Course objective

To educate students about standard problems of combinatorial optimization and modern metaheuristic

methodology for their solving.

Learning outcomes

Students will be capable for individual work on modelling and application of metaheuristics in solving real

world combinatorial problems using adequate software.



Computation complexity of algorithms and problems. Integer programming. Branch and bound method.

Cutting plains method. Optimal paths and trees in graph: shortest path problem, minimal spanning tree

problem. Network flows – maximal network flow problem. Traveling salesman problem. Heuristic approach

to solving optimization problems. Definition of heuristics. Basic principles of metaheuristic methodologies.

Definition of neighborhood. Basic metaheuristic methodologies: simulated annealing, tabu search, variable

neighborhood search, genetic algorithms. Examples of application of metaheuristics for solving some of the

combinatorial optimization problems: knapsack problem, traveling salesman problem as well as some real

world scheduling problems.


Application of existing software packages (CONCORDE, GENOCOP) for heuristic solving combinatorial

optimization problems.

Literature/Readings

1. Cvetković D., Čangalović M., Dugošija Đ., Kovačević Vujčić V., Simić S., Vuleta J., Combinatorial

optimization, mathematical theory and algorithms, Yugoslav Operational Research Society, Belgrade, 1996.

(in Serbian)

2. Cook W.J., at al, Combinatorial optimization, John Wiley&Sons, Inc., 1998.

3. Gendreau M., Jean-Yves P. (Ed.), Handbook of Heuristics, Springer, 2010.

4. Günther Z., Roland B., Michael B., Metaheuristic Search Concepts, Springer, 2010.

5. Vujošević M., Optimization methods in engineer management, Faculty of Organizational Sciences,



Lectures:

2

Labs:

2

Workshops:

Research study:

Teaching methods

Supervised individual work and/or classical (ex cathedra) with use of computer.






Course:

Corporate finance

Teacher:Bogojević-Arsić T. Vesna,Benković S. SlaĎana

Module status: Optional

ESPB: 6

Pre-requisites: /

Aims

Providing knowledge about key financial decisions made by managers within a firm, regarding investments, capital

structure, and dividend policy.

Learning outcome

The module seeks to develop the ability to understand and apply investment decisions, capital structure decisions, and

decisions regarding dividend policy.

Content

Lectures

Concept, goals, and tools of corporate finance. Nature of capital budgeting. Different approaches to capital budgeting.

Nature of different types of projects. Investment decision criteria. Cash flow projections. Decision-making under

uncertainty. Working capital management. Financing of working capital management. Capital structure. Factors of capital

structure. Cost of capital. Different approaches to capital structure analysis. Capital structure changes. Corporate financial

strategies. Dividend payout decisions. Determinants of dividend policy. Different types of dividend policies. Analysis of

dividend policy. Other aspects of corporate finance (risk management, equity valuation etc.).


Corporate finance tools. Application of different capital budgeting approaches – examples. Investment decision criteria.

Examples of cash flow projections. Examples of decision-making under uncertainty. Examples of working capital

management. Financing of working capital management – examples. Application of different approaches to capital

structure analysis – examples. Optimal capital structure - examples. Analysis of the effects of capital structure changes.

Basic corporate financial strategies settings. A framework for analyzing dividend policy. Equity pricing - examples.

Literature

Bogojevic Arsic Vesna: Korporativne finansije, Fakultet organizacionh nauka, Beograd, 2005.

Damodaran A., Applied Corporate Finance, Wiley and Sons, Inc., 2010.


Lectures: Exercises: Other forms of delivery: Research work:

2 2

Methods of delivery

The module is delivered through lectures, exercises, and consultations. Students are actively involved in teaching process

through interactive discussions, exercises, coursework, case studies, and workshops.



Seminar/s 30 Oral examination 70



Course:

Cost – Benefit Analysis

Teacher:Mihić M. Marko


ECTS points: 6

Prerequisites: /

Course objective:

Acquiring the latest theoretical knowledge in the field of cost-benefit analysis.

Mastering the basic methods and principles used in cost-benefit analysis.

Learning outcomes

Students ability to apply knowledge of cost-benefit analysis in preparation and evaluation of investment

projects that have wider social significance.



The development and importance of cost-benefit analysis. The basic principles of cost-benefit analysis.

Identification of costs and benefits. The evaluation of costs and benefits. Differences between private and

social profitability. Accounting prices. Application Procedure of cost-benefit analysis in the evaluation of

investment projects that have wider social significance.


Criteria for evaluation and selection of investment projects. The criteria of the present value of net benefits.

The criteria of internal rate of return. Cost-benefit ratio. The criteria term investment return. The application

of cost-benefit analysis in the field of education. The application of cost-benefit analysis in transport and

other areas of social life.

Literature/Readings

Petrović D., Mihić M., Obradović V., Todorović M., Cost-benefit analysis, FON, Belgrade 2013

Guide to Cost Benefit Analysis of Investment Projects, European Commission, 2008.

Jovanović P., Investment decision making, Grafoslog, Belgrade, 2000

Jovanović P., Investment Management, FON, Belgrade 2006


Lectures:

2

Labs:

2

Workshops:

Research study:

Teaching methods

Auditory, Illustrative and Demonstrative, Verbal and Textual, Practical Methods






Degree level: Master academic studies (MAS)

Course:

Crisis Management

Teacher:Jaško O. Ondrej,Čudanov J. Mladen,Jevtić V. Miloš,Erić Dejan

Course status: Required

ECTS points: 6

Prerequisites:

Course objective

The objective of the course is to introduce students with the specifics of crisis management, to gain

knowledge about the concepts, methods and techniques of crisis management and to familiarize themselves

with characteristic examples from the practice of domestic and international companies.

Learning outcomes

Mastering the methods and techniques used in crisis management and training students to solve specific

problems that may arise in organizations in crisis situations.



Introductory considerations - types of crisis, examples of crisis situations, the definition of management in

crisis situations. Process approach to crisis management. Development of crisis management. Comparative

overview of the classical approach to management and crisis management. Crisis and organizational

change. Strategic management and crisis. The crisis and institutional changes in the organization.

Contingency planning - development and application possibilities. Internal and external communication in

crisis situations. Styles of leadership in a crisis. Foreign intervention in the crisis. Contingency plan.


Overview of crises in business, examples from practice. Contingency planning as a tool of crisis

management. Internal and external communication as a tool of crisis. External communication as a

management tool in emergency situations. Leadership as a management tool. Outside intervention as a tool

of crisis management. Consulting as a tool of crisis management. Contingency plan as a tool of crisis

management. Examples of contingency plans. Monitoring and control of the contingency plan.

Literature/Readings

Senić, R (1996) Krizni menadţment, Beograd, Srbija: BMG

Mitroff, I. (2005). Why some companies emerge stronger and better from a crisis: 7 essential lessons for

surviving disaster. New York, USA: Amacom.

Todorović, M (2010), Poslovno i finansijsko restrukturiranje preduzeća. Beograd, Srbija: Ekonomski fakultet

Jaques, T. (2007). Issue management and crisis management: An integrated, non-linear, relational construct.

Public Relations Review, 33(2), 147-157.

Mitroff I, Anagnos, G (2001). Managing crisis before they happen: what every executive and manager needs

to know about crisis management. New York, USA: Amacom.

James, D. N. (2002). The trouble I’ve seen. Harvard Business Review, 80(3), 42-49.


Lectures:

2

Labs:

2

Workshops:

Research study:

Teaching methods

Monological method, demonstrative method, case study, learning through mutual work on practical problem

solution, independent research and problem solving on the background of given problems.




Seminars 40



Course:

Leadership and Change Management

Teacher:Jaško O. Ondrej,Petrović Č. Dejan,Mihić M. Marko,Čudanov J. Mladen,Obradović LJ.

Vladimir,Jevtić V. Miloš


ECTS points: 6

Prerequisites:

Course objective

Acquiring knowledge in the field of leadership and organizational change. Studying the characteristics and

behaviors of individuals in managerial positions in organizational systems, as well as all the influential

factors that determine successful leadership, in order to define appropriate models and managerial influence

and improve the functioning of organizational systems. Studying the process of implementation of

organizational changes, their necessity and efficiency.

Learning outcomes

Mastering the concepts of leadership and organizational change, as well as training methods and techniques

of leadership and implementation of organizational changes.



Leadership in organizations. The definition of leadership. Review of basic research directions in the study of

leadership. Theories of leadership. Personality traits and behaviours of leaders. Situational approaches to

leadership. Transformational leadership. Organizational changes. The process of implementation of

organizational changes. The role of leaders in initiating, designing and implementing program changes. The

concept and definition of organizational changes. Types of organizational change. Levels of organizational

change. The concepts of organizational change. Leadership and Change Management. The choice of leaders

of change. The process of change management in the organization. The characteristics of transformational

leadership. Resistance to change and methods of overcoming resistance. Contemporary models of

leadership.


Theoretical approaches of leadership. Approaches based on the characteristics of leadership, leadership

behaviour and the power and influence of leaders. Approaches and models for the study of leadership.

Organizational changes. Models of change management. Conducting the process of organizational change.

The leader and change team. Leadership tactics of influence. The power of a certain group or organizational

unit. Transforming the goals and strategies of the organization. Redesigning organizational structures. The

adoption of new approaches to the organization. Change management and organizational culture. Change

management and enterprise development. Change Management and Leadership. The role of the leader in

change management. Tips for managing a team of change management. The case studies.

Literature/Readings

Northouse P., “Liderstvo – teorija i praksa”, Data Status, Beograd, 2008

Koter Dţ. P.: Vođenje promene, Ţelnid, Beograd, 1998.

Jovanović P., „Upravljanje promenama―, YUPMA, Beograd, 2006.

Dulanović, Ţ. & Jaško, O. (2007). Organizaciona struktura i promene. Beograd

Miloš Jevtić, Liderstvo u promenama, Zaduţbina Andrejević, Beograd, 2007.

Yukl Gary, Leadership in organization (5th ed.), Upper Saddle River, New Jersey: Prentice Hall, 2002.


Lectures:

2

Labs:

2

Workshops:

Research study:

Teaching methods






Participation in labs 10 Oral exam 30


Teachers: Damnjanovic Vesna, Vukmirovic Jovanka

Course:

Marketing metrics and sales performance

Teacher:Damnjanović Ţ. Vesna,Vukmirović A. Jovanka

Prerequisites: No

Course objective: Improvement of knowledge in the field of monitoring results Marketing and sales, defining key

indicators of success in marketing and sales. Strategic approach to defining indicators of sales and marketing metrics

in relation to the objectives

Learning outcomes: Create key performance indicators and performance monitoring in the management of

marketing and sales


Theoretical Part: The role of metrics in business, key success factors and key performance indicators. Measurement

results of marketing departments. Measuring the effectiveness of the marketing mix. Tracking brand value - ISO

10668th measurement of market share and potential sales. Monitoring the results of digital marketing and social

networking. The analysis of quantitative and qualitative indicators in marketing. Measurement results sales service,

tracking of sales plans. Measuring performance sellers, sales managers, sales supervisors and managers for key

customers. The use of information technology for monitoring indicators of sales. Strategic analysis and target

tracking of sales and marketing. Financial analysis of sales performance. Display marketing and sales tools for

tracking results.

Research work: Quantitative tasks in the field of market share, margins and profits, customer profitability, pricing

strategies, media and internet metrics, sales and promotional strategies.


P. Farris, N. T. Bendle, P. E. Pfeifer and D. J. Reibstein, (2010), Marketing Metrics: The Definitive Guide to

Measuring Marketing Performance, Pearson Prentice Hall; 2 edition

J.Davis, (2007), Magic numbers for sales management (key measures to evaluate sales success), John Wiley & Sons

(Asia) Pte Ltd.

The number of class hours per

week:4

Lectures: 2 Research study:2

Teaching methods: Interactive lectures, case studies, video presentations, debates



http://www.amazon.com/s/ref=ntt_athr_dp_sr_1?ie=UTF8&field-author=Paul+W.+Farris&search-alias=books&text=Paul+W.+Farris&sort=relevancerank

http://www.amazon.com/s/ref=ntt_athr_dp_sr_2?ie=UTF8&field-author=Neil+T.+Bendle&search-alias=books&text=Neil+T.+Bendle&sort=relevancerank

http://www.amazon.com/s/ref=ntt_athr_dp_sr_3?ie=UTF8&field-author=Phillip+E.+Pfeifer&search-alias=books&text=Phillip+E.+Pfeifer&sort=relevancerank

http://www.amazon.com/David-J.-Reibstein/e/B005WL7KJ6/ref=ntt_athr_dp_pel_4

Activity during lecture 30 Oral examination 20

Preparation and presentation of

project work

20

Midterm exam 30



Course:

Marketing models

Teacher:Štavljanin B. Velimir,Vukmirović A. Jovanka


ECTS points: 6

Prerequisites: none

Course objective

Getting to know the models and training for implementation of a large number of advanced techniques and

models that provide the basis for quality decisions in marketing. Presented models allow strategic planning

process management, building marketing mix, and control of marketing activities.

Learning outcomes

Students will acquire the necessary knowledge and skills for the development and implementation of

marketing models in real-world situations in order to improve decision making in marketing.



Marketing engineering and marketing modeling. The market response models. Model of market share

decomposition. Segmentation. Positioning. Strategic market analysis. Strategic decision making.

Development of marketing programs. Models in product development. Models in marketing

communications. Modeling in sales and channel selection. Price modeling. Modeling customer relationships.

Customer lifetime value. Marketing research. Marketing information systems. Contemporary application of

the models.


Revision of necessary knowledge for modeling. Software support. Segmentation procedure. Segmentation

methods. Perceptual maps. Joint Space matrix. Demand and trend analysis. Product life cycle. Modeling of

market entry and exit. Product portfolio. Models of product planning. Conjoint analysis and product

development. Sales forecasting. Marketing testing. The effects of advertising. Budgeting. The choice of

media. Modeling the sales force. Modeling of sales territories. The choice of channels. Planning prices.

Interactive pricing. Product line price. Effects of sales promotion. The aggregate model of sales promotion.

CLV models. Application of data mining in marketing. Case studies.

Literature/Readings

Required:

Les Oakshott, Essential Quantitative Methods for Business, Management and Finance, Palgrave Macmillan,

2006

Additional lecturer material

Supplementary:

Davis, John, Measuring Marketing: 103 Key Metrics Every Marketer Needs, John Wiley & Sons, Inc, 2006

Farris, W. Paul, Neil T. Bendle, Phillip E. Pfeifer i David J. Reibstein, Marketing Metrics: The Definitive

Guide to Measuring Marketing Performance (2nd Edition), Wharton School Publishing, 2010

Lilien, L. Gary i Arvind Rangaswamy, Marketing Engineering, Revised Second Edition, Trafford

Publishing, 2006


Lectures:

2

Labs:

2

Workshops:

Research study:

Seminar paper

Teaching methods

Lectures, interactive discussions, case studies, participation in creative workshops and presentation of

results, preparation of seminar papers and consultations during the seminar paper preparation.




Practice 20 Oral exam

Test/s, alternative

Seminar paper 40

Study program / study programs: Management


Course:

Human resource management

Teacher: Orlic D. Ranko


ECTS points: 6

Prerequisites: /

Course objective

Gaining necessary knowledge in: designing organization of basic human resource management processes

(defining jobs and work requirements, planning, staffing, developing, rewarding...) and performing work

activities within these processes, preparing and making decisions regarding human resources, as well as

implementing these decisions.

Learning outcomes

Gaining necessary knowledge and preparing students to use it in practice.



Course introduction: basic terms and jobs in HRM; Ensuring equal employment opportunities; Designing

jobs and work tasks; Analyzing jobs and work tasks; Human resource planning and recruitment; Selection;

Orientation and training; Human resource development and career planning; Performance management;

Compensations; Employee health and safety; Coordination; Research in human resources and HRM

information system; Trade unions and collective bargaining; Future of human resource management.


Course introduction: basic terms and jobs in HRM; Ensuring equal employment opportunities; Employee

health and safety; Analyzing jobs and work tasks; Designing jobs and work tasks; Human resource planning;

Recruitment; Selection; Revision; Orientation and training; Human resource development and career

planning; Performance management; Compensations: Pay and rewards; Compensations: Benefits; Trade

unions and collective bargaining; Revision.

Literature/Readings

1. R. Orlic, Kadrovski menadzment, Zoran Damnjanovic i sinovi, Beograd, 2005.


Lectures: 2

Labs: 2

Workshops:

Research study:

Teaching methods

Lectures, interactive classes: workshops, exchanging ideas and knowledge through group discussion,

learning by example using case studies, mentoring and teamwork aimed at preparing essays on agreed topic,

presentation method.



Participation in exercises 10 Written exam 30

Tests 40

Essay(s), homework assignment(s) 20



Course:

Management and Quality

Teacher:Filipović V. Jovan,Pejović B. Gordana


ECTS points: 6

Prerequisites: /

Course objective

Increasing knowledge in the field of quality management and training in the application of knowledge in

practice and research.

Learning outcomes

Qualified active participant in understanding of quality management concept and knowledge to apply it into

practice and research.



Stakeholders and interested parties, the basics of quality management, corporate management (corporate

governance) and quality, a generalization of the quality management concept, strategic quality management,

earned quality method (EQM), a generalization of the cost quality concept, integrated management systems,

relevant standards for management systems.

Practical instruction, Exercises, Other forms of lectures, research work:

Analysis of case studies, models for management systems, analysis and application of standards for

management systems

Literature/Readings

Filipović, J. i Đurić, M., Sistem menadţmenta kvaliteta, 2010, FON, Beograd

Filipović, J, Krsmanović, M. i Horvat, A., Memadţment i kvalitet (u štampi), FON, Beograd

Hoyle, David, Quality Management Essentials, 2007, Elsevier Limited, UK.

Handbook for the Integrated Use of Management System Standards, 2008, ISO.


Lectures: 2

Labs:2

Workshops:

Research study:

Teaching methods




Practical classes 15 Oral examination

Essay 25


Degree level: Masters degree

Course:

Management engineering

Teacher:Radović M. Milić,Slović D. Dragoslav


ECTS points: 6

Prerequisites: /

Course objective

To train students for team work on solving problems of development, improvement, implementation and

measurement of business systems through application of process approach, engineering methods (analysis,

design, implementation, and improvement) and management (planning, organizing, leading, and control)

Learning outcomes

To improve knowledge, ability, and skills of students needed for team work aimed at solving problems of

development, improvement, implementation, and measurement of integrated system of processes, functions,

and resources.



Management engineering development; Engineering methods in management; Definition of key business

areas; Business process analysis; Bottleneck identification and analysis; Little’s law; Throughput diagram;

Operating curves; Process variation analysis; Input/output control; Process design; Conceptual design,

evaluation, detailed design; Production/service provision models; Facility layout design; Material flow

control; Process improvement; Types of problems in processes; Process problems identification; Process

evaluation according to predefined parameters; Improvement opportunities prioritisation; Process

improvement methodology selection; Process improvement business case design; Application of business

improvement measures; Continuous improvement through Theory of Constraints; Management engineering

research; Management engineering consulting.


Practical examples of defining key business areas; Basic process parameters (flow rate, flow time, WIP);

Production/service provision model selection (make-to-order, make-to-stock, professional services, mass

services, combined services); Material flow control systems in repetitive manufacturing (Conwip, Polca);

Material flow control systems in non-repetitive manufacturing (Copacabana); Types of facility layout;

Models and methods of facility layout design; Process improvement business case design (practical

assignments); A3 problem solving; Five focusing steps; Action research, surveys, case studies, simulation

research; Management engineering project assignments.

Literature/Readings

Zandin K, Maynard H.B., Maynard's Industrial Engineering Handbook – 5th edition, McGraw-Hill, 2001;

Hopp, W.J., Spearman, M.L., Factory Physics, Waveland Pr Inc, Illinois, 2011;

Madison D., Process Mapping, Process improvement and Process Management – A Practical Guide to

Enchancing Work and Information Flow, Paton Press LCC, Chico, California, 2005;

Cox J., Schleier J., Theory of Constraints Handbook, McGraw-Hill Professional, New York, 2010.

Petrović B, M. Levi-Jakšić, D. Todorović, Profitabilnost proizvodnje, FON, Beograd, 1994;

Slack N., Chambers S., Johnston R., Betts A., Operations and Process Management – Pricniples and

Practices for Strategic Impact, 2nd Edition, Pearson Education, Harlow, 2009.


Lectures: 2

Labs: 2

Workshops:

Research study:

Teaching methods

Monologic method, discussion, demonstration, case studies, learning through mutual work on practical

problem solving, individual problem solving, individual work on project assignments, consultations with

project assignment realisation







Course:

Intellectual Property Management



ECTS points: 6

Prerequisites:

Course objective

Acquisition of knowledge in the field of intellectual property management (IPR - Intellectual Property

Rights): diagnostics and use of intellectual property rights to achieve competitiveness and business success

Learning outcomes

Intellectual property strategy definition and intellectual property management, aiming to increase

competitiveness and overall business success


Theoretical instruction: Concept and forms of intellectual property. The importance of the intellectual

property management for SMEs, large companies and public sector. Intellectual property diagnostics.

Intellectual capital and intellectual property rights usage. Intellectual property in the new product/service and

process development: factor of protection from imitation and increasing benefit. Intellectual property

strategy for rising of innovativeness and competitiveness. Intellectual property mechanisms of protection.

Patents as an innovativeness and development indicator. The role of patent information in innovation

management. Patent protection and secrecy - advantages and disadvantages. Trademark and brand - law and

management aspects. Brand driven innovation. Industrial design and innovation. Influence of appellations of

origin on competitiveness increasing. Management features in the field of copyright and related rights. Place

and role of the organizations and institutions for intellectual property protection (Intellectual property office,

European Patent Office, World Trade Organization, etc.). Problems and possibilities of legal protection in

the field of ICT (internet, e-business).

Practical instruction: Intellectual property management – case studies. Innovation appropriability and

intellectual property. Diagnostics intellectual property methods - examples. Examples of appellations of

origin, technical innovation and know-how, product and service trademarks and customers perception.

Indications of geographical origin, 2D and 3D design - case studies and influence on business success.

Literature/Readings

Required:



Optional:

Drakulić, M., Basics of Business Law, Faculty of Organizational Sciences, Belgrade, 2001.

Besarović, V., Intellectual Property - Industrial property and Copyright, Faculty of Law Publishing Center,

Belgrade, 2005.

The number of class hours per week: 60 Other classes:

Lectures:

2

Labs:

2

Workshops:

Research study:

Teaching methods

Power Point presentation, research activities through overview and analysis of selected case study,

interactive work through students’ presentation and discussions of the seminar papers (individual or team).







Course:

Quality Management in the Public Sector

Teacher:Filipović V. Jovan

Course status: optional

ECTS points: 6

Prerequisites:

Course objective

Introduction to the different models applicable in practice and training for their use.

Learning outcomes

The student qualified to design quality management system in the public sector.



Basic concepts, Principles and terminology of quality management, Customer identification and services

design in the public sector, The role of quality and quality management systems in the public sector, The

application of management models in the public sector, The application of methods and techniques of

quality management in the public sector


Case studies in the field of quality management in the public sector, the application of the model IWA 4 i

CAF (Common Assessment Framework).

Literature/Readings

Dragoljub Kavran: Javna uprava: reforma, trening, efikasnost, 2003, Biblioteka ―Reforma drţavne uprave―

IWA 4 Guidance for the application of ISO 9001:2000 in local government

Common Assessment Framework (CAF), 2013, European CAF Resource Centre


Lectures: 2

Labs: 2

Workshops:

Research study:

Teaching methods

Lectures, practice, analyzes of case studies, analysis and application of standards




Practical classes 15 Oral examination

Essay 25



Course:

Technology management and service development

Teacher:Marinković P. Sanja


ECTS points: 6

Prerequisites: /

Course objective

The aim of this course is to introduce students to application possibilities of methods, techniques and models of

technology management in service development, with understanding the impact of new technologies on the service

development in a variety of industries. Service development as a result of development and adoption of new

technologies is evident in the services, but also in traditional manufacturing industries that use new services to

achieve and sustain competitive advantage. Students perceive service development as one of the key factors of

differentiation and competitive strength, but also as an essential factor for sustainable development that enables

stronger connection with customers, users and other stakeholders.

Learning outcomes

Students are prepared to connect knowledge in the field of technology with models of service developmental. They

are trained to theoretically and practically implement activities related to management of development of new

services that are based on new technologies. Students understand multiple roles of new technologies, especially

ICTs in development process, since they are initiators of development process; they support development process,

but also a key dimension that is built in new services for achieving added value for customers and users.



Technology management and service development; Multiple role of ICT in service; Service development models;

Managing innovation processes in services; Service development in manufacturing industries; Service development

as competitive advantage; Cooperation in development processes; Institutional support to service development;

Globalization and service development; Success indicators; Competences in service development; Service

development and sustainability.


Seminar classes follow the content and structure of lectures and include: Models and methods of technology

management as a support to service development; Case studies; Comparation of research results on national level in

different countries and industries; Analysis of research results at level of individual organizations; Creation and

implementation of relevant research.

Literature/Readings

Tidd, J., Hull, F.M., Service Innovation – Organizational Responses to Technological Opportunities & Market

Imperatives, Imperial College Press, 2003.

Cetindamar, D., Phaal, R., Probert, D., Technology Management – Activities and Tools, Palgrave Macmillan, 2010.

Schilling, M.A., Strategic Management of Technological Innovation, McGraw-Hill, New York, 2005.

Haksever, C., Render, B., Russel, R.S, Murdic, R.G., Service Management and Operations, Pearson Education,

2000.

Marinković, S., Menadţment inovacija u uslugama, Zaduţbina Andrejević, Belgarde, 2012.

Levi Jakšić, M., Menadţment tehnologije i razvoja, Čigoja štampa, Belgrade, 2010.


Lectures:2 Exercises:2 Workshops:

Research study:

Teaching methods: Presentation of material in form of lectures, workshops and group work, case studies, active

involvement of students through research in practice, seminar papers and deepening of theoretical knowledge

through literature review



Continuous assessment during

semester, student activities (seminars,

attendance, project work etc.)

70 Written exam 30



Course:

Management in Banking

Teacher:Barjaktarović-Rakočević M. SlaĎana,Kneţević P. Sneţana


ECTS points: 6

Prerequisites: /

Course objective

Introduction to the basic characteristics and specificities of banking.

Learning outcomes

Mastering the basic knowledge and practical problems of all banking activities necessary to develop a

banking career and do business in the banking sector.


Theoretical instruction: Bank as a financial institution. Types of banks. Bank management. The functions of

the bank. Work in the bank. Funds policy. Sources of funds. Monetary and credit policies of banks and their

credit potential. Liquidity policy. Liquidity planning. Methods for illiquidity remediation. Credit policy.

Types of loans. Issuing of guarantees and other sureties. Bank’s financial statements. Banking risks and risk

management. Securities transactions. Payment operations.

Practical instruction: The specificities of banking intermediation. The function of financial intermediation.

The money creation and cancellation function. Active banking transactions. Passive banking transactions.

Neutral banking transactions. Credit beneficiaries. Terms of creditworthiness. Credit scoring. The loan

approval process and collaterals. Credit risk. The foreign exchange (currency) risk. Interest rate risk.

Liquidity risk. Payment instruments. E-banking.

Literature/Readings

1. Dabic, Vasiljevic, Barjaktarovic Rakocevic, Milosevic: Banking management -script, FON,

Belgrade, 2013.

2. Knezevic, Barjaktarovic Rakocevic, Djuric, Finansijsko odlucivanje u bankama, FON, Beograd,

2012.

3. Rose, Hudgins, Bank management and financial services, New York: McGraw-Hill/Irwin, 2005.

4. Gup, Kolari, Commercial Banking, The management of Risk, Wiley, 2005.


Lectures:

2

Labs:

2

Workshops:

Research study:

Teaching methods






Seminar 30


Level of studies: Master studies

Course:

Models of Social Responsibility

Teacher:Filipović V. Jovan

Status of course: optional

Number of ECTS: 6

Condition for taking: /

Objective of the course

Establishment of foundations for managing social responsibility (SR) of organizations, through understanding of

systems approach in SR, different models and business cases, and work with SR standards.

Outcome of the course

A student is capable to design and develop a social responsibility system in specific organization.

Content of the course

Theoretical classes: P-01: Relationships between organization and its environment, stakeholders and interested

parties, P-02: Generations of organizational social responsibility, P-03: Organizational social responsibility – from

declarative to systems approach, P-04: Dimensions of organizational social responsibility, P-05: Internal dimension

of organizational social responsibility, P-06: External dimension of organizational social responsibility, P-07:

Geographical characteristics of social responsibility, P-08: Examples of national approaches to social responsibility,

P-09: Characteristics of social responsibilities in different industries, P-10: Market changes due to the development

of social responsibility of organizations, P-11: Role of government: how to achieve balance between laws and

voluntary initiatives, P-12: Socially responsible investment, P-13: Governmental framework for organizational

social responsibility; P-14: Governmental model for evaluating performance regarding social responsibility; P-15:

American and European model of organizational social responsibility

Practical classes: P-01: Introduction to SR model for small and medium enterprises, P-02: How to conduct due

diligence in organizational social responsibility, P-03: Key stakeholders identification and engagement, P-04: How

to develop organizational SR strategy, P-05: How to establish SR commitments, P-06: How to develop SR action

plan, P-07: Training design in the field of social responsibility, P-08: Application of SR commitments, P-09:

Checking and reporting on SR performance, P-10: Evaluation and improvement processes, P-11: Policies of

organizational social responsibility, P-12: Standard ISO 26000, P-13: Standard AA1000

Literature

ISO 26000:2010, Guidance on social responsibility,

Jon Jonker and Marco de Witte, Management Models for Corporate Social Responsibility, Springer, 2006

Standard AA 1000, ASQ, 2005

Standard SA 8000, ASQ, 2005

Number of classes Other

Theoretical: 2 Practical:2 Other forms: Study and research work:

Methods of conducting classes

Theoretical classes, practical classes, case study analysis, analysis and application of standards

Knolwedge assessment (maximum 100 points)

Pre-exam obligations Points Final exam Points

Activity on classes 5 written exam 55

Practical 15 oral exam

Essays 25



Course:

Monetary stability and development



ECTS points: 6

Prerequisites: none

Course objective

The course covers the basics of monetary policy, the role of the central bank and the banking system,

analysis of the impact of monetary policy on economic development. The aim of the course is understanding

the importance of monetary stability.

Learning outcomes

Upon successful completion of this course, students will be able to: understand the causes and consequences

of monetary policy; understand the impact of monetary policy on economic growth and development;

understand the importance of monetary stability, but also to confront and struggle with monetary instability.



Introduction; Understanding interest rates; Structure and competition of the banking industry; The central

bank and conduct of monetary policy; Monetary policy - the money supply and monetary policy instruments;

The importance of monetary stability; Savings, wealth and assets; The economic and financial crisis;

Activity and regulation of banking institutions; Ways of struggle against monetary instability; International

finance and monetary policy (exchange rates and international financial system); Monetary theory; Monetary

stability and economic growth and development.



Literature/Readings

Required Reading

Kragulj D., Ekonomija - Osnovi mikroekonomske i makroekonomske analiza, izdanje autora, Beograd, 2013.,


Miškin, F., Monetarna ekonomija, bankarstvo i finansijska tržišta, Data status, 2006. (selected chapters)

Supplemental Reading

Scientific research articles in journals and reports of international institutions.


Lectures: Labs: Workshops: Research study:

2 2

Teaching methods

The course uses a variety of teaching methods - lectures, analysis of appropriate reading material, interactive

classes, case study analysis, group discussion, problem solving and tasks, simulations, seminar papers.




and oral exam

50

Seminar paper 40



Course:

Multimedia in marketing

Teacher:Štavljanin B. Velimir,Vlastelica Bakić L. Tamara


ECTS points: 6

Prerequisites: none

Course objective

The aim of this course is to introduce students to the opportunities that multimedia bring to marketing and

marketing strategies in order to transform and adapt marketing activities to new market demands and provide

a competitive advantage in the new environment.

Learning outcomes

Students are trained to independently assess the potential multimedia technology and systems possess for use

in various aspects of marketing, in order to enable the development of strategies that will provide a

competitive advantage and added value for the consumer.



Multimedia concept. Building blocks of multimedia. Multimedia technologies. Multimedia systems.

Interactivity and individualization. The new marketing concept emerged in an environment of multimedia

technologies. Understanding the consumer in the new environment. Multimedia communication and

consumer decision making. Multimedia and consumer communities. Specific features of marketing strategies

development in an environment of multimedia technologies. Implications of contemporary media on the

marketing mix. Multimedia products. New models of product development. Co-creation with consumers.

Crowdsourcing in marketing. Branding in the age of multimedia. Interactive multimedia communications.

Multichannel marketing. The concept of the game. Gamification in marketing. Marketing metrics in a

multimedia environment. Customer experience. Customer experience management - CEM concept.


Practical application of multimedia technologies and systems in marketing. Exploring the contemporary

consumer lifestyle. Developing marketing strategies in an environment of multimedia technologies. Case

study analysis. Future development trends. Preparation of project assignment.

Literature/Readings

Required:

1. Starcevic D., Štavljanin, V., Multimediji, FON, Beograd, 2013.

2. Lecturer materials

Supplementary:

1. Merman DS, The New Rules of Marketing and PR, John Wiley & Sons, Inc., 2011.

2. Bacon J, The Art of Community, Second Edition, O’Reilly Media, Inc., 2012.

3. Edery D., Mollick E, Changing the Game, FT Press, 2009.

4. Frick T., Return on engagement, Focal Press, 2010.


Lectures:

2

Labs:

2

Workshops:

Research study:

Teaching methods

Interactive lectures, case studies, video presentations, debates




Practice – preparation and

presentation of project assignment

50


Degree level: Master study

Course:

Multi-project Management

Teacher:Petrović Č. Dejan


ECTS points: 6

Prerequisites:

Course objective

The acquisition of scientific theoretical and practical knowledge of Multi-project management necessary for

successful application and implementation on various projects simultaneously. Introduction of students to

modern methods and techniques used in the field of Multi-project management.

Learning outcomes

At the end of the learning process, after the fulfilment of pre-exam requirements and after the exam, students

are expected to know and to understand the contents of the subject as well as to be able to use modern

methods and techniques of the Multi-project management.



Multi-project approach to managing the company. Project oriented enterprises. Basic characteristics of

Multi-project management. Models of Multi-project management. Portfolio management. The strategic basis

of the project portfolio. Classification of projects. The selection and prioritization of projects. Program

management. Multi-project organization. Organization of units for Multi-project management. System of

Multi-project management. Grouping of projects. Multi-project planning. Multi-project resource

management. Monitoring and control of multiple projects.


Methods and techniques for structuring multiple projects - WBS; PBS; OBS and RACI matrix. Methods for

evaluation and selection of projects. Methods for determining priorities in projects implementation. Methods

of planning, monitoring and control of projects. Implementation of Multi-project management. Multi-project

information system. Standard computer programs for Multi-project management.

Literature/Readings

Jovanović P., Petrović D., Mihić M., Obradović V.: Program Management, FON, Belgrade, 2007

Milošević D.: Project Management Toolbox, John Wiley & Sons, Inc., Hoboken, New Jersey, 2003


Lectures:

2

Labs:

2

Workshops:

Research study:

Teaching methods

Auditory, illustrative and demonstrative, verbal and textual, practical methods.







Course:

Advanced and Intelligent Manufacturing

Teacher:Ilić R. Oliver,Makajić-Nikolić D. Dragana


ECTS points: 6

Prerequisites: Computer Integrated Manufacturing

Course objective

Acquiring knowledge and skills for the management of factory automation systems and application of artificial

intelligence in manufacturing.

Learning outcomes

Knowledge and skills in the design, analysis and control of advanced and intelligent manufacturing systems using

quantitative analysis and simulation.



P-01: Introduction to course.

P-02: Flexibility and automation.

P-03: Intelligent manufacturing system architecture.

P-04: CAD. CAM. Integrated CAD/CAM.

P-05: Flexible Manufacturing Systems (FMS).

P-06: FMS design.

P-07: FMS operation control.

P-08: Advanced expert systems (ES) in manufacturing.

P-09-11: Computational intelligence in manufacturing.

P-12: Cellular manufacturing.

P-13: Advanced scheduling and sequencing.

P-14: Advanced production planning and control.


V-01: Intelligent manufacturing systems.

V-02: Flexible manufacturing.

V-03-04: Case studies.

V-05: Flexible manufacturing – the Japanese model.

V-06: FMS and Value Stream Mapping (VSM).

V-07: Simulation of flexible manufacturing.

V-08: Application of advanced ES in manufacturing.

V-09-11: Methods of computational intelligence in

manufacturing (based systems knowledge, fuzzy logic,

neural networks, genetic algorithms).

V-12: Inexact algorithms for solving the problem of

manufacturing cell formation.

V-13: Advanced scheduling and sequencing – methods

and software solutions.

P-15: Trends in advanced and intelligent manufacturing. V-14: Case study.

V-15: Economic analysis of advanced manufacturing

technology.

Literature/Readings

1. Ilić, Oliver i Dragana Makajić-Nikolić, Napredna i inteligentna proizvodnja, FON, Beograd, predavanja u e-

formi.

2. Kusiak, A., Computational Intelligence in Design and Manufacturing, John Wiley & Sons, New York, NY,

USA, 2000.

3. Groover, M. P., Automation, Production Systems, and Computer-Integrated Manufacturing, 3/e, Prentice-Hall,

Englewood Cliffs, NJ, 2007.

4. Rehg, J. A., Introduction to Robotics in CIM Systems, 5/e, Prentice Hall, Englewood Cliffs, NJ, 2010.


Lectures: 2 Labs: 2 Workshops:

Research study:

Teaching methods: Lectures, creative workshops, case studies, video presentations and simulations.





Project/A seminar paper 10



Course:

Advance Planning and Scheduling

Teacher:Stanojević J. Milan,Makajić-Nikolić D. Dragana,Savić I. Gordana


ECTS points: 6

Prerequisites: No

Course objective

Course objective is to educate students about possibilities and application of advanced planning and

scheduling systems, especially in production and business systems. Train students to recognize the situations

when it is possible to apply such systems and to estimate company’s benefits.

Learning outcomes

Students will be trained to use and create advanced planning and scheduling systems. This capability is

considered prerequisite for companies’ development and sometimes survival in nowadays business

environment.


Theoretical instruction: Role and importance of advanced planning and scheduling systems software.

Algebraic modelling languages and environments: AMPL, AIMMS, LINDO&LINGO, etc. Optimization

software in spreadsheet environment. Connecting optimization software to data bases. Application of

advanced planning and scheduling systems in the production.

Practical instruction: Modelling mathematical programming problems in some of algebraic languages.

Development of advanced planning and scheduling software – simple example. Work on a case study with

application of advanced planning and scheduling software.

Literature/Readings

1. R. Fourer, D.M. Gay, B.W. Kernighan, AMPL: A Modeling Language for Mathematical Programming,

Duxbury Press / Brooks /Cole Publishing Company, 2002.

2. J. Bisschop, M. Roelofs, AIMMS – The Users Guide, Paragon Decision Technology, 2000.

3. What’s Best! – The Spreadsheet Solver, Lindo Systems Inc. 2011.

4. A. Makhorin, Modeling Language GNU MathProg Language Reference, Free Software Foundation,

2013.

(Literature 2 and 4 are freely available in electronic form on the sites of their copyright owners.)


Lectures:

30

Labs:

10

Workshops:

15

Research study:

5

Teaching methods

Lectures – classic ex cathedra, labs – interactive classes, research study – supervisor work.



Activities during classes 20 Defence of seminar work 30

Activities during research study 30 Oral exam 20

Study program / study programs: Business Analytics


Course:

Advanced planning in marketing

Teacher: Martić M. Milan, Janičić R. Radmila, Makajić-Nikolić D. Dragana


ECTS points: 6

Prerequisites: Applied marketing research

Course objective: The aim of the course is to provide students with the knowledge of how marketing information

can be used to explain and predict consumer behavior and how marketing managers can use marketing information

to make optimal decisions.

Learning outcomes: Students are trained to identify, model and solve real problems in terms of making optimal

decisions and plans, and to use software tools for solving identified problems in marketing.



Decision-making processes in marketing. Decision-makers in marketing. Strategic and operational decisions in

marketing and the role of advanced planning methods in their adoption. Descriptive and normative decision-making

in marketing. Application of advanced planning model in marketing. Planning instruments of marketing mix based

on quantitative methods and models. Creating a marketing information system. Elements of marketing analysis,

based on quantitative methods and models. Optimization in marketing. Modeling and solving optimization problems

in marketing: the optimal choice of media, optimization of schedule of special events, optimization of media

advertising, etc. Risk analysis in execution of marketing activities.

Practical instruction: Labs, Workshops, Research study

Analysis of case studies and interactive discussions in line with the content of theoretical instruction. Introducing the

appropriate software (Excel, GLPK, ...). Monitored research work during project preparation.

Literature/Readings

1. Filipović V., Kostić Stanković M., Marketing menadţment, FON, Beograd, 2011.

2. Kostić-Stanković M., Marketinško komuniciranje u upravljanju odnosa sa kupcima, Zaduţbina Andrejević,

Beograd, 2013.

3. Filipović V., Janičić R., Strateški marketing, FON, Beograd, 2010.

4. Banasiewicz A., Marketing Database Analytics: Transorming Data for Competitive Advantage,

PrenticeHall, 2013.

5. Diamantopoulod A., Wolfgang F., Hildebrandt L., Quantitative Marketing and Marketing Management:

Marketing Models and Methods in Theory and Practice, PrenticeHall, 2012.

6. W. L.Winston, Marketing Analytics: Data-Driven Techniques with Microsoft Excel, Wiley, 2013.

The number of class hours per week Other

classes Lectures: 2 Labs: 2 Workshops: 0 Research study: 0

Teaching methods

Lectures are standard, labs are case studies, using available software tools.




Practical instruction 10 Oral exam 30

Term paper(s) 50



Course:

Sustainable development

Teacher:Levi-Jakšić I. Maja,Marinković P. Sanja

Course status: Obligatory/Elective

ECTS points: 6

Prerequisites: /

Course objective

Knowledge acquisition related to the modern concept of sustainability, with the basic principles, key elements and

declarations on which the concept is established. Also, goal is to master the basic philosophy and approach to

sustainable development with a focus on sustainable management of technology, development and operations.

Learning outcomes

Ability of students to participate in the realization of sustainable, long-term oriented development, based on secure

technologies at the level of a company, economy sectors, national economy, regions, associations, unions, chambers

of commerce and other organizations.


Theoretical instruction: Sustainable development - the basic concept and philosophy; The principles of sustainable

development, sustainable business and sustainable management of technology; New technologies and the

development of society and knowledge-based economy; Opposition and duality of objectives within the

management of sustainable development; Technological competitiveness and sustainable development;

Technological innovations in accordance with the principles of sustainable development and sustainable

management of technology ; Expanded concept of technology life-cycle for sustainable development; Models of the

value chain and competence; National strategies for sustainable development; The actors of sustainable

development.

Practical instruction: Exercises follow the content and structure of lectures and include the following topics:

development of strategic thinking in terms of sustainable development (support methods); Technological forecasting

and sustainable development (qualitative and quantitative); Generic strategies and sustainability; Indicators of

sustainable development - analysis and comparison of existing approaches; development of the indicators; reporting

on sustainability - Global Reporting Initiative; Case studies in the field of sustainable management of technology,

development and operations.


Sempels, C., Hoffmann, J., Sustainable Innovation Strategy: Creating Value in a World of Finite Resources Palgrave

Macmillan, 2013.

Novacek, P., Sustainable Development, Palacky University, Olomouc, 2011

Lasylo, C., Zhexembayeva, N., Embedded Sustainability, Greenleaf Publishing Limited, 2011.

Rainey, D., Sustainable Business Development, Cambridge University Press, Cambridge, 2006.

Levi Jakšić, M., Marinković, S., Menadţment odrţivog razvoja, FON, Beograd, 2012

Levi Jakšić, M., Menadţment tehnologije i razvoja, Čigoja štampa, Beograd, 2008


Lectures: 2 Exercises: 2 Workshops:

Research study:

Teaching methods: Lectures supported by IT; Case studies; Active involvement of students in practical research;

Essays deepening the theoretical knowledge by the literature research; Discussion in class.



Continuous assessment of students during

the semester (essays, attendance, project

work etc.)

60 Exam 40



Course:

Organizational Restructuring

Teacher:Jaško O. Ondrej,Čudanov J. Mladen,Jevtić V. Miloš,Erić Dejan


ECTS points: 6

Prerequisites:

Course objective

Learning methodology of designing new and more efficient models of organization of enterprises in the

economy and the public sector. Getting to know specific constraints of organizational design solutions in

large companies and corporations. Defining effective ways of implementation of projected changes.

Learning outcomes

Improving students' knowledge in the field of organization design in changing conditions; improving skills

to solve the strategic and organizational problems in order to increase efficiency; changes in the ownership,

organizational and financial structure of the company.



Typology and sources of organizational changes. Approaches to the design of the organizational changes.

Organizational Development, definitions and methods. The organizational transformation. The process of

organizational transformation. Initialization and setting the directions of change. Designing changes. The

implementation of changes. Overcoming resistance to change. Ownership restructuring. Partnership

between private and public capital. Organizational restructuring. The restructuring of public enterprises-

energy sector. Reengineering. Downsizing.


The sources of changes-proactive and reactive approach to changes. Organizational Structure-defects and

improvement methods. Process design approach. Control Centres in functionally structured company.

Control Centres in divisionally structured company. Business Process Reengineering. Simulation of business

processes in selected case studies. Methods of researching organizational culture.

Literature/Readings

1. Jaško, O., Čudanov, M., Jevtić, M. & Krivokapić, J. (2013). Projektovanje organizacije. Beograd,

Srbija: Fakultet organizacionih nauka.

2. Dulanović, Ţ. & Jaško, O. (2007). Organizaciona struktura i promene. Beograd, Srbija: Fakultet

organizacionih nauka. Beograd, Srbija: Fakultet organizacionih nauka.

3. Jaško, O., Golubović, D., Komazec, S. & Todorović, I. (2013). Mogućnosti i modeli restrukturiranja

javnih preduzeća GO Obrenovac. Obrenovac, Srbija: Sindikat JP SKC Obrenovac.

4. Popović, N. & Jaško, O. (2013). Ekonomske dileme i predlozi. Beograd, Srbija: Vukotić Media

5. Gogen, P. A. (2004). Integracije, akvizicije i restrukturiranje korporacija, Novi Sad, Srbija: Prometej.

6. Erić, D. & Boţić, I. (2013). Korporativno restrukturiranje. Beograd, Srbija: Institut ekonomskih nauka.


Lectures:

2

Labs:

2

Workshops:

Research study:

Teaching methods






Writing term paper 30



Course:

Planning operations in the supply chain

Teacher:Omerbegović-Bijelović K. Jasmina


ECTS points: 6

Prerequisites:

Course objective:

Capacitate students to plan in chains and networks (C&N) of supply / value (S / V), for the management /

planning connection of participants in C&N and to find effective models of individual and joint planning.

The intention is to introduce students to business of C&N of supply - by introduction to opportunities,

problems and constraints that companies face, and to capacitate students to plan measures to overcome these

problems, and thus to effective and efficient joint (linked) business. They are trained to use modern planning

tools (models, methods, technical means and organizational tools, including standard software packages,

advanced planning, etc...).

Course outcome:

The ability of students to: a) plan for participants in C&N of supply (business objectives, activities and

resources - using software and without it), b), link participants in supply C&N by plans, c) run networked

business (sub) systems and ensure their well-deserved business results, d) create socially responsible

planning and a complete management of participants of C&N - taking care of the environment and all other

stakeholders.



Planning of individual companies and organizations (Introduction). Objects of planning. Planning as a

management phase (of organizational systems, processes, structures, resources). Chains and networks of

supply/value. Transformation of subjects of work and adding value. The basic concept of operations'

planning. Planning half-exit and exit from the chain / network. Time horizon of planning. Long-term

planning and development of supply C&N. Medium-term planning. Models and methods of planning of

resources for supply participants. Specifics of resource planning in organizational systems. Short-term

(operational) planning. Organization of planning. Quality of planning, meta- planning and development of

planning in supply C&N. Research and planning tendencies. Examples from real-life practice, with actual

documentation.

Labs:

Preparation for planning. Supply chain (supply chain objectives, participants, types, processes). Operations

Management at supply C&N. Planning and forecasting demand. Production planning. Planning of supply

/procurement. Inventory planning. Planning of product distribution and transportation. Planning to meet the

demand (sales orders) of supply C&N. Aggregate planning at supply C&N. Resource planning in supply

C&N. Collaboration of participants in supply C&N planning. Tools for quality improvement of planning in

supply C&N. Planning Software Support (labs). Planning in practice and possibilities / tools for practice

development / quality of planning in supply chains. Problems, definition of solutions and defining projects

for their implementation.

Literature/Readings

1. Omerbegović-Bijelović, J. (2006), Planning and preparation of production and service delivery (in

Serbian), FON, Belgrade.

2. Stadtler H., Kilger C. (2005), Supply Chain Management and Advanced Planning, Springer-Verlag,

Germany

3. Palmatier G.E., Crum C. (2003), Enterprise Sales and Operations Planning, J. Ross Publishing & APICS

4. Argoneto, P. (Ed.). (2008). Production planning in production networks, Springer

5. Hans-Otto Günther H.O., Meyr H. (2009), Supply Chain Planning - Quantitative Decision Support and

Advanced Planning Solutions, Springer.


Company tours

and businessmen

visits

Lectures:

2 Labs:

2 Workshops:

Research study:

Tutorials with students'

research

Teaching methods

Lectures - with presentation of the situations and formulation, i.e. problem modelling; presentation in ppt;

discussion in class (with prior team and individual preparation of students); creating and solving problems

and case studies; visit the practice; visits of businessmen; Labs - in classroom and laboratory (software for

production and service delivery management in chains and networks (C&N) of supply); Practical work for/in

companies (project); Processing of scientific and professional literature; writing (students') professional and

scientific papers (by student's choice)



Participation in class 10 Term paper 30

Practical instructions/ project 30 Oral exam 30



Course:

Quality improvement of management and problem solving



ECTS points: 6

Prerequisites: /

Course objective:

Capacitate students to use tools for improving the quality of management in organizational systems (OS), in

the area of Quality improvement and Problem solving. They are trained to use meta-management tools

(MMT): models, methods and techniques, technical resources and organizational tools. More specifically,

the aim is to enable students to identify opportunities/issues in which, using the MMT, they can enhance/

improve the quality of management in the observed OS.

Course outcome:

The ability of students to use the MMT, i.e. to: a) formalize/model and solve (based on facts/data and their

analysis ) problems of non-compliance of quality in OS; b) Implement MMT - the stages of design, creation,

maintenance and quality development of management of OS; c) Project methodology for eliminating,

reducing or avoiding problems; d) Plan time and other resources to solve problems and improve the quality

of management of OS; e) Measure the quality (effectiveness and efficiency) of MMT application; f) Develop

MMT and their implementation; g) Present ("Sell") their problem solutions to a procuring entity.



Managing OS, Meta-management and meta-management tools; the role and importance of MMT for

enhancement/improvement of quality of management in OS. Problems in the OS as a result of non-

compliance of quality management (delays, injuries and deaths, waste and finishing, losing customers, rising

costs, etc.). Manifesting and perceiving problems. Data about the problems and their sources. Classification

of problems. Purchaser's assumptions of possible problems and their controls. The list of potential causes of

problems and their impacts. Model of connections among the causes of problem. The selection of modes of

actions to the causes of problem and conditions for their implementation. Project to solve problems and

improve the quality of management of a specific OS. Examples of application of the methodology. New

research and development of MMT. Students' professional and scientific work.

Labs:

Specific MMT - applicable to improving the quality of management in OS: in checking the baseline

assumptions, detecting real problems, their sorting and selection of problems to solve in the given conditions

(time, cost, risk, etc.); identifying the causes of problems, defining their significance and the choice of

measures to act against problems, as well as designing operations for actions against problems, and to

measure the improvement of the quality of management in OS. In classes and labs, students are presented

with MMT for the collection, presentation and analysis of data, for management, generation, selection and

implementation of ideas, for the design and maintenance of quality management in OS: Checklist, Pareto

diagram, Histogram, Correlation diagram, Fishbone, Flowchart , Development flow diagram, Stratification

of data, Affinity Diagram, Brainstorming, Focus groups, as well as the basic elements of advanced MMT:

Taguchi method, QFD, FTA, FMEA, FMECA, Kanban, Poka-Yoke, JIT, SMED, Benchmarking, Analysis

of influence fields, PDCA, Six Sigma and others.

Practical instruction: Work on case studies for specific companies and specific situations, with actual documentation, the real

quality problems, real data (and its sources) and solutions.

Literature/Readings

1. Omerbegović-Bijelović, J. (1998), Metamanagement and quality of management – monograph (in

Serbian), Zaduţbina Andrejević, Beograd.

2. Aikens C.H. (2011), Quality Inspired Management – The Key to Sustainability, Prentice Hall,

International ed.

3. Evans J.R., Lindsay W.M. (2008), The Management and Control of Quality, Thomson South-Western

4. Goetsch D.L., Davis S.B. (2010), Quality Management for Organizational Excellence – Introduction to

Total Quality, Pearson Education International

The number of class hours per week: Other classes:

Lectures:

2 Labs:

2 Workshops:

Research study:

by students' choice.

Teaching methods

Lectures - the presentation of situations and formulation, i.e. modeling problems; creating and solving

assignments and real-life cases; processing scientific and professional literature; writing scientific papers (by

students' choice).




Practical instructions/ term paper 40 Oral exam 30



Course:

Tax Modalities and Business Strategies

Teacher:Bogojević-Arsić T. Vesna,Kneţević P. Sneţana


ESPB: 6

Pre-requisites:/

Aims

Mastering the tax planning for mergers, acquisitions, joint ventures and restructuring. Besides this, the aim is to

perceive and understand the importance and the role of both, taxation and business strategies.

Learning outcome

The module seeks to perceive and formulate key financial problems in business entities and to develop ability for

financial decision making and problem solution.

Content

Lectures

Tax principles. Business entity choice. Taxation and business strategies. Tax planning strategies development. Tax

planning for mergers, acquisitions, joint ventures and restructuring. Tax accounting for mergers and acquisitions.

Taxable income measuring and tax balance sheet. Taxable income from business transactions. Role of net present

value in business decision making. Taxation and cash flows. Asset disposition. Non-taxable changes. Taxation of

financial transactions. Taxation of capital transactions. Tax incentives.


Simulation of tax planning for mergers and acquisitions. Simulation of tax planning for joint ventures and

restructuring. Taxable income projection. Tax on capital transaction calculation. Tax on financial transaction

calculation. Book vs. tax depreciation. Expenses vs. cost capitalization. Pre-paid income tax. Value added tax and

reporting. Disclosure of taxable income in financial reports. Income tax incentives.

Literature

Jones M. S.: Principles of taxation for Business and Investment Planning. McGraw-Hill – Irwin, New York, 2007.

Scholes S. M., Wolfson A. M., Erickson M. M., Maydew L. E.: Taxes and Business Strategy, Prentice Hall, 2008.

Bogojevic Arsic V.: Korporativne finansije, Fakultet organizacionih nauka, Beograd, 2005.

Blessing H. P.: Tax Planning for International Mergers, Acquisitions, Joint Ventures, and Restructurings, Wolters

Kluwer, 2013.

Carrington R. G.: Tax Accounting in Mergers and Acquitions, Wolters Kluwer, 2013.


Lectures:

2

Exercises:

2


Methods of delivery





Test(s) 70 Oral examination 30



Course:

Portfolio management

Teacher:Bogojević-Arsić T. Vesna


ESPB: 6

Pre-requisites: /

Aims

To provide an understanding of methods and techniques used for portfolio construction, where portfolio consists of

equity, fixed-income, and derivative securities.

Learning outcome

The module seeks to develop the ability to understand and apply various methods and techniques to create excess

portfolio return while minimizing risk.

Content

Lectures

Portfolio construction: concept and structure. Principles and importance of diversification. Markowitz portfolio

theory. Asset-pricing models. Capital asset pricing model. Arbitrage pricing theory and factor models. Analysis

and management of bonds. Bond characteristics. Different types of bonds. Analysis and valuation of bonds. Bond

portfolio management strategies. Analysis and equity management. Stock characteristics. Different types of stocks.

Analysis and stock valuation. Equity portfolio management strategies. Derivative security analysis. Derivatives

characteristics. Different types of derivatives. Derivative securities: strategies. Use of derivatives in portfolio

management. Investment companies and evaluation of portfolio performance. The role of portfolio manager. Types

of investment companies. Portfolio performance measurement. Evaluation of portfolio performance.


Asset pricing models. Capital asset pricing models: examples. Factor models – examples. Analysis and management

of bonds. Analysis and valuation of bonds – examples. Bond portfolio management strategies – examples. Analysis

and equity management. Analysis and stock valuation – examples. Equity portfolio management strategies -

examples. Derivative security analysis. Examples of derivatives security strategies. Investment companies and

evaluation of portfolio performance. Portfolio performance measurement – examples. Evaluation of portfolio

performance - examples.

Literature

Fabozzi F.J., Bond Portfolio Management, Wiley and Sons, Inc., New York, 2001

Collins B.M. and Fabozzi F.J., Derivatives and Equity Portfolio Management, Wiley and Sons, Inc., New York,

1999.

Fabozzi F.J., Martellini L., Priaulet P., Advanced Bond Portfolio Management, Wiley and Sons, Inc., 2006.

Fabozzi F.J., Markowitz H.M., Equity Valuation and Portfolio Management, Wiley and Sons, Inc., 2011.

Fischer B.R., Wermers R., Performance Evaluation and Attribution of Security Portfolios, Academic Press, 2012.


Lectures:

2

Exercises:

2


Methods of delivery





Seminar/s 50 Oral examination 50



Course:

Business Logistics

Teacher:Vasiljević V. Dragan


ECTS points: 6

Prerequisites: some of the courses in the field of logistics, operations or general management.

Course objective

To broaden the existing knowledge of students related to logistics and to empower their abilities for business

decision-making in the field of logistics management.

Learning outcomes

Theoretical and practical knowledge of solving complex logistics problems and managing of logistics processes in

manufacturing and service companies.




T-02: Domain of business logistics.

T-03: Logistics processes in production.

T-04: Logistics in service sector.

T-05: Forecasting demand in logistics.

T-06: Internet in logistics and supply chains.

T-07: B2B and B2C technologies in logistics.

T-08: Material flows management in lean manufacturing: Kanban.

T-09: Logistics and SAP Business Suite.

T-10: Logistics and Microsoft Navision.

T-11: Strategic and operational planning in logistics.

T-12: Logistics in ecological context: green logistics.

T-13: Logistics providers.

T-14: Control test.


Literature/Readings



2. Kappauf, J., Lauterbach, B., Koch, M., Logistic Core Operations with SAP: Inventory Management,

Warehousing, Transportation, and Compliance, Springer-Verlag, Berlin, 2012.

3. Pienaar W., Business Logistics Management, Oxford University Press. Southern Africa, 2009.

The number of class hours per week Other classes


Teaching methods: Ex cathedra teaching, interactive teaching methods (creative workshops and case studies),

practical and lab exercises.





Tests 20

Term paper 25


Grades 5 6 7 8 9 10

Points [0-55] [56-65] [66-75] [76-85] [86-95] [96-100]


P-01: Methods of supplier selection.

P-02: Financial analysis for selection of

sourcing strategy.

P-03: Methods of inventory management and

warehousing.

P-04: Methods of capacity allocation.

P-05: Forecasting methods (moving average,

exponential smoothing, etc).

P-06: Methods of internal transportation

management.

P-07: Test 1.

P-08: Methods of lean logistics.

P-09: Models for logistics performance

measurement.

P-09: Analysis of logistics cost.

P-10: E-procurement, е-distribution and e-

sales models.

P-11: Application of business intelligence tools

in logistics.

P-12: Analysis of selected case studies.

P-13: Test 2.

P-14: Lab exercise: SAP (modules ММ and SD).

P-15: Lab exercise: BusSim Business

Simulation.



Course:

Business Psychology

Teacher:Mihailović M. Dobrivoje


ECTS points: 6

Prerequisites:

Course objective

Course represents interdisciplinary approach to studying behavior, personality traits and psychological

processes of business people in implementing and leading business undertakings, with the objective to

improve work effectiveness and efficiency while maintaining health and job satisfaction of employees.

Learning outcomes

Application of concepts derived from work and social psychology in different areas of business.

Understanding problems of leadership and management from psychological point of view and adopting

psychological principles in solving problems in the field of organizational behavior.



Problems of leadership and management, psychological aspects. Individual factors of organizational

behavior: abilities, skills and personality traits. Knowledge and knowledge adoption of employees;

permanent learning. Innovation, creative process and characteristics of creative people. Employee

motivation: theoretical and practical aspects, job stimulation. Organizational factors of organizational

behavior. Teamwork and group organizational behavior. Interaction and communication process. Conflicts

and frustrations. Business negotiations and public appearance. Manifestations of organizational behavior.

Work efficiency. Work absenteeism and turnover. Stress and psychosomatic diseases in organizations.


Instructions for writing essay. Identification of individual factors of organizational behavior. Professional

selection – case study. Characteristics of creative people – discussion. Skills or knowledge – discussion.

Emotional intelligence as a skill. Employee motivation – case study. Identification of organizational factors

of organizational behavior. Communication problems in organization – case study. Stress in organizations –

workshop. Measuring work efficiency – workshop. Human error in organizations – case study. Presentation

of essays.

Literature/Readings

Mihailović, D., Ristić, S., Organizational Behavior. FOS, Belgrade, 2009.


Lectures: 2

Labs:

Workshops: 2

Research study:

Teaching methods

Lectures, workshops, group discussions, case studies, mentor and teamwork for writing an essay on a chosen

topic.



Participation in class 20 Written/Oral exam 30




Course:

Business Models and Software Support to Managerial Economics

Teacher:Ilić J. Bojan,Martić M. Milan,Vlajić S. Siniša


ECTS points: 6

Prerequisites: none

Course objective

Gaining knowledge in selecting and applying appropriate business models and softwares required for the

measurement, analysis and prediction in the business management.

Learning outcomes

Ability of adequate implementation of appropriate models and softwares in managerial economics, with an

uttered dynamic approach.



The importance of research and application of business models from the viewpoint of managerial economics.

Quantitative methods and models that are applied in practice of manufacturing and service companies. The

assessment method, interpolation method, method of least squares. Market models and the optimization of

business results. Managerial decision making based on business models. Modeling of business information

systems (process approach, structural system analysis). Use case model. Domain (conceptual)

model. Relational model. Application of software systems in managerial economics.


Class exercises follow the content and structure of lectures and include: elaboration of criteria for applying

appropriate business model, case studies, creative workshops.

Literature/Readings

Milićević V., Ilić B., Ekonomika poslovanja (selected chapters), Fakultet organizacionih nauka, Beograd,

2009.

Ilić B., Milićević V., Menadžment troškova – strategijski okvir (selected chapters), Fakultet organizacionih

nauka, Beograd, 2009.

Vlajić S., Savić D., Stanojević V., Antović J., Milić M., Projektovanje softvera – napredne Java tehnologije,

Fakultet organizacionih nauka, Beograd, 2008.

Vlajić S., Projektovanje programa, skripta, Fakultet organizacionih nauka, Beograd, 2011.


Lectures:

2

Exercises:

2

Workshops:

Research study:

Teaching methods


studies, creative workshops, exercises to solve specific management problems, consultations in the

preparation of seminar papers.





Seminar paper 15



Course:

Business Reporting and Performance Indicators



ECTS points: 6

Prerequisites: none

Course objective:

The course objective is to capacitate students about actual theoretical approach to performance management

in company, about system performance management and process of selection of Key Performance Indicators

(KPIs), about system of business reporting, different reports and usage of business reports, as well as about

approach to create business reports by using spreadsheet engineering.

Learning outcomes:

The course outcome is students' capability to understand and be able to solve problems in production/service

companies by using KPIs, to be able to apply methods and techniques of business reporting, implementation

of adequate business reports and usage of spreadsheet engineering in defining model of reports for relevant

KPIs.



Introduction: Performance management. Basic concept for performance management in Operations

management. Implementation of performance management system. Differences between KPIs and selection

the right KPIs. KPIs in modern management theory. Development and implementation of KPIs in operations

management. Methods for selecting target values for KPIs and relevant metrics. KPIs in value chain of

production/service company. KPIs in production/service operations in Supply chain. Financial KPIs in

decision making models in operations management. Business environment impact on KPIs. Spreadsheet

engineering – process modeling and decision making. Spreadsheets in defining report model structure. KPI

model automatization with WBA.

Practical instruction/Labs:

Introduction: Performance management in practice. Performance indicators development. Business reporting

development and KPI based on spreadsheets. Creating spreadsheet KPI model for production operations.

Creating spreadsheet KPI model for inventory management and warehousing. Creating spreadsheet KPI

model for product distribution. Creating spreadsheet KPI model for purchasing and procurement operations.

Basic financial KPIs in operations management. Basics financial performance indicators in operations

management. Advance approach to KPI management. Business management development by performance

indicators.


1. Parmenter D., Key performance indicators: developing, implementing and using winning KPIs,

Wiley & Sons, Inc., Hoboken, New Jersey, 2010.

2. Carlberg C., Business Analysis for MS Excel 2010, Pearson Education, Indianapolis, 2010.

3. Nugus S., Financial planning using Excel, CIMA Elsevier Publishing, UK, 2006.

The number of class hours per week: 2+2 Other classes:

Lectures:

2

Labs:

2

Workshops:

Research study:

Teaching methods

Lectures and practical work on case studies from real business environment.

Students are obliged to deliver practical instructions(project as result of active participation in classes.




Practical instructions/project/essay 50



Course:

Business aspects of Management and Organization

Teacher:Drakulić S. Mirjana


ECTS points: 9

Prerequisites:

Course objective

Introducing students to legal aspects of management and organization. The aim is to provide students with

understanding of legal concepts which are included in decision making and management as well as to enable

students to enter into negotiations and agreements in national and international business environment as well

as manage companies in Republic of Serbia and European Union.

Learning outcomes

Advancement of knowledge and skills in relation to identification of fundamental legal framework of

management and organization as well as risks related to business and management decision making.



Scope, development and significance of Business Law. EU Business law. Regulation of management and

organization. International regulation. EU law. Regulation on national level. Business entities. Corporate

management. Codex of corporate management. legal aspects of application of management principles.

Management liability. Business entities organization. Competences of corporate bodies. Transfer of liability

within corporation and limitations. e-Business regulation. Advertising regulation. Protection of consumers:

national and international. legal aspects of reputation management. Intellectual property law: types,

registration and international protection. EU Intellectual property. Legal aspects of data collection for

business purposes. Types of data. Business obligations. Types and characteristics of business transactions.

Employment relationship regulation.


Exercises and assignments, research and project work. Development opf legal skills: negotiation. The role of

negotiation rules in legal transactions and management

Literature/Readings

1. Drakulić M., Fundamentals of Business Law, FON, Beograd, 2001.

2. August R., on Mayer D., Bixby M., International Business Law, Prentice Hall, 2008.

3. Schaffer R., Agusti F., Earle B., International Business Law and Its Environment, South-Western Pub,

2004.

4. Vukadinović R., European Union Law, Centar za pravo Evropske unije Pravnog fakulteta u Krgujevcu,

Kragujevac, 2006.

5. Keenan D., Business Law, Harlow, Pearson-Longman, 2005.

6. Drakulić M., Drakulić R., eBusiness, Intelectual proprety and law, Pravni ţivot, 2000, vol. 49, br. 11, str.

713-730


Lectures:

3

Labs:

Workshops:

2

Research study:

Teaching methods

Interactive lectures, creative workshops, case studies, team work, seminar.




Workshops 30

Seminar 20



Course:

Entrepreneurship and management of SMEs

Teacher:Omerbegović-Bijelović K. Jasmina,Lečić-Cvetković M. Danica


ECTS points: 6

Prerequisites: /

Course objective:

Introducing to the concept, social importance and support to entrepreneurship (E) and small and medium-

sized enterprises (SMEs), as well as to the ways of turning business ideas into practice (SME), i.e.

establishment, operation, conduct/management and development of SMEs.

Course outcome:

Ability to identify/find/create entrepreneurial ideas and efficiently "assembly" resources - as the condition

for their realization; and the capacity for establishment, operational management (planning, organization,

implementation and control) of SMEs and management of development of SMEs.



Entrepreneurship (E) and every-day life; entrepreneur; women and youth in E. The place and role of E in the

functioning of companies and entire economic and social system. Specialized fields of entrepreneurship:

Corporate/Internal E, Green/Eco E, Academic E, Social E, Family E, Home E, Female E, Youth E, etc.

Entrepreneurial process; Entrepreneurial resources; Business opportunities. Business Plan (BP) and testing

the value of business idea/opportunity. Environment for the implementation of business ideas: centers,

incubators, parks; Support of environment. Small and medium enterprises (SMEs): characteristics; role,

importance, types. Establishment of SMEs: forms of entry into the business; legal basis for enterprises.

Business partners and other stakeholders of SMEs. Functioning of the SMEs: Entrances and exits from

SMEs; design and development of products and services of SMEs; SME business connections. Management

of SMEs as a System (Planning in SMEs, Organizing in SMEs, SMEs Realizing plans and Controlling the

achievement of plans in SMEs). Management of resources and processes of SMEs. Management of SME

development: Growth, development and networking of SMEs; Quality management of SMEs; Meta-

management and SMEs. Consulting of E and management of SMEs: Consulting agencies, centers and

associations of SMEs. Research and trends in the development of E.

Labs:

Identifying the needs of the environment for E. Identification of individual propensity to E. Defining

entrepreneurial career. Defining entrepreneurial idea (and its development). Steps in the development of the

business plan (as a tool for checking the feasibility of carrying out entrepreneurial ideas). Inclusion of

elements of business plan in plans (by the time horizon). Procedure for the establishment of SME. Resources

and capacities of SME. Phases and management tools of SME. Dynamic role of entrepreneurs, owners and

managers of SMEs. The growth and development of SMEs. Linking SMEs with the environment.

Introduction of specific entrepreneurs and their ventures. Visits to a particular SME.

Visits of entrepreneurs. Visits to SMEs.

Literature/Readings

1. Scarborough N.M., Zimmerer T.W. (2006), Effective Small Business Management – An Entrepreneurial

Approach, Pearson Education International

2. Katz J.A., Green R.P. (2007), Entrepreneurial small business, McGraw-Hill/Irwin

3. Hisrich R.D., Peters M.P., Shepherd D.A. (2011), Entrepreneurship (in Serbian) -7th

edition, Mate,

Zagreb

The number of class hours per week: Other classes:

Lectures:

2 Labs:

2 Workshops:

Visits of

entrepreneurs.

Research study:

Visits to SMEs.

Teaching methods

Work with teacher; Team and/or individual work of students; Introduction to practice and practical work and

for it (term paper/project work); Discussion of term papers and project work; Solving real-life case;

Processing professional and scientific literature and writing papers (professional and/or scientific) - by

students' choice.



Participation in class 10 Term paper/ project 30

Practical instructions 30 Oral exam 30


Degree level: Master academic study

Course:

Applied Marketing Research

Teacher:Janičić R. Radmila,Štavljanin B. Velimir,Damnjanović Ţ. Vesna,Vukmirović A. Jovanka

Course status: Basic

ECTS points: 6

Prerequisites: Marketing

Course objective

Course objective is improving knowledge about use of aplied marketing reasearch in process of marketing

planning. Special objective is development of marketing planning by on the base of marketing reaserach, as

support. Specific objective is to cover all approach of buiding informaton systems, including defining

information systems, collect data, analysis of data, control of collecting process and implementation process

on the base of research.

Learning outcomes

Understanding of marketing research methodology as process of continuing process of data collecting and

buidling, as well as, process of conclusion on the base of informations. Developing of marketing planning on

the base of marketing research.


Theoretical instruction: Marketing research –definition, methodology and process. Aplied marketing

information systems. Data base according to sources and contents, statistical data, informations as part of

information systems, marketing information systems, marketing decision making based on marketing

information systems. Analysis of data sources and methodology of collecting data and processing into the

informations. Decision process and chosing the informations from the data base. Model of CRM, as base for

informations about clients, customers, consumers, partners, distributors, agencies, concurents and other

private and public institutions. On the base of informations about customers/consumers companies can

predict future behaviour and use different strategies to improve there position on the market place and to

improve connection with consumers/customers. Aplied marketing research is holistic process that include

research of market place, concurention, environment, relationship with others instituions, partners,

customers/consumers, as well as, internal process in companies. This holistic approach gives opportunities

for developing process of marketing decision making. Marketing research on the base of marketing

information systems in base for sucessful implementation of marketing strategies on market place. Marketing

information systems gives us opportunities for controling marketing decision process and implemetation of

strategies and it is the best feedback as control process, which will impact other marketing decision in the

future. Marketing information systems is support for prediction of future customer behavior and

implementation of new trend according to customers needs. Practical instruction: Research work on the real

case studies from practice. Comparative analysis of case studies.

Literature/Readings

Vukmirović J., Vukmirović D., Marketing istraţivanje, BPŠ, 2011.

Filipović V., Kostić – Stanković M., Marketing menadžment, FON, 2008;

Kotler Ph., Keller R., Marketing Management, DataStatus, 2008.

Hanić H., Istraživanje tržišta i MIS, Ekonomski fakultet, 2004.

Aaker D., Marketing Research, Prentice Hall, New York, 2008;

McDaniel C., Gates R., Marketing Research with SPSS, McGrawHill, New York, 2006.


Lectures: 2

Labs: 2

Workshops:

Research study:

Teaching methods




Participation in labs 30 40 100



Course:

Preparation and Evaluation of Capital Projects

Teacher:Obradović LJ. Vladimir,Mihić R. Olivera


ECTS points: 6

Prerequisites: /

Course objective

Acquiring the latest theoretical knowledge in the field ofProjects Investment.

Acquisition of methodologies, methods and techniques used in the field of Project Investment.

Learning outcomes

Improvingstudents’ competences of applying knowledge in the preparation, evaluation and implementation

of various investment and business projects.



Concept and definition of Capital Projects. Classification of Capital Projects. Development and investment

policies. Portfolio strategy. Stages of the investment process. Types and content of investment studies.

Economic and social evaluation of Capital Projects. Models for providing the funds for the implementation

of Capital Projects. Risk management of Capital Projects. Organisation of service for Capital Projects.

Methodology for evaluating investment projects in specific areas of business. IT support for Capital Projects.

Capital Projectsin transport. Capital Projectsin the energy sector. Capital Projectsin the field of real estate.


The criteria for evaluation and selection of investment alternatives. Static criteria. Dynamic criteria. Discount

rate criteria. The net present value. The rate of return on investment. Repayment. Cost-benefit ratio. Problem

of reinvestment of investment. The method of critical points. The sensitivity analysis. Analysis of

probability. The application of game theory and decision theory in the evaluation of investment projects.

Software support for the preparation and evaluation of Capital Projects.

Literature/Readings

1. Petrović D., Mihić M., Obradović V., Tools of Project Management, FON, Belgrade 2013

2. Jovanović P., Investment Management, FON, Belgrade 2006

3. J. Sepulveda, Souder W., B. Gottfried, Schaum's outline of theory and problems of engineering

economics, The McGraw-Hill Companies, 1984

4. Jovanović P., Investment decision making, Grafoslog, Belgrade 2008


Lectures:

2

Labs:

2

Workshops:

Research study:

Teaching methods

Auditory, illustrative and demonstrative, verbal and textual, practical methods.







Course:

Organizational design and ICT

Teacher:Čudanov J. Mladen,Jevtić V. Miloš


ECTS points: 6

Prerequisites: -

Course objective

Objective of the course is for students to know influence ICT has on organizational design, as well to get

basic skills, methods and techniques which are used in modern approach to design process.

Learning outcomes

Mastering the concepts of influence ICT has on organizational design, as well as improving methods and

techniques characteristic for organizational structure design and business models design in new environment.



Review of basic terms. Hierarchical structure in organizationa and hierarchical structure of data, information,

knowledge and business wisdom. Review of basic concepts and historical development of ICT in the context

of organization. Influence of ICT on decentralization. Influence of ICT on departmentalization. Influence of

ICT on coordination. Influence of ICT specialization. Influence of ICT on organizational performance.

Influence of ICT on enterprise size. Influence of ICT on process of management. Business model design.

Business model canvas by Oserwalder and Pigneur. Specific business models dependent on ICT.


Unbundled business model. Long tail business model. Business model of multi-sided platform. Free business

model. Open business model. Decentralization in modern organization – case study. Styles od management

in relation to ICT. Top management and their attitude towards ICT. Organization of ICT sector – case study.

Literature/Readings

Osterwalder, A., & Pigneur, Y. (2010). Business model generation: a handbook for visionaries, game

changers, and challengers. London, UK: Wiley.

Čudanov, M (2011) Organizaciona i strateška primena IKTa, Beograd, Srbija: Zaduţbina Andrejević.

Čudanov , M (2007) Projektovanje organizacije i IKT, , Zaduţbina Andrejević, Beograd, 2007

Future organizational design – the scope for the IT based enterprise, Groth, Lars: Wiley&Sons, New York

1999.

Earl, M., Feeny, D. (2000) How To Be a CEO for the Information Age, Sloan Management Review;

Winter2000, Vol. 41 Issue 2


Lectures:

2

Labs:

2

Workshops:

Research study:

Teaching methods






Mid-term paper 40



Course:

Designing a quality management system


Status of course: compulsory

Number of ECTS: 6

Condition for taking: /


Apprehension of basic concepts, processes and approaches that are associated with the design of the quality

management system.


A student is capable to design quality management system in specific organization.


Theoretical classes: 1. Introduction to the course, 2. i 3. Fundamentals for designing quality management system

(QMS), 4. i 5. Documentation of the quality management system, 6. i 7. Analysis of standard requirements for

quality management system, 8. i 9. Systems requirements, 10. i 11. The requirements relating to the management

processes, 12. i 13. The requirements relating to the basic processes, 14. The requirements relating to the support

processes, 15. Final considerations

Practical classes: 1. Introduction, 2. Definition of seminar paper, 3. Selection and description of the organizational

system 4. i 5. Identification of QMS processes, 6. i 7. Development of system documents, 8. i 9. Documentation for

regulation of management processes, 10. i 11. Documentation for regulation of the basic processes, 12. i 13.

Documentation for regulation of the support processes, 14. i 15. Seminar paper overview and discussion

Literature

Nedeljko Zivkovic, „Designing a quality management system―, authorized lectures, FON, 2013.

ISO 9001:2008, Quality management systems-Requirements


Lectures: 2 Labs:2 Workshops:

Research study:

Teaching methods

Theoretical classes, practical classes, seminar paper, case study analysis, teamwork and group discussion.



Seminar paper 50 oral exam 50

Study program / study programs: Management and organization


Course:

Labour law

Teacher: Orlic D. Ranko


ECTS points: 6

Prerequisites: /

Course objective

Introducing students with basic terms regarding labour law and social security.

Learning outcomes

Gaining necessary knowledge and preparing students to use it in practice.



Definition, scope and development of labour law; Sources of labour law; Right to work, employment

relationship and forms of temporary employment; Unemployment and unemployment benefit rights.

Employment and employment regulation; Placement of employees. Vocational training of employees;

Working hours. Vacations and leaves. Temporary inactivity of contract of employment; Work attitude and

employee liabilities (regarding financial, offence and criminal acts); Termination of employment;

Accomplishment and protection of employee rights; Employee collective rights and resolving collective

disputes at work; Special regime of employment relationship; Definition, development and appearance of

social security. Basic principles and branches; Health insurance; Disability and pension insurance; Revision

and preparation for final exam.


Exercises follow the topics covered by lectures.

Literature/Readings

1. Ivosevic Zoran, Radno pravo, Sluzbeni glasnik, Beograd, 2006.

2. Zakon o radu, Sluzbeni glasnik RS.


Lectures: 2

Labs: 2

Workshops:

Research study:

Teaching methods

Lectures, interactive classes: workshops, exchanging ideas and knowledge through group discussion,

learning by example using case studies, mentoring and teamwork aimed at preparing essays on agreed topic,

presentation method.



Participation in exercises 10 Written exam 30

Tests 40

Essay(s), homework assignment(s) 20



Course:

Computer Integrated Manufacturing Systems

Teacher:Ilić R. Oliver


ECTS points: 6

Prerequisites:

Course objective

Gaining knowledge and experience in the integrated use of computers in the management of production and

logistics segments of the manufacturing enterprise.

Learning outcomes

Improved knowledge, skills and abilities of candidates to solve complex production and logistics problems in

computer integrated manufacturing systems.


Theoretical instruction: Practical instruction:

P-01: The Manufacturing Enterprise.

P-02: Manufacturing Systems.

P-03: Production Process Machines and Systems.

P-04: Production Support Machines and Systems.

P-05: Industrial Robots.

P-06: Automated Material Handling.

P-07: Conveyor Systems.

P-08: Automated Guided Vehicles.

P-09: Automated Storage and Retrieval.

P-10: Carousel Storage Systems.

P-11: Machine and System Control.

P-12: Quality and Human Resource Issues in

Manufacturing.

P-13: Production and Operations Planning.

V-01: The Manufacturing Enterprise: Questions,

Problems and Projects (Q, P1 and P2).

V-02: Manufacturing Systems: Q, P2 and Case Study

(CS).

V-03: Production Process Machines and Systems: Q

and P2.

V-04: Production Support Machines and Systems: Q,

P2 and CS.

V-05: Industrial Robots: Q, P2 and CS.

V-06: Automated Material Handling: Q, P2 and CS.

V-07: Conveyor Systems: P1.

V-08: Automated Guided Vehicles: Q, P2 and CS.

V-09: Automated Storage and Retrieval: Q, P2 and

CS.

V-10: Carousel Storage Systems: P1.

P-14: Detailed Planning and Production-Scheduling

Systems.

P-15: Enterprise Resource Planning, and Beyond.

V-11: Machine and System Control: Q and P2.

V-12: Quality and Human Resource Issues in

Manufacturing: Q and P2.

V-13: Production and Operations Planning: Q, P1 and

P2.

V-14: Detailed Planning and Production-Scheduling

Systems: Q, P1 and P2.

V-15: Enterprise Resource Planning, and Beyond: Q

and P2.

Literature/Readings

1. Ilić, Oliver R., Računarski integrisani proizvodni sistemi, FON, Beograd, predavanja u e-formi.

2. Ilić, Oliver R., Računarski integrisana proizvodnja, FON, Beograd, 2003.

3. Rehg, J. A. and H. W. Kraebber, Computer-Integrated Manufacturing, 3/e, Prentice-Hall, Upper Saddle

River, N. J., 2005.

4. Singh, N., Systems Approach to Computer-Integrated Design and Manufacturing, Wiley, New York, 1996.



Research study:

Teaching methods: Lectures, creative workshops, and laboratory experiments.





Project/Case Study 10



Course:

Contemporary Approaches to Managerial Economics

Teacher:Milićević K. Vesna,Ilić J. Bojan


ECTS points: 6

Prerequisites: none

Course objective

Study of contemporary concepts and approaches to managerial economics. Acquiring scientific and expert

knowledge and skills related to the practical application of the principles of managerial economics and

managerial selection of the appropriate alternative starting with the economic criteria.

Learning outcomes

Mastering theoretical approaches, methods and models in the field of managerial economics and ability to

solve specific problems in the process of businesse management.



Importance of managerial economics study and its basic principles. Current concepts of enterprise and

understanding of the market functioning. Relevant contemporary approaches to managerial

economics.Resources of manufacturing and service companies and their measurement. Company goals and

business strategies. Function of the short-term and long-term costs. Managerial decision-making based on

cost information. Marginal analysis and its application in managerial decision making. Measuring efficiency

and lowering costs. Economies and diseconomies of scale. Purchase and selling prices relationship in terms

of changing economic environment. Uncertainty and contemporary company. Asymmetric information. The

most important models in the field of managerial economics and imlications of their application in

practice. Economics of strategy, value creation, and economic aspects of diversification. Economic and

business forecasting. Multidimensionality of development of the company in dynamic

environment. Economic value added. New approaches and integrated enterprise performance measurement

systems. Methods of profitability improvement. IT support to decision making in the field of managerial

economics.


Class exercises follow the content and structure of lectures and include: the elaboration of principles of

managerial economics, understanding contemporary approaches to managerial economics, case study

analysis, the application of methods of calculating categories in managerial economics, information support

to decision making in the field of managerial economics, creative workshops.

Literature/Readings


2009.

Froeb L., McCann B., Shor M., Ward M., Managerial Economics, A Problem Solving Approach (selected

chapters), Sout -Western,Cengage Learning, 2013

Mulhearn C., Vane H., Eden J., Economics for Business (selected chapters), Palgrave Macmillan, 2001

Samuelson W., Marks S., Managerial Economics (selected chapters), John Wiley & Sons, Inc., 2011


Lectures:

2

Exercises:

2

Workshops:

Research study:

Teaching methods


studies, creative workshops, exercises to solve specific managerial problems, consultations in the preparation

of seminar papers.





Seminar paper 35



Course:

Contemporary Project Management



ECTS points: 6

Prerequisites: /

Course objective:

The acquisition of scientific as well as professional knowledge of the project management, that is necessary

for successful usage and realization of various projects and programs.

Learning and mastering the modern methods and techniques of project management.

Learning outcomes

At the end of learning process, after passing the exam, students are expected do know and understand the

content of the subject, and to be qualified for practical usage of professional knowledge, so they could be

able to manage the elements in preparation and realization of projects: time, costs, resources, quality, risk,

contracting, acquisition, communication and conflict.



Defining the concept and project type .Professional project management .Models of project management

.Stakeholders management. Requirements and goals of the project .Risk management and project limits.

Forms of organizational structure of project management .Project teams.Solving problems in the

implementation of projects .The project structures. Scope and result management of project. Project phases

and time management. Resource management. Cost and finance management. Procurement and contract

management. Change Management. Monitoring, control and reporting. Information and documentation

management. Virtual project management. Software support for project management.


Methodology of business project management. Methodology of social project management. Structure

analysis. Time analysis. The cost of the activities. Defining the organizational structure of the project.

Human resourcemanagement plan of the project. Contracts based on performances. Quality control plan of

the project. Methods of quality improvement. Project risk management methods and techniques. Key

performance indicators of the project. Case Studies.

Literature/Readings

A Guide to the Project Management Body of Knowledge, Project Management Institute, 2013

Jovanović P., Petrović D., Mihić M., Obradović V.: Program Management, FON, Belgrade, 2007a.

Jovanović P., Project Management, FON, Belgrade 2006th

Kerzner H: ―Project Management‖, VIII izdanje, John Wiley & Sons, New Jersey, 2003.


Lectures:

2

Labs:

2

Workshops:

Research study:

Teaching methods








Course:

Safety and security management systems

Teacher:Mijatović S. Ivana


ECTS points: 6

Prerequisites: none

Course objective: Acquiring of knowledge, on the level of understanding and application, about safety and

security management systems in business.

Learning outcomes:

Active participant will be able to understand importance purposes and benefits of safety and security

management systems in business.



P . The concept of safety and security in the business. Basic concepts in the analysis and evaluation of

safety, security and business risks. Safety and security in the business organizations. P2. Operational and

logistical security and safety in operations. Standardization in the field of safety and security. P3. Risk

management. Strategies in risk management. Principles and framework of risk management according to

ISO 31000 ―Risk management — Guidelines on principles and implementation of risk management‖. P4.

Analysis of ISO 31000 and ISO Guide 73:2009. Concepts and selection of techniques for risk assessment.

P5. Internal and external audits in risk management. P6. General principles of security management in the

supply chain. P7. Security management systems for the supply chain management system according to ISO

28 000. P8. Establishment and maintenance of security management in the supply chain. P9. Dependability

management. Dependability management system. BS EN 60300-1:2008 P10: Requirements for information

security management systems. Analysis of ISO / IEC 27001:2011 P11. General product safety. The Law on

General Product Safety. Obligations of producers and guidelines for suppliers in terms of product safety.

P12. Product safety in the EU. Consumer protection in the European Union. Market surveillance in the EU .

Technical regulations related to product safety. P13. Analysis of international standards for the consumer

product ISO 10377:2013, ISO 8124-1:2012. P14. General safety requirements for packaging products in the

market. P14. The withdrawal of unsafe products


P1. Information about assignments requirements. P2. Case study: Principles and framework of risk

management P3. Workshop: Safety and security in the business organizations. P4. Case study: Security

management systems for the supply chain management. P5. Workshop: Dependability management. P6.

Workshop: General product safety. P7. Case study: Consumer protection in the European Union. P8, P9

and P10 Technical regulations related to product safety P11. and P12. Management system standards. P13.

and P14. The withdrawal of unsafe products

Literature/Readings

1.Standardi: ISO 31000, ISO Guide 73:2009, ISO/IEC 31010:2009, ISO 28000, ISO 28004,

EN 60300, ISO/IEC 27001, SRPS ISO/IEC 27001:2011, ISO 10377:2013, ISO 8124-1:2012, ISO

11156:2011, ISO 780:1997, ISO 11683:1997, ISO 13127:2012, ISO 21067:2007

2. Safety Culture: An Innovative Leadership Approach, Crutchfield N., Roughton J., Butterworth –

Heinemann, 2014

3.Newsome B., A Practical Introduction to Security and Risk Management, Sage Publication, 2014.


Lectures:

Labs:

Workshops:

Research study:

Teaching methods: Interactive lectures, workshops, case studies, on-line tests and on-line discussions.




Home works 15 Oral exam 30

Midterm exam 20



Course:

Energy management systems

Teacher:Mijatović S. Ivana,Pejović B. Gordana


ECTS points: 6

Prerequisites: none

Course objective: Acquiring of knowledge, on the level of understanding and application, about energy

management systems in business.

Learning outcomes:

Active participant will be able to understand importance purposes and benefits of energy management

systems in business.



Basic terminology of energy efficiency. The development of standards in the field of energy efficiency.

Standards for energy efficiency of household appliances. Standards for energy efficiency of buildings.

Standards for energy efficiency in transport. Standards related to renewable energy. Standards for energy

management. Design of energy management system (EMS). Defining the scope of the EMS. The

development of energy policy. Energy objectives, targets and action plans. Compliance with legal and other

requirements. The mechanisms for the analysis of the energy consumption. Mechanisms for monitoring

changes in energy performance. Energy performance indicators ENPI. Documentation of SME. Defining

criteria for energy-efficient operation. Developing criteria for assessing supplier. Monitoring, measurement

and analysis – of the energy consumption. Internal audits of EMSs. Corrective and preventive action in .

Management review - general. Requirements for certification bodies of EMS.


Requirements for documentation EMS. Document management system management. Defining the scope of

the EMS. The development of energy policy. The energy objectives, targets and action planes. Tools for

analysis of energy consumption. Tracking changes in energy performance. Energy performance indicators

ENPI. Competence in key areas of energy consumption. The criteria for energy-efficient operation. Criteria

for evaluating suppliers. Internal audits of EMSs. Corrective action and preventive actions in EMS.

Management review - general.

Literature/Readings

1.SRPS EN ISO 50001, Sistemi menadţmenta energije – zahtevi sa uputusvom za korišćenje, Institut za

standardizaciju Srbije, 2012.

2.Eccleston C.H., March F., Cohen T., Inside energy: Developing and Managing an ISO 50001 Energy

management system, Taylor&Francis Group, 2012.


Lectures:

Labs:

Workshops:

Research study:

Teaching methods: Interactive lectures, workshops, case studies, on-line tests and on-line discussions.





Midterm exam 20



Course:

Environmental management system


Status of course: optional

Number of ECTS: 6

Prerequisites:


Apprehension of basic concepts, processes and approaches that are associated with the design of a environmental

management system.


A student is capable to design a environmental management system in specific organization.


Theoretical instruction: 1. Introduction to the course, 2. i 3. Fundamentals for designing a environmental

management system (EMS), 4. i 5. Normative regulations regarding the EMS (ISO / TC 207, conventions, laws,

regulations, and so on), 6. i 7. Aspects and impacts of EMS, 8. i 9. The requirements relating to the management

processes, 10. i 11. The requirements relating to the remaining processes, 12. i 13. Models and approaches for

evaluating the effect on the environment, 14. Other EMS models and standards, 15. Final considerations

Practical instruction: 1. Introduction, 2. Definition of seminar paper, 3. Selection and description of the

organizational system 4. i 5. Identification of EMS processes, 6. i 7. Development of system documents, 8. i 9.

Documentation for regulation of management processes, 10. i 11 Documentation for regulation of the basic

processes, 12. i 13. Evaluation of the effects on the environment, 14. i 15. Seminar paer overview and discussion

Literature

Nedeljko Zivkovic, „Designing a environmental management system―, authorized lectures, FON, 2013.


Lectures: 2

Labs:2

Workshops:

Research study:

Methods of conducting classes

Theoretical classes, practical classes, seminar paper, case study analysis, teamwork and group discussion.



Seminar paper 50 oral exam 50


Degree level:Master academic studies

Course:

Business inteligence

Teacher:Suknović M. Milija,Delibašić V. Boris

Course status:Obligatory/Elective

ECTS points: 6

Prerequisites: /

Course objective

Students should be introduced with concepts of Business intelligence. Additionally students should be familiar with

Business intelligence tools and techniques in order to get practical knowledge and skills that should enable them

efective usage of data with the goal of quality decision making.

Learning outcomes

At the end of the course students should be able for timely decision making in the situationce when there is the need

for big data analysis and when decision making time is limited for making right decisions.


Theoretical instruction

01: Decision support systems and Business intelligence. 02: Decision making modeling and decision support. 03:

Basics of Business intelligence. 04: Data Warehousing. 05: Business analytics and data visualization. 06: Data, text

and web mining. 07: Neural networks in data mining. 08: Enterprise performance management. 09: Group and

collaborative decision support systems. 10:Knowledge management. 11: Expert systems. 12: Intelligent systems for

decision support. 13: Integration and the future of the decision support.14: Business intelligence system - case study

1. 15: Business intelligence system - case study 2.

Practical instruction

01: Decision support systems. 02: Decision support. 03: Introduction to Business intelligence. 04: OLAP cubes. 05:

Analytics and visualization. 06: Data mining. 07: Neural networks. 08: Key performance indicators. 09: Group

decision support systems. 10: knowledge management. 11: Expert systems. 12: Intelligent decision support systems.

13: Hybrid systems.14: Case study 1. 15: Case study 2.

Literature/readings

1. Turban, E., Aronson, EJ., Liang, TP. & Sharda, R. (2007) Decision Support and Business Intelligence

Systems (8th Edition).

2. Suknović M, Delibašić V (2010) Business intelligence and decision support systems, Faculty of

Organizational sciences, Belgrade, Serbia.


Lectures: 2 Labs: 2 Workshops: Research studies:

Teaching methods

Classical teaching and exercises. Case studies. Work on projects in small groups. Presentation of project results


Pre-exam requirements Points Final Exam Points

Homework project 50 Project proposal 30

Oral exam 20



Course:

Social management

Teacher:Miladinović M. Slobodan

Course status: Optional

ECTS points: 6

Prerequisites:

Course objective: The student should acquire adequate knowledge of the subject matter, and that this

knowledge can be applied in their everyday practice and to take appropriate action to remedy the possible

problems that follow from specific situations in practice.

Learning outcomes

Mastery of subject matter and acquire the ability to recognize active and solving concrete problems in

practice.


Theoretical instruction: Social isolation, Social marginalization, Social exclusion, Globalization and

poverty, Marginal social groups, Social minorities, protection of minorities and minority rights, Social

responsibility and social inclusion, Social capital theory, "Dark side" of social capital, Work and labor

conflicts, Trade unionism, Strikes, Participation and collective bargaining.

Practical instruction: Practical classes accompany the content of theoretical teaching

Literature/Readings

1. Slobodan Miladinović (scripts): Socijalni menadţment, FON, 2013.

2. Miladinović, S. (2005): „Problem tumačenja rezultata istraţivanja društvene (strukture i)

pokretljivosti: ideja socijalnog i kulturnog kapitala‖, u: Zbornik radova sa naučnog skupa „Pjer

Burdije – sociolog u sluţbi čovečanstva―, Beogra

3. Miladinović, S: „Tamna strana socijalnog Kapitala―, Nova srpska politička miso br. 4-4/2011.

4. Babović, M. (2010): „Izazovi nove socijalne politike―, SeConS – grupa za razvojnu inicijativu,

Beograd.



Teaching methods




Seminar 40



Course:

Standardization 2

Teacher:Mijatović S. Ivana


ECTS points: 6

Prerequisites: none

Course objective: Acquiring of knowledge, on the level of understanding and application, about

standardization in business.

Learning outcomes:

Active participant will be able to: understand importance, purposes and benefits of standardization and

standards as well as understand roles and complex relationships among organizations for standardization in

business.



P1. Standardization and standards on global market. P2. Classification of standards according to problems

they solve. Problems of variation reduction, information asymmetry, interoperability and compatibility,

quality, safety, security etc. P3. Standards development. Anticipatory, concurrent and participative

standardization. Needs for standards. Interested parties and stakeholders in standardization. P 4. Formal

organizations for standardization (ISO, IEC, CEN, ITU, CENELEC and ETSI) Standard development in

formal organization for standardization. P5. Development of standards in consortia, professional

associations and fora (TIA, TTC, W3C, WWRF, IEEE, OASIS, OMG, IETF and OSI). P6. Principles of

standardization. Comparative analysis of specific/sectoral standardization principles. P7. Internal standard

development – adaptation, modification and reproduction. P8. Dynamics and quality of standards. P9. Role

of standardization in international trade. P10. Competing standards. Standards Battles. P 11. Relationships

between standardization and technological development. P12. European system of standardization. P13.

System of standardization of Russian Federation. P14. Systems of standardization of U.S., China and

Korea.


P1. Information about assignments requirements. P2. Case study: Standardization and global market. P3.

Workshop: Anticipatory standardization. P4. Case study: Concurrent standardization. P5. Workshop:

Formal standardization. P6. Workshop: Negotiations in TC workgroup. P7. Case study: Standards Battles.

P8, P9 and P10 Standards development P11. and P12. Management system standards. P13. and P14.

Product standards

Literature/Readings

1. Mijatović I., Standardizacija, Fakultet organizacionih nauka, 2014. (u izdavanju)

2. Mijatović I., Nastavni materijali iz Standardizacije u elektronskom obliku (tekstovi, studije slučaja,

interaktivne radionice, domaći zadaci i forumi), 2013., http://e-learn.fon.bg.ac.rs/course/

2. Murphy, C. N., Yates, J.A., The International Organization for Standardization (ISO) : global governance

through voluntary consensus, Taylor & Francis, 2009.

3. Hesser W., Feilzer A., de Vries H., Standardization in Companies and Markets, Helmut Schmidt

University Hamburg, 2007.


Lectures:

Labs:

Workshops:

Research study:

Teaching methods

Interactive lectures, workshops, case studies, on-line tests and on-line discussions.





Midterm exam 20

http://e-learn.fon.bg.ac.rs/course/


Degree level: MSc

Course:

Statistics in management – selected chapters

Teacher:Jeremić M. Veljko


ECTS points: 6

Prerequisites:

Course objective

The course provides an overview of statistical methods and models which can be used as decision making

support in different areas of management. Special attention is devoted to methods that are used in marketing,

financial management and quality management, as well as areas in which methods of statistical analysis are

frequently in use.

Learning outcomes

Content of this course will prepare students for modelling and solving practical problems in the management

by applying statistical analysis methods.



L01: Collection of data, sample and sample planning, preparation and logically design questionnaire. L02:

Automatic control and correction of errors. L03: Hypothesis testing. L04: Parametric and nonparametric

inference. L05: Multivariate statistical analysis. L06: Computer supported statistical research. L07:

TURF method. L08: Structural equations modelling. L09: AMOS and LISREL. L10: SERVQUAL model

analysis. L11: Statistical quality control. L12: Econometric modelling. L13: Financial time series analysis.

L14: Practical problems resolving. L15: Practical problems resolving.


P01: Collection of data, sample and sample planning, preparation and logically design questionnaire. P02:

Automatic control and correction of errors. P03: Hypothesis testing. P04: Parametric and nonparametric

inference. P05: Multivariate statistical analysis. P06: Computer supported statistical research. P07:

TURF method. P08: Structural equations modelling. P09: AMOS and LISREL. P10: SERVQUAL model

analysis. P11: Statistical quality control. P12: Econometric modelling. P13: Financial time series analysis.

P14: Practical problems resolving. P15: Practical problems resolving.

Literature/Readings

1. Metcalfe A.V., Statistics in Management Sciences, Hodder Education Publishers, 2001.

2. Rossi P.E., Allenby G.M., McCulloch R., Bayesian Statistics and Marketing, Wiley, 2005.

3. Keller G., Warrack B., Statistics for Management and Economics, Abbreviated Edition, Cengage

Learning, 2011.

4. Levin R., Statistics for Management, Pearson Education, 2011.

5. Shayib M.A., Applied Statistics, Bookboon, 2013.


Lectures: 2

Labs: 2

Workshops:

Research study:

Teaching methods

The traditional way of lecturing, with the use of whiteboard and computer





Colloquial 20

Seminar work 20


Degree level: MSc

Course:

Statistical Analysis

Teacher:Bulajić V. Milica,Jeremić M. Veljko


ECTS points: 6

Prerequisites:

Course objective:

Development of quantitative tools and its application on economic and financial models. Special emphasis is

given to hypothesis testing, application of regression analysis and time series analysis in solving financial

and economic programs.

Learning outcomes

The content of this course enables students to recognize, analyze and model certain regularities in economic

data.



T01: Random variables and distributions. T02: Hypothesis testing. T03: Parametric testing. T04: Non-

parametric testing. T05: Linear regression models and least square method. T06: Transformation of non-

linear regression models. T07: Procedures of application and methods of construction of regression models.

T08: Correlation and autocorrelation function. T09: Autoregression models, features and application. T10:

Moving average models, features and application. T11: ARIMA models, features and prediction. T12:Box-

Jenkings methodology. T13: Conditional heteroscedastic models, GARCH models and its modifications.

T14: Cointegration. T15: Solving practical problems.


P01: Random variables and distributions. P02: Hypothesis testing. P03: Parametric testing. P04: Non-

parametric testing. P05: Linear regression models and least square method. P06: Transformation of non-

linear regression models. P07: Procedures of application and methods of construction of regression models.

P08: Correlation and autocorrelation function. P09: Autoregression models, features and application. P10:

Moving average models, features and application. P11: ARIMA models, features and prediction. P12:Box-

Jenkings methodology. P13: Conditional heteroscedastic models, GARCH models and its modifications.

P14: Cointegration. P15: Solving practical problems.

Literature/Readings

1. Newbold P., Carlson W. L., Thorne Betty, Statistics for Business and Economics, 6ed, Pearson

education, 2007.

2. Tsay R.S., Analysis of Financial Time Series, Wiley, 2010.



Research study:

Teaching methods: Traditional with the use of whiteboard and computer





Colloquium 20

Seminar 20



Course:

Foreign direct investments and economic development



ECTS points: 6

Prerequisites:

Course objective The study of the interdependence of foreign direct investments and economic

development. Consideration of the impact of economic and business environment on attracting foreign direct

investments, and the influence of foreign direct investments on the regional and economic development.

Learning outcomes Understanding the effects of foreign direct investments on the economic development

and business. Creating a business environment and obtaining real opportunities for attracting international

capital, technology and knowledge due to their impact on the economic growth and development.


Theoretical instruction: Introduction; Theory and types of international capital movements. History of

international capital movements; Forms and types of international capital movements; Globalization;

Multinational companies; Theories and types of FDI; Definition FDI; Theories of FDI; Forms and types of

FDI; The importance and effects of FDI in the domicile country; The importance and effects of FDI

investors; The impact of FDI on employment, GDP, inflation and other macroeconomic indicators; The

impact of FDI on the firm's performances; FDI and balance of payments; FDI and economic development;

Defining economic growth and development; Economic, business and political environment; The types of

risks and the risk of investing in the domicile country; International tax system - profit, capital, goods and

services taxes and other taxes in the domicile country and the investors ` country; Structure and expenditures

of investments; FDI and regional economic development; The concentration and the impact of FDI on the

regional development; FDI and the economic development of Central and Eastern Europe; FDI and the

economic development of South East Europe; FDI and the economic development of Serbia.

Practical instruction: Classes follow the content and structure of lectures.

Literature/Readings

Kragulj D. Ekonomija – osnovi mikroekonomske i makroekonomske analize, izdanje autora, Beograd, 2013.,


Krugman, Obstfeld, International Economics, Data Status, 2009., (selected chapters);

Todoro, M.P., Smith S.C, Economic Development, Addison-Wesley, 2006., (selected chapters);

Moran T.H., Foreign Direct Investment and Development: Reevaluating Policies for Developed and

Developing, Peterson Institute, 2011., (selected chapters);

Kragulj D., Jednak, S., Investment Climate in the South East European Countries, 2nd

International

Conference on Business, Economics and Management, Yashar University, Izmir, Turkey, Jun 2006., ICBME

Proceedings


Lectures: 2

Labs:2

Workshops:

Research study:

Teaching methods

Lectures, exercises, case studies and consultations. Students are encouraged and activated through interactive

classes.




and oral exam

50

Seminar paper 40



Course:

Pricing Strategies

Teacher:Ilić J. Bojan


ECTS points: 6

Prerequisites: none

Course objective

Acquisition of knowledge and skills relating to pricing strategies, i.e. their implementation in practice in

terms of managerial economics.

Learning outcomes

Mastering approaches and methods in the field of pricing strategies and ability to solve specific problems

related to the price in the process of management from the manager’s starting point.



The importance of pricing strategies in the context of managerial economics. Pricing policy, price policy

multidimensionality. Formulating pricing strategy. Consideration of alternative pricing strategies. Analysis

of pricing strategies of competitors. The process of making decisions on prices. Pricing methods. Specific

approaches to pricing in various stages of the life cycle of the product / service. Criteria for the selection of

pricing strategy. The implementation of pricing strategy. Dynamic approach to pricing strategies. Link

between price and quality of products and services. Quantifying business results, depending on

price. Software support for making decisions on prices. Simulation of results of operations depending on the

chosen pricing strategy.


Class exercises follow the content and structure of lectures and include: implementation of the pricing

strategy process, case study analysis, information support to decision-making in the area of pricing, creative

workshops.

Literature/Readings

Ilić B., Strategije formiranja cena u uslovima diskontinuiteta, Zaduţbina Andrejević, Beograd, 2001.


2009.


Lectures:

2

Exercises:

2

Workshops:

Research study:

Teaching methods


studies, creative workshops, exercises to solve specific management problems, consultations in the

preparation of seminar papers.





Seminar paper 35



Course:

Strategic technology cooperation



ECTS points: 6

Prerequisites: /

Course objective

The acquisition of knowledge in the fields of cooperative technology strategy and modern forms of technology

transfer, the vertical and horizontal technological cooperation and integration, as well as the requirements for

entrepreneurship based on technological innovation to be realized as the growth and development of the

organization.

Learning outcomes

Students acquire knowledge and skills in the fields of formulation and implementation of cooperative technology

strategy and modern forms of technology transfer. Students understand the role of technology development at

different levels - national economy, sectors, regions, and enterprises and are able to apply scientific methods to

formulate strategies and to develop indicators and measures to monitor performance of technological development.

Students are able to apply their knowledge in terms of sustainable technology and business.



Technological cooperative strategies; Business strategy and technology ; Business and technological diversification

and concentration; Vertical and horizontal technological cooperation ; External and internal sources of new

technologies; Forms and contents of strategic technology transfer and connectivity - acquisitions, mergers, licenses,

franchises, leases, Greenfield, strategic technology alliances; Innovation Management and Entrepreneurship;

Growth and development through technological cooperation and integration; Technological development, social

responsibility and sustainable development; Technological cooperation and sustainable development; Technological

innovations in accordance with the principles of sustainable development and sustainable technology management.


Exercises follow the content and structure of lectures and include the following topics: Case Studies; Examples of

successful and unsuccessful cooperative development models; National and international cooperation models;

Methods and techniques for supporting strategic technology cooperation; Linking methods of strategic management

and methods of decision making in management of technology development; Indicators of technological and

sustainable development.


Levi Jakšić, M., Menadţment tehnologije i razvoja, Čigoja, Beograd, 2010.

Levi Jakšić, M., Marinković, S., Menadţment odrţivog razvoja, FON, Beograd, 2012.

Levi Jakšić, M., Strateški menadţment tehnologije – inovacije, menadţment i preduzetništvo, FON, Beograd, 2001.

Burton, G., White, M.A., Strategic management of technology and innovation, South-Western Cengage Learning,

2011.

Shilling, M. A., Strategic Management of Technological Innovation, McGraw-Hill, New York, 2005.

Lasylo, C., Zhexembayeva, N., Embedded Sustainability, Greenleaf Publishing Limited, 2011.


Lectures:2 Exercises:2 Workshops:

Research study:

Teaching methods: Presentation of the materials in the form of lectures, workshops and group work, case studies,

active involvement of students in practical research, essays, deepening the theoretical knowledge by the literature

research.



Continuous assessment of students

during the semester (essays,

attendance, project work etc.)

70 Exam 30



Course:

Strategic performance management



ECTS points: 6

Prerequisites: /

Course objective:

• Acquisition of the latest theoretical knowledge in the field of strategic management and performance

management

• Mastering the basic methods and principles used in strategic management and performance management

Learning outcomes:

• Students are qualified to apply the methods and techniques of strategic management and performance

management.



Strategic management and the creation of competitive advantage. Model of strategic management.

Generation and evaluation of strategic alternatives. Strategic control. Performance management. Strategic

management and performance management. Outputs and outcomes. The key performance indicators.

Performance measurement system. Responsibility system.


Situational Analysis. McKinsey / GE matrix. Stakeholder analysis. Analysis of alternatives. Methods and

techniques for selecting and applying strategies. Strategy selection - examples. Strategy maps. List of

harmonized indicators. Costing initiatives. Methods and techniques for process improvement. Managerial

skills. Case Studies. Simulation of strategic performance management of company.

Literature/Readings

• GG Dess, GT Lumpkin, Eisner BA, Strategic Management, Data Status, Belgrade, 2007.

• Cokins, G., 2004. Performance management - Finding missing pieces (To close the intelligence gap). 1st

ur. New Jersey: John Wiley & Sons, Inc..

• Franceschin, F., Galetto, M. & Maisano, D., 2007. Management by Measurement. 1st ur. New York:

Springer-Verlag Berlin Heidelberg

• Niven, P. R., 2002. Balanced Scorecard - Step-by-Step: Maximizing Performance and Maintaining Results.

1st ur. New York: John Wiley & Sons, Inc..

• Verweire, K. & Van den Berghe, L., 2004. Interated Performance Management - A Guide to Strategy

Implementation. 1st ur. London: SAGE Publications.


Lectures:

2

Labs:

2

Workshops:

Research study:

Teaching methods








Course:

Technology entrepreneurship



ECTS points: 6

Prerequisites: /

Learning outcomes

The aim of this course is to train future managers for the activities of technological entrepreneurship.

Technological entrepreneurship is a process in which entrepreneurs recognize the ideas for innovation and

technology development, and find the ways and models for their further development up to the phase of

market commercialization.


Students acquire knowledge and skills related to identification of technological opportunities, development of

ideas, knowledge and new technologies and their transition into new products and services on the market.

Students are becoming qualified to independently work on projects of technology development through

cooperative processes.


Theoretical instruction: Technology entrepreneurship; Identification and evaluation of options; New

technology venture; Technology and innovation leadership; Innovation strategy; Sustainable competitive

advantage; Developing key competencies; Protection of intellectual property rights; Market and

organizational aspects; Operational and developmental aspects; Cooperation in technological

entrepreneurship; Outsourcing; The role of educational institutions; Globalization of entrepreneurial

activities.

Practical instruction: Exercisess follow the content and structure of lectures and include: Case studies;

Analysis of successful and unsuccessful entrepreneurial ventures; Development model of entrepreneurial

ventures from the phase of concept to the phase of commercialization of new products and services in the

market; Support methods and techniques for technological entrepreneurship.


Byers, T.H., Dorf, R.C., Nelson., A.J., Technology Ventures: From Idea to Enterprise, 3rd

Ed., International

Ed. McGraww Hill, 2011.

Oakey, R., High-Technology Entrepreneurship, Routledge, 2012.

Allan, K., Entrepreneurship for Scientists and Engineers, Prentice Hall, 2009.

George, G., Bock, A.J., Inventing Entrepreneurs: Technology Innovators and Their Entrepreneurial Journey,

Pearson Prentice Hall, 2009.

Shane, S., Technology Strategy for Managers and Entrepreneurs, Prentice Hall, 2009.

Wickham, P. A., Strategic Entrepreneurship, Prentice Hall., 2004.

Levi Jakšić, M., Strateški menadţment tehnologije-inovacije, menadţment i preduzetništvo, FON, Beograd,

2001


classes: Lectures:2 Exercises:2 Workshops:

Research study:

Teaching methods: Presentation of the materials in the form of lectures, workshops and group work, case

studies, active involvement of students in practical research, essays, deepening the theoretical knowledge by

the literature research.



Continuous assessment of students during

the semester (essays, attendance, project

work etc.)

70 Exam 30



Course:

Teamwork

Teacher:Mihailović M. Dobrivoje,Suknović M. Milija


ECTS points: 6

Prerequisites:

Course objective

The objective of this course is to present modern way of organizing work and its characteristics. The main

singularity of teamwork is complementary functions and skills of team members.

Learning outcomes

Adoption of knowledge related to psychological aspects of teamwork and specific problems team members

encounter.



Defining teams and teamwork. Similarities and differences between teams and groups. Mutual and

differential characteristics. Creating and positioning teams. Types of teams: work teams. Forming teams:

phases in teamwork, characteristics of different phases and their activities. Team processes: relations

between team members. Team processes: communication in teams. Team processes: cooperation and

competition. Team processes: conflicts in teams. Team processes: conforming. Team processes and team

roles. Team leader. Specifics of motivation in teams. Measuring performance in teamwork. Shortcomings of

teamwork.


Instructions for writing essay. Defining teamwork – workshop. Team/group: similarities and differences –

discussion. Types of teams – workshop. Phases of teamwork – examples. Teamwork in experience –

problem solving in team environment and analysis of personal experiences through discussion.

Communication in teams – case study. Conflicts in teams – workshop. Conforming in teams – discussion of

scientific research. Team roles: who am I in a team? – workshop. Motivating team members – case study.

Presentation of essays.

Literature/Readings

Mihailović, D. Ristić, S., Teamwork and Job Absenteeism, VŠŢ, AranĎelovac, 2006.


Lectures: 2

Labs:

Workshops: 2

Research study:

Teaching methods

Lectures, interactive assignments, workshops, group discussions, case studies, simulations, mentor and

teamwork for writing an essay on a chosen topic.



Participation in class 20 Written/Oral exam 30




Course:

Managing Environmental Suitability of Products

Teacher:Petrović B. Nataša


ECTS points: 6

Prerequisites: /

Course objective

Providing knowledge in the field of environmental suitability of products and understanding of the problems

caused by the impact of products on the environment, along with mastering the strategies and skills for the

development of environmentally friendly products and management of the environmental suitability of the

product in order to increase the resources and opportunities to further sustainable economic growth.

Learning outcomes

The subject provides students with the development and application of knowledge, understanding, qualities,

skills and other attributes in the following areas: the development of scientific understanding of the major

impact on the quality of the products of the land, water and air resources, the development of knowledge

about effective methods of managing the environmental suitability of products, the development of expertise

in the design and implementation of environmentally friendly products, improved understanding of scientific

knowledge of environmental science and management of the environment and natural resources, improved

ability to design and management solutions, environmentally friendly products, a systematic study of the

environmental issues caused by the negative impact of products on the environment, critical evaluation of the

negative impacts of products on the environment and the possibilities of its protection, the use of numerical

data for better quantitative assessment of environment.



Products and the environment. The negative impact of products on the environment. Eenvironmental aspects

of products. Environmental compatibility of products. Design for the Environment. Cleaner production. Zero

Waste. Measurement and evaluation of the environmental suitability of the product. Manage environmental

suitability of the product. Sustainable production and consumption.


The systematic study of products environmental issues. Improving knowledge and understanding through

independent learning and research. Creative workshops, debates on current environmental topics, case

studies and interactive educational discussion about the environmental problems. Case study: environmental

suitability of the product. Case study: design for the environment. Case study: cleaner production. Case

study: measuring and evaluating the environmental suitability of products. Making presentations and

presentation of seminar papers and case studies.

Literature/Readings

5. Petrović, N.: Upravljanje ekološkom podobnošću proizvoda, monografija. Beograd: Zaduţbina

Andrejević, 2013.

6. Petrović N.: Ekološki menadžment, udţbenik, drugo izd. Beograd: FON, 2012.

7. Petrović N.: Dizajn za životnu sredinu, skripta. Beograd: FON, 2007.

8. Petrović N.: Handout-i sa predavanja. Beograd: FON, 2013.

Barrow C.J.: Environmental Management-Principles and Practice. London: Routledge, 1999.


Lectures: 2

Labs:2

Workshops:

Research study:

Teaching methods










Course:

Innovation Project Management



ECTS points: 6

Prerequisites:

Course objective

Acquisition of knowledge in the field of innovation project management from idea to realization, modeling

of innovation projects, evaluation of innovation portfolio, determining of performance

Learning outcomes

Identification of innovation projects as a specific project category and ability for managing the innovation

projects and portfolio of innovation projects.


Theoretical instruction: The concept of project and innovation project. Innovation project as a specific

project category – key dimensions. The objectives of innovation projects. Managing the innovation projects

from idea to implementation. Innovation model as a project – stages, elements, activities. Innovation matrix.

Features of radical and incremental innovation projects. Innovation project value created. Managing the

portfolio innovation projects – objectives, categories, methods and techniques. Evaluation of innovation

project activities compared to strategic dimensions. Resource planning. Organization for managing

innovation project. Innovation project teams. Risk management in innovation project (planning,

identification, analysis). Monitoring and control of the innovation project realization. Reporting system on

the implementation of the innovation project. Software solutions in managing innovation projects and

portfolios.

Practical instruction: Examples of radical and incremental innovation models - similarities and differences.

Examples of innovation product projects. Examples of project evaluation in portfolio (time, risk, value, type

of innovation project, implementation). Examples of the application of indicators for indicating the value

created by the innovation project (ROI, ROI2 – Return on Innovation Investment, etc.). Project management

methods and tehniques in case of innovation projects. Case studies from the field.

Literature/Readings

Required:



Optional:

Webb, A., Project Management for Successful Product Innovation, Gower Publishing, 2000.

Cooper, R., Winning at New Products: Accelerating the Process from Idea to Launch, Harper Collins

Publishers, New York, 2001.

Kerzner, H.,Project Management - A Systems Approach to Planning, Scheduling and Controlling, Wiley,

2006.


Lectures:

2

Labs:

2

Workshops:

Research study:

Teaching methods






Teachers: Damnjanovic Vesna

Course:

Key Account Management

Teacher:Damnjanović Ţ. Vesna

Prerequisites: Sales Management

Course objective: The aim of this course is to acquire knowledge and skills necessary to formulate appropriate

strategies with which to manage key accounts. Key account management is a strategy used by suppliers of that set

and serve a customer a great buying potential and complex needs special treatment in the field of marketing,

customer service and administrative tasks.

Learning outcomes: Improved knowledge, skills and abilities of students to work in teams to solve problems,

through the acquisition of knowledge about managing key customers


The concept of managing key accounts. Requirements for the management of key accounts. Advantages and

disadvantages of access control key customers. Transactional sales and key account manager. Model development of

relationships with key customers. The tasks and skills of key account manager. The process of selling to key

customers. Making a call to key customers. Phase research needs of key customers. Demonstration of sellers

abilities. Maintaining commitment to the customer. Defining strategies of key customers. Correlation with the

strategy of relationship marketing. Pareto rule. Classification of key customers. Building loyalty with key customers.

Techniques for building loyalty. Information system planning key customers. The types of data. The planning

system key customers. Analysis of the profitability of key customers. Planning costs - maintaining relationships with

key customers. Classification of key customers based on profit. Practical teaching: Practice, Research: Analysis of

case studies.


1. Dţober, D. Lancaster, G., Sales and Sales Management, Pearson Education, 2003 London

2. V.Filipović, V.Damnjanović, sales management, FON, script, 2006th

3. Malcolm McDonald, Key Customer - How to manage them profitably, key account management,

marketing process The Company, 2000

4. Noel Capon, Key Account Management and Planning: The Comprehensive Handbook for Managing Your

Company's Most Important Strategic Asset Free Press, 2001

The number of class hours per

week:4

Lectures: 2 Research study:2

Teaching methods: monologue method, interviews, demonstration method, case studies, learning to work together

to solve practical problems, self study students and troubleshooting on the basis of the task, consultation in the

preparation of terms of reference and the independent work of students through the learning and development of the

project task



Activity during lecture 20 Oral examination 30

Preparation and presentation of

project work

20

Midterm exam 30



Course:

Supply Chain Management 2

Teacher:Vasiljević V. Dragan,Vujošević B. Mirko

Course status: Compulsory for Management and Organization

ECTS points: 6

Prerequisites: Integrated Logistics Systems or some of the courses which offer quantitative support to operations

management.

Course objective: To broaden and deepen the existing knowledge of students with contemporary concepts of

supply chain management as well as models for supply chain performance measurement.

Learning outcomes: Theoretical and practical knowledge which enable students to perform operations in the field

of supply chain management and supply chain processes optimization.




T-02: Theoretical basics of VMI concept.

T-03: Theoretical basics of CPFR and Flowcasting concepts.

T-04: Preparation for writing term paper.

T-05: E-SCM.

T-06: Strategic alliances: definition, role and forms.

T-07: Ecological aspects of supply chains.

T-08: Theoretical basics of network location

problems.

T-09: Inventory management under uncertainty.

T-10: Risk management in supply chain.

T-11: Multi-criteria optimization in supply chains.

T-12: Performance measurement in supply chain.

T-13: Software support for SCM.

T-14: Control test.



P-01: Communication and contracting skills in

supply chains.

P-02: The VMI concept: case study.

P-03: The CPFR and Flowcasting concepts: case

studies.

P-04: Aggregate planning in supply chains.

P-05: Routing in distribution networks.

P-06: Test 1.

P-07: Designing the distribution network.

P-08: Distribution in retail supply chains.

P-09: Network location problems in supply

chains.




2. Simchi-Levi, D., Kaminsky, P. And Simchi-Levi, E., Designing and Managing the Supply Chain,

Concepts, Strategies, and Case Studies, McGraw-Hill International Editions, 2000.

3. Voss S., Woodruff D.L., Introduction to computational optimization models for production planning in a

supply chain, Springer Verlag, Berlin, 2003.



Teaching methods: Ex cathedra teaching, interactive teaching methods (creative workshops and case studies

analysis), practical and lab exercieses.





Tests 20

Term paper 25


Grades 5 6 7 8 9 10

Points [0-55] [56-65] [66-75] [76-85] [86-95] [96-100]


Degree level: Professional studies

Course:

Performance and Compensation management

Teacher:Slović D. Dragoslav,Radović M. Milić

Course status: Course on Management Engineering and Business system organisation, Alternative course

on Business Process Management program and Management in public sector

ECTS points: 6

Prerequisites: /

Course objective

To teach students and train them for team work on solving problems of production improvement through

application of engineering methods (analysis, design, setting and improvement) and management (planning,

organizing, leading and control) of performance and compensation system.

Learning outcomes

Improved knowledge, abilities and skills for team work on solving problems, through knowledge acquisition

about performance and compensation management.


Theoretical instruction: Explanation of basic terms: job, workplace or position, assignment, procedure,

operation, performance, compensation. Job analysis and Design. Job description.

Systematisation of job, workplaces and assignments. Job evaluation. Basic compensation structure design.

Determination of standard performance – job and assignment performance. Wage incentives model design.

Compensation system administration. Compensation calculation.

Practical instruction: Job design and analysis. Job list and description design. Job, assignment and

workplace systematisation design. Job evaluation by using global methods – job ranking and classification,

by using analytical methods – job comparison and assessment and by using job market price method. Basic

compensation design. Determination of standard job performance. Wage incentives model design based on

individual and group performance. Scanlon, Rucker and Improshare plan of productivity improvement effect

division. Compensation system administration. Compensation calculation. Project assignment preparation

and assessment.

Literature/Readings

Petrović B., Proučavanje rada, FON, Beograd, 1996

Hendersen R.I.: Compensation Management in a Knowledge – Based World, Prentice Hall, New jersex,

2003.


Lectures:

2

Labs:

2

Workshops:

Research study:

Teaching methods

Ex catedra, interview method, demonstrative method, case study, PowerPoint presentations; Practical

examples; Individual student research and problem solving based on exercises; Consultation in preparation

of project assignment and individual student work through projects;



Participation in class Written exam 48



Degree level: Graduate Studies

Course:

Process Management

Teacher:Radović M. Milić,Slović D. Dragoslav


ECTS points: 6

Prerequisites: none

Course objective

Training students to apply the process approach, to translate the objectives of the business system processes

(performance) indicators and process management.

Learning outcomes

By studying the course, students gain knowledge and skills for the implementation of the process approach

and process management.



The process model as a basis for process management; Key processes identification in the business system;

Translating objectives of the business system to the key processes (performance) indicators; Designing basis

for the key processes management; Defining the appropriate method of process management; Definition of

responsibilities for process management; Process management and continuous process improvement;


Application of acquired knowledge to specific business systems.

Demonstration of process management examples.

Essay

Literature/Readings

1. Radović, M., Tomašević, I., Stojanović, D., Simeunović, B., ―Inţenjering procesa‖, I edition, FON,

Belgrade, 2012.

2. Harmon, P., ―Business process change: a guide for business managers and BPM and six sigma

professionals‖, Second Edition, Elsevier/Morgan Kaufmann Publishers, 2007.

3. Jeston, J., Nelis, J., ―Business process management: practical guidelines to successful implementations‖,

Second Edition, Butterworth-Heinemann, 2008.

4. Von Brocke, J., Rosemann, M.: Handbook on Business Process Management I – Introduction, Methods

and Information Systems, Springer, Berlin, 2010.

5. Von Brocke, J., Rosemann, M.: Handbook on Business Process Management II – Strategic Alignment,

Governance, People and Culture, Springer, Berlin, 2010.


Lectures: 2

Labs:2

Workshops:

Research study:

Teaching methods

Prepared Power Point presentation, supported by examples relating to the matter; Preparing students for the

practical application of knowledge in real business system; Enabling students to solve practical problems by

demonstration of specific examples and problem solving with the active participation of students; The

training, control and verification of progress on project assignments and essays.



Participation in class Written exam


Essay 50



Course:

Reputation management and social responsibility

Teacher:Vlastelica Bakić L. Tamara,Cicvarić Kostić M. Slavica


ECTS points: 6

Prerequisites: /

Course objective

Gaining knowledge in the area of conceptualization, theoretical and practical models and methods of measuring

corporate reputation, as well as the impact of corporate social responsibility on business performance. Mastering

techniques of strategic planning of communication, in order to improve the reputation, through the integration of

corporate social responsibility, marketing and corporate communications.

Learning outcomes

Built ability and knowledge of reputation management methodology, planning an adequate communication strategy

and managing different dimensions of corporate social responsibility. Successful application of gathered knowledge

in improving the reputation of an organization in today's business environment.



The concept of corporate reputation. Reputation in the context of stakeholder perception and in the context of

business and communication strategy. Corporate reputation and related concepts. The impact of reputation on other

aspects and results of business operations. Modeling and measuring corporate reputation. Model for measuring

corporate reputation in Serbia. Cultural determination of the model.

The concept and dimensions of corporate social responsibility (CSR). Impact of CSR on business performance and

consumer behavior. Managing social responsibility. Evaluation and measurement of CSR. Institutions and indexes

of social responsibility.

Communicating corporate social responsibility. Integrating corporate social responsibility, marketing and corporate

communications. Ethical aspects of communication. Cause related marketing. "Green marketing". Social marketing.

Integrated media campaigns for reputation management. Internal communication for reputation management.

Relations with the business community and public affairs. Crisis communication and reputation preservation.


Practical examples analysis. Developing a strategic communication plan in order to improve the reputation.

Exploring socially responsible practices. Simulation of solving specific business problems.

Literature/Readings

Filipović, V., Kostić-Stanković, M. „Public relations―, FOS, Belgrade, 2011.

Vlastelica Bakić, T. ―Managing reputation by applying corporate social responsibility in marketing and public

relations‖, Lecturer script, 2013.

Vlastelica Bakić. T., Lalić, D. (2013). „Examples of good practice in public relations 2013―, FOS, Belgrade

Fombrun C., Van Riel C., Fame and Fortune - How Successful Companies Build Winning Reputations, Financial

Times/Prentice Hall, 2004.


Lectures: 2

Labs:

2

Workshops:

Research study:

Teaching methods

Lectures, Case studies, Business situations simulation, Individual research and project assignment







Course:

Project risk management

Teacher:Petrović Č. Dejan


ECTS points: 6

Prerequisites: /

Course objective

The acquisition of scientific as well as professional knowledge of the project risk management.

Learning and mastering the basic concepts and models for project risk management.

Learning outcomes

Students ability for practical usage of professional knowledge related to the field of identification of risk,

risk analysis, reaction planning and risk reaction control.



Concept and types of risk. The concept of risk management. Basic phases of project risk management.

Identification of high-risk events. Risk Analysis. Planning strategies and reactions to risk. Risk reaction

control. Software support for the project risk management. Possibilities for practical usage of the concept

and practical examples.


Identification of the probability of risk events. Determining the risk influence on the project. Determining the

importance of risk. Planning the reaction to risk. Establishing responsibility and cost of the risk. Tools for

monitoring and control of reactive measures. Risk base.

Literature/Readings

Petrović D, Jovanović P, Raković R., Project risk management, YUPMA, Belgrade, 2010.

Jovanović P, Project Management, FON, Belgrade 2006.

Jovanović P, Petrović D, Mihić M, Obradović V: Methods and techniques of project management, FON,

Belgrade, 2007.

R. Max Wideman (ed.): Project & Program Risk Management - A guide to managing project risks &

opportunities, PMI, Newton Square, in 1992.


Lectures:

2

Labs:

2

Workshops:

Research study:

Teaching methods







Degree level: Graduate studies (master)

Course:

Control systems and models


Course status: Elective course

ECTS points: 6

Prerequisites: Control systems, Enterprise information systems

Course objective:

Students learn to write macros and functions in spreadsheets in order to automate data analysis

activities and develop small applications for routine solving of many practical problems in the

companies, which cannot be solved with existing software packages.

Objective is to teach students to present their own ideas and work effectively.

Learning outcomes

Students trained for writing Excel functions and applications, using Visual Basic for Applications (VBA).



Excel functions; Excel tools for data analysis and formulas; matrix algebra and functions; object-oriented

VBA aspect; programming elements; macro and spreadsheet interface; implementation of existing Excel and

VBA functions in new functions; subroutine examples; VBA editor; How to write VBA functions, i.e.

functions with one input; functions with multiple inputs; functions with sequence input; functions with

sequence output;

Practical instruction: Students develop new functions for efficient solving of problems from choosen

bussines area, under the supervision of professor (definition of topic, content, work plan); problem analizing

through the paper; paper presentation.

Literature/Readings

1. Kostic K., Pisanje VBA procedura za funkcije i podprograme u MS Excel-u, FON, Beograd , 2005.


Lectures:

2

Labs:

2

Workshops:

Research study:

Teaching methods

Step-by-step computer demonstration with projector, while students create their own functions on computers.

Consultations about student project: real life spreadsheet functions.



Participation in class and labs 10 Application accuracy 25

Application with own functions

and manual

15 Problem understanding level 15

Test 25 Application tools 10



Course:

Financial Institutions

Teacher:Barjaktarović-Rakočević M. SlaĎana,Bogojević-Arsić T. Vesna

Course status: obligatory

ECTS points: 6

Prerequisites: /

Course objective

Introducing students to the specificities of individual financial institutions.

Learning outcomes

Acquiring knowledge related to business and work of financial institutions which ensure the stability, growth

and development of financial markets.



Concept and characteristics of financial institutions. Functions and importance of financial institutions.

Classification of financial institutions. Banks and other banking organizations. Investment funds.

Importance, aims and types of investment funds. Importance, objectives and types of common funds. Other

financial institutions. Importance, functions and types of insurance companies. Pension funds. Importance,

functions and types of pension funds. Other financial institutions. Specialized institutions for purchasing,

placement and sales of securities. Stock Exchange. Work methods of financial institutions. Operations on

primary securities market. Operations on the secondary securities market. Risks in financial intermediation.

Risk management in financial institutions.


Division of financial institutions. Basic characteristics and examples of business operations in banking

institutions. Types of banks. Commercial banks. Investment banks. Basic characteristics and examples of

business operations of common funds. Hedge funds. Business operations of insurance companies. Business

operations of pension funds. Broker-dealers. Work methods of financial institutions – practical examples.

Practical examples of operations in the primary securities market. Practical examples of operations in the

secondary securities market. Types of risk in financial intermediation. Methods of risk management in

financial institutions.

Literature/Readings

1. Barjaktarovic Rakocevic S., Finansijske institucije, FON, 2010.

2. Madura J., Financial Institutions and Markets, Thomson South-Western, Ohio, 2006.

3. Saunders A., Cornett M. M., Financial Institutions Management - A Risk Management Approach,

McGraw-Hill, Boston, 2008.


Lectures:

2

Labs:

2

Workshops:

Research study:

Teaching methods






Seminar 30



Course:

Lean manufacturing

Teacher:Slović D. Dragoslav,Radović M. Milić

Course status: Alternative course on programme Opeerations Management;

ECTS points: 5

Prerequisites: /

Course objective

To teach students and train them for team work on solving problems of production improvement through

application of engineering methods (analysis, design, setting and improvement) and management (planning,

organizing, leading and control) based on lean principles, industrial engineering, continuous improvement,

Kaizen approach and Training within industry.

Learning outcomes

Improved knowledge, abilities and skills for team work on solving problems of production improvement

problems, through knowledge acquisition about lean manufacturing, continuous production improvement,

Kaizen approach and Training within industry.


Theoretical instruction: Mass and lean manufacturing. Development and application of lean manufacturing

and continuous production improvement. Lean principles and techniques. Kaizen approach. Analytical

approach to profitability improvement. Design and improvement of production flow. Value Stream Mapping.

Value Stream Analysis. Production balancing. Material flow management in lean environment. Kanban

management. Performance improvement in lean environment. Application of lean principles in services and

office. Application of lean principles in health. Training within industry – Training for Job Training,

Training for work methods and relations on work.

Practical instruction: Mass and lean manufacturing – case studies Ford, Toyota and NUMMI. Application

of techniques of Analytical method for profitability improvement. Overview and detail capital analysis in

manufacturing. Value stream mapping. Material flow analysis and improvement. Practical exercises of

application of Training for Job Training, Training for work methods and relations on work.

Literature/Readings

Basic: Levi-Jaksic, M., B. Petrovic, J. Todorovic: ―Profitabilnost proizvodnje‖, FON, Beograd, 1994;

Petrovic B., D. Slovic: ―Kontinualno poboljsanje proizvodnje - prilozi‖, FON, Beograd, 2003; Additional:

Shigeo S, Nova japanska proizvodna filozofija, Prometej, Novi Sad, 1995; Womack J. P, D. T. Jones, Lean

Thinking : Banish Waste and Create Wealth in Your Corporation, Simon & Schuster, New York, 1996.


Lectures:

2

Labs:

2

Workshops:

2

Research study:

Teaching methods

Ex catedra, interview method, demonstrative method, case study, PowerPoint presentations; Practical

examples; Individual student research and problem solving based on exercises; Consultation in preparation

of project assignment and individual student work through projects;



Participation in class Written exam 48




Course:

Practice Specification

Teacher: All teachers involved in the study program

Course status: Mandatory

ECTS points: 4

Prerequisites: /

Course objective

Training students to do independent research and professional work in identifying and solving specific tasks in the

program of study, in real conditions of practice and / or research laboratories and centers.

Learning outcomes

Gaining experience and mastery of skills in the use of deepening and enriching the acquired theoretical and practical

knowledge for the purpose of identifying and resolving specific issues and tasks that occur in the real system.


Elements of the project task; Defining the objectives and tasks of the research; Identification and description of the

basic problems through the development of key thesis; The basic methods, techniques and tools for the project

professional practice - selection of appropriate methods TOR and predicted empirical research; Basic elements of

the presentation of research results - the principles of successful presentations and various forms and characteristics

of individual forms, such as the content of written documents, oral, electronic presentations; Defining a specific

project task of professional practice for each student - goals and tasks, duties and responsibilities of the student

organization (if it is implemented in a particular organization), mode, form and content of the final report, and etc.

Literature/Readings

The number of class hours per week

Other classes: Lectures:

Labs: Workshops:

Research study:

20

Teaching methods

The application of different methods of research, consultations (individual and group). The use of different teaching

methods with practical work.



Seminar 50 Written exam 50



Course:

Research proposal



ECTS points: 8

Prerequisites: /

Course objective

The main objective is to prepare students for Degree - Master of work, so he is the first phase of development of

master work. With the help of mentors, students will be prepared that, with the conquest of the necessary methods

and with the use of basic acquired during their studies, scientific-technical and professional application of

knowledge, solve a specific problem within the selected areas. As part of these preparations student studying the

broader context of the problem, its structure and complexity.

Based on literature student meets with the existing approaches to solving similar tasks and good practice. Based on

the conducted comparative analysis of available solutions student brings a proposal of its own approach to solving

the complex problems. The aim of the activities of students in this part of the research is to gain the necessary

experience through solving complex problems and tasks and identifying opportunities for the application of

previously acquired knowledge into practice.

Learning outcomes

Engineer should improve their previous titles acquired those skills and knowledge which enables him to solve the

most complex problems. In addition to the knowledge and skills acquired in undergraduate studies, students are

trained for research work. Acquire the necessary knowledge in specific scientific fields, methods of scientific

research and skills (oral presentation, group communication, etc.). Because creative approach to the interpretation of

other people's knowledge and experience can exercise and less scientific contributions. In this way gain a better

performance on the market work, and acquired competencies enable them to find employment in research and

development centers and institutes, or in companies that are committed to improving their own work and open to

new approaches and solutions in the areas of organization and management. In the access student work defines the

topic, purpose, research methods, literature you will use.


The content of the work depends on the particular rešavanog problems and is aligned with the objectives of the case.

The work includes the object and purpose of the research, initial hypotheses, research methods, the contribution of

access and conclusions.

Literature/Readings


Other classes:

Lectures: Labs: Workshops: Research study:

20

Teaching methods

After discussions with the supervisor about topics of the future specialist labor, student, with the approval of the

selected mentors and task-specific, starts making the access operation. During the preparation of this paper, mentor

conduct regular consultations to learn about the progress of the student, critically evaluate current work and provides

additional guidance in the form of student guidance or reference to a particular literature.



Creation paper specification 50 Defense graduate paper

specification

50



Course:

Graduate paper specification



ECTS points: 18

Prerequisites: /

Course objective

Engineer of organizational sciences should demonstrate an increased ability to research in the case of new or

unfamiliar problems in this area, linking the acquired knowledge and skills in solving complex problems, and the

ability to follow and adopt papers and research results.

Learning outcomes

Graduate engineers - masters improve their previous knowledge acquired those skills and knowledge that they

provide better performance on the market work, and acquired competencies enable them to find employment in

research and development centers and institutes, enterprises or their own organizations. Students gain specialization

in the above sub-group can independently or in a team to solve the most complex problems, because they deepen

previously acquired academic skills and knowledge, understanding and skills. Are trained to solve complex

problems. They independently investigate, process the data obtained in the research, draw conclusions, write and

defend the results.


By creating and defending the master's thesis students are usavšavaju in the scientific field that is the subject of their

master academic studies and acquire a graduate engineer in the field of master academic studies. Engineer - master

has deepened academic theoretical and practical knowledge and skills in the chosen specific scientific field, knows

in academia and beyond the accepted methodology for solving complex problems and is able to be independent and

creative application in solving the problems that will occur in practice.

Literature/Readings


Other classes: Lectures:

Labs: Workshops:

Research study:

Teaching methods

After accepting the diploma master work of a candidate under the supervision of a mentor approach to designing

work. Creating work should be carried out in accordance and in the implementation plan exposed in the application

work. Candidate in the laboratory and / or field work independently on the practical aspects of the problems solved.

In consultation with the supervisor if necessary checks the work plan, in terms of the elements it contains, or the

dynamics of additional sources.



Creation graduate paper specification 50 Defense graduate paper specification 50

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